Our purpose is to stimulate growth for our clients, so we aim to deliver significant returns on investment.
Often the only real parameters around potential returns are the vision and ambitions of our clients. We aim to demonstrate what is possible through our roadmap. Examples of returns against ambition include:
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§ Extra £1m net profit § Profitable new product lines § 200% achievement of sales targets § Increased market share § New channels to market opened § Revenue up 400% year on year § Improved customer satisfaction and retention § Services revenue lines established § Profitable individual billing § Loss-making to profitable position
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Case Study 1: Company A is an IT Hardware and Services company with a turnover approx £500m with the majority of its business within the UK.
Our brief was to: Rediscover the pre-existing sales culture which had been distinctive within the industry. Sharpen skills to focus on new wins. Develop the best structure and processes to allow the company to move forward and develop its product and services mix. Assess all staff to ensure people were in the best roles for their profile.
Our Process: Stage A: A thorough review of sales and supply chain strategy was carried out which resulted in the development of a new sales force capable of developing new accounts over the phone, utilising new technology and a new distribution model.
Our Process: Stage B: Each sales person attended a one day development event which investigated: Career to date and expectations, Emotional intelligence, Motivations, Value and Beliefs, Skills and competencies.
Our Process: Stage C: Managers were subsequently trained to give corrective and developmental feedback both in terms of skills and Emotional Intelligence. Each person had a further session which clarified career directions, aims and a required Personal Development Plan which fed into a master sales training plan. A specific performance management system was created to feed the development centre results into actual performance figures, creating a more scientific basis for decisonining.
Our Process: Stage D: Restructuring and development activities took place, focussing on those people with most potential and those with best results to create a ‘performance culture’.
| Outputs: 14 people exited the organisation 12 people were recruited against a scientific process which has seen them achieve stretch sales targets within a shorter investment return Development focussed at those most likely to want/use it Creation of a ‘new wins’ team with correct population Lead Generation risen from zero to 30 per day Identification of real Account Manager population Removal of sales support people from sales headcount: re-skilling to ensure more effective upselling Challenging of Management ambition – 1 Manager reforecast and generated £1m of extra margin from 12 people in 6 months |
Increase of ROI. Margins have risen from £4 Million loss to £6 Million profit.
Case Study 2: Company B is a Manufacturer finance company, selling finance to customers on the purchase of new and used vehicles through franchised retail outlets. Its sales force is a virtual team of 45 people spread geographically across the UK.
Our brief was to: Help the sales people change roles from a finance ‘rep’ to a consultative sales professional. Increase productivity of each person.
Our Process: Stage A: A research project was carried out to investigate the human, process and systems reasons for change resistance. Cultural factors were assessed to ensure the organisation was aligned and people were bought in to direction and strategy. The activity and effectiveness of sales people was assessed to ensure the most productive utilisation of resource and skills was being achieved.
Our Process: Stage B: Results were collated and presented back to the management team.
Our Process: Stage C: A series of events took place:
A major structural change was implemented. Each person received specific training aligned to their needs around change resistance and Emotional Intelligence. A sales conference was held to buy people into strategic direction. Systems and processes received a major overhaul. Internal silos were addressed to break down unnecessary resistance between sales and supply. A new performance management system has been implemented. A series of training events for managers took place to equip them to manage people more skilfully. Ongoing coaching is in operation to carry forward development plans.
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Outputs: People focussed on the ‘key metrics’ in their region with more empowerment to apply leverage across a portfolio to achieve target Sales people all hit target despite market shrinkage Sales people focussed on key aspects of the role, moving them away from an overly tactical approach Internal communications pollution reduced 1 person wrote £1m of extra business as a result of one training course! 1 team of 10 sales people achieved 10% overachievement of target – this is despite having NO BONUS structure in place!! Performance is therefore linked directly to effort and a pride in achievement rather than chasing more commission |
