Situation
$15 million producer of complex manufacturing automation equipment was “stuck” at current revenue level despite significant efforts in field sales and a high level of quoting activity.
Approach
Retained by CEO and majority shareholder to implement an enhanced approach to strategic selling and relationship development, coach sales engineers and management on new sales process skills.
Results
Within three months team was utilizing process and applying new skills/approach to identifying and pursuing new customers. Within three years company had tripled its sales to over $50 million and had entered new, higher-growth market segments. Improved cash flow allowed further expansion through acquisitions.
Situation
$2 million facility management company was dependent on a single business development person whose track-record for winning new business was poor, despite a high level of effort. Company was also not generating sufficient leads with which to begin the selling effort.
Approach
Retained by business Owner to work with under-performing salesperson and company principals. Evaluated root-causes for long selling-cycles, assessed problems with existing approach to targeting prospects and developing the relationship. Established weekly “sales funnel” review process to ensure progress and to identify more effective approaches to difficult customer-prospects.
Results
Business held its sales level in a down market. Salesperson’s deficiencies were identified and replacement was hired. Company was successfully acquired by another, larger firm in the same industry.
Situation
$100 million privately held, multi-division company lacked a formalized sales review process, leaving the owner without ability to forecast new orders nor a way of identifying performance deficiencies and requirements for skills improvement among the sales team.
Approach
Retained by Owner to coach salespeople as well as general managers on Selling Effectiveness. Fine-tuned the team’s selling approach via the POP, 4-A’s and 3-S’s tools. Implemented bi-weekly reviews of progress toward new orders.
Results
Company’s growth rate was increased; production requirements planning and cash-flow forecasting accuracy improved; productivity among most salespeople grew significantly – marginal performers were more easily identified and given training assistance or terminated.
Situation
$1 million telecom services company, after 10 years of modest growth, had hit a plateau. Owner saw significant potential for new, larger customers but sales calls had not been successful. Expanding sales to the existing, small customer market was not feasible due to declining profitability and pricing resistance.
Approach Retained by the Owner to assess the existing approach to winning new accounts. Analyzed the target market’s needs and developed optimum approach to increasing awareness and interest in the services being offered. Reconstructed the value proposition of the company and worked with team to refine their selling skills.
Results Within 6 months company had captured several new accounts in its target market, including one with the potential to double overall sales.
