Sales process reengineering at Robin
Case Study

Sales process reengineering at Robin

14 pages
October 2018
Reference: IMD-7-2008

Robin is a B2B technology (SaaS) startup, founded in Boston, MA in 2014, that develops and sells workplace software products designed to help companies manage meeting room scheduling. In March 2016, following a period of underperforming sales results, Sam Dunn, sales leader and co-founder of Robin, realizes that he must make changes to the sales area if he is to achieve Robin’s sales targets and meet the expectations of the company’s venture capitalists. In two months’ time, Dunn will pitch to the investors for Series A funding. His dilemma is clear; the current sales results do not show the required “repeatability and scalability” required to convince the investors. Dunn realizes he must design and present a reworked sales process. This “re-engineering” exercise prompts him to also question if he has the right team in place to implement a possible “new and improved” process.

Learning Objective

The case explores the challenges that an internet-based B2B technology startup faces when designing and staffing a successful and scalable sales process. It allows the participant to contemplate and better understand the importance of:

  • Marketing material development and deployment
  • Sales process, roles and performance
  • Obtaining continuing financing (B2B technology startups)
  • Emerging technology in technology sales
Keywords
Marketing, Business to Business, Technology, Sales, Communication, Start-up, Entrepreneurship, Venture Capital, Software as a Service
Settings
United States of America
Robin, Business Services
March 2016
Type
Field Research
Copyright
© IMD 2018
Language
English
Related material
Teaching note
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