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 Challenge
An international machinery manufacturer was selling four different product lines to its customer, an enterprise with multiple locations worldwide. Sales growth in these four lines was slow but steady. The manufacturer needed a new approach to spur sales to this customer but didn't know what would work.
Solution
As part of a new initiative to gather critical feedback from their most important customers, the manufacturer initiated the Customer Review process (CRp) from E.G. Insight. They conducted hundreds of personal interviews at locations around the world, with their contacts at this global enterprise – including 14 high-level executives.
Combining the CRp data with its own SWOT analysis, the manufacturer's account team assembled a brief presentation for the people they had interviewed, as well as other relevant managers. The presentation demonstrated what they had learned, implemented and planned for the future.
Results
Soon after using CRp from E.G. Insight, the team not only gained business in two more product lines, they were confident that they would add more:
"We now sell six different product lines," stated the account team manager. "I'm afraid to interview any more of their people . . . We can't handle the business yet!"
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CRp® Saves a Customer Relationship
CLIENT BUSINESS: Wholesale distributor
STAKEHOLDER: Major national retailer
Challenge
The distributor had a new Strategic Account Manager (SAM) who was responsible for the retailer's account. Just a few months before, the retailer had expressed interest in renewing their multi-year contract with the distributor. When the retailer requested a meeting, the distributor knew of no reason not to be optimistic. MORE>>
Targeted Surveys: Leading by Listening
CLIENT BUSINESS: Fortune 500 petroleum company
STAKEHOLDERS: Company employees
Challenge
The newly appointed CEO faced an immediate challenge: establishing sensible growth goals for the organization. His predecessor had been removed because he did not reach the aggressive goals he had set. In order to set goals that were both ambitious and realistic, he would need to first gather information from the core of the company – the employees. MORE>> |
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