Our client had a stellar reputation in their industry, backed by the security of a large global institution. But the sales team were disparate and spread across the country, with no real leadership and no real reason for doing things. In other words, we don’t know whether we should have reps spread across the country equally, or whether to use agencies. Also, the MD was running the sales with no real sales management background, which was costing the business, as he was being continually diverted away from where he was needed
We looked from within their sales team, and found the one person we believed could become a Sales Manager. The team was too small for the manager to give up his own territory entirely, but it was evident that the sales were not going forward without a leader.
The solution was then to train the new sales leader as quickly as possible, to enable them to become a leader – a different proposition entirely. We needed to move fast, and so we set about working with the new manager through a sales management programme across several weeks and months. We looked at sales strategies, developing a process, sales rhythm, reporting to an Exec team, how to manage performance (or lack of) and most of all, how to become an effective leader.
We needed to develop leadership within our national sales team quickly, so we engaged Sales Director Centre quite intensively to begin with. They did two things extremely well for us; firstly, our SDC Sales Director provided a framework within which our newly promoted national sales manager could operate and report back to the executives of the business. Next, and perhaps crucially, they gave our sales manager the confidence to operate at a high level. We found them to be essential for helping our new appointment transition into effective leadership.