Our success stories
We’re proud of the sustained competitive advantage we help our clients achieve. Here are some of the great companies we’ve helped on the journey to incredible.
25 Million Euro Pipeline Delivered in 4 Weeks
Equip the European sales team of a major logistics firm with the skills to generate net-new business by directly engaging in a competitive campaign to handle objections and win against one of its biggest competitors.
- 4,000 people trained across 32 countries in 4 weeks
- 5 million euro revenue uplift
- 25 million euro run rate secured for 12 months in just 4 weeks
- Follow-up sessions addressing other competitors delivered equal benefits
Strategy to Revenue developed high quality multimedia assets to engage the sales team, including videos conveying the excitement, urgency and importance felt by senior executives and key stakeholders about the competitive opportunity. Team activities drew attention to the value of the company’s strengths and how this significant competitor would try to retain the business. A range of interactive exercises, handouts and action-planning activities ensured lively participation in all markets, and sales leaders were provided with all the required materials to run the sessions with their teams in their local language. Sessions ended with action-planning against which each team member had to deliver back in the workplace.
Onboarding Program Wins Gold
Create a global onboarding program that educates new hires on Motorola’s strategic transformation and solution selling approach, and improves their time to productivity.
- Winner of the Gold Brandon Hall Group Excellence Award for Best Onboarding Program
Recognising the need to deliver a comprehensive and consistent global onboarding program, Motorola engaged Strategy to Revenue as its strategic delivery partner. Via a Discovery session, the Strategy to Revenue team quickly evaluated the key components of sales force effectiveness within Motorola; they used the findings to shape an onboarding program that equipped new hires with the skills, knowledge, sales methodologies, tools and company know-how to become valuable contributors within two quarters. From the design of the program to results tracking, the focus was on field performance and business impact. A broad but not overwhelming variety of materials were included in the program, with learning activities delivered in multiple formats including formal courseware, field activities, mentoring and networking. Care was taken to ensure the collateral was both easily updatable, and easily accessible, and digestible to new hires not frequently at a desk. A mix of global and regional content, combined with job specific collateral for direct sales, inside sales and telesales, ensured material was consistent in its messaging and approach, but bespoke enough to make it highly relevant to an individual job role. Obligatory learning milestones at 30, 60 and 90 days were specified for both new hires and their managers, and provided clear goals against which they could measure their performance and sales results, whilst establishing a global baseline for performance.
Sales Kick-Off Escape Game Drives 25% Increase In New Business
Forced to cut annual revenue guidance after its first half year missed expectations, a global enterprise cloud software company wanted to use its sales kick-off (SKO) as a catalyst to improve performance.
- H2 results exceeded expectations
- 17.8% improvement in number of enterprise accounts moving to subscription in Q1
- 24.6% increase in mid-market subscription
- 37% improvement in sales employee retention by end of FY
Anonymous feedback from sales called out team capability gaps, strategy alignment, and messaging as hurdles to delivering upon the company strategy.
Strategy to Revenue invited sales managers to a planning call with the global VP of sales. This laid out the strategy for the year, their key role in delivering it, and the learning and development work required of them before the SKO. Monthly check-ins were scheduled with regional sales leaders to confirm managers were on track.
Short video messages from senior leaders were distributed to the rest of the sales organization. The videos teased the theme of the SKO and provided light reading material and a short quiz on new products which would form the main focus of the event. For the event itself, an escape-game theme was used. Groups, guided by sales managers, were tasked with answering questions, positioning products, and identifying customers to build a pipeline. Each activity moved the team closer to escaping. Life-lines introduced senior leaders into the team discussion. This enabled leaders to hear directly where people felt they lacked the tools, skills or knowledge to progress to the next part of the game, and work with them to deliver a solution.
Each team escaped with an identified list of accounts to follow up with, and a clear idea of how to position the conversation. Upon escape, teams reviewed their areas of weakness during the game, looked at how they could address these and where they needed help from the business. The sales team had self-diagnosed where they lacked the skills to deliver the new strategy and were more open filling them. Plus, the marketing team had a clear understanding of where gaps needed to be filled in field marketing collateral and messaging. Having identified the role-based competencies for each sales role ahead of the SKO, Strategy to Revenue, in conjunction with HR, was able to role out an e-learning self-assessment and training tool immediately after the event. Sales managers continued to drive the program. Regular check-ins between sales managers and regional sales leads continued to ensure all teams were on track with both the skills training and the pipeline development.
Global UC Co. Changes the Conversation
Enable a global communications software company to increase the value of existing customer accounts through the introduction of cloud products and services and move away from a reliance on maintenance of legacy products to reach sales targets.
- Account plans and approach strategies were developed for 15 accounts within 10 weeks
- Within 3 months 9 accounts had active conversations with decision makers
- Within 1 year 12 of the 15 clients were evolving their contracts to SaaS
- Insights project expanded
- Budget unlocked to tackle 2nd identified route to sales force improvement
Strategy to Revenue’s Discovery confirmed that while the company’s corporate strategy clearly articulated a move to cloud and virtualization, the field sales teams lacked the nuanced messaging and sales skills to explain the benefits of this approach to customers. A Mapping session identified the two routes to address this problem. With one route delivering a much faster result, the team concentrated their efforts on large corporate customers first. Strategy to Revenue worked with regional sales and marketing leaders to deliver a version of the corporate messaging that was market relevant and focused on the company’s points of differentiation. Simultaneously, an Insights program was initiated, with the Strategy to Revenue team carrying out targeted active insights to deliver granular analysis of key decision makers, their communications styles and influences across the top 15 accounts. Each organization profile resulted in an account development plan for the team to approach the target organization covering why, who and how. Online assessment and training was added to help sales teams acquire or brush up on relevant sales skills fast.
