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Client Challenge
A major information technology service provider recently engaged a Stamford-based McKinsey team to redesign its go-to-market strategy. The company faced slow growth in its core markets, and executives felt that they must make substantial changes to the way customer relationships were manage in order to drive the double-digit growth they aspired to. Relationship management represented approximately $3 billion annually in spending.
The four-member team performed a thorough diagnostic of the client’s sales function, followed by intensive analysis of competitive relationship management models and internal best practices.
After six weeks, the team recommended a major shift from a "one size fits all" model to a "pull"-focused multi-channel model that would employ specialized resources for acquiring new clients, while eliminating less productive resources. This resulted in a higher number of new clients.
Practice Support
The Marketing & Sales practice has over 200 members firm-wide. Key sectors for marketing work include banking, technology, pharmaceuticals, retail sales, and telecommunications.
"From optimizing a company's brand portfolio to helping a company successfully adopt a solutions selling strategy, there are many opportunities to make marketing your specialty."
-- Stamford location associate
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