concept experience results references contact

  • Setting up a sales organization
  • Incenting the salesforce
  • Tools for managing the salesforce
  • Creating successful salespeople (skills)
  • Tools for managing the sales process
  • Designing sales channels
  • Managing National Accounts
  • Increasing revenue frequently depends on sales efforts, or in the case of non-profit organizations, can include fund raising efforts as well. Maximizing the effectiveness of the sales or fund raising resources is paramount to maximizing revenues. Yet, proper design of the sales or development engine of an organization takes careful planning to drive the right behavior with the right incentives, while ensuring that client satisfaction is NOT suboptimized.
    A mid-sized training services firm recently wanted to re-engineer their sales organization to be more effective in driving sales, both from existing clients as well as new, prospective customers. We redesigned their current sales organizational structure including implementing the appropriate job titles, descriptions and objectives, and added an incentive plan for each title to encourage more aggressive selling efforts without sacrificing client satisfaction.
    "The harder I work, the luckier I get"
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  • Tools for getting clients in the door
  • Developing product/service strategy
  • Lead generation
  • Knowing which products and services will maximize an organization's revenue is always a challenge. So is effectively communicating these offers to the marketplace such that customers want to buy them (or donors make a donation or volunteers offer their time).
    A mid-sized services company was comfortable with their current offers but wanted to ensure that they were maximizing all possible marketing communications methods in order to capture opportunities for additional revenue. They also wanted to ensure that their sales process was as effective as possible. We developed sales and marketing communications plans to:
    1) Augment their existing sales efforts to include additional sales channels
    2) Track sales progess to keep sales advancing through the sales cycle
    3) Capture relevant sales information for more efficient account handling
    4) Generate incremental sales leads through enhanced marketing and lead generation activities
    5) Enhance company image and awareness through a customer touch program
    6) Increase sales effectiveness through revisions to their marketing materials
    Sales for this firm have shown a steady increase for the three years following implementation of the six programs above.
    "When you're hunting deer, don't shoot rabbits"
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  • Segmenting your customers
  • Measuring your client's satisfaction
  • Retaining your clients
  • Staying in touch with existing clients to ensure on-going and future business is a critical factor to the long-term success of an organization.
    A large, high tech company needed to improve its client relationship management program to more frequently stay in touch with their clients. We analyzed the client base, segmenting it into groupings based on their potential value, and designed a periodic phone contact program. First, the program was explained to the client and they were asked for their permission for us to maintain periodic contact. Next, we obtained updated information about the client's business, their current business concerns and offered any appropriate solutions we had to offer. Lastly, we established the expectation for the next contact (ie. in three months).
    This program was wildly successful in that the clients felt well-supported without being smothered and revenue from these clients grew five-fold over the baseline revenue.
    "Do what you love, love what you do, deliver more than you promise."
    -Harvey Mackay
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  • Creating the vision and mission
  • Developing the strategic plan
  • Establishing the 'business' plan
  • Developing the operational plan
  • Designing measures of success
  • Managing change
  • As all businesses struggle to excel despite ever growing competition, it is more critical than ever that they have sound plans to guide their actions and keep them focused on the right priorities. In our constantly changing environment where we are expected always to do more with less, we especially need to allocate sufficient time, energy and money to adequately develop and document a foundational strategic plan which provides a roadmap to success for the organization.
    A non-profit agency needed to tighten the focus of its efforts and energies on the right things which would lead to accomplishing their goals. But first, they needed to decide on the appropriate long-term vision based on solid market research. This research and planning were undertaken and then used to develop the Strategic Plan. This plan then provided the foundation for an operational plan of tactics to be achieved in order to accomplish the vision, including timelines and measurements of success.
    This entire planning process proved invaluable in establishing the priorities for the work of the agency, kept them focused on the most meaningful activities, and gave them a measurable basis for determining their success and progress toward achieving the long-term vision for the organization.
    "The day we accept doing things like we did them yesterday is the day we start going out of business."
    -Wendell R. Bell
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  • Planning the board
  • Selecting board members
  • Developing board members
  • Recognizing and rewarding the board
  • Having a skilled and engaged Board of Directors or Trustees is one of the critical success factors for an organization. Planning, selection, caring for diversity, defining responsibilities and expectations, orientation, development, and recognition are all important elements to the proper care and feeding of a Board.
    A non-profit agency needed to ensure that their Board of Trustees was not only providing value for the organization but that they were perceiving value for their service. We undertook a thorough review of the board make-up and level of engagement, identifying the skills we needed to ensure our long-term success. We then identified candidates with the appropriate skills to fill vacant board positions over time and executed this plan. We also established a new board member orientation process including a clear definition of board responsibilities and expectations. Additionally, we implemented a board recognition plan as well as a board review process to ensure that the board members were receiving the anticipated value from their service.
    Conscientious implementation of this thorough plan led, over several years, to an enthusiastic, engaged Board of Trustees who is truly an asset in helping the organization achieve their goals.
    "Management is doing things right; leadership is doing the right things."
    -Warren Bennis and Peter Drucker
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  • Action planning
  • Defining key organizational measures/metrics
  • Establishing priorities
  • Handling difficult situations
  • Staying focused
  • Managing your life
  • Open and objective advice can provide invaluable input in making the decisions required of our leaders.
    The Executive Director of a non-profit agency needed a sounding board to objectively enable him 'to see the forest for the trees' and put pending decisions in context and perspective. Through careful listening to his issues and drawing on our experience base, we provided the necessary counsel to encourage this leader to stay focused on the priorities for the success of the organization and to properly position changes for constituents.
    Representing a totally different scenario, we all know what is measured gets done, or said another way, you need to "INSPECT what you EXPECT". A large nationwide high tech business was in the process of re-engineering their business and, as part of that process, wanted to identify the critical measures of success for each area of the business (ie. financials, sales, marketing, repair, provisioning, etc.) as well as the vital measures of success for the whole organization. A thorough analysis of each functional area of the business was performed in order to determine measures that would drive the desired behavior within each function. Cross-functional, overall company measures of success were then identified. The precise formula and calculations for each measurement were also clearly documented to ensure understanding and accuracy.
    In this age of information overload, the identification of and agreement on key measures of success was critical in keeping the business focused, across the board, on what really matters to their success.
    "It is what you learn after you know it all that counts."
    -James Kouzes and Barry Posner | 512.517.9485 | © M&S Solutions, LLC | Designed by Matt Johnson