Restructure of Sales Organization
Assisted a 30 year old business services company transform itself into a market driven business. Under single leadership since its inception, the business had evolved through its own inertia. New leadership needed to:
- Better understand the company as a single entity from an objective perspective
- Maximize internal best practices
- Supplement those with best practices from other businesses.
Engagement objectives were:
- Establish the foundation for long term structure of the sales department
- Foster a positive, innovative and urgent sales culture to insure long term success
- Develop standard sales and sales management processes and programs across all four office locations
- Improve the company’s sale performance through the development and implementation of a sales coaching process and an environment driven by pro-active strategies and activities
To accomplish this assignment, many initiatives were undertaken prior to delivering a formal presentation that included all finding, a thorough evaluation of people and systems and a series of recommendations. Examples of a few initiatives include:
- Rode with sales reps,
- Conducted customized and interactive consultative sales training,
- Developed a corporate presentation, instituting sales management practices
- Met with and assessed internal support resources such as IT for data gathering capability and information retrieval, HR for compensation and performance management and Marketing
RAHAL CONSULTING assisted in the implementation of numerous recommendations resulting in building a the foundation for long term structure of the sales department, improvements to sales management staffing and sales growth and market penetration of specific targeted vertical markets and