STORIES
CLIENT SUCCESS STORIES
MANUFACTURING
Wanting to expose the Sales and Operations leadership team to new and creative ways of continue their growth trajectory, the CEO of Crown Posture, Stav Bubunaras, realised the company needed an outside perspective to support and review the structure and culture at Crown.
To that point, she engaged Bernadette McClelland to work with the Director of Operations and Director of Sales and Marketing in addition to the Sales Manager.
Agreeing to a Role Clarity Workshop with the Executive Leadership Team, the gaps found then led to the need for Executive Coaching for both the Director of Operations and Director of Sales and Marketing.
Further more, this led to working with the sales team to strengthen their GTM approach.
With executive coaching, 360 degree feedbacks and new processes introduced, results skyrocketed, especially through the Covid period.
With Crown demonstrating a strong growth pattern, the last thing the business wanted was to leave money on the table.
The sales team and management were now on the same page and Operations stepped up their processes as well. Identifying sales specific challenges and internal system challenges that impacted prospecting, cashflow and winning business was addressed and the bar was lifted.
“As Director of Sales and Marketing, I found clarity in my decision making and was better able to hone my skills and abilities. More importantly, I am able to back myself when it comes to executing our strategic vision.
To anyone considering working with Bernadette and may be hesitant – Dive in! It is an eye opener but don’t try unless you are willing to be open and honest with her. If you do, you’ll also get the results you seek. I’d highly recommend Bernadette for any sales team. Helped open my eyes – many thanks B!”
Darren Paone, Director of Sales and Marketing, Crown Posture Bedding
Covid hit!
The Workwear Group were like any other business and needed to keep team morale high and still win business.
Remote selling was now ‘a thing’ and both leadership and salespeople alike needed to adjust to this new normal.
The SME/Online division of Corporate included teams from Queensland, New South Wales, Victoria, South Australia and West Australia and Sam Robinson, the Business was referred to speak with Bernadette to help with the adjustment.
The world of Zoom began!
Bernadette from Sales Leaders Global was engaged to facilitate a series of virtual instructor led training on ‘How to Sell Remotely When Nobody Wants To See You’.
This project was for 30 salespeople and sales leaders within the National SME/Online team at The Workwear Group.
“From my perspective as Business Manager, Bernadette added enormous value to the team in helping them sell remotely, with new business and numerous successful prospecting calls resulting.
Feedback from the leadership team was positive as she enabled discussions that had been difficult in gaining traction, without an external voice reinforcing those messages.
We welcome engaging Sales Leaders Global again to help build our sales efforts.”
Sam Robinson, Business Manager – SME/Online, Workwear Group
The next growth phase of this business included firming up their sales and marketing focus.
Not only did it include onboarding a new COO, but for the responsibility to include the development of a GTM strategy.
Sam Rowse, the new COO, having worked with Bernadette in a previous role, reached out and they discussed and collaborated on a plan for Machship moving forward.
By workshopping and collaborating we built out a playbook that addressed strategies relating to sales enablement, message to market, hiring new talent and creating a robust and predictable sales process.
“Through Sales Leaders Global ‘Strategic Foundations Program’, I was able to develop a structured and scalable sales recipe that was specific for my business.
The benefits have been numerous and none more so, than the ease with which I can now train new salespeople, set expectations on performance goals and KPIs and then both support them, and hold them to account once they are up and running.
This program provided the clarity and focus I needed as someone managing the revenue generation and sales function of the operation.”
Sam Rowse, Chief Operating Officer, Machship Freight Management
After a successful launch of a brand new, cutting edge online program for the Dangerous Goods Industry and realizing that the expectations for sales exceeded the reality, management at DG Trainer (Hazpak and parent company, Falcoln Engineering) realized they needed help to bridge the gap.
After hearing Bernadette McClelland present at the CEO Institute on ‘Business Growth Through Modern Day Sales Leadership’, speaking to her was a no brainer. What they didn’t want was a salesperson to front up and sell them. Instead they wanted someone to demonstrate a clear understanding of their issues, articulate it to them, document their challenges, create a plan and help implement it.
In a strong technical and engineering environment, the owners and management at Thermal Electrics realised that sales weren’t converting as often as they should be.
