Leveraging the Power of Channel Partners with Optymyze

Optymyze’s partners have enjoyed the sales operations prowess that Optymyze provides to improve their internal sales processes, but we have also revolutionized the alignment between our partners and their outside sellers. See how Optymyze can improve your output of your channel partners with the extensive sales ops expertise we impart coupled with our industry-leading technology:

A SINGLE SOURCE OF TRUTH

After a several year Sales Operations implementation, a leading telecom was unhappy with the resulting inflexible system they received. They turned to Optymyze who provided Sales Performance Management as well as a personalized on-boarding and training system to further bolster their leading sales organization.

Outcomes

  • Saved $5m in the first six months after deployment
  • Producer happiness and inquiries to management dropped dramatically
  • Enjoyed an ROI of more than 400 percent going forward

AUTOMATE FOR INCREASED FLEXIBILITY

A leading health insurance provider was struggling to manage commission payments for their broker network of over 2,500 producers with their inefficient legacy SPM system. Optymyze redesigned their commission system and automated the payment processes to allow more plan flexibility where the payment plan more accurately reflected the contributions of their producer field.

Outcomes

  • Centralized platform ensures delivery
  • Salespeople receive quotas promptly
  • Reporting offers actionable insights

RETHINK SALES OPS FOR YOUR PARTNERS

Competitive pressure lead to a large air carrier wanting to improve their compensation process to more accurately align with their corporate goals. A lack of standards and a laborious contract management system left their travel agency partners not rewarded for their efforts. Optymyze implemented a system driven by sharply defined objectives and distinct outcomes. Coupled with Optymyze’s self-serve reporting tool, the partnership led to:

Outcomes

  • 80% overall reduction to payment process – from fifteen days to three
  • Without increasing internal staff, increased executed contracts from thirty to five hundred
  • Increased number of partners significantly impacted bottom line

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