Farhod Kamilov,
founder of the agency InMarketing.
In a highly competitive environment and rapidly evolving market, business owners often find themselves in situations where investments in advertising and product range expansion do not yield the expected results. This was the case for MacBro, a major player in the retail technology sector.
The business owner, Sherzod Yuldashev, sought an analysis of the marketing and sales teams' performance. One reason for the request was the slowdown in revenue growth despite active investments in advertising campaigns and product range expansion. The company's management was concerned about the absence of a digitized report on advertising expense effectiveness, excessive budgeting for specific types of advertising, and the lack of sales growth despite substantial marketing investments.
Marketing and Sales Audit
Before diving into the project, we always conduct an audit that allows us to break down the business into "atoms" and see the real picture, identify weak spots, and uncover hidden optimization opportunities.
The audit includes a thorough analysis of key aspects:
- Marketing channels: their profitability and relevance to the target audience are examined.
- Sales processes: the effectiveness of customer interactions is analyzed.
- Key metrics: indicators such as unit-economics, conversion rates at different funnel stages, and return on investment from advertising campaigns are studied.
- Team organization: HR processes are assessed, including team structure, training and development, presence of KPIs, task systems, and inter-departmental integration.
- Finances: income and expenses (P&L), budget management, and business profitability are analyzed.
On average, the report consists of 30−50 pages and is prepared within two weeks.
Audit Methodology
After conducting the audit for MacBro, we discovered ineffective allocation of the marketing budget: a significant portion of funds was directed towards Instagram and Google without understanding which offer converts the most leads, resulting in a lack of noticeable returns. Additionally, there was no customer segmentation: all customers were treated as a whole without considering their preferences and behaviors, which lowered engagement and the relevance of offers.
Another issue was the weak integration between the marketing and sales departments. Due to fragmented processes, leads were lost as there was no clear scheme for transferring clients between departments. Furthermore, the company faced a lack of process automation. Despite using CRM, data was filled out incorrectly and untimely, leading to lost requests, slow processing, and a lack of analytics. The company had no clear KPIs and tasks, causing employees to work without measurable indicators and goals. This diminished motivation and overall work effectiveness.
The company did not pay enough attention to unit-economics, so it did not know precisely how much it earned on each product unit. This hindered proper pricing and assessment of actual profit. There was also an issue with the sales funnel: customer behavior at different stages was not analyzed, making it difficult to understand why they "disappeared" after consultations or did not proceed to purchase.
Such problems are typical for many companies that focus on growth but overlook the importance of a systematic approach. Without established processes, businesses begin to stall—investments do not yield the desired returns, and employees lose focus.
We started by optimizing the call center's operations, as in addition to answering standard questions, it serves as a primary filter and consultant. The call center "guides" the customer, informing them about current offers, product range, and characteristics, thereby nudging potential buyers towards making a purchase. The call center also collects feedback from clients: analyzing complaints, inquiries, and suggestions helps identify the company's shortcomings. The quality of operators' work and automated inquiry processing systems not only enhances the speed of response to requests but also improves the overall brand impression.
The call center's performance directly depends on its interaction with the marketing department. For instance, when marketers launch advertising campaigns, operators receive already warmed-up consumers, and the call center's job is merely to "hook" them and direct them to the appropriate channel, namely—the sales department.
The sales department comprises store salespeople and online sales consultants, working with clients ready to make a purchase. The department's task is to convert the interest generated by advertising and the call center into actual sales.
Resolving Call Center Issues
Initially, we thoroughly reviewed all operational processes, and the analysis revealed two main problems. Firstly, there were no standards or regulations in the call center: there were no written scripts, application processing algorithms, or clear communication standards. Each operator acted independently, leading to inconsistent service levels. Secondly, a low qualification level among employees was identified. Many operators were uncertain in handling customer objections and poorly understood product technical specifications, undermining customer trust.
During the reorganization of the call center's operations, we paid special attention to key aspects: setting KPIs, training employees, and developing regulations.
Manager's Work Regulation
CRM
We began addressing issues with optimizing the CRM system and implementing modern automation tools tailored to the company's tasks. Special emphasis was placed on training employees on the new system, enabling them to effectively utilize new technologies. This simplified request processing and improved team productivity.
We also integrated the CRM with advertising channels, allowing for automatic tracking of the source of each request and real-time monitoring of where clients are coming from. We set up priority allocation of requests, ensuring that "hot" leads were processed first, minimizing potential client losses.
By adding reminders and automated notifications, we accelerated operators' responses: employees began processing requests within 5−10 minutes, significantly enhancing responsiveness and improving service quality.
Data analysis from the CRM helped identify the most effective advertising campaigns. We redistributed the budget, increasing investments in high-conversion channels and discontinuing ineffective campaigns.
Call Center Workstation
KPI
Previously, call center employees worked without clear goals, which reduced their motivation and made success subjective. To rectify this, we implemented a KPI system, which now serves as the foundation for performance evaluation.
We focused the KPIs on the speed of call responses, as this increases customer loyalty and conversion. We also developed a plan for converting requests into sales for each operator, based on average market indicators.
Additionally, the growth of the average check is monitored through the stimulation of additional sales. The number of processed requests helps assess the workload and effectiveness of operators' work.
Furthermore, we created checklists for evaluating communication quality, which consider greetings, identifying needs, and properly concluding deals.
Training
We developed a comprehensive training program for employees, combining theoretical and practical modules.
To enhance sales effectiveness, we created tailored scripts that account for customer segmentation and various communication scenarios—from initial inquiries to complex objections. This enabled employees to conduct dialogues more confidently and offer personalized solutions. Practical sessions analyzing real calls and cases helped identify operators' strengths and weaknesses, contributing to