Based on the diagnosis and my accumulated experience, I was able to derive hypotheses early on: regarding the salespeople's skills, process gaps, motivation system, and sales tools. Usually, consultants do not have the luxury of conducting in-depth multi-hour interviews with several dozen salespeople as their time is worth its weight in gold. In our case, the interactions provided by the training were beneficial for the salesforce and, at the same time, provided me with a rare opportunity to make direct field observations.
As my hypotheses were validated by management and real-time field testing, we developed strategic recommendations regarding tools, the sales process, customer experience, sales force motivation, and the cultural change required.
The progress made by the salespeople over several months of working together served as a “litmus test” for the applicability of the new sales approach. With this alternative consulting framework, in a short time we:
– institutionalized the new value-based approach to complex digital solutions
– trained several dozen salespeople in this approach
– piloted the approach and reached significant progress on actual deals
– identified strategic initiatives to further support this approach