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Case Study

Sales process reengineering at Robin

By Dominique Turpin, Martin S. Roth and Douglas Quackenbos

14 pages

October 2018

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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

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 Management Services, Business Services
March 2016

Type

Field Research

Available Languages

English

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