Case Study
Oklahoma LED Lighting Company
See how our ethics-based sales methodology helped this Oklahoma LED lighting company protect existing revenue, unify their sales and marketing, and exceed all growth expectations.
The Challenges
There are so many challenges when a company merges with another. The premise is always based on positive outcomes. Positive outcomes are easier said than done.
With a new company, it’s important to redefine the unique sales proposition (USP). What worked before as independent companies will not necessarily work once merged. In this instance, the new USP was based on the end-to-end ability to fulfill the clients desire for LED lighting solutions.
The sales team was inexperienced with the products they were selling.
The new sales team was comprised of individuals from the 3 preceding businesses and did not know what other were selling.
The sales team had to talk to different types of clients.
An LED sales rep now had to talk to an architect or a rep handling large corporate clients now was calling on individual contractors.
The sales team had not thought about the client’s point of view before.
Every client had a different process for their buying process.
The sales team needed to sell a solution, not a single product.
They needed to learn how to ask better questions, generating a solution rather than taking orders.
The Work Performed
We first needed to assess the sales team’s capability and adaptability to the new role they were being asked to take on. Next, we needed to work with each sales rep individually and talk through the buyer’s perspective. We used the Buyers Perspective or Process to identify where the client was and match our sales approach to the client’s phase.
Assessing the sales team’s capabilities
We implemented regular one-on-one’s to discuss goals, accomplishments and corrective actions as needed.
Gain team agreement on the new capabilities the company could offer.
We trained on solutions the business could offer and allow each sales rep to personalize their description of the value delivered.
Develop a client-centric approach.
We defined the client’s buying-decision process, identified where the client was in the process and adapted our sales approach to match.
Develop solution-sales thinking.
We implemented a “why does the client need this” approach.
“We did more in one afternoon with you than 3 months with anyone else.”
The Results
The solution took most of the year to accomplish. This included restructuring the sales team, helping some salespeople find other roles both in and out of the company. At the end of the year, the results were very successful.
+24%
growth in YoY sales compared to the pre-merger revenues
Opportunities with new clients surfaced and previous clients returned.
+$1M
in sales opportunities created
Identifying the client phase of the buying process got in the game earlier, providing more value.
$1M
global client landed
Demonstrating our USP landed a client seeking a solution. Their words were, “we did more in one afternoon with you than 3 months with anyone else”
Increase your team's sales and grow your revenue.
We help companies create effective sales strategies, improve revenue generation, and put an end to their sales teams' disorganization and chaos.
Get Started for Free