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Manufacturing – Sales

Company Size & Timeframe

  • $10 million in revenue
  • 80 employees
  • 2 days/week, 5.5 months
  • Results

    • Increased customer service rating from 2.5 to 4.5 (out of 5) – from average to extraordinary
    • Increased sales by 24% with no additional hires/positions and higher profitability
    • No turnover within sales or customer service during assignment
    • CEO enjoyed three vacations during assignment; now takes every Friday off to spend with family
  • Company Profile & Position

    • In business over 25 years
    • B2B, military
    • VP of Sales
  • Situation

    • Company did not have a strong sales organization or formalized processes
    • Increasing customer service issues
    • Turnover in sales management and sales positions
    • High turnover in distribution network
    • Wasn’t realizing financial growth necessary to support the infrastructure in place
    • Everyone reported to the CEO
    • Little differentiation between inside and outside sales teams
  • Implementation

    • Established clear job descriptions for inside and outside sales
    • Defined outside sales territories and restructured sales department to align
    • Hired and trained replacement as full-time Sales Manager (rather than costly VP of Sales or equity BD partner)
    • Set-up committees to interface with sales and manufacturing to improve customer service delivery

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