Throughout its struggle with Chapter 11, Global Crossing stayed afloat thanks to strategic efforts that retained the majority of its existing clients. Once back on solid ground the telecommunications company felt it was time to stop treading water and start acquiring new customers. But would the company’s sales force be able to shift its focus to new business without losing its existing base?
The answer is a resounding yes, says Paul O’Brien, Global Crossing’s senior vice president of enterprise sales. The $3 billion company’s strategy of customer-centric sales and service has proven to be as successful growing its business as it was keeping customers on board during its tumultuous restructuring. In fact, says O’Brien, Global Crossing has acquired several hundred new customers in the first quarter of this year alone and customer satisfaction scores are up across the board.
O’Brien says the sales organization took several key steps that allowed the company to keep its loyal customers while reaching out to new prospects.
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