Sales strategy to sales success
Following the right sales strategy leads to on-going sales success
The Client
A market leader in their sector who was selling through 3 different channels. 2 were indirect through dealers and 1 direct to the corporate market, and achieving considerable success. A few years after set-up and fast growth, it was recognised that there was still room for a for more success and having completed a management buyout the directors wanted to maximise this opportunity.
The Business Problem
Having launched their product into the UK and achieved significant success, the business was in danger of plateauing. Not all routes to market were operating effectively because of strategic and structural issues. One channel to market was very successful and it was felt that there was scope for even more growth through it. However, the quality of some of the sales people was not high enough, too many were not working correctly, choosing to use a variety of excuses about product and internal issues to hide behind. It was also the case that there were no clear sales standards or sales processes and the sales management were untrained and unskilled (but enthusiastic!)
The Solution
The initial work was to look at three elements. The sales strategy for the main channel, the skills of the sales managers and the processes and standards of the sales force. Analysis of sales showed that it was going to be clearly sensible to apply a Key Account sales strategy for the main channel. This would enable a more effective use of time for the sellers and provide a more straightforward sales approach which could be monitored and managed. A breakdown was made of the sales process for each channel, to reflect customer expectations and best practice activities. From this the key performance indicators (kpi’s) were identified and standards defined. As part of this a Sales Manual was developed to cover competency-based job profiles, the sales process, standards, planning and reporting forms, templates for letters etc. A training programme was initiated for the sales managers to give them the relevant skills, ‘Key Account’ training was delivered to the sellers, the managers started to manage the sales people using the process, forms and kpi’s in the manual. This work was regarded as highly successful and forms and feedback are currently being moved onto a Web based interface.
The Benefits
The initial response was good and the results began to follow. After the new strategy and approach had been in place a year the growth really expanded – being an increase of around 60% over the previous year. This continued – though at a more moderate rate, 35% and then 22% year on year. Staff turn over has dropped, the sales management team still has the same personnel, though some have taken on different roles within the group.
Having launched their product into the UK and achieved significant success, the business was in danger of plateauing. Not all routes to market were operating effectively because of strategic and structural issues. One channel to market was very successful and it was felt that there was scope for even more growth through it. However, the quality of some of the sales people was not high enough, too many were not working correctly, choosing to use a variety of excuses about product and internal issues to hide behind. It was also the case that there were no clear sales standards or sales processes and the sales management were untrained and unskilled (but enthusiastic!)
The Solution
The initial work was to look at three elements. The sales strategy for the main channel, the skills of the sales managers and the processes and standards of the sales force. Analysis of sales showed that it was going to be clearly sensible to apply a Key Account sales strategy for the main channel. This would enable a more effective use of time for the sellers and provide a more straightforward sales approach which could be monitored and managed. A breakdown was made of the sales process for each channel, to reflect customer expectations and best practice activities. From this the key performance indicators (kpi’s) were identified and standards defined. As part of this a Sales Manual was developed to cover competency-based job profiles, the sales process, standards, planning and reporting forms, templates for letters etc. A training programme was initiated for the sales managers to give them the relevant skills, ‘Key Account’ training was delivered to the sellers, the managers started to manage the sales people using the process, forms and kpi’s in the manual. This work was regarded as highly successful and forms and feedback are currently being moved onto a Web based interface.
The Benefits
The initial response was good and the results began to follow. After the new strategy and approach had been in place a year the growth really expanded – being an increase of around 60% over the previous year. This continued – though at a more moderate rate, 35% and then 22% year on year. Staff turn over has dropped, the sales management team still has the same personnel, though some have taken on different roles within the group.
Contact Details
News
Downloads
Books