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callcenter

A Large, Bi-Lingual Inbound Call Center Operation

SITUATION

Our client was spread across multiple time zones, and using 2 different languages. The team was made up of an old-school order taking culture.  A changing market and fluctuating product supply promoted a revision of the selling strategy.

This new approach meant a change in job description from…

“My job is to answer the phones”
TO
“I am here to help our customers and sell them services that make their lives better”.

CHALLENGES

  • Bi-Lingual workforce.
  • Multiple time zones.
  • A culture and mentality based on counting years, months or days job retirement. (This was company legacy and industry wide).
  • Scheduling challenges to allow for call center coverage.
  • A team with no previous sales training, culture or expectation of accountability.

ACTIONS

The actions we took to address the challenges were:

  • Thorough pre-assessment of the team requirements using behavioral and sales assessments.
  • Creating a bi-lingual training team.
  • Scheduling considerations for time zones and functional groups.
  • Training based on group needs.
  • Supporting the company’s introduction of accountability and a sales culture.
  • Manufacturing Heroes. We built our training around finding examples of behavior that we wanted to re-enforce and built internal heroes and success stories around those.
  • Consistent focus and accountability on behaviors that are known to produce results.

RESULTS

  • The introduction of a new language for sales and selling that moved people out of their comfort zone.
    A language of accountability resulting in the creation of internal heroes.
    A more competitive environment for “Hero Story” recognition, which further re-enforced the correct behaviors.
    Increased sales per hour.
    Increased sales of add-on products/services/bundles.
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bigboxretailer

Big Box Retailer

SITUATION

Our client was an established retailer with strong market position.
Concerned with new and under-trained managers.
Concerned with customer service issues at front counter.

CHALLENGES

The challenges facing us were:

  • Limited time for training, as the stores can’t simply be closed to train staff.
  • A management team that had never been formally trained on leadership strategies.
  • Simmering cultural and language barriers.

ACTIONS

The Actions we took to address the challenges were:

  • Thorough pre-assessment of the team requirements.
  • An interactive workshop focused on active learning.
  • A shared language for management and leadership.

RESULTS

A shared language for management and leadership.

Download PDF of Case Study
fueldistributor

National Fuel Distribution: 3 Tiered Sales Force

SITUATION

Our client was an established market leader in the fuel distribution industry. Focused on changing the sales culture internally from order-takers to “business people who sell”.

Internally directed at different markets, demographics, buyers and buying styles. Facing substantial market shifts with global supply fluctuations.

CHALLENGES

The challenges facing us were:

  • Providing the organization with a sales training infrastructure that could support different markets, demographics and selling styles.
  • Helping to change the internal culture from order-taking to solution selling.
  • Support very different sales groups, made up of Regional Managers, National Accounts Team and a large B2B Field Team.
  • Significant language and culture differences specific to areas and territories.
  • Time Zone, a widely spread sales force, unique market demographics and language differences.

ACTIONS

The Actions we took to address the challenges were:

  • Completing different benchmark assessments based on job functions.
  • Creating a report and training plan for each sales level that corresponded to the findings of the reports.
  • Presenting a kickoff training event at the annual conference.
  • Delivering quarterly Regional Manager training focused on new talent acquisition and existing team leadership development.
  • Delivering ongoing Sales Coaching to the National Accounts team on a 1×1 basis.
  • Delivering ongoing Sales Training to the general business team on an ongoing basis.

RESULTS

The Actions we took to address the challenges were:

For Regional Sales managers:

  • More focused hiring of new talent around ideal benchmarks.
  • More cohesive team dynamics and improved communications.
  • Business Units increased sales.

For National Account Managers:

  • Specific tactics and strategy on a per account basis leading to increased retention and acquisition.
  • New Major Accounts closed at high margin.
  • Contract Renewals signed, with additional revenue attached.
  • At-risk Major Accounts saved and retained.

For General Business Sales reps:

  • Increased Lead Flow by 46%.
  • Increased Initial Sales Meetings by 65%.
  • Increased Number of Sales Proposals Delivered by 63%.
  • Increased Monthly New Deal Flow by 68%.
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