From Challenge to Results
Three real-world situations illustrating different ways of addressing a commercial challenge: transforming a sales approach, rebuilding a strategic relationship, and opening new avenues for growth. The cases have been anonymised to preserve the confidentiality of the organisations involved.
CASE 1 · COMMERCIAL TRANSFORMATION
From Protecting the Existing Customer Base to Developing New Business
SITUATION
An established sales network maintained a stable customer base, but much of its activity was focused on servicing existing business. The potential of different territories was not being fully exploited, and new customer acquisition had gradually lost prominence in day-to-day commercial activity.
INTERVENTION
I analysed commercial performance and the potential of each territory, reviewed the territorial structure and redefined activity expectations. The objective was no longer simply to protect the existing customer base: each sales representative was expected to combine the management of existing customers with the continuous development of new business opportunities.
RESULT
The change significantly expanded commercial coverage and, above all, transformed the team’s sales culture: from a mindset focused on protecting existing business to one equally committed to generating growth.
≈700 → 1,000+ active points of sale | +40% network growth
CASE 2 · STRATEGIC ACCOUNTS
Rebuilding Trust and Winning Back a Key Account
SITUATION
A highly significant account had been lost years earlier following a serious deterioration in the commercial relationship. Winning it back was not a matter of presenting a better offer or pushing for a quick negotiation: trust had to be rebuilt first.
INTERVENTION
I adopted a deliberately gradual strategy. Rather than trying to recover the entire business from the outset, I worked on rebuilding the relationship over time, secured an initial limited opportunity and used its results to progressively expand the collaboration. The priority was to demonstrate consistency before asking for a greater commitment.
RESULT
Following a sustained process of rebuilding the relationship, the account once again became a strategic customer and ultimately had a significant impact on business growth.
Strategic account recovered | ≈20% impact on revenue growth
CASE 3 · CHANNEL DEVELOPMENT
Opening a New Growth Channel Without Disrupting the Existing One
SITUATION
A company with an established commercial model decided to develop a new direct sales channel. The growth opportunity was clear, but so was the risk: the sales network that had historically developed the business could perceive the change as a threat and become less engaged.
INTERVENTION
The new channel was positioned as an expansion of the market, rather than a replacement for the existing model. I managed the communication around the change and kept the sales network involved in support and development activities, ensuring that it continued to play a clear role within the new commercial structure.
RESULT
The company successfully introduced the new channel and expanded its market access while maintaining the commitment of the existing sales network. Growth was not approached as a choice between channels, but as a model in which both could contribute value.