The 200% Company's lead consultant took on the role of VP of Business Development, building a successful
growth initiative from the ground up.
In this role, we demonstrated that we could successfully penetrate an unfamiliar industry using our applied model of selling to national accounts, renewing past client relationships, and leveraging referrals to open new sales opportunities. We formed partnerships with PhD staffers, who identified as "reluctant sales people;" they did not want the responsibility of growing revenue. With this in mind, we developed a system for double-teaming first appointments, which allowed our consultant to transition into managing the sales process while showcasing the subject matter expertise of the PhD staff.
The 200% Company introduced a proprietary model for scaling growth, including navigating a complex buying process, creating new sales messaging, and developing sales materials.
We steered the process of increasing the sales intelligence of the organization, which had been antagonistic toward the idea of a sales growth initiative. In doing so, we enhanced stakeholders' understanding of the sales process and addressed their fears and anxiety around the change in focus and strategy.
Lastly, we hired top salespeople to model the sales process that we pioneered, expanding the Company's sales capacity and accelerating new business revenue.