In terms of selling and sales management knowledge, we don’t claim to know anything you couldn’t get from the internet this afternoon (although we’ve never met anyone who knows more than we do!). What we’re really adept at (our core skill) is to be able to simplify complex sales situations to identify the things that will make the biggest positive difference if you change them. Then, if you want us to, we can help you make those changes in a way that makes them stick and enables you to build on them for the future.
We do this by the application of our Three ‘C’ Methodology
Being able to work across virtually all sectors requires a solid framework and proven 'best practice' approach.
The first C involves helping businesses identify (Characterise) the types of business they’d like to win, where it might best be found and how to recognise it when they see it. Whether this business has the potential to enhance the long term value of the company and can provide the cross/up sell opportunities and 'stickiness' is too important to be left to anyone but the board or owner. Once you’d decided on these characteristics, you need a solid process to help everyone share the focus. Not all opportunities or customers are equal.
The second C is to help a business understand it’s sales Capacity. What is the detailed sales process and its various dependencies for example? If we know these we know which 'levers to pull' first and which changes are required to optimise the capacity for the business you'd like to win.
The final C stands for Conduct. Are the behaviour the ones you need (or want) to win this business? Is the skills mix correct, 'hunting' versus 'farming' for example? How good at selling is the team and what messages are we communicating to the market? Are they consistent with our stated propositions, assuming we know what they are of course!
To plan, monitor and analyse how these elements will need to change to deliver an ever-increasing top line will need appropriate sales management processes and the whole framework only works if you have the right people of course, with the right attitudes and values, operating in an appropriate sales environment.
Does the company, and crucially the sales team, ‘live’ these values through the behaviours they exhibit?
Not just skills and behaviours of the sales people but their selling propositions too.
What have you got for prospects and why should they be interested?
Who do you want to sell to and why?
What does your ideal prospect look like?
Where might you find them?
What level within a prospect should you start the sales process?
What are the key sales activities and how much of each do we have to deliver?
Are the processes clear, easily understood, scalable and repeatable?
How well are they managed?
What is the appetite for change across the organisation and is it sufficient within the sales operation itself?
Where it's appropriate we then help the people, in a very practical hands-on way, who are charged with actually carrying out the activity to do so, building the tools and processes along the way to make sure the change 'sticks.'
Our input usually involves a mix of workshops, in-the-field coaching and process and tool development, depending on what is appropriate for the sales operation in question.
Although we work primarily with UK-based companies in the past 3 years we have also worked on behalf of several clients based in the US and Ireland and helped deliver sales improvement at a local level in countries including Germany, Poland, France, Italy and Malaysia.