With over 12 years experience with private equity-backed business we have achieved success, improving results and enhancing shareholder value in pretty much every sector bar retail.
If we had £1 for every time we've been told ‘it’s not like selling photocopiers you know’ we wouldn’t need this website! Best practice is always best practice; it’s the significance of the parts you don’t have, and how you implement the change to get the ones you need that changes, and that varies by business not just the sector.
Review of overall approach to market and the sales management tools and processes in place. Redesigned sales and sales management toolkit. Worked one-to-one with Sales Director to build confidence, management skill and ensure increased activity with a focussed network of key dealers.
Sales up 30% year-on-year. The first £2m month ever and an above target platform to outperform the budget for 2017/18.
Reviewed sales process and the skills and tools in use. Redesigned the core propositions and dramatically increased the selling skills to use them. Repositioned the company in the eyes of its target market and focused on selling value not technique.
35% increase in sales in first year from a wider customer base with but still within Ardent’s specialist market. Platform to repeat this success in year two.
Redesigned entire sales process and tools/propositions used to support it. Stopped them doing demos! Developed new profile for target accounts and qualification criteria for new digital marketing campaign. Applied new approach to a smaller number of opportunities. Hands-on support at the selling/bidding stage for 12 months.
Sold five new licences in year one, now have over 50 master agreements in the market place three years later with several hundred users licences sold. Follow on injection of funds as a result transformed the company to become number one SaaS provider in their field.
Reviewed sales process and activity management. Implemented culture of success as improved KPIs started to bear fruit. Redesigned sales process and qualification criteria to focus more effort on a smaller number of higher quality deals. Rewrote proposal style and improved overall skills in selling.
Three new contract wins in year one, worth over £1m p.a., better quality, more stable sales resource, earning a lot more money and delivering twice the margin with two thirds of the resource!
Developed new marketing plan to support growth and reposition/rebrand organisation. Identified and honed new target markets and introduced account planning to further penetrate five existing key accounts. Helped develop improved management processes and recruit four new staff members.
Business grew by 40% in year one and the pace is being repeated in year two. Owner has a more strategic approach to driving the business through its core management and is currently considering two acquisitions that will double the size of the business, something the previous foundations would never have supported.
Started with thorough understanding of ‘gaps’ in current sales process with reference to the ‘C’’s. We helped reposition the company around its core strengths and changed the ‘ideal’ opportunity profile to one with improved chances to sell a wider range of services. Then changed sales process and up skilled those people within it.
Sales grew from £4m p.a. to £7.8m p.a. in just two years. The business now has the platform to grow further and expects to deliver £10m the year after. Owner has two year plan to step back and semi-retire with a view to a sale in next five.
Helped create and develop 4 bona fide sales managers employing proper management and coaching techniques. Systematic removal of non-performers who fail to meet agreed benchmark for success. Implemented activity plans for all remaining sales people to drive ownership and increase overall activity levels. Re-engineered sales approach in each call. Redesigned all sales tools and their use in the field. Greatly improved sales skill levels across the board but particularly for the middle to top performers. New commission plan in place to reward over performance. Template for new recruits now being adhered to with consequent improvement in the quality of sales person recruited.
Annual signings up 22% with 25% less sales people – over 700 more new customers signed by 10 less sales people! Each signing now worth at least £4 per month extra (21%), every month. 30% increase in signings per sales working day ratio. Business sold with investor receiving 12x multiple versus previously expected 6x.
Assessed appropriate activity and quantities needed. Implemented measures to drive and monitor these, specifically sold to sales team to ensure buy-in. Developed key selling propositions to position the company in new markets, improved skills to use these effectively in front of new customers and implemented key account plans to penetrate and consolidate new opportunities once won.
Overall sales up 18% in year one, 15% in year two. Margins maintained and key accounts revenues improved 10% despite falling market. Business sold to trade buyer, investor made 3x money.
Redesigned sales process and tools used within it. Dramatically up skilled sales team to make the most of the new approach and aided new sales management in embedding best practice across the quantity, direction and quality of sales activity.
During initial six months of our input monthly sales doubled to £42k pcm and the sales team ended the year 242% of target. Some 18 months later service sales are running at £80k pcm and still climbing. This has more than compensated for sales lost to the recession on the installation side and helped the business exceed its growth targets. Business sold in 2010 for 3.1x money and IRR 48% in 30 months.
Created dedicated sales team, agreed key measures and made them happen, improved focus on selling the real value of the organisation not its basic products. Implemented proper forecasting system and appropriate measures to indicate early warning system and risks to pipeline.
Sales on budget in year one despite initially being 18% behind, record sales in year two despite falling market and poor performance from all competitors.
Re-engineered sales approach and greatly improved skill sets among selling teams. Profiled new recruits and contributed to entirely new recruitment programme. Implemented sales management across the country, training the managers in all aspects of the role.
Record sales in last two months, including several record sales days, all at budgeted margins. Greater consistency to results month-on-month. Fully implemented performance management, reducing poor performers quickly and replacing them with higher calibre, better performing and longer-lasting new employees.
Design and implementation of appropriate sales team. Development of key proposition for each market and the skills to make the most of them with each customer. Introduction of key account plans to maximise penetration and revenue protection.
Record levels of referrals to the business at improved levels of conversion leading to record revenues for 2 years running before the business was sold very successfully.
Diagnosis of wholesale change required. Implemented genuine sales activity planning and management, and processes and tools to support this. Redefined sales offer and sales approach to make the most of it. Restructured sales management. Implemented key account planning for major opportunities within existing business.
Achieved year one budget despite being 20% down at the start of the project. Sales for new year are on target, sales activity is up and the business has won over 100 new customers within 3 months.
Redesign of sales process and upskilling of core team members. Development of new core propositions and the marketing plans to support their communication. Implemented sales process control and KPIs; much improved qualification of prospects and reduced focus to only well-qualified, key targets.
Record sales in the 2 years since, achieving the stretch target with 5 months to go in year 1! Greater focus on new business across the board.