Case Studies

SUCCESS STORIES FROM SOME OF OUR CLIENTS

  1. The relationship between leadership and front-line salespeople was reestablished and reenergized. This facilitated ongoing improvement efforts.
  2. Front-line salespeople were able to engage with clients more effectively and consistently.
  3. Bottom-line revenue saw a boost from the overall improvement in the sales team culture.
  4. Management’s visibility and impact on the sales organization was increased.
  • Developed an optimized sales process including key execution points, questions, and milestones that helped the sales team execute more effectively with prospects and customers. This led to increased lead conversions and stronger overall sales revenue.
  • Refocused leadership and front-line reps on the “why” they are in sales and business and helped them translate their “why” into winning and supporting prospects and clients. This shifted the self-perception of salespeople from a transactional sales employee to more of a trusted advisor helping clients make better decisions.
  • Reestablished the critical importance of and the infrastructure around relationships – both internal and external. This improved the team culture and created the internal trust and cohesiveness to support ongoing communications about improvements and increasing performance.
  • Built frameworks and structure around effective management communication. This led to more productive and supportive one-on-one meetings between reps and their manager.
  • Established management and leadership frameworks for coaching and execution. This allowed managers stop spending all of their time fighting fires and instead have available bandwidth for proactive and constructive engagements with the sales team.
Sales team operations at Velocity felt sporadic and unorganized and results were highly inconsistent and below expectations. Both leadership and front-line reps had become complacent about making serious and sustained efforts at improvement.
Sales team operations at Velocity felt sporadic and unorganized and results were highly inconsistent and below expectations. Both leadership and front-line reps had become complacent about making serious and sustained efforts at improvement.
  • Developed an optimized sales process including key execution points, questions, and milestones that helped the sales team execute more effectively with prospects and customers. This led to increased lead conversions and stronger overall sales revenue.
  • Refocused leadership and front-line reps on the “why” they are in sales and business and helped them translate their “why” into winning and supporting prospects and clients. This shifted the self-perception of salespeople from a transactional sales employee to more of a trusted advisor helping clients make better decisions.
  • Reestablished the critical importance of and the infrastructure around relationships – both internal and external. This improved the team culture and created the internal trust and cohesiveness to support ongoing communications about improvements and increasing performance.
  • Built frameworks and structure around effective management communication. This led to more productive and supportive one-on-one meetings between reps and their manager.
  • Established management and leadership frameworks for coaching and execution. This allowed managers stop spending all of their time fighting fires and instead have available bandwidth for proactive and constructive engagements with the sales team.
  1. The relationship between leadership and front-line salespeople was reestablished and reenergized. This facilitated ongoing improvement efforts.
  2. Front-line salespeople were able to engage with clients more effectively and consistently.
  3. Bottom-line revenue saw a boost from the overall improvement in the sales team culture.
  4. Management’s visibility and impact on the sales organization was increased.
Qistas was a SaaS company that should have had all of the tools, techniques, and tactics in place for their sales team, but there was no systematic methodology around which the team could operate. This resulted in highly unpredictable sales numbers and frequent unmet expectations. Management spent too much time fighting fires, the entire sales team lacked confidence, and closing percentages were demoralizingly low.
The problems Qistas was experiencing were quite encompassing and broad, and for that reason they were chosen as one of the beta clients for The Sales Team Success Formula™. Our focus was to address both the systematic issues and the overall operational problems within the sales team.

  • Developed a more focused target client profile. This allowed the team to tailor specific messages for specific prospects during initial outreach and led to higher conversion rates for initial meetings booked.
  • Created more effective sales messaging and company positioning. This gave the sales team members the confidence to better articulate the value proposition of the offer.
  • Structured and milestone centric sales process. This allowed sales managers to more closely support salespeople and hold them accountable for results
  • Upgraded their CRM to a system that the reps used regularly and that gathered critical performance metrics. This helped management better monitor rep and team progress.
  • Implemented tools into the real sales work being done in the field and more effective data capture from the tools already in place. This gave management the ability to make data-informed decisions going forward instead of just “guessing”.
  • Established management structures for support and accountability in the execution of the newly optimized sales methodology. This gave sales management a roadmap for efficiently overseeing opportunities throughout the entire sales process.
  1. A stronger and more productive mindset across sales leadership and front-line salespeople. This resulted in more effective execution of the newly refined go to market strategies and tactics.
  2. A more holistic understanding of the total sales operational framework across the sales organization. This facilitated fewer objections from potential clients and higher, more consistent, and reliable close rates.
  1. Improved targeting of prospects. This increased conversion rates due to the fact that we were getting better qualified leads on the initial discovery call.
  2. Increased clarity and confidence to navigate the initial consultation. This allowed the team to increase closing rates because they could clearly communicate the value behind their offer.
  3. Created an optimized, repeatable, and effective sales process. This gave salespeople confidence to execute consistently and effectively.
  4. Established more effective messaging across sales and marketing efforts. This increased initial inquiries and prospect engagement.
  5. Developed an effective lead generation piece of content that helped generate more and more well-qualified leads for the sales team.
Knowbility Consulting was satisfied with lead generation and the number of initial consultations, so we focused our work on developing a more optimized discovery call process with sales messaging designed to quickly highlight prospect pain points and highlight the value Knowbility Consulting could provide.
Knowbility Consulting was concerned that sales efforts were ineffective and the approach to generating new business was scattered and unfocused. There was no clear process for going after new business and results were not only inconsistent but converting leads to customers seemed to be unusually cumbersome.
Knowbility Consulting was concerned that sales efforts were ineffective and the approach to generating new business was scattered and unfocused. There was no clear process for going after new business and results were not only inconsistent but converting leads to customers seemed to be unusually cumbersome.
Knowbility Consulting was satisfied with lead generation and the number of initial consultations, so we focused our work on developing a more optimized discovery call process with sales messaging designed to quickly highlight prospect pain points and highlight the value Knowbility Consulting could provide.
  1. Improved targeting of prospects. This increased conversion rates due to the fact that we were getting better qualified leads on the initial discovery call.
  2. Increased clarity and confidence to navigate the initial consultation. This allowed the team to increase closing rates because they could clearly communicate the value behind their offer.
  3. Created an optimized, repeatable, and effective sales process. This gave salespeople confidence to execute consistently and effectively.
  4. Established more effective messaging across sales and marketing efforts. This increased initial inquiries and prospect engagement.
  5. Developed an effective lead generation piece of content that helped generate more and more well-qualified leads for the sales team.