We work with a Western Australian company that both manufactures and imports safety products for sale to local and interstate markets (predominantly into the mining sector).
The company that we worked with is a family owned business that wanted to develop a positive sales culture and to implement systems that would support this. We were appointed and started with time management training to create transparency within the team and to analyse where time was being spent effectively and how efficiencies could be improved.
During our continuing engagement, we have worked with the business to implement:
- effective and transparent time management strategies, auditable on demand;
- A recurring One-On-One meeting schedule for each team members to ensure individuals were upskilled and coached at their own pace;
- A clear definition of a new business and account management client in order to emphasise the focus on new business (with time management strategies to ensure this was executed);
- A locked-down client portfolio management scheme for each sales team member, with clearly defined client responsibilities;
- In conjunction with a third party analyst, a weekly extract file to interrogate existing ERP and financial systems to accurately summarise portfolio performance, with detailed drill-down capability;
- A sales meeting agenda format which brough focus to what was important for the business, along with standardised weekly reporting templates to ensure transparently consistent reporting on the activities of portfolio holders;
- A pre planning template for the appropriate preparation of major account management and new business external meetings, including coaching on client approaches and professional communications strategies;
- Deployment of an external sales resource (a first for this business with the intent to rapidly grow this external team over the next few months; and
- The restructure of the team based on the skills and natural personalities of team members.
Outcomes of this engagement include:
- A current new business pipeline of $2.5m (20% growth)
- The stabilisation of existing revenues with clearly defined roles and responsibilities via portfolio management and new business benchmarking;
- The amended and enhanced use of an existing ERP system, to correctly issue quotes and to make use of previously unused CRM functionality;
- Mechanisms by which the future growth of the business is assured through statistical benchmarking and performance reporting;
- An uplift in revenue performance, on track to double the business in three years.
