Problem/Challenge      
Technical sales people selling on product performance & functionality plus heavy discounting as its differentiators – losing sales and market share to more value-based competitors

Client impact/benefit 
Leveraged its competitive advantage through long term client relationships by changing focus of sales team to value based selling

Problem diagnosis        
Lack of strategic insight of its marketplace and with its key clients – minimal relationship planning and no platform of value from which to build medium and long term advantage & revenue streams

Customer’s order          
Change the front line sales attitude of the Technical Sales team and provide a coaching template for the Sales Managers that would address the uncompetitive ‘product and price’ focus

Our contribution to the customer         
Provided Relationship Management & Opportunity Management templates; Workshop training in the content & structure; Coaching templates for the Sales Managers.

What kind of industry proven methodologies did we apply?    
Solution Selling; Politics in the Decision Making process; Strategic Thinking and Planning; Value Propositions

What kind of techniques did we use? 
Workshops; Opportunity Plan Testing; Sales Manager coaching

How did we participate with the customer?      
Developed workshop training modules; Tailored Relationship Management / Opportunity  Plans & Developed the Coaching Templates for the Sales Managers

What kind of risks were identified and prevented?     
Lack of structure in Planning and Coaching  meant everyone had their own approach and techniques – application of a core structure enabled consistency of sales approach and greater and more successful impact

Problem/Challenge
Bid: win metrics showed unsatisfactory win ratio of only 30%; High cost of sales as a consequence; Unsatisfactory margins.

Client impact/benefit
Speedy bid: win ratio improvement to 55% within 3 months; Lower cost of sale and corresponding margin improvement

Problem diagnosis
No effective Opportunity qualification process; No Opportunity Management plan or structured opportunity review process

Customer’s order
Disengagement from ‘phantom’ opportunities via effective qualification process; Implement structured opportunity planning process and corresponding review process for Sales Managers

Our contribution to the customer
Delivered improvement in the’ bid: no bid’ decisions; implemented Opportunity Review Boards (ORBs) for critical opportunities ; Set up Test and Improve facility to enable the improvement of Sales plans

What kind of industry proven methodologies did we apply?
Opportunity Qualification; Solution Selling; Politics in the Decision making process; Sales Strategies and Value Propositions

What kind of techniques did we use?
Workshop Training sessions for Sales Teams; Coaching Workshops for Sales Managers; ‘Test and Review’ process for ORBs.

How did we participate with the customer?
We assisted with the bid: win research; Worked with the Sales Managers in ensuring effective ongoing Testing was effective.

What kind of risks were identified and prevented?
Lack of any structure or recognizable strategies in sales process; no qualification process – pursuing ‘mission impossible’ opportunities - unsatisfactory Cost of Sale issue dealt with effectively.

Problem/Challenge       
Low win rate (20%), too many small deals in the pipeline generating a high cost of sale

Client impact/benefit   
Improving global business performance. Gaining market share.

Problem diagnosis         
Sales team and sales management short term revenue focus, sales compensation plan not aligned with a healthy pipeline objective.

Customer’s order          
Training and coaching to changing behaviors. Monitoring a “multi million deal” initiative.

Our contribution to the customer          
Improve pipeline quality within 6 months (balance and qualification). Increase win rate in the FY. Generating more revenue with same level of pre-sales cost.

What kind of industry proven methodologies did we apply?    
In house Solution Selling and Effective Business Development

What kind of techniques did we use?  
•             e-learning methodology concepts

•             face to face workshops in small groups for real case planning

•             changing account planning approach 

How did we participate with the customer?
We designed and developed the course content that was validated by the customer’s management team
1:1 coaching on selected accounts and opportunities

What kind of risks were identified and prevented?       
Lack of involvement and leadership from the management. Prevented by changing the compensation plan

Problem/Challenge      
Selling a very innovative technology in a highly regulated market and win market shares. Countries specific market conditions.

Client impact/benefit 
Establish an environment conducive to marketing and selling on a very conservative market and become the reference technology for certain therapies.

Problem diagnosis        
Business model and sales behaviors not adapted to specific markets

Customer’s order          
Adapting the business model and changing sales and marketing behaviors to fit local market best practices

Our contribution to the customer         
Resetting the sales process and sales practices to increase lead generation and sales revenue.

What kind of industry proven methodologies did we apply?  
Sales Process Optimization, Selling the Value Proposition

What kind of techniques did we use? 
Customer and Partner Experience teams. Lean Sigma.

