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Aligning Practices for Profitable Growth
How can we shift from activities to results?
This national sales division was not achieving its goals and yet performance reviews indicated that sales representatives were 'successful' in their roles and overwhelmingly busy on a myriad of activities. Senior executives wanted get to the heart of what was in the way of sales growth. As well, competition had ramped up as new players entered the marketplace, requiring significant reduction in expense. Our assignment was to guide a work team through assessment, redesign and implementation to make the sales force more effective. A work team was established and guided through analysis and recommendations. Sales growth has exceeded comparable business units in other countries while at the same time the field cost structure has been reduced by about 30%.
How can we capture the benefits of acquisitions?
Over ten years, this global company had grown substantially through ten acquisitions of small to large firms. The benefits of the acquisitions were slow to be achieved, with a mix of new start-ups and mature companies struggling with tough competition. Our assignment was to work with the corporate office, while engaging the various local companies, to identify how to improve goal alignment, measurement and capability development practices. The companies were actively engaged in the design of these practices and within two years they were fully operational. This company became a very attractive take-over target and was bought out by the largest global player, a satisfaction to the holding company who had developed it over a period of a dozen years from a patchwork of companies to a valuable brand.
Why aren't we growing sales?
A dealer network was failing to meet its targets and the client organization needed to turn the business around. Senior management felt that the sales force was ineffective. Our assignment was to conduct an assessment of what was getting in the way of sales force success. We identified barriers to role execution and uncovered indications that the business model of a dealer network was no longer able to deliver the results the company required. Subsequently a new business model has been introduced which supports profitable growth for all parties.
How can we become profitable?
This national retailer had a network of company-owned stores that had not been profitable for many years. After a series of failed initiatives designed at turnaround, it decided that the network should be no longer be company owned and operated. A transition team was established and we were asked to provide action planning, transition management and change management support to this team for this difficult initiative. Our services extended into developing the business model, designing change-over plans and practices, training new agents/franchisees, training leaders and developing coordinating practices. $10 million in ongoing cost reduction benefits were captured in the first year and by the second year the chain was contributing significant profits to the business, as it does to this day.
