The Company

UK subsidiary of a European manufacturer of mid–high quality consumer durables. Subsidiaries across the world with the UK being one of the newer companies. Turnover for the group approximately 100 million Euro’s. UK making progress, albeit slowly within the main stream retailers.

The Business Problem

The cost of the sales operation was high and the true cost per sale was not easily identifiable.

Sales force of eight reporting to one Manager, relatively successful but lacking direction and control. There were no structured sales methods in place.

Sales management tended to be reactive rather than proactive.

The Solution

Undertake a complete analysis of Sales force operational requirements. Produce job descriptions, person specifications. Compare the new standards with the incumbent personnel. Make adjustments where necessary.

Re-structure the sales team to allow for a middle management tier. This new role would have both major account and man-managemnt responsibilty.

New positions were created for the profitable development of high profile key accounts.

Implement new reporting system to clearly identify salesman's effectiveness.

Implement a full and comprehensive training programme for each new skill level.

Implement an assessment system, both for ‘on the job’ accompaniments and annual appraisal

The Benefits

An increase in sales of nearly 500%.

A massive increase in gross margin.

Each member of the sales force became a specialist in their particular field

The UK operation became the largest, fastest growing and the most profitable in the group.

Management had the ability to identify the true cost of each sale i.e. cost per call, profit per order, range selling effectiveness.

The sales team were seen as much more professional, better trained and highly motivated.

Sales management were better able to monitor performance and identify new opportunities

The Company

A small family business supplying good quality convenience food products to local retail outlets, resturants, public houses and other small eating establishments.

The Business Problem

The business was started over 20 years ago and achieved very early success, however over recent years the business has stagnated and the last 12 months it has gone into decline.

Whilst the exisiting customer base was still holding reasonably steady and relatively strong [albeit shrinking in numbers], recruiting new customers had been difficult.

Sales are handled by the owner’s son and two commission only agents. Any sales enquiries are handled by the general office.

The products are perceived as value for money but a little ‘old fashioned’.

The Solution

Undertake a complete analysis of the product range. Some items were removed and replaced by more ‘trendy’ dishes, including a larger selection of vegetarian style meals.

Packaging was changed and updated.

The owner's son was moved from sales to a more general management role. A new Sales Manager was appointed with a primary role to concentrate on the Key customers. The agents were replaced by a Telesales executive, who concentrated on the rest of the customer base.

Training on customer care was given to all members of the staff, including delivery drivers.

Local ‘Food Fares’ were attended, with plenty of free tastings.

The Benefits

An rapid increase in sales of 30% within six months.

The customer base increased by 70% in 12 months.

Sales enquiries were quickly and effectively dealt with, increasing customer satisfaction and with many more new customers establishing ongoing business.

Because the range was now perceived as high quality, other more ‘higher end’ customers were recruited.

The Company

Medium sized successful PLC in the retail sector.

The Business Problem

An internal promotion to the role of Managing Director, had resulted in the new incumbent feeling very isolated.

Whilst over the years he has proven to be very competent in all other roles, he was now struggling with some additonal aspects of the business pertainent to his new position.

There was also a little resentment from some other board members who felt they were better qualified to take the position.

He reported directly to a traditional ‘old school’ Chairman who’s patience levels were generally quite low and who expected fast results.

The new MD was reluctant to seek help from the Chairman and did not want to expose his shortcomings to his team.

The Solution

Organised for a personality test to be undertaken to identify any relevent traits.

Undertook regular one to one counselling sessions.

Coached on man-management skills, particularly on building rapport and getting results through others.

Encouraged him to spend more time with departmental heads and their personnel to better understand the issues.

Organised more informal gatherings with subordinates to strengthen the work bond.

The Benefits

An immediate improvement in his confidence levels.

Better understanding and rapport with subordinates.

A much more focussed and driven organisation, a greater team spirit with each department working for the good of the company as opposed to their own interests.

The company became more market driven and were able to diversify into other market sectors and as a result were able to generate higher sales levels.

A more relaxed and satisfied Chairman.