Case ID: 4568
Solution ID: 37102
Words: 1704
Price $ 45

Baria Planning Solutions, Inc.: Fixing the Sales Process Case Solution


Baria Planning Solutions Inc. (BPS) has as of now keep running into specific issues, which predominantly identify with the beneath desires execution of the Sales Support bunch. One authoritative issue confronting the organization is that industry rivalry is presently extraordinary as more perceived players have entered the market. This has prompted to more combination among littler players where they have been hoping to align with bigger firms. Subsequently, rebuilding for some organizations is likely in the given situation. Furthermore, the restoration rate for the Sales Support amass particularly has declined in the year 2010 which is considerably less contrasted with the capacity's execution in the most recent couple of years

Baria Planning Solutions (BPS) is a publicly traded firm that helped its customers reduce costs through a combination of software, data analysis, project management, and consulting. BPS which initially served the U.S. energy sector exclusively had survived by expanding its industry coverage and capabilities through the acquisition of other narrowly focused industry-niche providers.

In 2007, BPS acquired a firm that primarily served the government sector, including federal and state agencies and some large municipalities and nonprofit organizations. In 2008 BPS acquired two more firms, one serving a range of manufacturing companies and another that primarily served the retail sector. * While BPS initially allowed the acquired firms to continue operating semi-autonomously, the company had since worked hard to integrate parts of each operation where synergies could be achieved. While all four firms provided solutions that addressed the same types of customer needs, the similarities ended there. In addition to serving different industries, the firms had entirely different technology platforms, service delivery processes, and even different fiscal year end dates. Most of the pressing integration work was complete by the end of 2009, although some technology migration projects were still in the works. By 2010, BPS commanded a respectable 18% share of the market, but in a highly competitive market BPS could not afford to lose any momentum in sales growth. * Although BPS served customers on a global scale, its direct sales force focused on companies in North America. As a result the North American Sales organization was focused on driving new sales and renewing existing contracts in North America. The North American Sales organization was structured into the following three groups:

i. Sales

ii. Sales Operations

iii. Sales Support

* The Sales group, led by Chuck Dee, has four units organized by the four major industry sectors that BPS serves: iv. Energy

v. Government

vi. Manufacturing

vii. Retail and Other

* The Sales Operations group, led by Jane Albright, was responsible for the following areas: viii. Competitive Intelligence

ix. Win-Loss Analysis

x. Sales Training

xi. Staffing

xii. Managing the sales force compensation plan

 * Albright and Dee were sometimes at odds over how the sales force should be structured. Dee felt that all of the teams in the Sales Support group should be aligned by industry sector. Albright believed that such a structure would require a large increase in staff. 

xiv. Data Analysis

xv. Proposal Support

xvi. Pricing

 * This type of structure did appear to be unique in the market, thus allowing BPS to distinguish itself from other mid-sized competitors through a deeper understanding of industry-centric issues, and put the firm in parity with small single-industry and large diversified competitors.

2. What factors contributed to the company's decision to organize the sales team by industry?

 What factors contributed to the company's decision to organize the sales support group in a hybrid structure? What aspects of the sales process are most valued by customers? * In Brandon Ali's email to Christy Connor he felt they had serious problems with their win-loss rate for the 2010 calendar year.

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Questions Covered

1- What are the organizational and operational issues associated with this case?

2- What factors contributed to the company’s decision to organize the sales team by industry?

  A- What factors contributed to the company’s decision to organize the Sales Support group in a hybrid structure?

  B- What aspects of the sales processes are most valued by customers?

3- What alternatives are available for dealing with the problems in the Sales Support group?

  A- How did you evaluate the alternatives?

  B- What actions should Christy Connor propose to Brandon Ali?

4- How do you think each of the major internal stakeholders, specifically Brandon Ali, Chuck Dee, Jane Albright, the Sales Team, and Sales Support group, will react to your proposed solution?

5- Who are the major external stakeholders?  How do you think each of the major external stakeholders, specifically current customers and prospective customers, will react to your proposed solution?