Case study

Looking beyond IT integration: Helping a global media and telecom firm standardize and optimize business processes to get better sales and marketing results

Client: Global media and telecom firm

Our Role: Streamlined and standardized business processes to improve customer experiences.

Industry: Technology, Media and Telecommunications

Services: People and Organization, Customer Strategy, Fit For Growth

Client Challenge:

After acquisitions, platform and process duplication adds costs, causes inefficiencies

Over several years, a global communications and media company had expanded by acquiring several companies. Each acquired company ran its own unique, customized version of Salesforce’s customer relationship management (CRM) platform. This duplication of systems and disparate business processes created multiple inefficiencies by obscuring visibility into the business pipeline, preventing collaboration on strategic customer priorities and adding to sales operations overhead costs. On the technology front, the multiple CRMs led to a needlessly complex IT infrastructure with unnecessary costs associated with multiple software licenses.

In early 2018, the company took steps to unify its acquisitions into a single subsidiary with an annual revenue goal of $1 billion. The company asked PwC to clean up the complexity and consolidate its multiple unique versions of Salesforce into a single, unified system.

“Our approach to sales and marketing excellence is to offer a solution that combines multiple competencies with a proven delivery methodology. Technology is an enabler, but our ultimate goal is to drive superior business outcomes.”

Ted Capaldi, Partner, PwC

Approach:

Streamlined and standardized business processes to improve customer experiences.

We immediately recognized that the client could get more value by looking beyond technology integration and seizing the opportunity to simultaneously optimize business processes by cleanly integrating the operations of its acquired companies.

Our client had previously designated its CIO as project sponsor, but the company decided to expand the scope of the project based on our input and assign its Global Head of Sales to champion the initiative.

PwC assembled a multidisciplinary Sales and Marketing Excellence team of more than 20 professionals from relevant disciplines including Salesforce, People and Organization, and Customer Strategy. Sales, marketing, and service functions are the center of commercial functions, and companies typically fail in creating an efficient process/ communication method for these teams. We help our clients identify the issues that are driving these inefficiencies and create a roadmap and target state process that overcome these issues. This typically includes redefining the process and implementing the proper technology.

Using a business-led, workshop-centric approach, we created a four-phase plan to release business value early and often by helping our client implement a single-platform solution that would provide customers with a standardized, consistent and frictionless experience. We helped our client unify and consolidate its disparate iterations of Salesforce into a single unified version compatible with the company’s other legacy IT systems, including enterprise resource planning (ERP) software.

PwC leveraged our global resources including nearshore and offshore service delivery centers to expedite this complex project and make sure we would stay on track in terms of delivering results within the aggressive timeframe.

Impact:

Better processes and re-skilled workers pave a path to lower costs and strong future growth

PwC helped our client create a global standardized sales and marketing process. We created training content and supported training for nearly 2,000 end users in new ways of pursuing leads and managing opportunities.

As the project continues, we will continue to train our client’s global service and back office team members on using the newly streamlined system to provide enhanced customer service and improve the company’s NPS (net promoter score).

The engagement has also had a lasting impact on the way in which our client’s subsidiary approaches enterprise decision making and governance. The companies that our client had acquired were accustomed to acting quickly and impulsively to try to capture first-mover advantages. PwC helped them to understand that even small changes made hastily can have large repercussions elsewhere in the business. Now before making enterprise decisions, our client’s team members are more likely to consider the end-to-end impact on workstreams and global templates. This thoughtful, deliberate approach could help the client avoid costly mistakes and ensure that process changes are likely to contribute to sales and marketing success while still executing with speed.

Our client expects that this technological consolidation and these business process improvements will enable its subsidiary to achieve significant revenue growth. Meanwhile, the engagement is on track to deliver an estimated 50% reduction in software license costs.

Contact us

Ted Capaldi

Partner, Advisory, PwC US

Carl Haynie

Director, Advisory, PwC US

William Chitwood

Director, Advisory, PwC US