Sales Organization Analysis

Sales Organization Analysis

Challenge 2: Sales Organization

A manufacturing company’s existing infrastructure operated in five separate business units, each with its own sales force. The result was multiple sales calls to the same customers, large geographic territories, and no cross-selling of other company products. The sales teams spent the majority of their time travelling, averaging 80 nights in a hotel each year, across at least four states.


We conducted a time allocation analysis to determine how much time was spent on selling versus non-selling activities. In addition, a customer work load analysis was completed for each sales rep. The sales teams operated in silos and were overwhelmed with number of customers and SKUs to offer. Sales resource routes were based on personal preference and proximity versus the customer potential or actual revenue.


  • The sales organization restructured and redeployed based on geography to increase efficiency.
  • Sales reps underwent cross-training on all of the company’s brands to promote full portfolio sales.
  • Sales leaders assigned one dedicated sales person for each key customer to encourage customer penetration, strategic planning, and solution selling.