DHL Delivers 20%+ Pipeline Increase
Help DHL Global Forwarding become the market leader in Global Freight by 2015
- 24.5% increase in Ocean Freight sales pipeline
- 6.1% YoY market-leading growth
- 98% sales force engagement
- 212% increase in registration and sales activity on campaign site
- Brandon Hall Winner for Best Marketing Impact
To enable DHL Global Forwarding’s sales team to cross sell Ocean Freight products to new and existing customers, Strategy to Revenue initiated a short but intense consultation followed by a brainstorm with 20 DHL Global Forwarding DGF subject matter experts; this provided insight into target customers’ decision-making issues. Strategy to Revenue created a value proposition mapping and messaging strategy along with supporting sales tools. In a market where differentiation is difficult the DHL Global Forwarding DGF campaign armed the sales team with the tools to demonstrate the strength of their proposition and improve their product knowledge to sell more. Coaching sessions in multiple languages, including Chinese, were rolled out to 3,400 sales people and supported with online sales tools. Global alignment and consistency of message were ensured through webinars, and weekly communications and inter-country leagues kept the campaign top-of-mind.
ERP Vendor Helps Channel Move to Cloud
Help a mid-sized ERP vendor transition its channel to a cloud business model by educating its own Partner Business Managers on the business and financial benefits of moving to a cloud model for partners.
- All 5 channel partners from the pilot phase signed up to the new terms of engagement.
- 20 further partners signed up within 90 days of program roll out
- Pipeline of $1.5m+ secured by partners in first quarter
Strategy to Revenue invested time in understanding the current GTM Channel model as well as the business’ long-term goals. From here it delivered a three-phase approach. Phase one delivered a best practice roadmap for tackling the internal alignment of process, systems and resource. It identified key blockers and quick-wins and worked with the company to set up work streams to tackle the most critical blockers first to ensure partners were supported and set up for success. The next step looked at customer segmentation and channel deployment. The team identified where existing partners were able to support the long-term goals of the business and where there were gaps that needed to be filled. Effort was then directed at briefing the product marketing and channel enablement teams to develop the necessary messaging and supporting materials for this group. An evolution plan to move the channel to this new model and avoid revenue drop was also initiated. The final phase focused on giving Channel Managers the skills and knowledge to help partners move to the new model. It included online learning on business acumen, accounting, budgeting and business planning. It was supported with workshops where managers were coached on skills such as negotiating contracts and backed up with regular check-in sessions to ensure the work plans and behaviors were being adhered to.
Strategy to Revenue Drives 20% Increase In Customer Spend
Help a leading marketing automation software company coach its customer satisfaction team on how to continue to delight customers, whilst proactively growing share of customer wallet, and freeing up the sales team to focus on new business.
- 77% customer renewal rate, up from 65%
- 20% increase in value of average customer account.
- 82% of sales team report more time to hunt for new business.
Strategy to Revenue’s Pathfinder assessment identified the influence of the company’s culture on the team, their motivations, reservations, and working styles. From here, a bespoke Pathfinder program was developed to coach the team how to adopt behaviors that would help the company achieve its goals. Through a Compass Kompetently™ online assessment, individuals identified their own performance shortfalls. This formed the basis of a nine-week individual learning path with links to learning, work-based activities and exercises, followed by a two-day workshop where newly learnt competencies were reinforced. The company implemented Strategy to Revenue’s recommendations on how to compensate behaviors using metrics and language associated with customer success rather than sales. Upon completion of the program, team managers were given the tools to continue on-the-job coaching and assessment, ensuring new skills weren’t lost and standards were maintained.
Moving to cloud? Here’s how to make your sales team follow
Develop a program to educate and motivate the global sales team of one of the world’s best-known hardware vendors to sell cloud products.
- Program rolled out to 10,000 global sales colleagues.
- Adoption and satisfaction levels for the program ranked as 4.5 and 4.8 out of 5 respectively.
The company’s move to cloud was viewed skeptically by the market and its sales teams so, Strategy to Revenue needed to get the sales team to assimilate the new products and understand the new market dynamics, fast. Having previously worked with the vendor to roll-out sales skills training and coaching, the team focused on creating easily digestible packages of material. The first package focused on delivering the required knowledge on the opportunity, the value proposition and the competitor environment. The second delivered the learning modules on sales skills most relevant to the new product line. Each package included explanation videos, tutorials, interactive worksheets and role-based task. Overviews of the compensation plan and links to the sales enablement platforms helped the sales teams understand the financial incentives linked to the new business model. A deliberate decision to provide a mix of smartphone and PC-based learning modules ensured the right content was accessible in the right environments. With the sales team up skilled and knowledgeable enough to start selling, the final phase focused on workshops. The output was individual and team work plans, giving each team the momentum and urgency required to implement the new learnings in the field.
Setting Global Standard for Online Learning
Ensure the sales and inside sales teams of a global financial news and analytics firm have the product understanding and skills set necessary to sell its complicated and nuanced financial services products globally.
- 3-month delivery timeframe.
- Successful roll out to 5,000 sales and inside sales staff.
- Expansion to other areas of the business, including non-sales functions.
- Rolling program of expansion and updated course content.
Strategy to Revenue’s Compass Kompetently™ platform was used to assess each sales person’s competencies; the answers provided an opportunity for the sales person to discuss and agree desired final results with their line manager. Based on an agreed competency score, a self-paced, personalized learning pathway was developed, thereby enabling people to demonstrate their understanding of key competencies before undertaking the module. This reduced the time spent by salespeople on unnecessary training and ensured their maximum engagement in the modules. The customizable nature of the Compass Kompetently™ platform reflected the language, terminology and market requirements of this very specific field of business.