Learning Launch – A Reflection 

 A new process to improve B2B sales 

 Challenge :   As a consultant in a firm that specializes in Transformation Projects , we found that while our   solution / frameworks brought about good results to increase sales in the B2C ( Consumer ) sales   environment , we did not have a solution that would work effectively in the B2B space . A brain   storming session with some of our Subject Matter Experts while discussing a New client ’s problem   revealed that a lot of sales bandwidth is wasted in non - sales activities and plugging this wastage would   help to garner more sales . Hence our solution was in the direction of ensuring that the bandwidth of   the sales managers is used in selling to customers and not in transactional activities like order   processing etc . While the elements of the solution were clear , we had no first -hand experience in   implementing it . We wanted to try the solution once on a smaller scale before actually deploying it .   Hence , we got the consent of the client to implement it at one of their zonal offices before we do a   nation - wide roll out .   The challenge was to make the best use of this opportunity while ensuring that   at least some improvement is achieved ( so that the client gives a go ahead ) . As a firm we wanted to   identify the shortcomings and areas of improvement so that the solution would be robust and can   become a potential offering to our clients in the future .     Selection :   While the solution requires a roll out across all the zonal sales office of the client , we wanted to ensure   that our solution can deliver results on a small scale and surface any wrong assumptions in the solution   before we go on a full blast across all the zonal offices . We needed a quick and small pilot   implementation to be done before we can go forward . Hence Learning Launch was the right approach   to be followed .     Application :   We decided that we would do a pilot launch of the solution in the West Zone Head office and would   roll out to other zonal offices after assessing the learning launch . We had an initial buy in session with   all the team members about the elements of the solution and why it would benefit the company . We   also addressed their concerns and ensured that were completely on board in transitioning to the new   process . As mentioned earlier , the sales managers had to be decoupled from the non - sales activities .   Hence , we had to reorganize the sales team by segregating the resources who would be doing the   sales calls and those who would be performing other transactions . We divided the team into four work   centers namely 

 •   Core Sales and Business Development 

 •   Customer Correspondence and scheduling 

 •   Technical Solutioning Support 

 •   Order Processing 

 We came up with dashboards to monitor the flow of work , workloads in front of each team and set   up review mechanisms for issue resolution . We had decided to do this for a couple of weeks before   we would decide on further course of action      Insights :    One of the prime criteria for being a part of the Sales / Business Development Team , apart from Strong   knowledge of the product was “ Good Communication skills and command in English “ . But once the   Sales managers started to reach out to the customers over phone calls , we realized that many   customers were not conversant in English and hence required communication in the local language .   The target market being India , there were more than 30 different languages spoken and hence 

 understanding the local language ( at least of that region ) was a must . Similarly , the customer   correspondence specialists who were taking care of mail exchanges spent a lot of time drafting mails   as they were extra cautious about their verbalization . This wasted a lot of their time and resulted in   lot of pending mails for the team . A simple study revealed that most of these conversations were   common and they could be standardized by making mail templates .   We also realized that this process   can also be used to obtain data that would help us analyze lost sales opportunities . This provided some   interesting insights that could be shared with the Client ’s Product Management team so that they can   use this feedback to improve their current /upcoming New Products .     Approach   The enquiry conversion rate started showing a marked improvement after the first 2 weeks of the   Learning Launch . The learning launch helped us to understand the areas where we could improve the   effectiveness and also reduce the lead time of deploying the New process . We incorporated our   learnings from the Pilot as a part of the Standard Operating Procedure for the upcoming roll outs .   We   have also decided to involve the current Zonal Office head in the Upcoming Buy in sessions so that   she can share her first - hand experience of the process and the benefits that they realized . Thus ,   Learning launch proved to be an effective tool , albeit in a quick and dirty manner before we could do   a formal and robust roll out across all the zonal offices in the country . 


