background
LAP, a laser company, had recently acquired LSI, a smaller medical software company. They were in need of rpc’s integration expertise to create a roadmap for seamlessly merging the two companies, while improving and creating new processes. The consultants at rpc, in conjunction with the data analytics and coaching teams, transformed these processes and further developed the personnel needed to ensure success.
problem: two different sales processes
LSI was selling their software as a service (SaaS), with customers paying one flat fee to purchase in addition to monthly maintenance fees. Without the ability to remove old software or software whose maintenance fees had not been kept up, with rpc’s assistance and guidance, LAP switched to a Subscription Software as a Service sales model.
solution:
The subscription model allowed better management of software licenses. It gave LAP the ability to revoke software licenses from customers behind on fees or those who were sharing a single license and allowed for the expansion and increase of profits. Additionally, rpc created a uniform marketing approach and lead funnel management system, streamlining every step of the sales process, from prospecting to close.
problem: change management
With the new sales model and process in place, an updated management and human resources system led by rpc was needed.
solution:
After collaborating with stakeholders, rpc developed job descriptions, recruited, and hired new employees. The consulting team developed a training program, for both new and existing employees, providing sustainability and an overall increase in retention. Finally, rpc developed and re-organized sales territories and accounts while creating set metrics to measure success and hold employees accountable.