As a result, they decided to introduce new systems and create a culture with modern day selling approaches to be cutting edge. Bernadette McClelland was asked to train the team in the psychology of the buyer and seller and coach the team to embed the learnings
Rainbird Australia, a global leader in the manufacture of irrigation hardware and software and with a fairly new team, wanted to streamline their messaging and sales conversations in such a way that both the new hires and veterans continued to improve their revenue growth.
Approaching Sales Leaders Global they wanted a frame-work that was affordable, fresh and totally relevant to their sales environment and aligned to their strategic needs.
Both sides of the business – Golf and Councils – were brought together with the focus on accelerating the sale through a heightened sense of urgency, shortening time to market as well as positioning themselves as a respected industry resource within their respective fields.
“Even the old heads enjoyed the training saying it was one of the best they had attended, that it was beneficial and enlightening. Nobody said they ‘had heard it before’ or ‘it was a waste of time’.”
Socrates Cromdos, National Sales Manager, Rainbird Australia
Tempur-Pedic ANZ wanted to shift the ethos of the sales organisation. With a sales team ranging from sales veterans to new hires, it was important the team was further developed to boost sales, gain further market share and accelerate client satisfaction and advocacy scores.
Kicking off the 12-month program with a tailored keynote presentation, Bernadette implemented a 90-day readiness assessment which measured consumer and store perspective providing a baseline for qualitative and quantitative measurements.
Her insights helped sales refine their messaging in order to improve their presentation skills and sales results. With a focus on being industry experts as opposed to salespeople, the team overachieved their revenue targets year on year and client advocacy scores were also ‘smashed’, according to Lawrence.
“Bernadette is different. She has become an extension of where we are leading the business and that, for us, is extremely exciting. Who else acts as a sounding board just because she cares? Bernadette does and that values alignment, coupled with her skill set and personal buy-in is what is making this arrangement so successful”
John Lawrence, National Sales Manager, TempurPedic ANZ
TRJ Engineering realised times were changing and whilst they were already in a strong growth phase, they wanted to invest further in the sales function of their business.
This shift involved committing to three key components:
– building out a robust revenue generating and milestone based sales process
– recruiting and onboarding their first external salesperson and
– reviewing their initiatives around accountability, sales leadership and business development.
Six months after hiring their first salesperson, onboarding them and training them through our group coaching blended program, sales have increased. In addition, internal systems are now aligned to KPIs and KPAs (key performance activities) and role clarity around expectations means everybody is on the same page.
“Not only has Sales Leaders Global helped us focus on the sales function of our business, but our market penetration and revenue generation has increased enormously.”
David Murphy, Managing Director, TRJ Engineering Pty Ltd
Agar Cleaning Systems are respected business in the chemical and cleaning industries. To achieve their stretch target they needed to create stronger sales process and systems.
Industry changes with distributors and end users meant the sales culture that was heavily customer focussed needed to complement and add more sales centric skills.
Sales Leaders Global has worked with Agar Chemical Systems for a number of years now is in varying roles that include sales conference facilitator, national sales team coach, advisor on sales process and systems, recruitment and training. This has contributed to Agar overachieving their annual growth target of 10%.
“Our sales culture has been reinforced through accountability around the quality and quantity of activity, as well as outcomes. Together, we have brought direction, resolve and organisation to our sales management team and we believe our reps have benefitted from 3 Red Folder’s training and coaching and are better salespeople because of it”.
Steve Agar, CEO and Owner, Agar Cleaning Solutions
The Allcon Group is a family business with over 100 years’ collective experience in concrete construction equipment.
With second and third generation family members, passion is not lacking.
What was lacking was the ability to ‘consultatively’ sell in a heavily product based environment.
Managing Director, Bruce Weeks engaged Bernadette McClelland (as a result of her LinkedIn prospecting efforts) to work with the team over an extended period of nine months.
Over that timeframe, through workshops, coaching, role playing and the successful completion of ‘The Selling Game’, behavioural shifts were seen with the team moving from a very product focussed, brochure driven sales process to one where prospecting efforts and more importantly the ability to sell value in a price driven industry was based on the buyers expectations and journey.
‘The team were constantly engaged and two of the areas we saw the biggest shifts were in the crafting of our key message where we were able to connect more fully with the customer in the initial call and build the relationship to the point of increasing our sales as well as the ability to ask stronger questions to get our buyers perspectives’
Managing Director, Bruce Weeks, Allcon Group