A leading white-goods manufacturer had built strong retail momentum but watched its B2B contribution weaken as competitors sharpened their focus on the segment. B2B was named a strategic growth pillar for the next five years — and it needed a fundamentally different commercial engine.
The mandate
The B2B team had to operate in a very different commercial environment from retail — stronger end-user engagement, strategic account development, opportunity management and value-based selling. OPTIMUS was engaged to strengthen B2B capabilities and establish a structured, sustainable B2B Excellence operating system.
- Re-establish B2B as a focused growth engine and reclaim market position
- Enable a step-change in B2B contribution to overall revenue
- Transition to customer-value-led selling to mitigate ASP attrition
- Strengthen structured key-account management
- Improve funnel feed, pipeline quality and forecasting
- Build a sustainable B2B operating model — with least possible disruption
The OPTIMUS B2B Excellence solution
Pipeline Health Framework
A structured way to assess and manage funnel health across pipeline adequacy, lead quality, velocity, strategic balance and forecast reliability. It shifted management conversations from “How large is the pipeline?” to “How healthy, actionable and predictable is it?”
Closure Probability Matrix
An opportunity-management method linking stage-wise closure probability to expected timelines — with defined probability scores applied consistently across the organization, eliminating subjective interpretation.
ACE Matrix for Must-Win opportunities
Actions, Capabilities and Enablers — a management tool that let leadership actively intervene in critical opportunities rather than merely review their status.
Strategic Account Categorization
Accounts prioritized on more than historical revenue — potential category spend, current share-of-wallet, growth potential, customer lifetime value, relationship maturity and strategic relevance.
Account Growth Blueprint
Converting strategic accounts into actionable plans: stakeholder and buying-centre mapping, growth objectives, key value levers, development milestones and action plans — moving account management from maintenance to structured development.
B2B Commercial Operating Model
Roles, ownership and performance management realigned around customer, account, territory and opportunity ownership — with clear KRAs, KPIs and a variable-pay structure that reinforced the B2B agenda, all achieved with minimal disruption to the existing organization.
Non-disruptive CRM enablement
Rather than a parallel system, OPTIMUS adapted the existing CRM to support the framework — prospect and opportunity stage management, structured reviews with ownership and escalation, strategic-account visibility, and dashboards for KRA/KPI measurement. The guiding principle: “Adapt the system to enable the business initiative, without disrupting the organization.”
Outcomes
- Customer & market: improved customer-centric selling, structured stakeholder engagement, differentiated segment approaches
- Commercial: better funnel feed and pipeline quality, disciplined opportunity management, more reliable forecasting, stronger strategic account planning
- Organization: clearer B2B roles with KRAs/KPIs, stronger sales-management capability, improved cross-functional collaboration and governance
- Strategic: an embedded B2B excellence playbook and tighter alignment between market opportunity and commercial execution