The Darmouth Group

Dartmouth Group Case Brief

Industry:
Telecommunications

Client Issue:
Unable to penetrate markets as quickly as necessary with new products

The Business Challenge

This client had released a new telecom product that had been projected to achieve incredible results. Weeks followed the launch; the results simply didn’t meet expectations. The sales staff blamed a poor marketing position and unrealistic pricing. Marketing blamed an inflexible sales force not adept at selling new technology at higher price points.

The Solution

By bringing both marketing and sales to the same table, The Dartmouth Group quickly diagnosed that both parties were spending too much time focused on the product and practically no time on what really mattered—the customer. Dartmouth worked with the sales staff to think differently about the new product, focusing them on the business problems and impacts this solution would have on their prospective customers. The Dartmouth Group collaborated with marketing to integrate this message in product literature and other marketing materials as well. The result was improved sales performance, more effective communication between sales and marketing, and a shortened time to gain market share.

Client Issue:
Unhappy with the ability of the sales force to sell enough value to justify price, without negotiating away margins

Client Issue:
Unable to penetrate markets as quickly as necessary with new products

Client Issue:
Need to redesign the sales structure, geography and compensation design

Client Issue:
Concerned about the increasing demands from clients, and if you are equipped to meet the increasing demands

Client Issue:
Afraid of losing talent or under-developing current employees due to an inadequate or insufficient coaching and development program

Client Issue:
Dissatisfied with current ability to adequately forecast for long term planning and short term resource allocation

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