Sales & Marketing Transformation - Travel Services

Case Study Overview:

• Industry: Corporate and Personal Travel Services
• Turnover: $150-$200 million
• Ownership structure: Franchise
• Project trigger: The client initiated a search for a new National Head of Sales and decided to conduct a sales function review in parallel. The objective was to ensure the new Head of Sales could hit the ground running from day one.
• How were AD referred: The client was referred to Active Directions by an executive search firm. The firm recommended Active Directions due to our expertise in sales function reviews and the ability to execute.

Our Approach:

1. Sales Process and Key Account Planning Review: We examined the customer buying cycle, account portfolio and sales coverage model to identify opportunities to improve the sales process, prioritise strategic accounts and establish a more disciplined key account planning approach.
2. Structure and Incentives Assessment: We assessed the team structure, capacity, capability and incentive program to ensure resources and rewards were aligned with business goals, strategic account priorities and the expected level of service for different account segments.
3. Sales Tools and Systems Evaluation: We evaluated how effectively the sales tools and systems supported account segmentation, key account planning, opportunity management and sales team decision-making.

 
Project Outcomes:

• Developed a target customer sales cycle supported by annual sales planning, account segmentation and key account plans for priority customers, with improved onboarding of new customers.
• Proposed incentive plan options that considered greater risk and reward scenarios, clearer KPIs, business affordability and stronger alignment with growth, retention and relationship development across strategic accounts.
• Recommended a new structure to strengthen regional teams, support entry into new markets and direct greater sales capacity and channel investment towards strategic accounts, while reducing effort devoted to non-strategic accounts.
• Suggested improvements for the use of sales tools, focusing on managing fewer but more insightful sales data points.
• Develop a new sales and marketing strategy, with a focus on key account planning.
• Continue to support the executive team to ensure they can focus more on customers at a critical stage of the year.
• Provide ongoing support to the new Head of Sales to implement the recommendations and drive growth.

 
Key Next Steps:

• Develop a new sales and marketing strategy, with a focus on key account planning.
• Continue to support the executive team to ensure they can focus more on customers at a critical stage of the year.
• Provide ongoing support to the new Head of Sales to implement the recommendations and drive growth.

Key Questions to Get the Conversation Started:

1. What is getting in the way of sale performance across people capabilities, KPIs, processes, and tools?
2. How do you measure the effectiveness of your sales processes and tools?
3. Do your sales incentives align with your business goals?​

Looking to improve sales performance and accelerate growth?