Transactional selling, inefficient processes and fragmented account development.
Case study 02 · Sales transformation
From Order Taking to Proactive Selling
Transforming a £90m UK services business through sales restructuring, strategic account development and data-led commercial management.
£90mUK business turnover
9Business divisions
+9.7%Reported sales improvement
01 / The challenge
The Commercial Challenge
An established UK property-services business operating across nine divisions had opportunities to improve commercial performance.
Sales activity was often transactional, with inconsistent approaches to account development, cross-selling and performance management. Helpdesk staff could receive orders but lacked CRM access to process them, so orders were passed to field sellers who entered them and received commission.
The business needed a more effective operating model, clearer commercial responsibilities and a stronger focus on developing existing customer relationships.
Redesigning the customer order journey
BEFORE
Customer contacts helpdesk
↓
Order passed to field seller
↓
Seller processes order and receives commission
AFTER
Inside sales processes orders directly
+
Proactive customer contact and follow-up
+
Cross-selling and lapsed-customer recovery
The objective was not simply to generate more sales activity, but to improve how revenue was won, processed and developed.
02 / Sales operating model
Restructuring the Sales Engine
Five higher-cost field-sales positions were replaced with four inside-sales roles. The new team could process transactions directly and undertake outbound telesales, quotation follow-up, cross-selling and lapsed-customer recovery.
A dedicated training programme covered prospecting, customer questioning, benefit-led selling, objection handling and closing.
The inside-sales operation delivered £50k in reported profit during its first two months, while creating a more systematic approach to customer contact.
03 / Customer strategy
Developing Strategic Growth
A structured approach to the top 20 accounts was introduced, supported by plans to strengthen relationships, coordinate activity across divisions and increase average order values.
Mapping customers against available services made cross-selling gaps visible and helped account teams develop more coordinated propositions.
Sector-specific marketing and the introduction of three new products created additional opportunities to expand customer relationships and reach new markets.
Cross-selling opportunity matrix
| Customer | Security | Inspections | Towers | Pest | Monitoring |
|---|---|---|---|---|---|
| Customer A | ✓ | ✓ | ○ | ○ | ✓ |
| Customer B | ✓ | ○ | ✓ | ○ | ○ |
| Customer C | ○ | ✓ | ✓ | ✓ | ○ |
| Customer D | ✓ | ○ | ○ | ✓ | ✓ |
✓ Existing service ○ Potential opportunity. Illustrative, not actual customer data.
04 / Performance intelligence
Using Data to Drive Commercial Decisions
Managing a large sales organisation required data to inform both performance management and capability development. Historical CRM data was used to establish benchmarks for new recruits, assessing their progress against expected sales activity, conversion and revenue patterns.
Evidence-led seller development
Historical sales benchmarksActivity · Conversion · Revenue · Ramp-up trajectory
↑ Ahead of benchmarkProgress capable sellers towards more complex, higher-value products.
↗ Below benchmarkIdentify the part of the selling process needing targeted coaching and support.
Commercial intelligence also informed pricing. Analysis of sales wins across four Greater London territories helped identify areas where consistent success at existing prices suggested opportunities for regional price increases.
These approaches moved decisions about people, products and pricing towards stronger evidence rather than subjective judgement.
05 / Customer proposition
Digital Innovation and Customer Value
The wider transformation included stronger customer propositions through digital services and product innovation.
A customer-facing property management portal brought together portfolio information, job status, inspections, localised risk intelligence and downloadable management reporting across desktop, tablet and mobile.
New products also included a smart access solution offering keyless entry, controlled access and auditability, with optional integration into alarm systems.
These capabilities supported more strategic conversations around service visibility, transparency and operational value.
Digital customer portal · illustrative interface
PROPERTY PORTFOLIO OVERVIEW
128Properties
24Open jobs
96%Inspections
Neutral concept visual — no original branding or customer data
Portfolio visibilityProperty and service information
Service trackingJob status and inspections
Risk intelligenceProperty and localised alerts
ReportingDownloadable management data
06 / Impact and learning
Commercial Results and Key Learnings
The combined initiatives improved commercial performance while establishing a more structured, proactive sales organisation.
+9.7%Reported sales performance improvement
£180kPotential annualised staffing cost reduction
3New products launched
Top 20Strategic accounts prioritised
The experience reinforced that sustainable commercial improvement depends on aligning sales structure, customer strategy, capability development and performance management with the underlying economics of the business.
07 / At a glance
From Transactional Sales to Structured Growth
Inside sales, training, strategic accounts and data-led management.
Improved sales performance and stronger commercial capability.
Understand the revenue model before designing the sales strategy.
What I Learned
Moving from a business built around fixed three-year contracts into a rental-based model fundamentally changed how I viewed sales performance. Winning new rental revenue was only one part of the equation: revenue ending in the same period could substantially reduce the net gain.
Understanding the rental revenue equation
+£50k
New monthly rental revenue−£30k
Monthly rental attrition+£20k
Net monthly movementIllustrative example, not reported company financial results.
That understanding reinforced my focus on larger average order values, strategic account development, retention and cross-selling rather than transactional volume alone. Managing a large sales organisation also demonstrated the value of historical data in accelerating high performers and targeting support for those who needed it.
Advice for Other Leaders
Before changing a sales organisation, understand how revenue is generated, retained and lost. Test whether the operating model supports the customer journey, whether account development spans the services available and whether performance data is actively improving decisions about people, pricing and opportunity.
Every sale deserves a strategy, not just a salesperson.