Transforming from a Portfolio of Companies to a Portfolio of Brands


Case Summary

Our client was a pet, lawn and garden supplies marketer and producer that wanted to transform its customer outreach from reactive to proactive, uncovering revenue opportunities and improving its market share within its existing customer base. Symmetrics Group developed a common sales methodology and worked alongside the field sales team to help support and reinforce these new processes and behaviors.

Business Challenge

The company was a leading innovator, marketer and producer of quality branded products for the pet and lawn and garden supplies markets with revenues of over $1.6 billion. The company has primarily grown through their 40+ acquisitions and decided to shift from acting like a portfolio of companies to performing like a portfolio of brands.  The company sought to improve profitability and drive top-line growth, while reducing or better controlling operational costs.  The company was challenged by its siloed operating structure and multiple sales and marketing teams that, in some cases, were calling on the same customers for multiple products. This impacted customer satisfaction and prevented the organization from achieving a complete, integrated view of its customers.

Symmetrics Group Approach

Symmetrics Group worked to address the client’s most critical business issues and pave the way for a consolidated, streamlined sales and marketing organization. The team analyzed Central’s 7,000 customers to understand cross-sell potential throughout the brands. Symmetrics Group also helped the client examine the time spent servicing and selling to customers to develop a profile for customers that did or did not warrant the cost of direct servicing from a field-based sales team member. Symmetrics Group revised sales territories to minimize the cost of travel and overnight stays. The team also worked with the client to align its existing team to the revised territories and facilitated the development of a business case and communication to ensure executive support of the integrated sales organization. Finally, the new sales team was trained on the full portfolio of products to ensure the greatest chance of success.


This project drove a positive bottom line impact and more efficient utilization of the client’s sales team members. The average number of overnight stays was reduced 46%, reducing the cost of sales and keeping employees on the road less. Overall, the client realized a bottom line impact of $1.9m in savings from consolidating the sales team. Because customers now have a singular point of contact who can cover the entire product line, redundant outreach has been reduced and customer satisfaction has increased.


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