 | | | |  | Background Details |
| | | |  | Case Studies |
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| Case Studies (With permission from clients) | | | | Service based Business to Business | | | Business Overview:
Business turnover size €6,500,000 which was growing at +18% annually each year for three years and then hit a wall. Growth dropped to +2% and costs continued to rise. The sales team had a total of 6 sales people and 1 sales manager. Product range had 25 product services.
| | | | Researched key issues by spending time with the teams: | | | | a. | Sales manager was creating over 70% of all new business | | b. | Due to this business drive by the sales manager, he was spending no time with his team in the field coaching, training and measuring their progress | | c. | No sales meeting were being held | | d. | Product launches were poorly executed | | e. | 90% of the business was being driven through one trade channel, where competition was growing | | f. | As a result of falling sales the sales team began discounting services. This meant that returns fell. | | g. | No training had been conducted in two years and the last facilitator talked about selling photocopiers and JCBs. In other words, it was not bespoke to the business. |
| | | | | | Set targets to measure training: | | | | a. | Put the business back into growth + 10% and hold net sales margin | | b. | Review the Sales Manager's role and how it was performed. If the Sales Manager continued to work at the current rate he would have headed to an early grave. Planned to review his work load, delegation skills, coaching skills. The target was for him to spend 60% of his time coaching, 30% with key accounts and 10% at trade shows getting new ranges. | | c. | Review sales team numbers and reduce team size by 1 | | d. | Review costs and salary | | e. | Implement a comprehensive training schedule | | f. | Increase sales across all ranges by +1.5% ahead of budget | | g. | Implement cohesive and fun sales meeting in each QTR |
| | | | | | Results: | | | | a. | Put the Sales Manager through our unique coaching process and prior to the training, he conducted on his own team a full day of field visits; examining their current sales skills with allocated % ratio to each skill area, question skills, call preparation etc. |
| | | | Sales Person | % Review coaching | | | Document | | A | 23% | | B | 17% | | C | 35% | | D | 68% | | E | 8% | | F | 17% |
| | | | b. | Results after the training and on going coaching from the sales manager |
| | | | Sales Person | % Review coaching | Post Sales | | | Document
| Training | | A | 23% | 81% | | B | 17% | 68% | | C | 35% | 90% | | D | 68% | 98% | | E | 8% | 62% | | F | 17% | Left
Business |
| | | | c. | One team member left and was replaced. For the current team, we analysed the call frequency and restructured the team. The saved resource was then focused into a totally new channel. | | d. | We restructured the salary structure to measure the following KPI (Key Performance Indicator), changing salary from 100% basic to 60% basic plus 40% commission with fair and equitable measurement. Self-paying sales incentives were also introduced.
a. Pipeline fill
b. Calls per day
c. Margin
d. Range selling
e. Call per day
f. Calls converted to business
g. Business held
h. Top 20 account focus
i. New business
j. Key account
k. 360 Checkpoint feedback from customers
| | e. | Sales meetings were conducted where the team presented their own results, and their plans for the following QTR. Key accounts were reviewed. Each sales person was allocated the role of Brand Champion for a number of brands, which resulted in more cohesive work between the teams. | | f. | Growth hit 23.3% in 2006 | | g. | Sales manager is consistently finishing work at 6.00 P.M Mon. to Thurs. and 4.00 on Friday and has not sold any holidays back to the business for the first time in 8 years. |
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