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Cement Company

NEEDS-BASED RESULTS

 

Cement Company

SITUATION

Major cement producer needed help to develop a new sales methodology to increase revenue in a down market.

DRIVER GOAL

  • Add 0.7% market share in North America, without reducing price relative to the competition.
  • Attain new customers with 180,000 tons of new business.

RESULT

  • Attained volume and financial benefits in excess of plan by 11%.
  • Developed a new Sales structure defined by four integrated processes aligned to the Driver Goals and future business growth strategies.
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Case Study

Increase Sales Force Effectiveness

Issue

A major cement producing company (cement and admix) engaged The Highland Group to develop a new sales methodology and increase the effectiveness of its Sales organization in a down market.

Highland Approach

The Highland Group began with an assessment of the current Sales organization and then designed and implemented a new organization structure defined by four integrated processes designed to achieve the Driver Goals and future growth strategies.

Actions Taken

Target Account Acquisition – Developed and implemented an aggressive Target Sales Task Force process to acquire top ranking strategic accounts (a team selling approach to acquiring new business).

  • Developed questionnaires, a knowledge base repository, account qualification tools, meeting agendas, a “model” presentation for prospects, and other tools.
  • Created procedures to standardize the process for distribution to the Sales organization.
  • Generated enthusiasm among the Sales organization.

Sales Effectiveness – Developed and implemented an effective sales process focused on growing market share while maintaining the current customer base.

  • Developed a new Professional Selling Skills (PSS) methodology training program and delivered it to the Sales organization in the U.S. and Canada.
  • Developed and documented “Individual Target Account Selling” and “Maintain Accounts” processes and tools.

Sales System For Managing (SFM) – Created a framework to standardize forecasting, budgeting, planning, reporting and managing.

  • Designed and implemented tools for forecasting, planning and account optimization.
  • Chartered a CRM (Customer Relationship Management) team to fully integrate the SFM process in an interactive system.

Organization Effectiveness – Enhanced the current organization structure to support the new sales and management processes. Developed a new Integrated Sales Organization model.

  • Redefined the Sales regions, territories and job descriptions.
  • Developed a skills assessment tool and training program to ensure continuous skills improvement in the Sales force to meet the demanding market conditions.

Exceeded current year sales plan by

11%

in a down market

Related Information

subject matter-based

Presenting Analyst

John is a Senior Executive and Presenting Analyst at The Highland Group with more than 30 years of leadership experience in management consulting. He has led hundreds of global consulting engagements that delivered an array of operational improvement solutions with total client benefits exceeding $1 billion dollars.

Head of Organizational Development

Don is an internationally recognized organizational change and development expert with 33 years of global experience in partnering with results-oriented clients to achieve sustainable behavioral change and targeted bottom-line results in productivity, quality and profitability. He is recognized for fostering high levels of enterprise-wide sustainable performance improvement ownership. Don’s key strengths include his ability to engage stakeholders at all levels, create collaborative environments and work within the culture to achieve leadership, management and employee breakthrough results.