Turn underperforming revenue lines into compounding growth engines.

The brand had been on Amazon India for four years and had mostly ignored it. Listings were created when the brand launched, ads were switched on, and then left alone. The category manager checked the numbers occasionally and felt vaguely dissatisfied. Buy Box win rate was below 40%, which meant that most of their own brand searches were putting a competitor's product in the customer's cart. Private label brands were eating share month by month. No single month was alarming enough to trigger action. The accumulation was.

Week one was a full marketplace audit, not to produce a report, but to rank 23 identified gaps by revenue impact and decide what gets fixed first. The listing rebuild ran weeks two to six: every product page treated as if it were the brand's only presence on the platform. A restructured Sponsored Products and Sponsored Brands campaign went live in week four, before the listings were fully finished, because the old campaign structure was actively suppressing organic ranking and that had to stop immediately.

The sales director had a 30-person field team and a monthly revenue report, and almost nothing in between. Deals were won or lost, and he usually found out which by seeing it reflected in the numbers. There was no CRM, no pipeline visibility, no way to know a relationship was at risk until the customer called to say they were moving to a competitor. The company had run this way for 75 years. It had worked. It was working less well every year, and nobody could point to exactly why.

The first two weeks were spent understanding what the sales process actually was, not what any document claimed it was. More than 40 interviews with salespeople, customers, and operations staff. HubSpot was implemented not as a software project but as a sales process redesign, built around the actual stages of their specific sales cycle, not the default template. Commission incentives were restructured so that updating the CRM was financially rational rather than a bureaucratic obligation. An inbound content programme targeting procurement managers launched on LinkedIn in parallel.

The VP of Sales had built a strong team around the legacy product, fast closers, good on the phone, comfortable with short cycles. The new enterprise product required something completely different: six-month cycles, procurement committees, legal reviews, solutions demonstrations. The team kept defaulting to the techniques that had worked before. Three enterprise conversations over six months had died in the legal review stage, which is a polite way of saying they had stalled and everyone had stopped calling back.

We designed a new structure: dedicated enterprise hunters assessed on pipeline quality rather than call volume; a solutions consulting layer that could handle technical validation without pulling in the product team on every call; and a customer success function, which the company hadn't had before, to protect accounts once they landed. Compensation was rebuilt from scratch, enterprise salespeople on 12-month cycles need a different incentive structure than SMB closers on 30-day cycles. A 90-day enterprise sales playbook was written for the new motion, covering everything from first meeting to procurement committee navigation.