What is the context of the mission ?
The supported company operates in the B2B photovoltaic energy sector, with a clear positioning. Its model is based on the rental of large rooftops in order to install and operate solar panels. It mainly targets actors with large surface areas, capable of hosting high-performance photovoltaic installations.
Its sales organization is structured around a field sales force, distributed by region. These salespeople are in direct contact with prospects, handle meetings, negotiations, and the follow-up of projects until completion.
In a context of energy transition and strong demand for photovoltaic solutions, the activity is experiencing a positive dynamic. The volume of potential opportunities increases, as does the complexity of the upstream phase of the sales cycle. Identifying the right rooftops, qualifying information, and preparing files becomes a central challenge.
At the moment when the collaboration with ScaleMyCrew begins, the company wishes to improve the efficiency of its prospecting without increasing the workload of its field teams.
What were the challenges and issues faced by the company?
The main obstacle concerns sales preparation. Even before a meeting can be organized, a significant amount of sourcing and information collection work is required. Identifying suitable buildings, verifying their potential, gathering key data, and preparing usable files require time and method.
These tasks, although essential, heavily mobilize the field salespeople, whose core role is primarily client relationship and negotiation. The more time spent on upstream prospecting, the less they can focus on high value-added interactions.
This situation creates an imbalance. Opportunities exist, but they are not always optimally exploited. Prospecting becomes more dispersed, and commercial performance may be impacted.
In a sector as competitive as B2B photovoltaic, it becomes essential to structure the upstream phase in order to allow field teams to focus on what they do best.
Why did structuring prospecting become a priority ?
Structuring prospecting means first and foremost making the identification of opportunities more reliable. It is not about increasing the number of leads, but about providing salespeople with qualified, usable information aligned with business criteria.
This structuring also makes it possible to gain efficiency. When salespeople have prepared files upstream, they can enter more quickly into the core of discussions, better target their contacts, and adapt their approach.
Finally, structuring prospecting is a direct performance lever. By freeing up time for field teams, the company mechanically increases its capacity to handle more opportunities, without immediately recruiting new salespeople.
It is within this logic that the use of a dedicated offshore team in Madagascar is considered, not to replace field teams, but to strengthen them intelligently.
Why did the company choose ScaleMyCrew ?
The company was looking for a partner capable of understanding the specific B2B challenges of photovoltaic and of integrating into its existing sales organization. It was not a matter of blindly outsourcing prospecting, but of structuring the upstream phase of the sales cycle.
The dedicated offshore team model proposed by ScaleMyCrew perfectly matches this approach. It allows the company to have a dedicated sales assistant, working exclusively for the company and integrated into the sales teams.
ScaleMyCrew’s ability to support the structuring of missions, to train the collaborator on qualification criteria, and to ensure a smooth collaboration with field teams was decisive.
The choice of Madagascar fits into this logic. The available profiles combine rigor, analytical ability, and stability, essential qualities for precise sourcing and qualification work.
What organization was put in place by ScaleMyCrew ?
ScaleMyCrew set up a dedicated sales assistant based in Madagascar, working in close collaboration with field salespeople. This role is positioned as a true support for sales preparation, not as an isolated function.
The assistant uses the same tools as internal teams, follows the same qualification criteria, and aligns with the same commercial objectives. Exchanges are regular, allowing continuous adjustment of the quality of transmitted information.
This organization creates a natural continuity between upstream prospecting and field sales work, without interruption or loss of information.
What specific role is currently handled by the dedicated profile ?
The central role of the dedicated offshore profile in Madagascar is the sourcing of rooftops and qualification of opportunities. This starts with the identification of large rooftops capable of hosting photovoltaic installations.
The sales assistant collects and structures key information, such as building characteristics, location, and potential. This data is then organized in a clear and usable way.
The prepared files are sent to field salespeople, who thus have a solid base to engage discussions with prospects. This upstream preparation makes it possible to quickly enter into targeted and high-quality exchanges.
How did the onboarding and operational setup take place ?
The onboarding of the offshore sales assistant in Madagascar was designed as a progressive learning phase. Qualification criteria were transmitted in detail to ensure precise alignment with field team expectations.
Prospecting tools were handled step by step. Regular exchanges with salespeople made it possible to refine understanding of needs, adjust methods, and improve the quality of collected information.
This progressive increase in autonomy allowed the dedicated assistant to become quickly effective, while remaining fully aligned with the company’s commercial strategy.
What results were observed after the implementation of the dedicated sales assistant ?
The results are visible from the first phases of collaboration. Field salespeople gain a significant amount of time, which they can now dedicate to client relationships, meetings, and negotiation.
The quality of identified opportunities improves. Information is more complete, better structured, and more usable, facilitating the work of field teams.
The organization of the prospecting phase becomes more fluid. Exchanges between upstream and field are better coordinated, and priorities are clearer.
What impact did this collaboration have on commercial efficiency ?
Thanks to this organization, salespeople can refocus on their core role. They work on better prepared opportunities, which improves the quality of interactions and overall performance.
Prospecting becomes more consistent and regular. The company better exploits its commercial potential, without increasing pressure on field teams.
Offshore in Madagascar becomes here a lever for operational efficiency, serving commercial performance and the structuring of the sales cycle.
How is the collaboration continuing to evolve today ?
The collaboration is part of a stable dynamic. The dedicated sales assistant continues to adjust their scope according to needs and the evolution of the activity.
Perspectives for extending the mission are considered, always with the objective of supporting field teams and optimizing commercial performance.
Why does this case illustrate the value of the dedicated team model proposed by ScaleMyCrew ?
This case illustrates ScaleMyCrew’s ability to structure the upstream phase of the sales cycle thanks to a dedicated offshore team in Madagascar, integrated, reliable, and results-oriented.
Far from unstructured outsourcing, the dedicated team acts as a true performance lever, by strengthening field teams and creating sustainable value for the company.
At ScaleMyCrew, we believe that offshore must be thought of as a tool for support and structuring. This case is a concrete illustration.
If you wish to optimize your commercial prospecting with a dedicated team in Madagascar, ScaleMyCrew supports you in building an efficient, human, and sustainable collaboration.