Case Study: Sales and Channel Management

A specialty chemicals manufacturer was working with a limited sales model. The company asked McKinsey to help them expand beyond this sales model with transactional sales tools. McKinsey worked with its client to revise its go-to-market strategy based on a fresh look at its customers and their needs. It suggested that the company replace industry-based segmentation with a needs-based segmentation that better reflected latent demand for both transactional and consultative sales models. This led company to increase its earnings before taxes by almost 30 percent over 2 years.