Mark's Company

A privately-held $75,000,000 manufacturer of specialized machines and tooling. Company has two US divisions and 28 salespeople in the field. Business had experienced several years of decline due to difficult economic conditions. The Senior Sales Executive was unable to effect positive change and had also severely demoralized the sales force. The divisional sales managers failed to provide either the strategic direction or behavioral coaching the sales team desperately needed.
  • Initially brought in by the president to provide feedback and input on the existing situation with the company’s sales leadership
  • Coached president through the termination of the senior sales executive
  • Assisted in the selection process of the new senior sales executive
  • Subsequently engaged by president and the new senior sales executive for six month period to assist with this corporate sales force turnaround
  • Served as sounding board and close advisor to president and sales executive; assessed field sales managers and offered input that lead to the termination of one manager and the realignment of the two divisional sales teams under a new leadership structure
  • Spent significant time doing field sales coaching; worked with 9 individual salespeople in their territories and visited 75 customers/prospects
  • Coached individual salespeople on key sales skills and territory management issues; brought valuable feedback and a fresh unbiased perspective to management on sales talent, market reality & customer perceptions of the company; provided insight tomanagement from the salesperson’s perspective on corporate issues requiring attention (quoting, service/support, etc.)
  • Coached newly promoted “green” field sales manager on the Essentials of Sales Management
  • Assisted sales management in the planning of the National Sales Conference and taught/facilitated two key sessions on New Business Sales Skills to the sales team at that conference

Re-energized this veteran sales force and rebuilt morale. Ensured successful launch of new senior sales executive’s tenure. Corporate sales leadership is now functioning as a healthy team. Business is FUN again and the corporate sales pipeline and machine order backlog is stronger than it’s been in years. Fiscal 2005 sales tracking ahead of budget and forecast.

 

 
 
 

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