Vodafone
The problem
Vodafone was a facing a huge challenge in Spain. They wanted to increase their market share and felt that the only way to do this was to change the sales model of their retail operations.
The solution
After making an assessment of skills sets, Consalia put together a comprehensive development in training programme that was later used as a sales tool.
To deal with the 4000 sales people spread over Spain, Consalia created a partnership with an e-learning company and had thirty consultants working on the account.
Together they developed a blended training and development solution that was preceded by a consulting intervention. These helped to define Vodafone’s current skills profiles and what new sales models should look like.
The training was aimed not only at the sales executives but also branch managers.
At the end of the programme an assessment tool was produced to test the product knowledge of the sales people.
The Results
The programme was seen as an unprecedented success. It is now run annually and currently into its third year.
Vodafone’s market share has grown from 26.5% to 30.5%
There has been a visible reduction in staff turnover from 21% to 12% therefore reducing staffing costs.
A recent article in the Financial Times reported that Spain’s Vodafone service revenues grew by 8.1%, compared with 5.8% in Britain and 4.8% decline in Germany.
Hewlett Packard
The Problem
HP recognised a need to re-energise and make more efficient the way it persuaded its large outsourcing deals (deals of $50 million +).
The Solution
Consalia formed a partnership with HP.
Using a creative thinking framework that was developed by Consalia, they created a programme that was called The Winning Value Proposition for its large deal pursuit teams
The creative thinking tools were used to help create win themes Consalia provided coaching support for the deal.
The Results
Conversion rates went from 1 out of 15 to a 70% success rate.
A total of $4. 8 billion has been closed as a result.
Renault Cars
The Problem
Under the stewardship of Carlos Gozan, Renault recognised that in order for it to compete more effectively against customer satisfaction ratings globally, they had to implement an ambitious programme to equip the dealer channel with the requisite skills to manage the sales and service process more effectively.
The Solution
Through Consalia’s partner in France , Consalia created in collaboration with a number of other training vendors, a specific sales management and coaching management programme designed specifically for Renault.
The programme embraced the identified ‘Best Practice Processes’ for maximising sales opportunities and customer satisfaction and managing the service business effectively.
This programme has since been deployed in 21 different countries throughout Europe.
The success of the programme has led to 2 further interventions with Renault cars:
1. A recruitment intervention where Renault have leveraged Consalia’s recruitment assessment tools to help them find the best possible candidates for positions in sales and in service for their dealer channel.
2. Business simulation exercises designed to reinforce the skills that were taught in the 1st round of their sales transformation project.
The Results
Yet to be specifically defined in market share.
PRG Schultz
The Problem
PRGS is a professional services company supporting mainly large global retail customers. Its operation in the UK had identified a requirement to transform PRGS’s client relationships.
Analysis showed that they were seen as mainly transactional relationships. PRGS needed to create more strategic relationships.
The Solution
To embark on this project, Consalia developed an in depth customer survey tool that assessed the value that they desired from the client and the values they wanted in terms of how they wish the relationship to be handled by our client.
The result of the surveys has enabled PRGS to create a new governance model designed to elevate the conversation with its top retail customers with a strategic agenda and not just a transactional agenda.
PRGS used the Winning Value Proposition Programme to help them develop commercial strategies to win back customers who were on verge of cancelling contracts and winning new accounts.
Result
PRGS won major contracts with Sainsburys, B&Q, M&S and Walmart
Hertz
The Problem
Hertz wanted to improve bottom line profit and increase revenue.
In more recent times, Hertz has identified a need to change the attitudes and develop new skills for its branch managers. The goal of Hertz was to transform the branch mangers from having an operations mind set to one of being more of a sales manager and business manger.
The Solution
Consalia designed a training and development programme for Hertz’s European operation basis which involved working with four major countries in Europe: UK , Italy , Spain and France.
They designed 2 different workshops with an implementation model which would enable the client to either deliver the development training initiative themselves through their own training department or to leverage the resources of Consalia in Europe.
Consalia designed a workshop called Managing Financial Performance to teach the branch managers how to read ‘contribution statements’. The aim was to enable branch managers to understand the financial implications of current branch performance but also to plan ahead and create future profits by either increasing revenue or looking for ways of increasing gross margin or reducing cost. A Train the Trainer programme provided certification process for Hertz’s Regional Managers and Consalia Trainers. Case studies were tailored for their large airport location branches and local down town branches.
