Beta Company, a division of a multi-billion dollar publisher was facing the dual problem of a market shift towards new technologies and a history of growth by acquisition that had created a number of silos organizational. Beta had multiple sales teams calling on the same customers with competing and overlapping solutions which customers found to be confusing. An additional challenge was that the emergence of another non-integrated siloed team within the division that was created in response to the market’s shift toward a preference for digital media. The independence of the digital media team was creating substantial tension amongst the teams that were selling traditional printed media, inhibiting cross-selling, and frustrating the customer base. Additionally, the siloed organizational structure was not scalable and the lack of cross-selling and internal competition within customers was inhibiting revenue growth.
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