THE EXPERT IN SALES MANAGEMENT EFFICIENCY

Increase the performance of the clients portfolio

1

Problem areas

  • Leading Boiler manufacturer in the National Market with a high quality range but growth below the Objectives and a team of 32 sales personnel and 4 Regional Managers.
  • Worries about the relationship between won and lost clients:

    - They lose 20% of their clients due to a generational change.

    - They only grow 10% in client numbers.

    - New clients buying again is 45%.

2

Challenge

Make 25% new clients and reach a 60% level of repeat purchasing.

3

Solution

  • Segmentation of the Client Base in Priority Segments built from Commercial Relationship Potential Criteria which are precise and shared between all the sales personnel.
  • Definition of a target client in terms of behaviour and a clear distinction in the base between "Suspect" (who call to enquire) and Prospected (proactive access).
  • Demonstration of the quantity of Wasted Effort from the Sales Team that "they" call the Client Gaining Process but which is more reactionary than proactive. we can see the timing of the process are not adapted to the strategy because of the lack of efficiency in putting it into practice.
  • Optimising the Client Gaining Process.
  • Training of the Sales Personnel and the Managers (Management and Follow-up) to implant the new skills which are needed.
4

Results

  • The start of the process has been brought forward to ensure that the Sales happen in the current year.
  • The number of new clients has gone from 10 to 35% (remember the original Objective was 25%) thanks to only 40% of the team.
  • Growth would have been even greater if the CEO had followed our recommendation to make a special team of "hunters".
  • Thanks to the Targeting criteria the new clients are more loyal than the old ones.
  • The average Ticket has gone up 50% thanks to the above.
  • Clients repeat buying has risen to 83%.
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