Three Sales Forces, One Company
Company : A $1.2B global food ingredients division
ConAgra’s $1.2 billion food ingredients division had been assembled through acquisition, and it showed. Three legacy sales organizations were still operating as separate companies.
Four Cultures, One Number
Company : A $300M division of a Fortune 50 food and beverage company
PepsiCo created a new $300 million direct sales division by combining the foodservice and vending sales forces of Frito-Lay, Quaker Foods, Gatorade, and Tropicana.
From Bidding to Selling
Company : A $3.2B consumer packaging manufacturer
A $3.2 billion food packaging division was competing almost entirely on price. The sales organization had been built for transactional, bid-based selling of commodity products
Selling Through People You Don't Employ
Company : A $6.2B
global brewer
Coors Light was underperforming with Hispanic consumers — a segment central to the brand’s growth. The existing approach segmented that market demographically
Building the System While the Company Scaled
Company : A private-equity-backed multi-unit platform
A private-equity-owned company operating at roughly $75 million, growing fast, with no standardized way of operating. Business units performed inconsistently
Founder-Led Selling to Repeatable Revenue
Company: A VC firm’s
portfolio company
First Avenue Ventures backs early-stage companies across 20+ portfolio holdings. The recurring pattern across those companies is familiar to anyone who invests at that stage