Case Studies

Financial Sales Execution to Close Deals at Full Value

The Problem TFP’s client—a multi-million dollar SaaS provider of ERP and professional services automation solutions—believed that sales representatives were conceding too much throughout the sales cycle and negotiation. Although good information was being gathered during discovery, the process wasn’t focused enough on quantitative metrics that could be used to better demonstrate the value of the …

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Rapid Sales Talent Development

The Problem TFP’s client—a multi-million dollar software vendor—was focused on growth, and sought to increase its sales coverage throughout the United States to expand market share. The challenges it faced were two-fold: first, it expected an excessive amount of time to get new sales professionals up to speed on their products and services, and, second, …

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Finding the Competitive Edge

The Problem The client, a health care technology provider, had aggressive growth targets.  However, in an especially competitive landscape the company needed differentiators to win hotly-contested deals.   The company also felt its incumbent sales methodology was outdated and unresponsive to the current environment. The Solution The client engaged TFP’s ROI4Sales division to conduct a value …

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Determining the Value

The Problem The client, a mid-size software and consulting concern, was expressing difficulty communicating value to their prospects.  This weakness lengthened its sales cycle and impeded its ability to grow revenues. The Solution The company engaged in a value inventory workshop conducted and facilitated by TFP’sROI4Sales division.  The principal goal of the workshop was to …

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Satisfying Cost Justification Hurdles on a Major Deal

The Problem TFP’s client, a major software vendor, was hoping to close a big deal with a large financial services provider.  But the deal had stalled; obstacles were materializing with the magnitude of the deal that was being discussed.  In particular the customer wanted a precise and reliable analysis that demonstrated the financial impact over …

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Talking to the Business to Expand the Deal

The Problem The client, a major software vendor, wasn’t satisfied.   While the sale of a point solution to the customer, a large medical insurer, seemed in the bag, the account team wanted more.  The account executive was sure that he had a lot more to sell that the customer needed if only he had the …

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Growing the Deal by Driving Consensus Across the Enterprise

The Problem TFP’s client—a major software vendor—had set an aggressive target in its negotiations with the customer, a large regional energy provider.  But the customer indicated that support for the acquisition across various business units was inconsistent at best.  As a result, the account team began to consider a limited deal to a single division …

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Growing the Deal while Maintaining Customer Cash Flow

The Problem TFP’s client had structured the deal just right—or so it thought.  Pricing was set at a maximum amount such that the customer could afford the software license and services within its then-current capital and operating budgets.  But circumstances for the customer, a technology provider in its own right, were evolving.  Following poor quarterly …

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Preserving Margin Despite Budget Hurdles

The Problem A major technology vendor, TFP’s client, had just what the customer, a large national healthcare provider, needed: a solution to help it improve the quality of patient care, enhance employee satisfaction, and promote IT efficiency.  Realization of these values was being challenged by the lack of available budget which threatened the ability of …

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Overcoming Budget Constraints

The Problem TFP’s client, a major enterprise software vendor, had done everything it needed to do to win the deal: talked to all the right people in IT to win the technical argument, conferred with the business to make sure all their needs were being addressed, conducted a series of successful demos, and answered all …

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