Case #1: The Sales Force that Couldn’t
When the CEO of a medium sized service provider called us, her complaint was her sales force couldn’t sell. Sales were flat and sometimes even decreasing!
After meeting with her, the sales team, management team and conducting an analysis of the compensation plan it was found that:
- In many cases, the wrong people were involved in selling this service
- The comp. plan was sending the wrong message to the sales force
- The sales force was poorly trained
- A revamp of the comp. plan to meet organizational goals.
- A skills analysis of the sales team
- An ongoing training plan including group meetings and one-on-one field training
More sales, more profitability and a saner CEO!
Case #2: The Deal Chaser
The people at this advertising firm were simply working too hard. Everyone was harried, miserable and therefore unproductive.
Once our team entered it was easy to see that there was no real marketing strategy for this firm. The marketing people used a “shotgun” approach and sales people were chasing whatever deals they felt they could get.
- A three day “lock down” with the management team to hammer out and define an actionable strategy
- The adoption of the corporate motto: “The money we make is in the deals we don’t do”
- Marketing and sales activities divided into targeted vertical markets
- Ongoing subject matter training in the various vertical markets
The old cliché “working smarter, not harder”
Case #3: The Hemorrhaging Bank account
After understanding the company’s books, we learned that the CEO didn’t understand his own financials
- Money was being spent on the wrong items
- Proper cash flow wasn’t budgeted
- Many large expenses were producing no return
- Vendors were taking advantage of the firm with high prices and high interest rates
- An interim bookkeeper and CFO who could take all mystery out of the numbers
- Finally, the cost of sale was defined
- ROI demanded (and timetables created) for every large capital expenditure
- Budgets created
- Money found by renegotiating all vendor contracts and finding new vendors when necessary
Less work for the CEO, management accounting installed, and increased margins
Case #4: The Un-sellable Business
When the owner of this media firm called us, he said: “we’ve been on the market for 2 years and no one is interested”
- Company relinquished marketing efforts to third parties
- Company did not create and protect a strong brand
- Financials did not tell the correct story
- Company began a strong marketing and branding campaign
- Competitors began to take notice
- Financial modeling used to tell the true story of growth
- Financing terms put in place to make the sale “easy”
- An incentive system developed so that key employees could be retained by the new owners