Fibre Technologies, sales performance improvement, MBO

Wadenhoe House

The Outcome:

This was very successful measured in terms of increased levels of business from existing customers, an increase in the number of new customers and a consistent increase in the overall level of bookings.  In the area of weddings we had a phenomenal success with bookings more than doubling between 2002 and 2003 and as we start a new year, I am confident this trend will continue.”

“I have no hesitation in recommending Performative to any other organisation seeking a solution to business and/or sales performance issues.”    MD, Wadenhoe House

The Challenge

Wadenhoe House is a magnificent Jacobean manor house in the rolling Northamptonshire countryside.  It is recognised as offering the highest levels of residential and non-residential conference, training and special occasion facilities to meet the needs of the most demanding clients.  The Wadenhoe House management team approached Performative to help bring about long-term improvement in the performance of the business.

The Performative Solution

Performative worked with the Wadenhoe House team over a two year period to achieve improvement in a number of areas, the key ones being:

  • Using the Market Focus Review process, implementation of a dramatically reduced prospect database to enable much more focused selling effort to get the best return.
  • Creation of a selling model specifically tailored to the Wadenhoe House business.  This gave the sales team tools and processes to support all aspects of their selling activities.
  • Introduction of tools for the Managing Director to easily manage the process and, in particular, the sales pipeline.
  • Creation of a proper selling team based partly on existing staff and partly on a new recruit.  In particular, Performative helped identify the talent in one existing team member, who then became the team leader.
  • Introduction of the concept of meeting prospects as well as talking to them on the telephone. This was unusual in the venue business and was acknowledged to be one of the reasons behind subsequent improved performance especially in the weddings area of the business.
  • Development of a customised training and development programme covering; general selling principles, use of the telephone, handling objections, negotiating and closing.  This brought all the other work together and contributed to a significant improvement in confidence and morale across the whole team.
  • Provision of a telephone support service to coach through individual sales negotiations and any general sales or business issues.

IMRglobal

The Outcome:

Over the one year period of the assignment, the customer achieved:

  • Revenue growth of 40% from $158m to $222m
  • Reduction in cost of sale from 9% to 7% equivalent to $8m
  • Reduction in the cost of marketing by $7m.

The Challenge

IMRglobal, a well-established IT solutions provider with a sales force operating in the USA, wanted to grow and expand its reach across the globe:

  • The company had just gone public and needed to conform to the rigorous NASDAQ quarterly reporting requirements.
  • The company embarked on a rapid programme of acquisitions (11 completed in 37 months) in eight countries across four continents.
  • Each acquired business brought its own approach to sales and marketing.  However, a consistent approach was needed across all business units enabling accurate and consistent reporting.
  • Previous consultancy advice, from a reputable company, had led to a global sales training programme, which had not been successful; there was no reinforcement after completion of the courses, there was no corporate sales methodology, and there was no consistent approach to sales management.

The Performative Solution

Performative analysed the situation and convinced the senior management that for any solution to have wide, deep and lasting effect, there needed to be a programme of change across the organisation – not just in the people, but also the underlying infrastructure, methods and processes.   A one year programme was authorised, with the key goal of developing a sales approach that could be easily and consistently implemented in each region.   In our roles as interim global sales and marketing VP the following was achieved during the programme:

  • Developed a new go-to-market model with a supporting sales methodology.
  • Overhauled and restructured the US marketing operation which also functioned as the global marketing function.
  • Profiled, re-structured and rebuilt the sales teams and their compensation schemes.
  • Developed and rolled-out sales skills and process education programmes globally.
  • Developed and implemented a new, more structured, sales management approach.
  • Recruited sales directors and sales managers for the US operation and supported other regions in similar recruitment activities.
  • Continued mentoring and support for a further 18 month period.