Validation of the training was conducted to assess the bottom line impact. Its success led to the development of a branch sales management programme. This initiative included the designing of specific business simulation tools to enable down town branch managers to manage the profitability of their branches and take a more proactive attitude to developing local business. In addition Consalia provided selling skills training. Specific tariffs for those branches were created to enable Hertz to measure the success of the programme . After 6 months Hertz could see that ‘4% incremental revenue was being generated from those branches taking part in the project’. The project is now about to be part of a global initiative to improve sales performance.
De Lage Landen ASIA PACIFIC
The Problem
DLL had set up an emerging branch network with a head office in Singapore and branch offices in Japan, Korea, China and Australia and Singpore.
DLL had set the company up to service its global customers who required Asia Pacific business.
The challenge for DLL was that the new senior management team had been put in place at CEO level and country manager level.
Consalia were asked to leverage its values based research to help DLL to transition from a transaction process based support organisation to becoming a more client centric organisation.
The Solution
Consalia was invited to run a high level management programme which included a blend of business review education on the topic of what client centric values were and some informal and innovative team building exercises.
Consalia created a strategic agenda with the new CEO of DLL that provided space for the country managers and the CEO to develop the strategic direction of the business.
Consalia used its research to educate DLL on how to create a values centric organisation.
The Results
De Lage Landen had its most successful year ever in the Asia Pacific
A number of key strategic issues were identified for the bank to address the market place.
This programme has since been followed up by 1 to 1 coaching of the country managers with a view to helping them to implement and develop the ideas generated in the workshop.
Siemens Mobile Phone
The problem
The mobile phone manufacturer was operating in a highly competitive market place.
It recognised it had a technically superior phone but it was becoming increasingly under pressure to focus more on its commercial sales activities to win market share and to deal with the new threats posed by some of the far eastern manufacturers of mobile handsets.
Due to being a manufacturing led organisation Siemens had not listened carefully enough to its key customer base.
The Solution
Consalia conducted a series of interviews across central Eastern and western European countries with a view to collecting customer perspectives as to the effectiveness of Siemens. Each of the interviews was recorded.
The outputs of the interviews were used to feed back information at multiple levels inside of Siemens. For example research information was used to help with new R& D initiatives on product design.
A lot of the research was used to help the sales training and learning development community to develop specific video clips on different topics of interest which would be applicable to the way in which sales people inter-related with key customers on subjects. For example, from what it takes to partner,the importance of respecting the relationship hierarchy in an account, the importance of taking a more consultative approach with customers and so on.
The Results
The results of Consalia’s initiative was a much improved training and development programme supported by customer collateral through the video recordings and a much better inter-departmental communication between the different functions of the organisation whether its marketing, research and development or operations.
Zurich Financial Services
The Problem
Zurich is in the process of developing a one Zurich strategy in the market place. They had decided to create a global account management infrastructure to support its global high touch clients. Consalia was introduced to Zurich through one of its executives as a company who had some interesting insights into the competencies required for effective global account management.
The Solution
Consalia was invited to present, as a part of an initiative looking at global account management competencies at their first ever forum for global account executives and to share its research finding on the importance of values in the sales process as a means of developing the right approach.
Consalia gave a key note presentation discussing its values and rational and a result of this, Consalia have been engaged to help Zurich to create the foundation blocks for building high competent and effective global management structure.
The Results
The results of this initiative have yet to be seen because the work with Zurich has started fairly recently. However one of the clients that was presenting at the global account conference, reconfirmed the relevance of the four values based approach that Consalia was providing. The input that Consalia has provided has enabled some validity with the client base.
Compaq Computers
The Problem
Compaq Computers, a manufacturer of personal computers and servers, were required to increase the sales skills of its dealer channel and its sales force. Consalia were asked to work with its product sales training department who were providing technical sales information about the products and integrate it with a soft sales programme.
The Solution
As a result of this initiative, Consalia developed 2 programmes.
- Professional Selling Skills
- Enterprise Solutions Selling
This programme was run in 34 different countries and in eight languages worldwide. A total of 3000 sales people attended the workshop. Evaluations of the workshops were extremely high averaging 4.5/5.
Results
Compaq increased its share of the PC market place and the server market place as a result of its products and the selling skills applied by its sales organisation.
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