IT (Hardware) Company
After pin-pointing the underlying issue that was contributing both the lack and discipline of the sales team, along with the lack of cohesion between directors; it was suggested that first step to beginning to fix the situation was an understanding between directors of their respective roles followed by a review of each individual sales team member where an analysis of their capability and motivation for the role was assessed. Result was a road map of targets, expectations and methods to measure progress, along with suggestions for future strategies for new business and development of certain individuals.
Lighting Manufacturer
With the need to develop and manage the 20 strong sales team; this company found itself with one of its’ board members undertaking the task of sales director. Their inexperience in this particular role meant that the team was not being directed and performance was continuing to slip. This initial assessment proved accurate. Clear and precise suggestions were made to begin to retrieve this situation; the key was to ensure that these suggestions were not only simple but that the key individual involved was confident that they could begin to implement and manage them.
Telecommunications Company
This successful company with an international blue chip customer base was struggling with the issue of understanding the true potential of the sales pipeline. With an element of inexperience of building and directing a sales team, coupled with some of the team based in the US; the CEO needed a third party to help. However, the issue was not the lack of understanding the potential but how to successfully manage the individual sales people in order that a true picture of prospective business could be gained. Therefore, direction on how to do this meant the CEOs’ position to successfully interrogate and give input gave them confidence on how to successfully handle individuals.