Following the split between Vodafone and Verizon, Vodafone were able to sell direct to market in the USA. However, with low sales resource covering an expansive territory and minimal brand recognition, Vodafone needed to find an effective way to create new connections, build relationships, uncover and close new opportunities in the region.

We know that, for sales purposes, social tools are only as good as those that use them. Gilroy, therefore, embarked on a social selling education programme aimed at the senior sales leaders and core sales team that covered the USA. We did this by working with individuals on a pilot basis, and then using the outcomes of the pilots to create training information used to inform everyone else.

The social selling initiative generated a qualified pipeline of $5.5m in the first quarter of activity. The activity lead to individual success stories, including the identification and successful closing of a single deal worth $3.5m. The programme’s success was recognised at an early stage and rolled out beyond the sales team in the US, as well across to the Northern Europe region.