At a Glance
Major Philippine telecommunications company, to improve the performance of their corporate sales team, specifically their subsidiary. The analysis revealed issues such as a lack of structure, poor sales pipeline management, and insufficient training.
This case study breaks down how partnership with Renoir more than doubled productivity, and how performance-oriented sales culture was established, leading to double-digit sales improvements.
Key Results
- More than 100% increase in account managers’ productivity
- 20% increase in sales leads generated
- Implementation of a semi-automated Sales Pipeline Management Control System
- Comprehensive training for 120 account managers with final assessments
- Standardised sales guidelines established across the organisation
Background
The telecommunications market in the Philippines was valued at around $5.58 billion in 2025 and is expected to grow at a rate of about 3.28% each year until 2033. This growth is driven by increasing smartphone penetration, rising internet usage and the expanded adoption of digital services such as streaming and online gaming.
 Offering a full range of services including mobile, broadband, data, and managed services, the company has a substantial customer base and strong backing from major shareholders. With over 30 million mobile customers, the client is recognised as a national leader in connectivity solutions, operating in a fast-evolving and competitive market.
Analysis
Despite consistent growth in customer subscriptions, the client’s management team identified significant inefficiencies in its corporate sales function, managed by its subsidiary. A diagnostic revealed multiple performance barriers:
- Absence of proactive performance management across the sales team
- Weak sales pipeline with inadequate lead generation
- Excessively long sales cycles
- An ineffective incentive scheme misaligned with customer acquisition goals
- Variations in account manager productivity and skills
- Lack of structured onboarding or training programmes for new hires
These systemic issues prompted the client to engage Renoir for a transformation programme aimed at improving sales efficiency and performance.
Project Approach
The transformation initiative focused on enhancing productivity by at least 20% and embedding a results-driven culture within the sales team. Renoir proposed a multi-tiered project structure including:
- A Steering Committee led by the client’s Chief Operating Officer
- A Management Action Team under the Head of Corporate Sales
- A dedicated Task Force of client staff working full-time with Renoir consultants
The cornerstone of the initiative was the co-development of a Sales Pipeline Management Control System that would provide clear visibility into team performance, workload, and conversion metrics. The solution also aimed to be accessible and user-friendly for account managers in the field.
Its primary functions and capabilities included:
- Providing a clear picture of the overall management of the Sales process.
- Accessible tool, that Account Managers could remotely access.
- Giving Team Leaders visibility into aspects like workload, productivity, and conversion rates, acting as a performance management tool.
- Being organised into logical groupings for Forecast, Plan, Control, and Report.
- Focusing heavily on the planning and controlling of activities.
- Incorporating critical leading indicators to provide management with timely alerts and help address the root causes of problems.
- Being implemented alongside advanced Scorecards, which provided a live representation of the Sales Pipeline across different levels( individual Account Manager, Sales Team, and the entire Corporate Sales Department). These Scorecards were used for performance management and to foster a competitive culture.
Implementation
The project was structured to ensure close collaboration and buy-in.
Key initiatives executed in collaboration with the client included:
- Design and implementation of a Sales Pipeline Management Control System structured around Forecast, Plan, Control, and Report functions
- Integration of leading performance indicators to trigger timely management intervention
- Creation and roll-out of performance-enhancing scorecards visible at multiple organisational levels
- Weekly recognition schemes to foster a competitive and performance-oriented culture
- Development of standardised sales guidelines for onboarding and capability assessment
- Comprehensive training of all 120 account managers, concluded with a mandatory examination to validate both knowledge and practical application
Results
The impact of the project exceeded initial expectations:
- Account manager productivity more than doubled within the original deadline.
- The semi-automated pipeline management tool provided real-time insights into team performance, enabling targeted interventions
- The structured scorecards and competitive incentives contributed to an energetic sales culture focused on achievement such as “Best Performer of the Week”.
- The newly developed training materials and onboarding process ensured consistent capability across the sales force
- Due to the success of the initiative, the client extended the project by an additional time to embed best practices more deeply into operations
This partnership significantly elevated the client’s corporate sales capabilities and established a robust foundation for sustained performance improvements.
*Client-specific details have been intentionally omitted to maintain strict discretion.  
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