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Thrive in the digital age

Thrive in the digital age

Thrive in the digital age

Thrive in the digital age

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Thrive in the digital age

Thrive in the digital age

Thrive in the digital age

Thrive in the digital age

Thrive in the digital age

Thrive in the digital age

Thrive in the digital age

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Thrive in the digital age

Thrive in the digital age

Thrive in the digital age

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HERO

We're looking for people who want to help companies thrive in the digital age.

We believe in fostering a culture of thinkers and makers obsessed with using technology to create remarkable customer experiences.

We're looking for people who want to help companies thrive in the digital age.

We're looking for people who want to help companies thrive in the digital age.

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12 years

in business

1,000+

collective years of Salesforce Experience

500,000+

total hours of implementation

250+

Salesforce Certifications

40+

Vlocity Certifications

900+

Salesforce Implementations

40+

Vlocity Implementations

★★★★★

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Strategy

Shape the future, rethink the possibilities, and bring clarity to your path forward.

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The Impact of Adopting an Agile Framework for Manufacturers

Agility as a framework is particularly useful in weathering unexpected market conditions. A McKinsey study that looked at the financials of 1,100 publicly traded companies during the previous economic downturn found that 10% significantly outperformed the rest. The one commonality? Their access to correct, up-to-date data and ability to use it to adjust budgets and accrual accounts to free cash flow and reduce debt.

Given the advantages, it has become common practice among today’s manufacturing thought leaders to prescribe agility as a tool to adapt and thrive in un-forecasted market conditions. But for many, the advantages are ill-defined. The Impact of Adopting an Agile Framework for Manufacturers explores the consequences of failing to adopt an agile framework, the benefits of implementing one, and the steps manufacturers need to take to succeed with agility.

January 13, 2021

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Our Work

AIG Transforms Users Experience with Vlocity and Salesforce

In 2019, Gerent was contracted by AIG, an American multinational finance and insurance corporation with operations in more than 80 countries and jurisdictions. The insurer was looking to digitize and integrate their disparate, siloed data infrastructure into a cohesive platform that would be easy to navigate for their nearly 50,000 employees.

Our Work

Berlitz Transforms Sales and Marketing

Businesses that have embarked on successful digital transformations in order to better serve their customers often agree on two things: it was a tough process to go through, and it was the correct path to take, at the end of the day.

While the process can be long and arduous, companies realize why they do it…

Our Work

Norwegian Cruise Line Calming Choppy Waters

The travel and leisure industry is an enormous global business and cruising has grown to be a major component.

In 2017, the cruise industry churned out revenue of nearly 40 billion dollars US and the figure keeps rising.

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The Impact of Adopting an Agile Framework for Manufacturers explores the consequences of failing to adopt an agile framework, the benefits of implementing one, and the steps manufacturers need to take to succeed with agility.

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Working for Gerent has ticked all of the boxes for me. I’m doing a job that I love for a company that has not only provided me with an opportunity to expand into new areas of technology, but I have also been presented with numerous opportunities for continuous professional development. Gerent is willing to invest in me as I invest my time with them

— Antonia Moore, Senior Business Analyst

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For manufacturing and distribution organizations, sales territories form the foundation upon which success is built. Inefficient territory planning can lead to account executive attrition, reduced sales team performance, and a decline in market share.

Therefore, manufacturers need to treat territory sizing and planning as a key strategic initiative. When executed correctly, sales teams have the best possible chance of meeting and exceeding their quotas.


1. Establish your Total Addressable Market
The Total Addressable Market (TAM) is defined as the number of available prospects and customers in your market. To get this number, manufacturers need to first know the location, size, industry, and revenue of their prospects. There are several ways to go about obtaining this data: it can be accomplished manually by looking at online directories and even social media, or with the help of AI-enabled tools such as Salesforce.

Your TAM is like a map of opportunity for your business that shows you the path to growth. It also helps you prioritize: while there are many paths to growth, understanding your TAM will ensure you take the most direct route there.


2. Segment your customers correctly
Successful territory sizing and planning begins with market segmentation. Manufacturers need to address the entire market so that they can pursue the biggest deal that will make the most revenue in the shortest period of time.

Using Salesforce, manufacturers can begin by identifying regional segment lines for their markets. Next, company size by employee count is used to further narrow segmentation rather than revenue, as the number of employees is the most accurate predictor of account complexity. Then, industry grouping is applied based on customers’ required product solutions or expertise. Finally, manufacturers can use Salesforce’s data and analytics tools to quantitatively analyze their segments and find the segments that offer the highest revenue potential.


3. Don’t let your plan revolve around geography
While geographic distribution works in certain situations, it isn’t the be-all-end-all and is highly dependent on your organization. If you manufacture highly specialized products by region, it may make sense to have sales reps distributed based on geography. However, suppose you manufacture products that have little regional relevance. In that case, it might make more sense to assign accounts to sales staff based on other factors, such as company size or buying habits and segmentation you have identified through data analysis.


4. Include sales teams in the decision-making process
It takes a large team of highly skilled salespeople who work well together to land and close big deals. Additionally, sales are often the people most impacted by territory planning. Therefore, buy-in from sales is critical for manufacturers looking to leverage new technology for territory sizing and planning.

Involving sales will reduce friction caused by shifting territories, as well as boost team motivation. But to do this effectively, communication is critical. Open discussion is critical to learning about what’s happening on a day-to-day level, as well as for your sales team to understand what insights are leading to territory changes.

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