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©2019 Beaird, Inc. / Critical Path Strategies. All Rights Reserved.

We are a
results-centric
organization

Critical Path Strategies delivers best-practice, client-focused sales strategies to our clients.

With a wealth of experience in sales, sales management, training, and consulting, our seasoned team's insight and
knowledge are fundamental to our mission of developing successful selling organizations. As a part of the Beaird Group,
we offer our clients access to an enhanced portfolio of services to advance their business and sales performance.

The results our clients achieve from engaging Critical Path Strategies speak persuasively about our work.
Read more about our client results in the below overviews.

Acxiom recognized that in order to meet aggressive annual growth goals of 22%, their sales team must have a long-range outlook for strategic opportunities in addition to existing tactical projects.

Engagement: 

Critical Path Strategies recommended a new sales process to drive new business within
existing customers and build strong relationships with new strategic customers.

 

Results: 

Within one year of implementing the new sales methodology, Acxiom’s sales teams achieved 107% of their collective aggressive goal within the company’s top 11 accounts, and
within four years, revenue increased from $250 million to $400 million.

BMC wanted to change its business culture from a point-product focus to a business-problem focus.
The company also wanted to align a myriad of sales cultures and business processes into a
streamlined account management model.

Engagement: 

Critical Path Strategies facilitated a series of process-based account planning sessions that helped
BMC's account teams identify major opportunities based on its customers’ critical success factors.

Results:

During the training sessions, more than 200 sales professionals developed clearly defined milestones, value propositions, and strategic action plans to expand senior-level relationships within key accounts. Overall, account representatives estimated their ability to close Tier 1 deals rose from 48 percent to 79 percent. Proof positive: Strategic planning developed in the training helped a major account team
secure a contract that resulted in their achieving 154 percent of their objective.

EDS had silo sales teams focused on products versus customers, leading to inconsistent value propositions and tenuous customer relationships. There was little coordination or cooperation among the
32 lines of business. In order to accelerate growth, sales leadership wanted cross-company
reach and joint go-to-market penetration. EDS implemented client executives and cross-selling.

 

Engagement: 

Critical Path Strategies facilitated the strategic initiative to achieve one face to the customer across
EDS’ four major lines of business with EDS
' top 200 accounts around the globe.
CPS provided the tools and methodology to analyze existing accounts, and create
relationship strategies and action plans for greater account penetration.

 

Results:

Implementation of the strategic account planning process led to a rapid culture change within the company and increased bottom-line results. The pipeline increased “significantly” and account teams closed over $1 billion in deals in the 12- to 18-month period following the training.
EDS earned over 300 times CPS fees within 18 months. 

One of Fluor's strategic accounts merged with another company, and Fluor's long-standing relationship was put into jeopardy. Fluor recognized that it must actively pursue a better understanding of the new parent company to protect its relationship. Fluor's leadership also seized the opportunity to
apply a new planning rigor for all of their accounts.

 

Engagement: 

Critical Path Strategies recommended that Fluor implement a consistent, repeatable process that introduced a set of thought processes to enable the selling teams throughout the company
to look at their clients and associated opportunities with a new perspective.

 

Results:

As a result of the process implementation, Fluor's selling teams gained confidence in aligning their company’s capabilities with their clients’ most pressing needs and articulating value to key decision makers and influencers. By proactively pursuing key relationships at multiple levels within their clients’ organizations, the teams grew revenue significantly and exceeded their management’s expectations.

IBM combined six technology divisions to form a single Technology Group. In order to
accelerate growth, IBM created 22 "virtual" teams to represent all six lines of business at
22 of their largest current and potential distributors.

Engagement: 

Critical Path Strategies provided tools and methodologies to drive culture change, develop
account strategies, and instill coaching skills into the management team.

Results:

Worldwide teams collaborated across IBM’s lines of business and identified over 200 new sales opportunities worth over $5 billion. By significantly improving executive relationships within targeted accounts, IBM was able to form strategic alliances with Acer, HP, Sun, Dell, EMC, Siemens, Nokia, and Ericsson. IBM’s Technology Group grew revenues from $500 million to $9 billion within a five-year period.

GE Medical implemented a new sales model to increase revenue from their largest customers
by leveraging company resources and selling across product lines. Having operated in product-oriented
silos, account managers found it difficult to coordinate actions across various product and service lines. Opportunities to deliver high-value customer solutions were in danger of being overlooked
due to historic product focus.

Engagement: 

Critical Path Strategies provided training and tools to help account managers re-evaluate their
largest accounts, identify opportunities, and develop strategies to strengthen customer relationships
and maximize revenues.

Results:

Within a few months after the training, GE Medical’s enterprise account teams created winning strategies for their accounts, and generated revenue in excess of 88 times the cost of GE’s initial CPS engagement.

Infosys began as an offshore application development company with a value proposition based solely on cost reduction. Infosys' performance excellence led clients to request the company's engagement in higher-value solution development, delivery, and operations. Infosys had developed these capabilities and expertise, yet the client-facing teams had not expanded their view of these complex deliverables and their associated value.

 

Engagement: 

Critical Path Strategies executed an Account Manager Assessment and led the strategic initiative of
Account Management Design and Execution.

Critical Path Strategies facilitated the Ambassador Account Manager development program as well as
Infosys' Annual Sales Meeting focused on “Building Trusted Relationships.”

Infosys' Internal Board engaged CPS in the development of its Universal Client-Facing Group Framework,
which was implemented throughout the company.

 

Results:

Client-facing teams refocused their energies on high-value, integrated solutions and the executive relationships required to gain approval for Infosys projects. CPS delivered a documented client-facing process for sales and account management inclusive of all Infosys service offerings.