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The logo for the strategic advisor board where results matter

    Retail

    SAB Case Study

    This is an actual case study based on work performed

    CASE STUDY 6: REMOTE CO INC. THINKS LOCAL TO INCREASE SALES

    Remote Co Inc.’s growth strategy was in danger of collapsing. We helped them to decentralize their system instead of following a standardized approach that catered strictly for national needs and increased revenue tremendously by localizing products according to with the individual demands made on each market they served.


    The leading firm found themselves suffering from plummeting sales as well. However, our team came up with an innovative solution that allowed Remote Co Inc. not only to survive but thrive—all thanks to some fresh thinking about how best to handle product selection processes domestically.

    Realized Growth


    Staffing over a 4-month period: 40%


    Revenue growth over a 5-month period: 102% increase


    The Pivot

    Remote Co Inc. not paying enough attention to local customer demographics. Instead, they had a generic approach that didn’t consider where people lived or what they wanted. This ultimately limited their growth potential because there were many other factors out of their control. 


    To increase revenues and maximize efficiency, Remote Co Inc. took advantage of its scale by focusing on customer acquisition strategies like connecting with potential customers interested in what they sold and making their products more accessible through discounts or coupons. This allowed them to reach new consumers and generate leads that would eventually become paying clients.


    Remote Co Inc. had to find a new way of doing things. They started by looking at their competitors and seeing what they were doing well—which turned out not to be much. The whole process felt stagnant, so it needed an upgrade, or they could potentially fail like many others before they did when consumers changed preferences without any warning signs. 


    The CEO of Remote Co Inc. knew that something had to change for their sales not only to make a comeback but exceed expectations. The pressure from competitors and investors alike were becoming too much, so he found an innovative solution: outsourcing only certain parts of the business, which helped him maintain control while still achieving desirable results at all times.

    Our Approach in Segments


    Customizing our services to local clients is over 100% more effective than providing them globally. With just 10–15%, we made the business stand out from competitors and increased revenue per customer. We designed a pilot project to identify localization possibilities with senior management.


    The process involved four steps:


    1. To identify the areas in the local market that needed more service, we performed an assortment analysis. This helped determine what services were currently being offered and where gaps might exist for potential new clients or customers interested in buying.

    2. To spot growth opportunities in sales, it was vital to collaborate with their vendors.

    3. Customer research was one way to understand the customers and their needs. We could learn more about them by asking questions like, "What do I need from my customer experience?" or "How does this product make you feel?"

    4. Get management’s input on decisions to make regarding the business.


    To ensure that Remote Co Inc.’s offerings were tailored to meet customer needs, we recommended starting localization pilots across various locations and sizes. The goal was for this process was to help figure out what worked best in multiple places before rolling it out more widely across all areas where they operated.


    We gathered information from managers to create a database of services tailored for different budgets. We had to make critical changes and see if it would succeed in reaching its potential growth rate and identify what was successful about our previous attempts at launching similar programs or projects like this one to repeat those successes with future endeavors.


    Managers needed to have the power and freedom to make decisions. This way, they could select services that best suited their needs at a local level without being hindered by centralized policies or restrictions on what options were available within an area’s budget range—giving each customer more attention than before.


    There was a need to lead an organization-wide management initiative in this new localized strategy. It meant developing and implementing processes that ensured all employees were aware of their role in supporting the localized strategy goals by providing resources so they could do just that.

     

    NOTE: The names have been changed as we respect the privacy of our clients

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