Reorganizing Sales by Customer Size and Sales Process and Strengthening Outbound Sales
First written in FY2022-Q1. 4 of 9 entries say "Restated". Latest entry: FY2024.
2 other companies' latest entry also says "Advanced".
- FY2024AdvancedAnnual report
「Of the customer leads we had acquired, some were difficult to convert into sales discussions immediately. Because we had not implemented sufficient measures to convert these leads into opportunities, we sometimes missed sales opportunities. Going forward, we will actively provide information to increase customers' interest in considering our offerings, including through the use of marketing automation.」
In addition to the existing sales-organization restructuring and BDR initiatives, we identified lead nurturing using marketing automation as a specific future measure. - FY2024-H1AdvancedAnnual report
「In response to this situation, we strengthened outbound sales by establishing BDR (Business Development Representative) positions focused on increasing opportunities among medium-sized and large customers; re-established an account management team within the sales division to actively support existing customers with their issues and drive upselling; provided training for new and existing GWS sales and upselling to promote AI-function enhancements that support customer retention; and encouraged the use of internal AI services.」
We formalized the establishment of BDR positions for medium-sized and large opportunities, the re-establishment of the account management team, GWS sales and upselling training, and the promotion of internal AI service use as response measures. - FY2024-Q1AdvancedAnnual report
「We also actively pursued industry-specific sales and marketing initiatives targeting local governments, education, healthcare, construction and other sectors to generate new opportunities.」
In addition to reorganizing the existing sales organization and pursuing inside sales, we implemented sales and marketing initiatives focused on local governments, education, healthcare, construction and other target sectors. - FY2023-Q3RestatedAnnual report
「We also brought inside sales, which is responsible for lead generation using telephone, email and other channels, in-house and actively pursued various marketing initiatives to generate new opportunities.」
We continue to generate new opportunities through in-house inside sales and marketing initiatives. - FY2023-Q1AdvancedAnnual report
「We also brought inside sales, which is responsible for lead generation using telephone, email and other channels, in-house and actively pursued various marketing initiatives to generate new opportunities.」
In addition to reorganizing the existing sales organization and pursuing outbound sales, we brought inside sales responsible for lead generation in-house. - FY2022RestatedAnnual report
「In terms of sales, we reorganized the sales organization from one structured by channel into one divided along two axes: customer size and sales process. This improved our ability to generate opportunities through our existing inbound sales model, in which clients approach us, while we also actively pursued outbound sales, in which we approach clients, to generate new opportunities.」
We continue to reorganize the sales organization by customer size and sales process and generate opportunities through both inbound and outbound sales. - FY2022-Q3RestatedAnnual report
「We reorganized the sales organization to improve specialization through a division of labor and strengthen our ability to generate business opportunities, conducted various webinars, including joint webinars with partners, and stepped up sales of bundled products highlighting integration between products.」
We continue to pursue sales initiatives centered on improving specialization and business-opportunity generation through sales-organization restructuring, combined with webinars and bundled-product sales. - FY2022-Q2RestatedAnnual report
「In sales, the Company reorganized its sales organization, which had previously been structured by channel, into an organization divided along 2 axes: customer size and sales process. This has improved the ability to generate opportunities through the existing inbound sales model, in which clients approach the Company, while the Company is also actively pursuing outbound sales, in which it approaches clients, to generate new opportunities.」
The Company continues to reorganize its sales organization by customer size and sales process and generate opportunities through both inbound and outbound sales. - FY2022-Q1First statedAnnual report
「In sales, the Company reorganized its sales organization, which had previously been structured by channel, into an organization divided along 2 axes: customer size and sales process. This has improved the ability to generate opportunities through the existing inbound sales model, in which clients approach the Company, while the Company is also actively pursuing outbound sales, in which it approaches clients, to generate new opportunities.」
The Company reorganized its former channel-based sales organization by customer size and sales process, and is working to improve opportunity generation through inbound sales and generate new opportunities through outbound sales.