Archives: Case Study

Background

• A market leader in design and installation of aquaculture facilities across Australasia
• Aquaculture is a growth sector
• Risk is high in aquaculture production and along the supply chain
• Ownership is fragmented, a few dominant corporates and many small operators
• Our client is a niche operator.

The Client’s challenge

• The organisational design was not aligned to the future goals of the company
• Staff competence and attitude varied greatly
• The regional location was driving up supply chain costs.

Our approach

• The company’s financial performance, organizational design, and management systems were reviewed, and employees interviewed
• Performed was measured against a global industry benchmark
• Competitors’ strategies were compared to the client’s strategy.

Our recommendations

1. Prepare a 5-year strategic plan. Sales Consultants facilitated the sessions.
2. Restructure the organization. This meant some employees were made redundant, changes introduced to the way customer relationships were managed, develop strategic relationships with global equipment and technology suppliers.
3. Location issue:
   1. Relocate the regional headquarters.
   2. Build a New Zealand presence, initially with a technical salesperson.
   3. Increase technical and sales support presence in southern regions of Australia.

The recommendations were accepted and implemented with the support of Sales Consultants.

Questions? – Contact Kurt Newman +61 412 252 236 or [email protected]

Overview of the Organization

The largest independent electrical wholesale business in NSW. Annual turnover $15million, external sales team of five operate from a geographically located branch network. No new account sales in the previous six months, competitors win business by offering greater discounts and existing customer sales flat. Salespeople sent to sales training courses but no improvement.

Directive

• To develop new business and grow existing customer sales
• Win business from large competitors.

Methodology and Process

The Infield Sales Review was implemented to assess and uncover the reasons for the present situation. The process involved interviewing the managing director, general manager, branch managers, internal sales, and warehouse personnel. Kurt Newman accompanied individual salespeople on new and existing customer sales calls. Major competitors were evaluated.

Internal and external salespeople’s product and industry knowledge rated high, but sales competence low at Level 2. Several external salespeople had low self-worth.

The report of the agreed objectives, findings and recommendations was presented to the managing director and general manager. The recommendations were accepted.

A structured competency-based tailored training and development program was designed and implemented for entire company.

Infield sales coaching was implemented for the external sales team. The initial program rolled out over twelve months.

Outcomes & Key Benefits

1. External salespeople dedicated two hours per day to business development resulting in a mean average of four new accounts per month per salesperson.
2. Sales grew by 20%.
3. The sales competence level for two external salespeople improved to Level 4, and the remaining salespeople to level three.
4. Internal salespeople were teamed up with their external salespeople to work as a cohesive team. Salespeople were rarely in the office allowing them to dramatically increase the number of sales calls per week and sales.
5. A sales strategy and sales process for winning long term government and corporate contracts was introduced. This resulted in several contracts being awarded. This was a first for the company.

Questions? – Contact Kurt Newman +61 412 252 236 or [email protected]

Company Overview
The division revenues were $80ml and part of a group of international companies with a turnover of $1.9Bl. Sales had been stagnant for 18 months, various consultants had been used with limited success, state managers and salespeople hired and employment terminated, employee turnover was higher than other regions in the world, morale and productivity was low.

Mandate
• To grow new business and increase account management sales
• Differentiate the sales team from their competitors.

Methodology and Process
There were many issues at play and the real cause/s had to be identified. An Infield Sales Review was recommended and accepted. This involved Kurt Newman accompanying a cross section of salespeople on their daily sales calls. A structured interview was used when meeting with internal operations, administration and management.
Concerns and comments were kept confidential. This created a flood of consistent information. Major obstacles were identified that prevented the desired sales performance, morale and productivity gains.
A range of structured competency-based sales, management and customer service programs were designed and implemented in a classroom learning environment. A tailored sales pipeline methodology was developed and implemented at each branch. Infield Sales Coaching with individual salespeople was initiated post structured learning. This was initially done at fortnightly intervals and eventually once every three months. The process was then handed over to sales management to continue.
Outcomes & Key Benefits
1) Tradespeople Division bookings grew from 330 to 350 within 2 months. In eighteen months 1,000 tradespeople.
2) Poor sales performers left of their own accord due to tighter accountability.
3) Sales increased 10 – 30% in key accounts.
4) A new recruitment, selection and induction process was implemented. Management were trained in the process.
5) A new strategic account management system was implemented.
6) The mean average sales competency level progressed from 2 to 4 whilst two salespeople achieved the highest level 6.

