Building indirect sales channels
We undertook a market study to identify key issues and opportunities and market size. We conducted a survey among existing channel partners. We interviewed senior managers within T-Mobile and reviewed all their market research. After formulating the overall strategy, we developed detailed implementation with the channel managers. We are also aligning the company closely to the T-Mobile International goals and objectives and recommended changes to the organisation structure, which were implemented.
The implementation plans of greatest impact in terms of change were the corporate sales strategy and the SME market strategy. Scaramanga developed decision making tools to identify market opportunity and indirect channel requirements, i.e. the type and number of partners by geographic location. We developed channel propositions for each type of partner, recruitment criteria, reward and support systems.
T-Mobile has made radical changes to its route to market and has significantly increased the share of business coming from wholly owned sales channels, giving increased control over acquisition costs and customer experience. Their credibility in the business and corporate market place has soared, as has their market share.