Revenue: $6B
Employees: 38,000+
A leading operator of long-term acute-care hospitals (LTACs) and rehabilitation services provider was experiencing flat to below-market growth. This was largely attributed to:
1) Insufficient resources to capture the opportunity in the marketplace.
2) Inconsistent sales organization structure across the regions.
3) Undefined roles without clear rules of engagement, creating role corruption, customer confusion leaving selling resources unsure of how best to execute.
Additionally, the client needed to move quickly, as their annual plan was going to be finalized in less than two months.
SBI leveraged the Revenue Growth Methodology to identify and sequence key focus areas to obtain the 20% year-over-year growth while ensuring fiscally responsible use of company resources. As a result, the following focus areas were identified:
Deployed coverage model investing additional resources in high-value SBI leveraged a combination of internal and external data sources to identify the market opportunity across the United States. In addition to stakeholder interviews and field surveys, SBI collected the voice-of-customer (VoC) to determine which roles would yield the greatest ROI. This input, along with emerging best practices SBI identified from a wide range of industries, informed the future-state organizational structure. From there, SBI was able to develop a data-driven model to determine the headcount needed to capture the potential.
To support a successful adoption and provide clarity around expectations in the future-state organization, multiple supporting materials were created, including:
The company successfully executed the new sales model, which resulted in consistent growth and efficient use of resources. Sales expense steadily declined, while they exceeded the 20% YoY growth.