Questions? – Contact Kurt Newman +61 412 252 236 or [email protected]

 

Organisation Overview

The Bowral Chamber of Commerce was a small member based not-for-profit organisation in the Southern Highlands of NSW. It was competing with five other business chambers in the region. People made numerous attempts to amalgamate the chambers but failed.

Directive

• To unite the business community under one business chamber
• To develop alliances and affiliate partnerships to strengthen chamber member value and influence.

Methodology and Process

The scepticism of most stakeholders prevented change, and there were many sub self-interest groups who had their own agenda. To begin a dialog ‘what if’ scenario, workshops were facilitated over three months and during this period the following was implemented:

• Meet the presidents of the other chambers
• Address members of other chambers
• Review past restructure models
• W.O.T analysis
• Interview businesspeople who lived in the area for decades
• Met with senior lawyers from the NSW Business Chamber
• Discussions with the mayor and councillors of the local council.

Outcomes & Key Benefits

1. The Southern Highlands Chamber of Commerce Ltd (SHCCI Ltd) was founded on December 09, 2013, a milestone for the region.
2. Four chambers were merged, and the fifth became an affiliate member.
3. Direct and indirect business membership grew to five hundred and thirty-five. Strategic alliances were developed, and affiliate member organisations joined. The size of the organization gave greater member benefits and influence.
4. SHCCI Ltd won ‘2015 State Chamber of the Year Award’ surpassing two hundred and seventy business chambers. This created a record for the NSW Business Chamber’s one-hundred-and-ninety-year history.
5. The model developed by SHCCI Ltd was duplicated by the Lake Macquarie Business Chamber and used for their region.
6. The SHCCI Ltd structure was recommended by the governing body of the NSW Business Chamber Ltd. It was seen as the model for all business chambers.

Questions? – Contact Kurt Newman +61 412 252 236 or [email protected]

Company Overview

One hundred and seventy corporate and franchised business outlets, revenues exceeding $400million, one hundred and forty salespeople, four thousand eight hundred stationary, and office technology products.

Directive

• To develop new sales opportunities and increase existing sales
• To professionalise the sales team.

Methodology and Process

The first step was to assess the current situation by implementing an Infield Sales Review. Kurt Newman attended sales meetings with salespeople, structured questionnaire used, and major competitors evaluated.

Sales competence was well below average with most struggling to meet sales revenue targets. The review process included internal customer service personnel, branch managers and dealer principals.

A report of the agreed objectives, findings and recommendations was presented to the Chief Executive Officer and the National Sales & Marketing Manager. The recommendations were accepted.

An internal company Office Academy was established and managed by Sales Consultants. This involved designing numerous tailored training and development programs in sales, strategic sales, basic understanding of finance, tele-sales, customer service, sales coaching, and sales management.

Six sales competency levels were developed for the external sales team. Each course used a competency-based format. One of the Office Academy’s function was to evaluate potential new employee’s suitability to the business. They had to attend the sales training and be rated competent on conclusion before employment was confirmed.

Attending the Office Academy and being rated competent was followed by Infield Sales Coaching.

Within seven months the National Sales & Marketing Manager and two key account managers qualified at Level 6 Sales Competence. They undertook further training to become the company’s sales coaches.

Outcomes & Key Benefits

1. The mean average new account sales rose from two to fifteen per month. A sales record of forty-three new accounts in one month was established.

2. The winner of the first Salesperson of the Year Award was only twenty-two-years of age. He also achieved the highest profit margin of 7% above his peers. Runner up was a young nineteen-year-old who won the top award the following year.

3. A product category expansion record was created at 2.1 new product lines per sales call over a twelve-month period.

4. The average sales competency level improved from 1.5 to 3.5. Three salespeople qualified at Level 6 – The Professional.

5. Tele-salespeople were employed and trained to actively canvas new business opportunities. This shortened the selling cycle and increased sales.

6. A tele-customer service team were established and trained to manage and sell to customers in remote locations. This was a productive and cost-effective way to manage these customers.

Questions? – Contact Kurt Newman +61 412 252 236 or [email protected]