It took three mouths from the time the board asked the question about the company's ideal client to fully implement the changes.Within six months of the rollout, nearly one-third of the salespeople either were let go for not meeting quota or left on their own.
But over the next year,businessprocessingCo.'s bookings increased nearly 25% with fewer sales reps. What's more, the new clients churned at half the previous rate, driving longer-term increases in profitability as well top-line revenue. BusinessprocessingCo. also worked to upgrade its recruitment, orientation and training processes, enabling new sales reps to become productive faster. Overall, the company has created a scalable sales model and a process for adapting its model as the model as the market changes. To monitor the relevance of the current ideal customer profile, the company 's leadership has made the "ideal customer" analysis part of ifs ongoing strategic planning review and revisits regularly.