RAC is a division of a global Industrials company. Acquisitions play a significant role in its growth strategy - not just to gain share in markets they already serve, but to enter markets where the company has little or no presence. RAC made a series of acquisitions over a 2-year period that fitted within its core capabilities but whose value proposition was very different from its main product and solutions portfolio. Indirect sales accounted for the majority of RAC's sales. However, the recent acquisitions required a wholly new sales channels infrastructure since direct sales was the primary industry sales method as the new solutions were more complex than the company's historical products. The challenge then was to determine the optimum channels infrastructure to maximize revenues and profitability. Vaxa was asked to combine its channels & global research capabilties to assist RAC in designing and implementing a new channels strategy. The target customers were mainly Small & Medium Businesses (SMB), a segment that RAC already served but was not known for a complex solution sales that address specific enterprise business issues.
		Vaxa designed the primary & secondary research to address many fundamental questions that directed the design and implementation of the global channels strategy & tactics, for example, What level of revenues should be expected through each channel? What channels are important to meet or exceed customer expectations for acquiring information and purchasing products? How do these channels relate to each other? What is the alignment strategy between RAC's current channels infrastructure and the requirements of the market? How will this change over time? Who are the decision-makers and influencers at the different stages of the purchasing cycle? What is important to each group? Which partners are most important in each of the channels? How we do ensure the channels work in unison so channels conflict is minimized? What direct & indirect marketing programs are necessary to influence and drive revenues? What is the relationship between the closed sales and opportunity pipelines? The data from the research was used as input to build a channels model that forecasted the revenue streams through the difference channels - e.g., as opportunities moved through the sales cycle. This model also incorporated how sales will vary over time as the channels infrastructure became more mature and aliigned with the market buying preferences. This model was used as the basis for the design and implementation of the global channels ecosystem. top
		Vaxa worked with RAC to design and implement a global channels strategy. top