Accelerate topline growth

Sales growth

Developing and implementing go-to-market strategies with our clients for business units, sales subsidiaries, new products and services.

Recent sales growth work


Problem

A global industrial equipment company wanted drive growth by focusing on it's key customer segments, products, and sales channels in the countries with highest growth potential. On top of in-depth analyses, a concrete action plan securing value capture in parallel with top-line growth was needed.

Solution

Working with country managers and front-line staff, a structured approach was used to analyze the granular details of several markets and identify growth opportunities. The country-level plans were aggregated and combined with core process and pricing analyses to create a corporate growth strategy.

Result

The identified growth opportunities and actions allowed the company to grow faster than the market. The approach helped management see how overall corporate strategy can be driven by more detailed country-level action plans. Front-line insights were effectively captured and included in corporate level decision making.


Problem

A privately held home appliance manufacturer in the Middle East was seeking to find more growth opportunities outside of its home market. The management was seeing new opportunities emerge in neighboring markets, including North Africa, Southern Europe, Eastern Europe and Russia, but was not sure how to prioritize its efforts and what go-to-market strategy to employ.

Solution

Working closely with top management, Reddal supported the company throughout the expansion journey. Initial step was to define the globalization strategy, combined with in-depth market and industry analyses, including field research. Work continued with strategy execution over a two year span, evaluating manufacturing locations and distributors in North Africa and Eastern Europe as well identifying acquisition targets.

Result

The company was able to define a clear fact-based strategy, implementing it systematically, and fine-tuning the approach when conditions changed. Over the two years, Reddal helped to expand operations into North Africa and Europe, acquire a European manufacturer, establish a beachhead in Europe, capture synergies and create a platform for future expansion. Today collaboration continues on new growth areas.


Problem

A European parts manufacturer needed to grow sales in a stagnated market where sales cycles are typically long. Capturing untapped potential from existing core accounts seemed to have high potential, as this would take less effort and time compared to capturing new customers. Yet, the management was unsure how to best address the issue.

Solution

Together with business unit sales teams, Reddal developed a systematic approach to identify key accounts and their potential. The effort sought to create momentum and success stories instead spending a lot of time on process development. Sales activities were focused on key accounts, and sales teams mobilized using a proven key account management process.

Result

The sales force and key account managers identifed new value drivers with their customers and took action on high potential areas. As a result, fresh sales worth over 140MEUR were closed in the first year. The program also improved operations across the company. A monthly steering group helped to communicate customer expectations to production and product development, focusing actions on key areas.


Contact our sales growth experts

Samppa Sipilä

Samppa Sipilä Kuala Lumpur

Manager experienced in corporate strategy, M&A, divestments and industrial sector turnarounds. Currently driving growth and transformation of a Southeast Asian firm.

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Tuomas Virtanen

Tuomas Virtanen Helsinki

Manager with experience in strategy, program management and pricing. Currently working on strategy implementation in financial sector and PMI of industrial SMEs.

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Ville Vento

Ville Vento Helsinki

Business Developer with experience in strategy development and implementation. Currently working in a strategy project in a European process industry company.

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Reddal Talks: Breaking out of a gridlocked industry

6 November 2017
Hyojeong Lim (Alumni)

Companies in traditional industries often face a gridlock with low growth and a saturated market. Unless decisive moves are taken by the management, breaking out of this cycle is challenging.

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Dynamic pricing - a little understood tool for boosting growth

26 September 2017
Tai Nguyen

Dynamic pricing is a powerful, yet underutilized revenue management tool with applicability across industries. Many companies lack understanding of the value of dynamic pricing, or the requirements to implement it.

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Digital B2B customer portals – leveraging B2C learnings in the B2B world

15 September 2017
Alexandre Dubois

With the increasing importance of customer experience across industries, B2B companies can differentiate by borrowing from the B2C playbook and simplifying their customer interface, facilitating relationship management, and developing digital customer portals.

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