EMAIL: 
ID_NUM: 
NAME_STUDENT: 
PHONE_NUM: 
STREET_ADDRESS: 
URL_PERSONAL: 
USERNAME: 

### Task: You are a PII (Personal Identity Information) Detection. Given a essays written by students, you have to identify ONLY the following:
NAME_STUDENT - The full or partial name of a student that is not necessarily the author of the essay. This excludes instructors, authors, and other person names.
EMAIL - A student’s email address.
USERNAME - A student's username on any platform.
ID_NUM - A number or sequence of characters that could be used to identify a student, such as a student ID or a social security number.
PHONE_NUM - A phone number associated with a student.
URL_PERSONAL - A URL that might be used to identify a student.
STREET_ADDRESS - A full or partial street address that is associated with the student, such as their home address.
### Input: Learning Launch – A Reflection 

 A new process to improve B2B sales 

 Challenge :   As a consultant in a firm that specializes in Transformation Projects , we found that while our   solution / frameworks brought about good results to increase sales in the B2C ( Consumer ) sales   environment , we did not have a solution that would work effectively in the B2B space . A brain   storming session with some of our Subject Matter Experts while discussing a New client ’s problem   revealed that a lot of sales bandwidth is wasted in non - sales activities and plugging this wastage would   help to garner more sales . Hence our solution was in the direction of ensuring that the bandwidth of   the sales managers is used in selling to customers and not in transactional activities like order   processing etc . While the elements of the solution were clear , we had no first -hand experience in   implementing it . We wanted to try the solution once on a smaller scale before actually deploying it .   Hence , we got the consent of the client to implement it at one of their zonal offices before we do a   nation - wide roll out .   The challenge was to make the best use of this opportunity while ensuring that   at least some improvement is achieved ( so that the client gives a go ahead ) . As a firm we wanted to   identify the shortcomings and areas of improvement so that the solution would be robust and can   become a potential offering to our clients in the future .     Selection :   While the solution requires a roll out across all the zonal sales office of the client , we wanted to ensure   that our solution can deliver results on a small scale and surface any wrong assumptions in the solution   before we go on a full blast across all the zonal offices . We needed a quick and small pilot   implementation to be done before we can go forward . Hence Learning Launch was the right approach   to be followed .     Application :   We decided that we would do a pilot launch of the solution in the West Zone Head office and would   roll out to other zonal offices after assessing the learning launch . We had an initial buy in session with   all the team members about the elements of the solution and why it would benefit the company . We   also addressed their concerns and ensured that were completely on board in transitioning to the new   process . As mentioned earlier , the sales managers had to be decoupled from the non - sales activities .   Hence , we had to reorganize the sales team by segregating the resources who would be doing the   sales calls and those who would be performing other transactions . We divided the team into four work   centers namely 

 •   Core Sales and Business Development 

 •   Customer Correspondence and scheduling 

 •   Technical Solutioning Support 

 •   Order Processing 

 We came up with dashboards to monitor the flow of work , workloads in front of each team and set   up review mechanisms for issue resolution . We had decided to do this for a couple of weeks before   we would decide on further course of action      Insights :    One of the prime criteria for being a part of the Sales / Business Development Team , apart from Strong   knowledge of the product was “ Good Communication skills and command in English “ . But once the   Sales managers started to reach out to the customers over phone calls , we realized that many   customers were not conversant in English and hence required communication in the local language .   The target market being India , there were more than 30 different languages spoken and hence 

 understanding the local language ( at least of that region ) was a must . Similarly , the customer   correspondence specialists who were taking care of mail exchanges spent a lot of time drafting mails   as they were extra cautious about their verbalization . This wasted a lot of their time and resulted in   lot of pending mails for the team . A simple study revealed that most of these conversations were   common and they could be standardized by making mail templates .   We also realized that this process   can also be used to obtain data that would help us analyze lost sales opportunities . This provided some   interesting insights that could be shared with the Client ’s Product Management team so that they can   use this feedback to improve their current /upcoming New Products .     Approach   The enquiry conversion rate started showing a marked improvement after the first 2 weeks of the   Learning Launch . The learning launch helped us to understand the areas where we could improve the   effectiveness and also reduce the lead time of deploying the New process . We incorporated our   learnings from the Pilot as a part of the Standard Operating Procedure for the upcoming roll outs .   We   have also decided to involve the current Zonal Office head in the Upcoming Buy in sessions so that   she can share her first - hand experience of the process and the benefits that they realized . Thus ,   Learning launch proved to be an effective tool , albeit in a quick and dirty manner before we could do   a formal and robust roll out across all the zonal offices in the country .
### Output: 