DIGITALIZATION OF SALES: LTV SYSTEM
Comprehensive audit and construction of a sales system in the industrial tool niche (B2B)
Object: Trade and service company (consumables for woodworking and metalworking). Problem: The owner is overwhelmed with operations, managers work chaotically, the client base is a "dead weight" in spreadsheets, and the actual profitability of the segments is unclear.
What has been done (My methodology):
1. Deep audit and search for "gaps" in the numbers:
• Analysis of the assortment matrix: It was found that 70% of clients purchase only the main product (saws/milling cutters), ignoring ancillary products (lubricants, cleaners, clamping chucks). Loss of profit from cross-sales is up to 15% from each deal.
• Segmentation of the base (ABC analysis): It was found that managers spend 80% of their time on "small" clients with low checks, while large workshops do not receive adequate attention.
• Control of "abandoned" leads: A lack of follow-up system (repeated touches) was identified. 40% of requests for quotes were closed without repeated contact from the manager.
2. Designing systemic solutions:
• Communication technology maps: Instead of "buy-sell" scripts, advisory checklists were implemented. The manager first clarifies the equipment parameters (RPM, feed, material), and then offers a solution. This increased the expert status of the company.
• Implementation of the LTV loop (Service cycle): A regulation for automatic return of the client for sharpening and restoration was created. We transformed a one-time sale into an endless service cycle.
• Automation of control: Development of a reporting system where the owner sees not the "process," but the result: the number of new deals, the percentage of retention of old clients, and the effectiveness of each manager in numbers.
3. Implementation results:
• Optimization of the base: The resources of managers were redistributed to high-yield segments (increase in turnover in category A by 20%).
• Growth of upsells: The average check increased by 12% due to mandatory sets of ancillary products.
• Transparency: The owner completely exited "manual" control of calls, switching to management through weekly KPI reports.
Work format: Only text, numbers, and regulations. No marketing "noise" or empty advice.
Methodology is protected by NDA. Copying the structure without understanding the technical processes leads to budget leaks.
Object: Trade and service company (consumables for woodworking and metalworking). Problem: The owner is overwhelmed with operations, managers work chaotically, the client base is a "dead weight" in spreadsheets, and the actual profitability of the segments is unclear.
What has been done (My methodology):
1. Deep audit and search for "gaps" in the numbers:
• Analysis of the assortment matrix: It was found that 70% of clients purchase only the main product (saws/milling cutters), ignoring ancillary products (lubricants, cleaners, clamping chucks). Loss of profit from cross-sales is up to 15% from each deal.
• Segmentation of the base (ABC analysis): It was found that managers spend 80% of their time on "small" clients with low checks, while large workshops do not receive adequate attention.
• Control of "abandoned" leads: A lack of follow-up system (repeated touches) was identified. 40% of requests for quotes were closed without repeated contact from the manager.
2. Designing systemic solutions:
• Communication technology maps: Instead of "buy-sell" scripts, advisory checklists were implemented. The manager first clarifies the equipment parameters (RPM, feed, material), and then offers a solution. This increased the expert status of the company.
• Implementation of the LTV loop (Service cycle): A regulation for automatic return of the client for sharpening and restoration was created. We transformed a one-time sale into an endless service cycle.
• Automation of control: Development of a reporting system where the owner sees not the "process," but the result: the number of new deals, the percentage of retention of old clients, and the effectiveness of each manager in numbers.
3. Implementation results:
• Optimization of the base: The resources of managers were redistributed to high-yield segments (increase in turnover in category A by 20%).
• Growth of upsells: The average check increased by 12% due to mandatory sets of ancillary products.
• Transparency: The owner completely exited "manual" control of calls, switching to management through weekly KPI reports.
Work format: Only text, numbers, and regulations. No marketing "noise" or empty advice.
Methodology is protected by NDA. Copying the structure without understanding the technical processes leads to budget leaks.
Akkerman 
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