A statewide business-to-consumer services organization experienced growth in sales and employees, but they could not figure out why revenue did not increase.
The organization experienced a consistent decrease in revenue over an 18-month period. The company’s leadership was misaligned around corporate goals and objectives. Strategic goals were not clearly defined. Marketing and Sales teams operated with conflicting approaches to target market strategies.
- Develop process maps for all internal department work performed for internal and external clients.
- Develop workstream connectivity between interdepartmental goals and organizational objectives
- Design Performance Improvement Plans for executive leadership.
Increased revenue and sales in the first 90-days following work with the leadership team. Increased the ability for all departments to process internal and external requests.
- 15% increased revenue
- 10% increased sales
- Marketing and Sales team collaborating on agreed strategies; gained new customers in joint effort