Sales & Channel Management | Growth, Marketing & Sales | McKinsey & Company

We help clients make durable improvements to the potency of their sales investments and interactions with customers across all channels to drive sales growth .
Our access to sales transformations encompasses how and to whom companies sell their products and services, the channels they use, and the back-office operations that support these efforts. Where necessary and appropriate, we besides help clients address particular challenges in their go-to-market strategy, sales-force effectiveness, key-account management, and other relevant areas. Our team consists of more than 80 partners and associate degree partners, and a broader consort group of more than 150 senior practitioners worldwide.

What we do

Our approach extends from promptly targeted interventions that unlock value ( e.g., improving a customer ’ s key-account management course of study ) to more holistic sales transformations focused on architecture, execution, and skill-building opportunities across the client ‘s entire go-to-market model :

  • Optimize return on sales investments. Cutting sales costs without losing revenue is both art and science. Our collaborative approach helps companies gain transparency on the performance of their route-to-market mix while identifying potential improvement areas and concrete ways to achieve them, such as creating lean back-office sales operations.
  • Find and capture pockets of “granular growth.” Nearly every company with a dispersed customer base and a large number of sales transactions has considerable opportunity for organic growth if it looks at the right level of granularity. We help companies take a fine-grained view by geography, industry segment, and offerings to find the hidden pockets of growth—including often overlooked small and medium-sized business segments—and then tailor the strategies and approaches needed to capture them.
  • Align sales channels in a omnichannel world. Customers are increasingly moving across all channels to get what they want. Some of them demand increased services for certain transactions while others prefer low-touch, 24/7 interactions. We help companies form effective selling strategies in all channels from key-account management to digital sales to indirect channel partners. Clients base these strategies on precise assessments of channel performance, channel economics, and customer preferences.
  • Building the high-performing sales force. Today’s big company sales organizations often consist of thousands of people spread across vast geographies. To boost the effectiveness of these far-flung organizations, we help build necessary skills in the organization by providing innovative, hands-on programs that include performance dialogues, train-the-trainer capability building, and a “field and forum” approach for sales managers that combines classroom and on-the-job learning. This component is critical in achieving sustained improvement.

Examples of our work

  • worked with a global high-tech company to redesign its sales model, boosting productive field seller time by 25 percent and reducing cycle time and errors in sales support
  • helped a retail bank improve salesforce efficiency, leading to a 20 percent sales increase and 40 percent more cross-selling by tellers in the first two months following the engagement
  • designed a new go-to-market model for a global data communications player, reducing selling, general and administrative costs by 20 percent over 18 months

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