Three months ago, I have been asked by an executive at a large UK energy Company “How can we drive more sales with our current group of sales managers”. The Director of the sales group explained that he has run out of new tricks to have his staff to sell more so shareholders are happy before the next meeting. I asked if he had a picture of the sales group strengths and weaknesses. The executive had been told that there may be too much independence. I suggested that we run a small project in which we identify five individuals who are described as excellent sales members and another 5 who are considered below average or poor sales members.
We analyzed activities that were considered good and bad for sales growth. The good activities and processes would be used to retrain below average and poor sales members. The goal was to prove if we introduce proven sales activities to less successful sales members in order to speed up the rate of new sales growth. During our analysis we discovered key activities & patterns that supported both excellent and bad business engagement processes. When analyzing the Excellent Sales Group members, we found a key correlation between discussions, face meetings and documents (presentation, proposal, quote and ect.) Further, we discovered through our analysis that all excellent sales members had engaged with either the General Manager or at least one top executive at least sixty days prior to a sales deal being consummated.
Additionally, we were able to take the findings and deliver continuous sales improvement model into how each non excellent sales member could change individual activities in order to become a better sales member. In the last two weeks the UK firm has seen an increase of 11%.
The analysis below shows the performance of the Improvement group after being trained to adopt a set of processes and activities that were discovered while analyzing the Excellent Sales Group