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Guiding Your Team to

Higher sales and industry leading customer experiences since 1991

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  • Sales Team Development

    Our track record of guiding sales teams to stronger performances is unsurpassed. We are firm believers selling is a process based upon strong, proven skill development augmented by technology. We are experts at short cycle selling, compressing sales cycle velocity. Accountability for goal attainment, along with sales coaching, is the bedrock of creating the #1 sales force in your industry.

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  • Customer Experience

    Improving YOUR customers’ experiences can produce significant ROI. Our know-how guiding clients through this cultural evolution has earned us distinction in many client industries. What one word describes your current customer experience culture? What one word characterizes your customer experience culture goal? The answers to these questions are the starting point.

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  • Industries Served

    Since 1991. the breadth of our practice in diverse industries has provided our clients with innovative, proven solutions to help their businesses grow. From transportation to heavy equipment to life sciences and beyond, our client base has grown.From Customer Experience excellence to Sales Team improvement we have a successful track record in consultative sales processes to less complicated sales cycles.

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Bullet Blogs
Many companies struggle reinventing their customer experience culture. They want to do something, but really don’t know where they are headed. To avoid this trap, ask your team two questions:
      1. What ONE word defines our current customer experience culture? One word only.
      2. What ONE word describes our desired customer experience culture? One word only.
Try it! It’s much more difficult than you think, especially within a team environment. The space between your current culture and the envisioned culture dictates your mission.
This one objective of transforming your customer experience culture is: Favorably affect your customers’ perceptions of you. So, ask your management team these questions:
      1. What changes will our customers notice immediately?
      2. What changes will our customers notice 6 months down the road?
      3. How will we monitor customer feedback on our progress?
You’ve invested money and time achieving your customer experience culture transformation. What is your plan to make it sustainable? How do you keep it from becoming the flavor of the month? Here are two key pointers to help you:
      1. Develop a new hire profile for your new culture. Hire to that profile.
      2. Your new hire onboarding procedures and processes should mirror your new culture.
This will stop outside culture pollution from new employees.
Customer Experience Culture transformation predominantly fail because of management indifference. This management indifference manifests itself as:
      1. Lack of accountability for team implementation
      2. Compromising new cultural values and processes
      3. Lack of employee engagement through coaching
Remember, this simple fact: It’s your job to control YOUR sales call. When you find yourself talking too much, you are not in control. You can control your customer calls by observing the formula of consultative selling: 20% open-ended discovery questions 70% listening to your customers’ or prospects’ answers 10% telling your customers or prospects what they just told you to tell them if you were listening.
Increase your sales production by selling more to your key accounts. Why?
      1. You already have a track record with them
      2. More than likely, they have the budget to buy more
      If they are a key account, feel safe to ask these two questions:
      1. As we grow our relationship, what do you see as our next opportunity for me?
      2. How would you recommend we begin that process?
In your key account planning what role does the customer play? Key account plans vary immensely in scope and detail, but one thing should not vary, customer decision-maker(s) involvement. 90 days prior to writing a key account plan:
      1. Sit down with customer decision-maker(s)
      2. Before the call do your homework: account data, opportunities, questions
      3. Questions you should ask:
      a. How would you characterize our relationship over the past year?
      b. What changes do you see happening that would affect our relationship?
      c. How may we help you reach your goals next year?
      d. Specifically, what areas will you be examining for growth?
In a study conducted with more than a hundred successful global sales teams, we discovered the “A” players were more than 3 times more likely to prepare for sales calls than their counterparts. What is their “secret sauce?” They wrote down:
      1. Discovery questions they wanted to ask the customers or prospects?
      2. Questions they anticipated from their customers or prospects and notes on their responses to those questions.
      3. Objections they would likely face from customers and prospects and their responses.
      4. Their goal for the call. Unanimously, all the “A” players told us their call goal was to gain commitment for the next step in the sales process. These were from complex sales processes.
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