Case Studies
Global provider of digital rights management (DRM) technologies
Background
Client is a leading provider of DRM technologies for the home video, enterprise software, consumer software and music markets around the world.
Following a competency review of the salesforce in the Europe, Middle East and Africa (EMEA) region, the client wanted to provide the salespeople with additional skills to enable them to maximise the revenue yield and profitability from their customer base.
Need
To boost sales performance and improve productivity of the salesforce by targeting existing customer base to increase revenue yields and profitability.
Solution
Two phases were undertaken. The first phase was a 2 day Customer Facing Account Planning event which was designed to create a value-added relationship with the Client’s customers and create an overall environment in which they recognised the importance and value of the Client’s relationship with them in achieving their business goals.
The output was a detailed account plan for each key customer and showed the long term business yield goals; the key objectives necessary to achieve those goals; the optimum strategies needed and the key actions to be taken with details of the necessary resources.
The second phase was individual coaching sessions which were field based and involved going out with the salespeople to customer meetings and observation and feedback sessions with the aim of unlocking the individual’s potential to maximise their performance.
Outcome
The Client reported that half yearly revenues increased to 121% of target compared to 81% of target prior to the start of the training and coaching sessions.
In addition, feedback from the salespeople was that the two phases had proved to be an effective framework for giving them the tools, plus the individual attention, to work on their own specific development needs.
Global US based computer manufacturer
Background
Client is a manufacturer of computer hardware with global sales and support offices.
They had been very successful, growing sales year on year through a dedicated hardware sales force.
It was recognised that their professional technical consultants were spending more time in greater numbers on client sites than the hardware sales force.
The client wanted to give the consultants additional skills to enable them to spot and develop additional consulting opportunities.
Need
To develop events designed to equip technical consultants with the knowledge and understanding of the consultancy process and also interpersonal skills.
Solution
The development of Consultant Skills events, a mixture of interactive classroom work and a case study that runs through 3.5 days. This event was run for the client over 21 times for 12 delegates per event, taking place here in the UK and also in Beijing, Singapore, Sydney, Madrid, Munich, Copenhagen and Stockholm and two events in the US.
We subsequently developed a three and a half day event for Project Engineers, which whilst also concentrating on interpersonal skills, excludes the first and last part of the consulting process, i.e. fact finding and selling the proposal.
This reflects the role of the UK Professional Services Project Engineer as customer facing but essentially delivering work sold by others. Five of these events have been delivered in the UK.
Outcome
The client reported that they estimate that over a third of their total UK business in the first full year after starting the programme resulted from Professional Services consultancy activities, i.e. the application of the knowledge of the consulting process and consultancy skills has been critical in pulling through additional consulting work plus other revenue earning business for their 'core' computer sales activity.
Global US supplier of factory automation software
Background
In a market that was increasingly competitive with consequent squeezing of margins, there was concern at the cost of providing technical support. The alternatives were to reduce headcount or to generate more revenue
Need
To make a group of technical engineers sales aware, in so far as they would actively look for opportunities when on a client’s site and follow up and subsequently report these opportunities within their company.
Solution
All the engineers attended three events developed specially for them:-
A three day event at the end of which they would know how to spot and develop opportunities using appropriate interpersonal skills. The event was a mixture of classroom and team work.
A one day event helping the engineers to create a sales funnel.
A one day event reviewing progress to date and up-dating sales funnel.
Outcome
In terms of changing the work patterns of attendees, only moderately successful. Some 30% were enthusiastic converts, some 30% happily went along whilst 40% stated a desire to do nothing but the technical engineering they were previously doing.
In terms of increasing revenue, highly successful; after the first three day event, one of the attendees spotted and closed an opportunity that more than paid for the subsequent six training events!
Global UK IT Infrastructure Management Company
Background
The company had changed its emphasis from the manufacture of computer hardware to concentrate on the provision of IT services. To succeed, they needed to develop much higher value orders from a much smaller number of clients.
Need
To develop a detailed process, useable by all consultants and sales people, that would check that all necessary information had been collected about the clients’ business and a credible forward plan developed & agreed with the client.
Solution
An account planning process was developed and implemented that had the following features:
A formalised structure for collecting client information, reviewing and agreeing with management.
A structure for creating forward plans and for reviewing this with senior management from the client
A formalised costing process for the implementation of the plan and an estimator for future margins.
Outcome
Over a two year period, plans were created for all major clients. Revenue and profits increased substantially during this period whilst the number of individual projects decreased by over 40%.
Client satisfaction was raised where this process was used.
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