Dean's Division

A $25,000,000 division of a large plastics manufacturer with a small direct sales team and two outside manufacturer’s rep groups. A new president was installed by corporate following several years of stagnation. The Vice President of Sales was “old school,” had been in the position for many years, and was not interested in changing or getting help. The president sought us out and “forced” a sales coaching session on the sales team. Initially engaged to conduct one 2-day sales meeting for the sales team Our team coaching sessions produced a healthy discussion about what was and was not “right” with the sales organization and we were asked to conduct a subsequent full-day sales meeting the following month. The second meeting focused on these three areas: • Sharpening the division’s “Sales Story” • Defining and Segmenting Target Prospects for each salesperson • Creating a New Business Blitz attack plan that included specific activity goals for each salesperson (# appointments, proposals, etc.) Following the second meeting, the president demoted the VP Sales and re-assigned one salesperson who was clearly not a fit for a new business sales role Sales Force One was engaged for a three month period to continue to build on the momentum and sales force turnaround that was underway Worked several days in the field with two key salespeople which resulted in writing a new sales coaching module - “Why Good Salespeople Fail to Develop New Business” Used this new coaching module at the next sales team meeting to shake some very talented individuals out of old, destructive habits President brought in a new VP Sales from the outside. Sales Force One conducted one final sales meeting and transitioned out of the client.

One year later, the president reports that his division experienced a significant lift in sales in 2004 and that Q1 of 2005 is outpacing the great year in 2004!   Direct quote from the president: “I cannot thank you enough for helping us find a better way.”