Rather than focusing on the first need that prospects articulated, sellers needed to consider customers’ longer-term needs. It needed to shift from an informal sales process to a more consultative process. To do that, Hexagon had to transform the mindset and skillset of its sales organization. Instead of proposing point solutions to address an immediate problem, they needed to take a holistic approach to customer challenges. Its sellers also needed to take a different approach to extend relationships. The company wanted to encourage its veteran sellers to become more familiar with their new offerings. This led to a fragmented, individualistic approach to sales.Īs a result, Hexagon recognized that its sellers needed to rethink how they approached selling. With each acquisition came new cultures, new workflows and new salespeople protective of their customer list. Over the years, Hexagon has added solutions to its portfolio by acquiring companies and brands in the industrial software sensor sector. In order to grow, Hexagon needed to expand its existing customer relationships.

But with a small potential customer base - 2,000 large mines around the world owned by eight major players - there were few new accounts to be captured.

Hexagon Mining wanted to build its sales pipeline. The challenge Expanding relationships across the software sector

Hexagon company