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A Case Study in Selling - Sales Performance Management

Problem

The Regional Vice President of a major computer manufacturing company recognized that the company's future success depended on the effectiveness of its appeal to higher-level executive decision-makers of their prospect organizations. The company had a technically superior product, and access to its customers had been primarily through the customer's technical staff, who understood and appreciated the advantages of the products being offered.

Over time, however, the cost and complexity of the company's systems had increased, and executives of the customer organizations, who used less technical criteria, were now involved in the decision-making process of major purchases. The manufacturer's sales force was not accustomed to the longer-term sales cycle and sophisticated processes their prospects were using to make these consequential decisions. Nor were the manufacturer's managers accustomed to supporting their people through these higher risk sales processes.

What We Did

We designed and conducted an in-depth, five-day Consultative Selling Skills program that was given to all National Account Managers. This was followed by a series of monthly 'Learning Activities', in which each account manager reviewed a specific skill, applied it with two existing prospects, and reported the experience in writing to an appointed program coordinator. Special rewards were given to those who submitted their assignments on time, and privileges were gradually denied those who did not. The effect was a high degree of commitment to the learning and application of sophisticated sales techniques.

In addition, we conducted a tailored three-day management program for all Sales Managers, during which we taught special goal-setting and coaching skills to reinforce the new skills of the sales force.

The Results

Regional closing ratios improved by over 20%, as did the average size of each sale. Follow-up strategy sessions were held regionally throughout the duration of our engagement, and market share rose in every office with which we worked.

Individual executive coaching sessions, as well as a series of shorter workshops have been held in a number of departments and cross-functional groups.

Developing Senior Relationships

Problem

A multinational technology and solutions provider found that buying decisions were moving higher within customer organizations. In addition, they faced increasing pressure from competitors who had direct access to senior level executives. Competitors' senior relationships allowed them to shape decision-making processes and secure business at all levels throughout client organizations. Given its strong existing presence in the organization, our client found itself facing a "glass-ceiling", preventing efforts to develop relationships at higher levels.

How We Helped

SGA worked closely with the client's internal learning organization, charged with developing "the best sales course we have ever offered" to a target audience of 15-25 year sales veterans. Working with industry experts and key stakeholders, SGA developed tailored case studies for each of the organization's industry groups. These case studies became a central element of a multi-day workshop in which participants worked to build skills to build relationships with senior level executives.

Building on and reinforcing the initial impact, SGA professional worked with individuals and sales teams focused on their "real world". In these "high risk - high yield" sessions SGA coaches met with participants' individual account teams to develop strategies for specific accounts and opportunities. Developing the optimal approach given the account's reality, the teams used their learning to directly improve business results.

Results

The client hired an independent firm to assess the impact of the program. In the six months following the pilot, $10 million in revenues and $1.5 billion in new opportunities have been directly linked to participation in SGA's program. In addition, the program has received the highest evaluation scores of any program implemented in the corporation's history. Our client values the program to such a degree that they asked not to be associated with it, as they cite it as a source of competitive advantage.
Selling in a Changing Market

Problem

The healthcare division of a multi-national manufacturing company found itself in the midst of the industry-wide shift from analog to digital technology. While producing digital products and solutions went relatively smoothly, creating a corresponding shift within the sales force proved more challenging. A veteran sales force was for the most part comfortable selling analog solutions and were bolstered by the fact that analog sales continued to represent the majority share of the division's revenue. As senior leadership heralded the digital transition, sentiment throughout much of the organization ranged from indifference to outright resistance.

How We Helped

SGA worked at multiple levels within the division to address the issues associated with the transition. Working with the leadership team, SGA helped clarify the division's strategic intent, market segmentation, value propositions, and keys to success. With this information in place, a comprehensive communication plan was developed to propagate consistent and accurate information throughout the division.

Working with the sales leadership, SGA helped develop the profile for a successful salesperson in the emerging environment. This profile was combined with the organization's existing Capability Model to develop a behavioral interview protocol to assist in the selection of the account managers who could successfully lead the organization's digital sales effort. With a means in place to identify and select the new account managers, a comprehensive development program was designed based on subject expert interviews, tested selling techniques, and learning methodologies.

Results

The interview protocol proved central in the reorganization of the organization's sales force, as it adjusted to its shifting reality. A cadre of account managers were selected and participated in the global rollout of the development program. The development program built on the earlier SGA effort to build the skills of the overall sales force, and in combination the efforts have contributed to numerous sales.