Case Studies

A 10 million dollar, family-run electroplating and metal finishing firm, ABC Co. has built a broad and sophisticated client base across a diverse range of vertical markets. Over the past 60+ years, it has become a leading provider of durable and sophisticated metal finishes for the jewelry, aviation, automotive, high tech, and other high profile industries. Based in New England, its business and reputation has been built on an effective combination of advanced technology, incisive R&D, superior quality and outstanding service.

Despite a stellar reputation earned while serving an enviable roster of well-known brands, ABC Co’s revenue growth had flatlined over the past few years — with diminishing returns on existing business. More focused on the production and technology side of its business, the company had not placed much emphasis on sales. The sales force found it difficult to articulate the company’s strengths and value proposition to both current customers and prospective clients. In addition, ABC Co. was relying on outdated sales materials, sporadic and uncoordinated new-business efforts, and the antiquated practice of cold-calling.

What’s worse, the lines between sales and production were blurred, with neither department having defined roles. The sales team had no specific sales goals or formal meeting structure in place. They were frequently pulled away to answer order inquiries, handle production problems, and make deliveries. On the other hand, the production staff often handled customer relationships and answered client questions. This confusion created redundant processes, overlapping roles and gaps in the customer-care lifecycle.