How did we participate with the customer?    
Collaborative approach. Virtual teams including sales and support roles.

What kind of risks were identified and prevented?     
Time and team involvement. Highly visible change management project with weekly report to top Executives.

Problem/Challenge      
Global sales performance

Client impact/benefit 
Winning more deals, winning larger deals

Problem diagnosis        
Late sales engagement on opportunities (RFP)

Customer’s order          
Changing sales behaviors; introducing new business development practices.

Our contribution to the customer         
Modifying the shape and the quality of the pipeline. More deals in the earlier stages of the sales cycle.

What kind of industry proven methodologies did we apply?  
Value Selling.

What kind of techniques did we use? 
Focusing on real opportunities business case and value proposition

How did we participate with the customer?    
Helping to define an early virtual sales team engagement

What kind of risks were identified and prevented?     
Avoiding increasing cost of sale and defocusing sales teams on short term revenue generation by working on selected accounts and opportunities

Problem/Challenge      
IT backend to manage the health care services was outdated and incompliant to European tax regulations. While implementing new  backend system on existing process framework a severe data integrity and security risk was identified handling patient's records.

Client impact/benefit 
Legal implications could be addressed proactively without external awareness. No law suit or data infringement happened.

Problem diagnosis        
Customer was unaware of the tight rules for data integrity and data protection. In order to be fully compliant service understanding of doctors and other medical professionals needed to be trained towards a professional client record handling and IT storage in parallel of exchanging the backend application infrastructure.

Customer’s order          
Accelerate the organizational design, process adoption and end-user behaviours faster than the running implementation of the new backend application. Without motivational impacts and without any external visibility.

Our contribution to the customer         
Within a 4 month consultant effort the decentralized user community was assessed and trained towards a customer centric and data integrity specific change of habits

What kind of industry proven methodologies did we apply?  
ISO 27.001 plus medical specialties and program management.

What kind of techniques did we use? 
Process design with EKS technique and training resources

How did we participate with the customer?    
Onsite assistance both at user as well as at head quarter premise

What kind of risks were identified and prevented?     
External visibility and indiscretion while changing organization

Problem/Challenge      
ISV for core banking application in financial services needed to assess a go to market in Germany based on local habits and regulations

Client impact/benefit 
Customer was able to reposition his unique selling point and go to market tactique based on the assessment of the German industry current and future requirements

Problem diagnosis        
Core banking application business is a highly mature and engineered application environment. Due to recent European and world wide compliance requirements the application landscape becomes highly sophisticated for only few market members remaining.

Customer’s order          
Customer asked for a set of go to market tactics to fulfill his strategy, understanding both industry specific, local set-up and requirements dynamics

Our contribution to the customer         
Customer was able to readjust his go to market implementation in less than 2 weeks with an increased probability to gain market momentum and share in the German financial services industry.

What kind of industry proven methodologies did we apply?  
Moderation and facilitation services with local industry experts, 10-step planning process

What kind of techniques did we use? 
The 10-step business planning process did work so well in the German case that customer has implemented this technique also for his world wide operation

How did we participate with the customer?    
2 consecutive weeks of moderation and program office assistance in the financial district of Frankfurt

What kind of risks were identified and prevented?     
The market appeared to be over regulated and with very few sales probability. Due to the revised unique proposition and the implementation capability the correct qualification criteria's were developed and synchronized with sales force.

Problem/Challenge      
Loss in sales due to strong competition in specific market segments

Client impact/benefit 
Regain of market share and customer loyalty based on an honest and forward looking competitive selling attitude

Problem diagnosis        
Sales people were too comfortable in addressing competitive threats even with existing customer relationship: market share was cut by 50 % and product innovation was unable to compensate this loss.

Customer’s order          
Regain market share and protect existing customer relationships together with solution selling behavior change

Our contribution to the customer         
Training curriculum and delivery, specially focused on identifying competitive threats and regaining customers' trust and motivation

What kind of industry proven methodologies did we apply?  
Competitive selling based on solution selling standard framework.

What kind of techniques did we use? 
Role play, workshops and coaching for sales teams

How did we participate with the customer?    
Course design with leadership team; moderation and training with leadership and with target sales force; readjustment of the measurement scheme for sales force

What kind of risks were identified and prevented?     
Attrition of sales professionals due to high degree of comfort