Building Offline Sales Vertical
An e-commerce company that specializes in dental care products, including equipment, tools, and consumables.
Problem Statement: Despite being a publicly listed 150cr+ revenue generating company, our client lacked structure which hindered its growth.
The challenges included:
- High dependability on the founders
- Lack of leadership
- Inefficient hiring
- People-driven operations
- Vague policies and room for cultural enhancement
- Customer attrition
- Stagnant growth
Approach: The strategy involved a multi-phase approach:
- Preliminary Analysis: Assess current processes and performance metrics.
- Identifying Growth Channels: Explore new and existing channels for expansion.
- Identifying Growth Blockers: Determine obstacles in organizational structure and leadership.
- Strategic Planning: Develop targeted strategies for growth and efficiency.
- Implementation: Roll out changes across the organization.
- Tracking: Monitor progress and adjust strategies as needed.
The key focus areas included streamlining processes, leadership onboarding, hiring, customer retention, defining people and process policies, building culture and ultimately increasing revenue.
Results: Here’s a comparative overview of key organizational aspects:
| Aspect | Before CEOFactory | After CEOFactory |
| Performance Measuring | Loosely defined KRAs | Functional teams with defined KPIs for all team members |
| Appraisals | Throughout the year | Objective setting with quarterly, half yearly and yearly reviews, with 360-degree feedback-based appraisals |
| Organizational Structure | Same positions and titles since inception | Redefined hierarchy, job titles, and PORs; performance-based promotions |
| Hiring | 2 employees per month | Set up of HR Team, ATS-based recruitment, 25 employees per month |
| Mission, Vision and Values | Short-sighted Vision statement | Well defined Mission, Vision and Values that resonate with the founders and employees at large |
| Leadership | CEO, COO | Addition of CFO, CHRO within 6 months; CMO and key positions planned |
| Sales Team | 20 members | Expanded to 65+ members with structured hierarchy and planning |
| Revenue Channels | 5 | Increased to 9, ongoing optimization of existing ones |
| Revenue (First Quarter) | 36cr | 50% increase to 54cr compared to the previous fiscal year |
| Customer Care | No ticketing system | Integrated communication with a single tool and ticketing system with performance trackers |
This exercise led to significant improvements in structure, culture, and operational efficiency, setting a foundation for sustained growth and scalability.