T-Mobile UK asked Scaramanga to
Create their sales strategy, with particular attention to the channel and distribution strategy and create a new organisation structure to deliver this strategy in the face of increasing pressure to reduce costs and improve earnings across the industry. The market is saturated and “growth” comes primarily from enticing customers away from the competition, growing call revenue and developing online mobile services.
While developing the strategy, we identified the need for new routes to market to sell voice and data solutions to business customers. We also identified the need to redefine and reset the sales strategy for the corporate direct sales force.
We put our thinking hats on
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.
And delivered these results
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.