Fooz is a company specializing in WordPress, which began its operations in 2013 as a graphic design studio. Despite the profile change and further specialization towards web development, Fooz places great emphasis on the aesthetic aspect of its work. The company creates both simple pages and extensive websites, working mainly as a technology partner for agencies and end customers from Poland and abroad.
Michał Kaźmierczak, the CEO of Fooz, was the only person in sales. Due to his involvement in ongoing operations, he lacked time for the strategic management of the company and its continued development. His goals were to reduce his involvement in sales, acquire new customers — also on foreign markets – and increase the profitability of ongoing projects.
In order to delegate sales away from the CEO, it was necessary to improve the sales process. The company lacked many basic sales data such as lead sources, reasons for lost sales opportunities, or information on assigned tasks for sales representatives, which made it impossible to introduce changes to the process and increase its efficiency.
At the very beginning of cooperation, we developed a work system with the client in a CRM tool for the proper and regular data collection. Up until then, the CEO qualified leads intuitively, which often didn’t reveal all the relevant information for an effective assessment on whether a given client is worth pursuing. To prevent this, we created a repeatable lead qualification process that focused mainly on:
The next step in achieving the goals was to support Fooz in recruiting a new employee for sales and the customer service department. We participated in recruitment interviews, verifying the skills of individual candidates. However, before the new person joined the team, we prepared an employee onboarding plan with a list of responsibilities and development goals. Thanks to hiring a new employee, we relieved the CEO from initiating the first contact with the client (which significantly reduced the inquiry response time) and preparing sales offers, contracts and closing sales.
After introducing the changes in the sales process, we focused on the operations of the team itself. At this point, we already had hard data on the effectiveness of the sales process, reflected in the CRM system.
The analysis of sales conversions showed that most sales opportunities are lost when the offer is sent. We verified its potential effectiveness by taking into account:
We shortened the offer, increased its credibility including the testimonials of existing customers, simplified the price list and improved it’s looks.
We also conducted a mystery customer test, where we diagnosed errors in sales talks and the customer service process:
During our cyclical meetings, we worked on implementing changes to eliminate the diagnosed errors and further develop the team’s skills.
The increase in the profitability of ongoing projects required getting a larger number of clients on foreign markets. Another challenge was increasing the number of inquiries and verifying these assumptions.
Until then, there was no marketing plan at Fooz. That’s why we implemented and configured Google Analytics correctly, developed a persona and a content funnel, optimized Google Ads campaigns, and launched remarketing in Google Ads and Facebook Ads. Each month we verified the current results, introducing the necessary optimization changes based on them.
Together with Fooz, we also launched two cold mailing campaigns:
1) a campaign directed at customers from Poland
2) a campaign directed at customers from abroad (with emphasis on the UK market)
Before the start of the campaign, we trained the Fooz team on the proper tools and prepared a send-out plan, taking into account the content of the messages along with the dates of the follow-ups.
In the next step, we monitored their progress and optimized the titles and content of the sent messages, as well as performance indicators such as: email open rate (OR), click-through rate (CTR), positive response rate (PRR) and conversion rate (CR).
The campaigns conducted in Poland resulted in an increase in the number of leads by 10% (2018 vs. 2019). Thanks to their better qualifications and efforts put into the team’s competence development, the profitability of projects carried out in the country increased by 22%. Comprehensive changes in the sales department also led to shortening the sales cycle between the offer preparation stage and contract signing by 30%, which had a significant impact on increasing the profitability of the entire company.
The new person in the team quickly took over majority of the tasks included in the sales process: meetings with the clients, sending emails and preparing offers, and, above all, allowed Fooz CEO to gain more time, which he now devotes to strategic projects, development of the company’s marketing department and acquisition of new foreign clients.