Sales Performance Development, Sales Organization
Development, Sales Channel Management
right mix of sales channels and optimizing their performance is a critical issue with many
of our clients. We work in maximizing the effectiveness of direct sales organizations,
representative, distributors, and resellers. Assessing the performance of the sales
channels, recommending alternative means of reaching customers and developing the
capabilities of the sales organization are important aspects of many of our assignments.
Exploiting the latest electronic and non- electronic means of reaching customers directly
is an increasingly important part of our work in developing distribution channel
Many of the practices implemented in these
consulting engagements are directly tied to the principles of Process, Competence, Value
Enablement and Leadership developed in our Dimensions Of EXCELLENCE sales
excellence training programs.
In addition to consulting
services, many of our training programs address these areas as well.
For information on the
Dimensions Of EXCELLENCE training programs, follow the
Channel Development training programs are reached through this
For information about our Best Practices
Assessments, follow this link:
Performance Matrix is a tool that helps maximize the ROI
from each channel partner. For information on this tool, follow
Computer Peripherals Company, Global Distribution Strategy: A
major manufacturer of computer peripherals and office automation
equipment wanted to change the structure of their distribution and
dealer networks around the world. We worked with them and their
trading partners in key geographies to refine their sales distribution
in key countries, establish new dealer support programs, and drive more
active sales efforts in these countries. We conducted a series of
workshops with the trading partners to establish a strong foundation to
the sales strategy. We followed these with planning sessions with
each trading partner to establish specific country strategies and
programs. These sessions resulted in detailed roadmaps for
expanding market share and growing revenue in each country.
Company International Sales Channel Expansion: This
established software company had not fully developed their sales and
distribution channels to address opportunities in Latin and South
America. We worked with the management team in identifying the
opportunities and priorities for expansion into this region. Additionally,
we recommended the organizational design, metrics and business processes
that needed to be put in place to support the implementation the new
organization in the region. Finally, we worked with the management
team in refining the business plan to better meet their
objectives. As a result of the planning efforts, this new sales
organization exceeded it goal in growth, sales revenue, key customer,
Software Company Channel Audit: Our client had put in
place a sales strategy that relied strongly on sales through systems
integrators and resellers. Executive management sought an independent
audit of the program, seeking opinions of customers, channel partners and
their own people. We conducted this audit and benchmarked several
similar organizations. We provided our client with an assessment of
the channel strategy and recommendations to improve execution through the
Financial Services Organization
(Retail Banking): We worked
with a major Bank in helping the executive management better exploit its non-traditional
channels to sell financial products. This project involved integrating bank
marketing plans, the customer service centers and the telesales organization to attract
banking consumers to utilize the telesales centers, driving incremental sales of financial
services products through more cost effective distribution channels.
System Software Company Sales Organization Audit and Restructuring:
This company had experienced very rapid growth with its sales organization,
but was seeing sharp declines in productivity, forecast integrity and sales
effectiveness. This was coupled with significant turnover in the sales
organization. We worked with the client in auditing the organization,
establishing a commons selling process, developing a forecasting and funnel
management process and implementing a much stronger management review
process. We also worked in establishing strong forward-looking metrics
to give the management team stronger capabilities in controlling their
Technology Based Product Sales Organization: We worked with a major manufacturer of PC peripherals in developing their
strategies to expand the distribution of their products. This client traditionally
distributed their products through a specialized industry remarketer channel. As the
client broadened their product line, they sought new channels to expand the distribution
of their products.
The assignment included the development and
implementation of a strategy to identify important software developers, industry
resellers, retailers, and distributors to expand distribution. We worked with the client
in developing their priorities, putting in place the appropriate support programs and
infrastructure, and targeting the highest leverage opportunities. Finally, we helped the
client establish and train a dedicated sales team to drive the development of these new
channels. These channels are expected to drive as much as 40% of the clients sales
in the coming years.
Reaching New Market Segments: Our
client had established dominant share of several applications markets for its application
software packages. They had an established distribution channel that was very effective in
reaching its traditional markets.
Their traditional direct sales model was
unaffordable in addressing the thousands of new customers our client wanted to reach. We
established a plan that would leverage an existing infrastructure of resellers and service
providers in these markets. We identified the organizational support requirements,
programs, metrics, and people needed to support this new distribution channel. We helped
the client understand the critical success factors in implementing a reseller channel,
establishing strong relationships and value for the resellers and the end customer.
Developing The Solutions Oriented Sales Force:
We assisted an information technology organization in developing
their strategies to increase their penetration of several key markets. The client sought
to gain share leadership in selling very complex systems of hardware, software, and
professional services. The selling process involved a conceptual sale at executive levels.
The selling cycle typically took 12-18 months.
We recommended the development of a specialized sales organization, with
the experience to significantly reduce the selling cycle as well as
improve the competitiveness in each sales situation. This sales
organization worked with the existing account teams to increase their
success in selling these solutions in their target markets.
This approach has been replicated through the rest of the organization and
is the cornerstone to the sale and support of complex solutions in the
Industrial Control and Process Monitoring Product
Sales: A manufacturer of industrial products had
developed a very strong direct marketing program. Through it advertisements, catalog, and
direct mail programs, they were generating a large number of new customers every year,
driving significant sales growth. This focus on new customer acquisition had blinded our
client to the poor sales results produced by the existing customer base and the
ineffectiveness of their major accounts programs.
We showed them that they were losing opportunities
by not generating follow-on sales with existing customers. We suggested re-deploying
internal resources and developing their representative organization to support and grow
the business they derived from existing customers. We helped them in developing a major
accounts program to drive closer and more profitable relationships with their top
customers. These programs provided a basis for doubling the growth of our client.
Services: A large professional services
organization was not achieving the results it desired in growing its sales in new markets.
We worked with sales management in adapting our sales process training to their needs,
driving a more focused approach to identifying, and qualifying opportunities, increasing
the size and scope of the projects they pursued. As a result, our client was able to
develop closer, value based relationships with their clients, growing sales significantly.
Industrial Products Manufacturer: The
new sales vice president of this organization found his sales organization had an
undisciplined sales process. Each sales person had very different approaches to
forecasting, territory, and business management. The organization had not been achieving
the desired results. This sales executive had us help to identify and develop a common
selling process, a consistent forecasting methodology and a disciplined business
management process. In implementing this new process, the vice president was able to drive
greater performance, consistency and professionalism.