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���㣨Leyu���������� helped create a nimble and effective sales organization, primed for growth

An independent company must have its own sales and distribution network, legal and compliance departments, procurement processes, order-to-fulfillment systems, and more. ���㣨Leyu���������� helped the client determine in which countries it made the most sense to do business, identified and vetted appropriate business partners in different markets, communicated with internal stakeholders, established and documented processes, and created templates and work plans to ensure the new company would be ready for operations on “Day 1.”��

1.��Assessment phase

Evaluating the “as-is�� and target structures

���㣨Leyu���������� began by examining the current state of the proposed company—the countries it sold in, its sales channel strategy, sales process, and lead-to-cash processes. The initial assessment highlighted areas of opportunity for the new company and informed the target-state design. To be successful, the company needed a go-to-market strategy that prioritized profitable and high-growth countries, and it demanded the ability to function smoothly without shared services from the parent organization. 

���㣨Leyu���������� performed a granular analysis of the business in each country, assessing route-to-market, systems in service, growth potential, and cost of maintaining business. ���㣨Leyu���������� then assisted in developing the company’s go-to-market strategy, its partner strategy and program design, operating model design, and lead-to-cash documentation and design. 

3. Business partner selection phase

Finding the right business partners

The company’s expanded network of independent business partners would be critical to its success. While the company planned to serve 16 countries directly, finding the right business partners to handle sales and service support in the other 145 countries was essential.

After a detailed assessment of business partner requirements, the landscape of potential partners, and regulatory requirements by country, ���㣨Leyu���������� created and implemented a wide-ranging strategy to identify, vet, and onboard new business partners in over 70 countries. The support included an initial list of potential partners for high-priority countries, a scoring rubric to assess potential partners, and various business partner selection templates to help the company perform its due diligence on each new partner. In partnership with ���㣨Leyu����������, the new company was able to identify, select, and onboard multiple business partners in less than one year from conducting the initial route-to-market assessment.

5. Sales operating model phase

Streamlining operations for efficiency and effectiveness

���㣨Leyu���������� established the operating model for all the company’s support functions, including a sales operations operating model at the global, regional, and country levels. The sales operations operating model detailed activities critical to the new company’s operations and mapped them to where they would be performed most effectively geographically—globally for activities common across business units and geographies, and locally for nuanced activities most effectively executed within countries.

The new company leveraged the future sales operations operating model as the baseline for its current operating model, and it helped the new company establish global Centers of Excellence that improve the service provided by sales operations more cost-effectively.