When our client needed to succeed with a complex proposition in an extremely competitive corporate market, they had to ensure that their people really understood the proposition and could deliver the right message to customers

What was the challenge?

Our client had to ensure that a key proposition for Corporate customers was being communicated and sold as effectively as possible.

Our client’s key issue was to ensure that the sales organisation was fit for purpose – able to understand the proposition, relate it to customers’ needs and drive sales opportunities.

The objective was to have a fit for purpose specialist sales community. The client had already decided that accreditation was an effective way to ensure that their sales people were talking to their customers to uncover need and link it to the new proposition.

How important was this to the client?

Success in the project was vital to them achieving their sales targets. The proposition was core to the client’s business and this was a real opportunity to offer corporate customers a cost-effective, future-proofed solution and a flexible road map for the future.

Why did the client choose accreditation?

The traditional approach would be product or proposition training, marketing collateral and sales engagement planning. The client understood that training and collateral were insufficient - they needed to be sure that their people were able to listen to and respond to customer needs to drive opportunities.

The accreditation process also identified those people requiring further development. The process also gave the sales force an opportunity to practice these customer engagements in the relatively safe environment of a sales simulation.

What solution did the client adopt?

Working with the client, Accredit developed a three stage process.

Stage 1 - Understanding the proposition

The sales team were provided with access to a range of online proposition briefing materials. This knowledge was augmented via a workshop which explained the proposition in depth and provided examples and case studies and introduced some short role plays.

Stage 2 - Testing proposition knowledge

To confirm that knowledge had been acquired we asked the sales team to complete an on-line test.

Stage 3 - Sales accreditation

Finally, the team attended a simulated sales interview (the accreditation). A background briefing on a potential client was used as preparation for the accreditation. Sales people were assessed on their ability to uncover the client’s current issues, understand the client’s business priorities and confidently propose a way forward that met their needs - by linking the proposition directly to those expressed needs.

This was the key element of the process so it was essential that the assessors were skilled and confident in their role. Accredit provided assessors with Board level experience in large organisations to role play the client.

Read about what our client thought of the programme:

Q. How did the sales teams respond to the process?

A. Accredit was asked to implement a programme designed to improve individual performance. Failure to pass led to a sales person being unable to sell the proposition. Clearly this raised concerns for individuals and hence positioning the programme in a positive and non-threatening way was one of the most important roles for our management team. In the end, there was a positive acceptance of the project as a way of improving success rates and identifying focussed areas for development.

People were also given the option of opting out of the programme completely.

We were investing time and money in enhancing people’s ability to do their job. Sales teams realised that as the market moved on, their role in helping us to provide customers with the right solutions needed a new approach.

The feedback on the whole process was extremely enthusiastic with the sales interview itself being very warmly received. New people, in particular, found the opportunity to practice in a safe environment extremely valuable.

Q. What impact has the programme had on your customers?

A. The corporate market we address is very competitive and potentially confusing from the customer’s point of view. They are often approached with mixed messages about key infrastructure challenges which they find hard to relate to their own position and needs. It was vital that our people were knowledgeable enough to engage their customers in a conversation about a roadmap for their technology that met their business needs. This programme has ensured that all of our sales people have proven ability to do just that. We know that this is happening in the field because we are closing more business.

Q. Can you quantify the benefits of the programme?

A. The return on investment for us has been extremely positive. We have already been through two complete programmes and are now embarking on a third. So far over 200 of our people are accredited to sell these solutions; with more to follow. That this is a cost-effective investment is demonstrated by our healthy market position, customer satisfaction and our decision to extend the rollout of the programme.

We are seeing much greater efficiency in the sales channel. As more of our people are better at relating customer challenges to our solutions, sales cycles are shortening and we find that productivity is really enhanced. This is not only good for our business and our customers but is giving our sales people greater satisfaction.

Q. How was the implementation managed?

A. At the beginning, it took some senior level time to specify the programme and negotiate the plan. Building the business case was not difficult as we are very comfortable with the concept which is a demonstrably more effective investment than straightforward training programmes. Once the programme was agreed with Accredit, the machine ran smoothly with their online booking systems and results/feedback available online to candidates and management so that documented development needs are easily accessible. Accredit provided project management and a help desk to ensure there was backup when required.

It was vital that the senior team provided leadership throughout to maintain momentum and ensure people understood how much store we were placing in the accreditation process and our people’s development.

Q. What about the future?

A. We are now planning further phases of the project. As propositions change and new services are introduced, we are committed to this process of ensuring that our salespeople understand the propositions and can demonstrate that they are competent in delivery. It’s all part of a joined-up approach to making sure that the sales force is fit for purpose.