Qualtrics was an online survey research platform and since the beginning, the company had relied entirely on an inside sales model-sales done remotely without face-to-face contact with clients. The low-cost inside sales model, along with an emphasis on a strong sales culture, had helped Qualtrics to grow rapidly. However, it needed to prepare for the next phase of its growth. The company decided to diversify its product portfolio and target different types of customers (enterprise clients). In accordance with this change, it recognized the need to revise the inside-sales-only model by adding a field sales component to better serve these customers. Many organizations often go through a turning point in their strategy to explore ways for growth. The case series outlines the best practices of scaling an inside sales model and the challenges involved in changing an organization's sales management and strategy to initiate future growth.

Qualtrics was an online survey research platform and since the beginning, the company had relied entirely on an inside sales model-sales done remotely without face-to-face contact with clients. The low-cost inside sales model, along with an emphasis on a strong sales culture, had helped Qualtrics to grow rapidly. However, it needed to prepare for the next phase of its growth. The company decided to diversify its product portfolio and target different types of customers (enterprise clients). In accordance with this change, it recognized the need to revise the inside-sales-only model by adding a field sales component to better serve these customers. Many organizations often go through a turning point in their strategy to explore ways for growth. The case series outlines the best practices of scaling an inside sales model and the challenges involved in changing an organization's sales management and strategy to initiate future growth.

Qualtrics was an online survey research platform and since the beginning, the company had relied entirely on an inside sales model-sales done remotely without face-to-face contact with clients. The low-cost inside sales model, along with an emphasis on a strong sales culture, had helped Qualtrics to grow rapidly. However, it needed to prepare for the next phase of its growth. The company decided to diversify its product portfolio and target different types of customers (enterprise clients). In accordance with this change, it recognized the need to revise the inside-sales-only model by adding a field sales component to better serve these customers. Many organizations often go through a turning point in their strategy to explore ways for growth. The case series outlines the best practices of scaling an inside sales model and the challenges involved in changing an organization's sales management and strategy to initiate future growth.

CEO, Ryan Smith and the rest of the founding team at Qualtrics grew the company to 350 employees and an estimated $50M in revenue through an inside-sales model. After ten years of bootstrapping however, the company took on $70M in funding from prominent venture capital funds. With this milestone, the team faced a new inflection point in the company's growth. To support the next phase of evolution, Smith brought in John D'Agostino as the new Head of Worldwide Sales. Smith and D'Agostino needed to increase revenue without negatively impacting the company's strong foundation. The Qualtrics leadership team faced several options for the future of their sales organization. It was up to Smith and D'Agostino to decide--how should they organize the sales team to face the challenges of Qualtrics' next phase of growth?

James Gutierrez has started a socially responsible consumer lending company focused on serving the underbanked Hispanic market. The company has gone through a succession of sales directors and Gutierrez has now pinned his hopes on his operations director Sam Ulloa to help stem the tide. Can Ulloa do it? The future of Progreso Financiero depends on it.