MetricDomain

Consulting Service 02

Sales Strategy Integration & Sales Team Transformation

From sales strategy, team roles and sales process to CRM and performance management, build a sales management system that is repeatable, trackable and built for sustained growth.
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Years of Experience
20+
Corporate Clients
30+
Industries Served
30+
Training Sessions
50+

Does any of this sound familiar?

Select the situations that match your company today.

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Two or more usually means it is time to rethink how this works.

  1. 01Strategy
  2. 02Organization
  3. 03Process
  4. 04Systems
  5. 05Performance

As a company keeps growing, sales management can no longer rely on star performers, managers' experience or personal customer relationships.

Read the full description

Once revenue reaches a certain scale, many companies run into the same problems: company strategy disconnected from actual sales activity; unclear sales roles and customer ownership; a sales process that depends on individual experience; opportunity data scattered across Excel, email or individuals; a CRM that is live but cannot really support management and forecasting; sales managers spending most of their time chasing progress while pipeline quality stays unclear; and revenue concentrated in a few salespeople or existing accounts.

At their core these are not a matter of weak sales skills. They point to the absence of a complete sales operating model.

MetricDomain rebuilds the sales management structure across five layers, strategy, organization, process, systems and performance, so the company can manage customers, opportunities, forecasts and results with one consistent method.

How we engage

  1. 01

    Sales Operations Diagnostic

    Review revenue structure, customer mix, sales organization, current processes, CRM usage and performance management to identify the main bottlenecks to sales growth.

  2. 02

    Sales Strategy

    Clarify target markets, customer strategy, sales model and annual sales targets, and set clear market and customer priorities.

  3. 03

    Sales Operating Model

    Redesign sales roles, division of responsibility, customer ownership, collaboration and management mechanisms.

  4. 04

    Sales Process & CRM

    Build standard processes from lead, opportunity, pipeline and forecast through to closing and ongoing account management, and embed the management requirements in the CRM.

  5. 05

    Performance Management

    Design the key management indicators for revenue, pipeline, conversion, customer development and sales activity, and set up the manager review and tracking cadence.

  6. 06

    Sales Manager Coaching

    Help sales managers shift from chasing numbers to genuinely managing the team, opportunity quality and performance improvement.

Client stories

1 year
Succession completed
1 year
Digital transformation completed
1 year
Brand refresh completed

From the client story:30-year-old aesthetic equipment importer

Global testing and inspection group

From companies running separately to one consistent sales management system

Result

A shared sales management language and standard processes were built across the companies step by step. The management team could see customers, opportunities and results through consistent CRM information, cross-functional transparency and management efficiency improved, and a foundation was laid for further integration and scalable growth.

See the full story

The situation

The international group had expanded in Taiwan through several acquisitions and needed to bring the customers, sales processes and management practices of different companies into one operating structure. Each company ran its own sales process and customer management approach, annual budgets and performance targets lacked a consistent management framework, customer, opportunity and sales information was scattered, the CRM had not yet become a complete cross-functional management mechanism, and the management team struggled to get consistent, timely sales information.

What we did

Re-examined sales processes and customer management across the companies, implemented Microsoft Dynamics 365 CRM, built a standardized sales and opportunity management process, designed cross-functional KPIs, pipeline and performance tracking, set up an annual budget and sales target management framework, and helped managers establish CRM management and team coaching routines.

Evelyn Yang
Evelyn YangStrategy Consultant
Medical Aesthetics

30-year-old aesthetic equipment importer

Refreshed the corporate identity to revitalize the

1 year
Succession completed
1 year
Digital transformation completed
1 year
Brand refresh completed
Full case study
The situation

Helped a 30-year-old traditional company, still running on manual and paper-based work, complete its digital transformation and second-generation succession within one year.

What we did

Refreshed the corporate identity to revitalize the brand image. Implemented Salesforce CRM to capture customer information from the sales team, strengthening sales development and performance management while using data to keep raising marketing ROI. Put the ERP system to full use in management to strengthen financial indicators. Implemented a service management system to optimize ordering of repair and spare parts, improving cash flow while shortening dispatch time and raising the first-time fix rate.

Scope of service

Sales Organization Design

Design the sales organization, role responsibilities and customer ownership.

Sales Strategy

Sales strategy and annual target planning that clarifies market and customer priorities.

CRM & Sales Governance

CRM adoption and a sales governance system, so the system supports management decisions instead of merely recording activity.

Sales Process & Pipeline Management

Process optimization and pipeline management from lead to opportunity to order.

Sales Manager Coaching

Coaching and management capability building for sales managers.

Who it is for

  • Companies expanding sales quickly before the sales process has been standardized
  • Companies that want more predictable revenue growth
  • Companies with a CRM in place but low usage or limited management value
  • Companies with multiple business units, channels or departments serving the same customers
  • Companies that need a unified sales management model after a merger or reorganization
  • Organizations whose sales managers still rely on manual tracking and personal management experience

The engagement is designed around company size, business model, CRM maturity and transformation scope.

FAQ

How long does a consulting engagement usually take?

It depends on organization size, the complexity of your sales process and CRM maturity. You can start with a single sales management issue or plan a complete sales transformation project.

We already have a CRM. Do we still need a consultant?

A CRM is only a tool. Our work focuses on whether your sales strategy, process, management indicators and CRM form one consistent management structure, so the system genuinely supports opportunity management, forecasting and management decisions rather than becoming a record-keeping tool.

Will redesigning the process add to the sales team's workload?

A good sales process should reduce duplicate data entry, manual tracking and unnecessary administration. The project reviews the process and how the CRM is used at the same time, so salespeople spend more time with customers and on closing.

Which companies is this service best suited for?

A sales management diagnostic is a good fit for companies growing fast, integrating organizations, expanding their sales teams, or looking to improve CRM effectiveness, pipeline management and revenue predictability.

Do we have to replace our CRM?

Not necessarily. We first review whether the existing system can support the new management model. Only when the current tools genuinely cannot meet management needs do we go on to evaluate system adjustments or a new implementation.

How are consulting fees calculated?

The engagement is designed around company size, sales complexity, CRM status and project scope. After an initial interview we clarify the main management issues, then propose a suitable scope and quotation.

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