TOPSales, is based on the experience of the best demonstrated practices of sales organizations in many industries and regions:


Targeted offerings: Identify and focus on the highest priority customer segments with products and solutions that are bundled and priced for maximum revenue, retention and renewals.

Optimized tools and procedures: Develop the right cadence for monitoring the results of customer-facing selling efforts in a timely way, and then reinforce it with effective forecasting, lead generation, back-office technology, support and service.

Performance management: Recruit, train and retain high-potential sales teams; track key measures of their performance and motivate them with pay and incentives that reward success on companywide, as well as individual, metrics.

Sales resource deployment: Develop the right coverage model for each customer segment; assign responsibilities and design territories to make the best use of scarce resources.

Business Unit Strategy

Business unit strategy involves making proprietary decisions on where to play and how to win. Our goal is to help our clients drive their businesses to full economic potential.

Axis envisions the components of a good business unit strategy as a pyramid. Our strategy pyramid is built upon a solid fact base about the company’s current position and performance, as well as the identification of the “burning platform”–or case for change. The ambition for the future tops the pyramid, under which lies a layered supporting structure firmly based on an organization that is mobilized and equipped to deliver results.


Just beneath the guiding ambition are the twin decisions of where to play and how to win. How those questions are answered directs the actions necessary to drive the company to full potential. These building blocks support the creation of long-term value through leadership in specific markets and segments.

Ambition: A bold, inspiring full-potential ambition that targets sustained profitable growth

Where to play: Clear choices on where to focus, expand and refine the core

How to win: Knowledge of ways to win the customer and beat the competition

Actions that drive full potential: Translation of strategy to action—set priorities and allocate resources; define initiatives and individual missions; build capabilities needed for success

Roadmap to deliver results: A focus on repeatable results delivery—build capacity to execute; mobilize front-line pull for change; drive repeatable models with fast feedback loops

Research shows that sustained value creators turn in stronger performance before, during and after a downturn. They do this by:

  • Building a strong core business
  • Devising a path to achieve leadership economics
  • Targeting a large and growing profit pool
  • Focusing on the customer and developing “hidden” and untapped customer assets
  • Building a repeatable formula, based on a company’s differentiated approach that can be replicated in closely adjacent markets

The customer wheel: Six elements of the virtuous cycle

Customers are the source of real growth, and “customer-centric” businesses build a virtuous cycle called the “customer wheel.”


  1. Insights and segmentation
    1. Customer segmentation
    2. Customer insights
    3. Needs analysis
  2. Value proposition
    1. Product and category management
    2. Pricing
    3. Branding
  3. Customer acquisition
    1. Sales and channel effectiveness
    2. Marketing and effectiveness
  4. Customer experience [Service Operations]
    1. Customer service
    2. Call center management
    3. [Store/branch/channel experience management]
  5. Share of wallet
    1. Cross-sell
    2. Up-sell
    3. Usage marketing
  6. Customer loyalty
    1. Engagement
    2. Loyalty and retention
    3. Promoter system

At the hub of the sales wheel, a company looks to return: ”More profit per customer; and then out-invests [maneuvers] competitors to grow…”


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