PromoTraffic is a technology-driven marketing agency from Kraków which employs over 35 people and has been implementing projects in the field of SEO, SEM, content marketing, social media, PR, marketing analytics and consulting since 2012. The agency’s portfolio includes both e-commerce (Sneakerstudio, Puccini, Selfieroom, Mercury Market Rolmarket, TOUS) and B2B/C businesses (BP, Q Hotels, TAKEDA).
The company’s CEO, Robert Stolarczyk, suggested at the beginning of cooperation with Casbeg that he could use some help in solving a set of problems; the most important of them was the lack of sales structures. Despite the company’s growth and serving top customer in Poland, PromoTraffic didn’t measure correctly the data on generating leads or sales conversion.
In addition, the only person engaged in the sales was the CEO himself. Robert had to divide his time between managing the agency and working as a salesperson, so he couldn’t focus entirely on identifying the most valuable leads and conducting key business negotiations in the first place. Despite the strong support of his partners – it was too much.
These factors significantly inhibited the growth of the company and gave the impression of missing opportunities – the sales performance (lead -> agreement) in Q1 2018 was 10%. Our task was to organise and optimise the sales process, in cooperation with the agency’s management, so as to conduct as many as business negotiations as possible having the best possible quality, in the shortest possible time and with limited staff.
First, we implemented a new CRM system within the company to measure marketing and sales data. Based on the historical and newly acquired information on customers, we came to the conclusion that a significant part of the sales time was spent on dealing with low-quality leads. We started working on lead scoring, that is, assessing which customers should be contacted first.
The next step was conducting mock business negotiations and analysing the proposals. Both of these studies showed that some of the service features can be communicated more effectively while others can be entirely eliminated. We adjusted the value propositions to emphasise the strengths of PromoTraffic and accurately meet the customers’ needs.
After rearranging the analysis and determining the biggest sales problems, we helped with the recruitment and onboarding of the first salesperson. We pointed out the strengths and weaknesses of the business negotiations conducted by the new employee and suggested what should be taken into account during the onboarding process.
Implementing the results of the sales data analysis and mock business negotiations made the agency’s CEO sell more efficiently (at the beginning of cooperation, 10% of leads ended in sales while, in the first quarter of 2019, this ratio amounted to 25%) and stop wasting time on handling low-quality leads. With sales opportunities scoring, he knows perfectly well which meetings should be attended in person and which can be held as a video conference or delegated to his co-workers.
A systematic analysis of data in the CRM allowed to regain a sense of control over the sales situation in the company, and thanks to the newly employed salesperson, the president can focus on the strategy and direction of the company growth.
These factors meant lead PromoTraffic recording:
Robert Stolarczyk, CEO PromoTraffic
The cooperation with Casbeg changed how I think about the sales process and lead qualification – there’s room for improvement I didn’t see before. It is fair to say I have changed everything, from CRM to offer and the way I present it. Results are almost immediate and visible with more leads, higher conversion, faster lead qualification and more efficient work in general. Apart from sales, I see a lot a lot of business value generated by the cooperation with Casbeg, like practical support in company development processes and crucial changes. Working with Casbeg is one of the best things that happened to my business in 2018.
*In Q1 2018, PromoTraffic closed its transactions with an efficiency of 10% and in Q1 2019 – 25%