Building equity value & defining a sales process to reduce key person dependencies

The sales infrastructure SBR had built significantly contributed to Mercatus winning their largest-ever deal valued at multiple millions of dollars.

What did Mercatus want to achieve?

Mercatus’ objective was to build a business infrastructure that maximises future equity valuations and investors’ attractiveness. To achieve that objective, the goal was to increase revenue by protecting and continuing to grow the existing accounts and bringing on new logos. Apart from driving revenue, the leaders were keen to support the continued development of Mercatus’s culture and team and move beyond process definition to optimise the execution capability around sales within the organisation​.

What issues were Mercatus facing?

At the time of engagement with SBR Mercatus was facing a lack of drive deal velocity and pipeline stalling. The company had a well-defined marketing process that was mapped up to the point that it became an MQL​ but needed to create clarity in the sales process post MQL as at the time of engagement with SBR this was undefined. There were also no defined qualification/account planning frameworks in active use within the business but there was a recognition that these could add value. Mercatus’ leadership was aware of the need to mitigate risks of key person dependency in winning new business.

“Mercatus’ objective was to build business infrastructure that maximises future equity valuations and investors’ attractiveness.

After engaging with SBR we had increased account health and customer retention, a defined sales structure and acquisition of the largest ever deal valued at multiple millions of dollars.”

Sylvain Perrier
President and CEO

SBR’s approach

The initial phase of SBR’s work was a diagnostic of Mercatus’ sales capability, which identified the need for a clearly defined sales process and playbook to capture and codify best practices. SBR co-created the Sales Playbook, which was predominantly focused on the acquisition of new accounts, the result being that it significantly contributed to Mercatus winning its largest-ever account. Following on from that project we engaged in a phase two diagnostic focused on Mercatus’ approach to account management and service delivery. SBR conducted a combination of interviews, data, customer insights, and process reviews. SBR then made a series of recommendations based on restructuring the sales side of Mercatus’ organisation, which has resulted in increased account health and customer retention.