Case Study

A major telecommunications company transformed its sales operations and reduced product launch times by 43%

February 23, 2022

Authors

Dhruv Sanexa Jaison

 

Key results

27%

Reduction in days for major
product launches

16%

Reduction in days for moderate product launches (with vendors)

43%

Reduction in days for moderate product launches (without vendors)

About the client 

This programme was with one of the leading telecommunications companies in South-East Asia.  

The challenge

The company wanted to assess opportunities in its ‘Go to Market’ (GTM) sales process to reduce the number of days taken for product launches. It wanted to improve the preparatory work by its sales department.  

After studying the existing GTM sales processes and its Management Control System (MCS), and engaging key stakeholders to understand available opportunities, we discovered that the following needed to be done: 

  • Train all relevant personnel — internal staff and dealers —before launch date. 
  • Monitor all GTM sales-related activities to ensure timely compliance and escalate any delays. 
  • Provide outlets products and devices, and Point of Sale Materials (POSM) on or before launch date. 
  • Establish formal Service Level Agreements (SLAs) with internal and external parties. 
  • Remove redundant steps in the process, which cause unnecessary delays. 
  • Create a routine forum for all departments related to GTM sales to meet and update their individual status and issues.

What we did

First, we established a baseline for the number of days taken for three main product launch types, based on historical records and informal SLAs: 

  • Major launches: 135 working days 
  • Moderate launches: 55 working days
  • Minor launches: No proper records

Then, we designed, installed and successfully implemented: 

Management control systems  

We tested, installed and implemented the newly agreed MCS nationwide with transparent planning and reporting across all regions to allow for targeted marketing activities to improve visibility. This included: 

  • Established target SLAs, that triggered timely planning events, such as advanced training and POSM material preparation. 
  • Standardised planning and reporting tools to assist sales planners in their daily activities. They were instructed to monitor, record and escalate any delays for each type of launch.   
  • Formalised meetings with key stakeholders in GTM sales. 
  • A dashboard for management intervention, when required. 

Sales process mapping 

We improved the overall GTM sales process by mapping and understanding the existing operations structure and processes. We then identified gaps and areas for improvement and designed and implemented improvements, such as: 

  • Eliminated redundant steps in GTM sales activities. 
  • Monitored product deliveries and regularly updated sales planners.
  • Conducted lessons learned sessions a week after every launch event to drive continuous improvement.

Results

After the transformation, departments were able to work in unison to ensure that launches were carried out in a more structured and methodical manner to meet planned deadlines. 

The departments achieved significant benefits related to GTM sales:  

  • Reduced major launch products (requiring SIM cards) times from 135 to 99 working days. 
  • Reduce moderate launch products (with vendors) time from 55 days to 46 days. 
  • Reduced moderate launch products (without vendors) time from 55 days to 31 days.
  • Achieved minor product launches in 6 working days.

 

Authors

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