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Workflows, Mapped to Spec
Absorbing MCI into Verizon. Launching Worldspace across 21 countries. Different problems, same starting point: map every handoff and dependency before anyone starts moving.
MCI Acquisition Integration
MAPPING A COMPLETE SALES AND SUPPORT PROCESS, THEN TRAINING STAFF
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Context
MCI had just acquired a London-based video technologies group. The acquired unit sold several versions of its product, each requiring a different sales approach, and its sales and customer support teams were scattered across the U.S. and overseas. Left unsupported, that combination would cause miscommunication as deals moved forward.
Task
Integrate the new unit's sales and customer support activity into the parent company's operations, without disrupting active sales or customer service in the process. That meant building a sales approach for two very different product types, custom development and off-the-shelf, and bringing other departments and divisions into the sales process instead of leaving it isolated.
Outcomes
Shortened the sales cycle and implementation process, reducing the hidden, incremental costs the custom sales cycle had been carrying. Increased cross-functional communication and collaboration across business units that were never in the same room, let alone the same country.
Deliverables
Sales processes for two distinct sales types: custom development and off-the-shelf
Customer fulfillment and tiered support processes matched to each
Full documentation: workflows, cross-functional assignments, roles and responsibilities matrix, decision matrix, metrics and measurements
Training for both the sales team and non-sales personnel on how the product was sold and supported company-wide
Africa: Worldspace Market Launch
GTM OF SATELLITE RADIO SERVICE ACROSS 21 COUNTRIES IN AFRICA
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*click to open original document
Context
Worldspace needed to launch satellite radio receivers across 21 African countries within six months, but the pieces behind that launch weren't ready. Distribution had no established process for moving product from manufacturing in Japan to retailers on the ground. Sales and marketing had no reliable support from the internal Creative Services Group for that process to exist missing deadlines, and pushing internal clients to outsource creative work instead.
Task
Build the full operational backbone behind the launch: a distribution process covering purchase orders, quality control, and delivery scheduling from manufacturer to retailer, and a fix for the Creative Services Group so sales and marketing could actually plan around its output instead of working around it.
Outcomes
Delivered a distribution process adopted company-wide, improving resource allocation, production scheduling, and quality control. Aligned CSG's work with regional sales and marketing timelines, eliminating the need to outsource creative work and cutting wasted time and cost across every region relying on it.
Deliverables
Distribution process: purchase orders, quality control, inventory management, delivery scheduling
Distribution tools: responsibility matrix, decision matrix, shipping documentation
CSG fulfillment process, creative brief templates, and project tracking system
Cross-functional workflow connecting distribution, creative services, sales, and marketing into one coordinated launch