We work closely with you to identify your needs. The following case studies detail a few of our clients' needs, and how we met those needs. We can achieve similar results for you!

To reach its goal of $10 billion in sales by the year 2000, this multinational industry leader needed to solve the following challenges:

Problems:

1. The company had experienced rapid growth through acquisition of more than 100 firms. Each of these acquired companies had its own sales training philosophy and program. A salesperson calling on an account in one city would sell differently then a salesperson calling on the same account in a different city. This translated into a lack of consistency and control of their sales process - no sales culture. The result was a confusing message for customers, inability for sales managers to coach and train, and poor sales effectiveness.

2. Some of the acquired companies were committed to sales training, some were not. The result was a) an unacceptably high level of turnover, b) no consistent process for sales managers to coach, c) slow ramp-up time for new hires.

Solution:

After evaluating dozens of sales models over a six-month period, Getting Into Your Customer's Head was selected to achieve the following goals:

1. Install a company-wide customer-focused sales culture for all salespeople and sales managers.

2. Reduce turnover in sales and sales management ranks.

How Getting Into Your Customer's Head is being implemented:

1. New-hires receive a two-week classroom version of Getting Inside Your Customer's Head, preceded by a computer-based pre-course. This course has been online since January, 1998.

2. Existing salespeople who have not yet attained the level of major accounts began receiving a three-day version of Getting Inside Your Customer's Head in May, 1998.

3. Roll out of the major account version of Getting Inside Your Customer's Head begins in the first quarter, 1999.

When asked why his company was teaching a high-level, executive sales approach to new sales hires, our client's Vice President of Training responded, "We felt it was best to, right from the start, teach our salespeople to play chess instead of checkers."
 

This 110-year old industrial products manufacturer is known worldwide for quality, performance and reliability. Their primary sales channel is independent rep firms, supported by a team of approximately 130 regional sales managers.

Problem:

1. Forced convergence, where a major account decides to convert all 30 of their plants to a single supplier, was increasing the complexity of the sale. Regional sales managers needed to get to higher levels within accounts and master the politics of selling to multiple decision-makers.

Solution:

Delivered a two-day Getting Inside Your Customer's Head program to 166 regional sales managers and home office marketing personnel in the first quarter, 1998.

Results:

A few comments from sales manager participants include:

• "Reminded me to slow down. Probe deeper, plan better. Focus, focus, focus."

• "To call on higher levels, be more analytic and not rush - listen."

• "It will help me understand where the customer is in the sales process and help me match (slow down) my presentation/questions to his stage."

• "It will allow me to concentrate on corporate call strategy for key accounts with a systematic approach."

• "Entirely alter my approach. Will now spend more time preparing for sales  presentations."

• "I'll change the way I sell according to the instructions given here."

• "I can measure salespeople's activities by observing if they follow the process and have done preparation."

• "Clarify and understand where all individuals are in the complex sale."

• "This will certainly give me a big boost for the larger sales."

• "It will make me a better sales coach!"