Case Studies for Increasing Sales

What you can expect when you work with us

We’ve worked with over 2000 organizations and predictably we see three categories of changes happen:

1. Margins – margins start to go up as soon as the sales people learn how to effectively articulate their differentiating value.

2. The Right Prospects – we see your sales people start selling to the right prospects. They may have been talking to the right organizations but the wrong people in them. The sales cycle becomes shorter because the right prospect can see the price they’ll pay for delaying implementation.

3. The Right Sales People – the bar for admission to the sales force goes up. You begin asking your people to rise to a new level of performance and new hires are evaluated for their fit with this new sales culture.

If you look across the companies we’ve worked with, you’ll see these changes occur. We’re also delighted with the number of times a sales executive or leader goes to a new organization and brings us with them. But we can only toot our own horn so much – read below for case studies and quotes from leaders we’ve worked with about how we helped their organization’s sales.

 

Consulting Firm Case Study

In 2015, the leadership of a Minneapolis-based consulting firm recognized the need to enhance the sales skills of its subject matter experts. After multiple attempts to retain dedicated sales people, the small business realized it wasn’t structured to do so successfully. “You’re developing credibility with the team – the technical experts. Our senior subject level subject matter experts need to generate revenue. We’ve attempted to have sales people, but they’ve always fallen short because they’re not skilled at the conversations needed in our business,” said the CEO.

They reached out to Slattery Sales Group.

The firm worked intensely with Terry Slattery throughout 2016, digging deep to identify their differentiating value (DV) and spreading a customized version of the boot camp over two months. This approach helped the staff absorb what they learned and apply it to their positions and responsibilities. From there, the team did in-depth work to refine their sales process. During the training, the leadership team also learned how to become sales managers and coaches. Terry helped the team develop confidence in their sales-focused management skills.

Within the first two years, the company experienced a 17 percent lift in revenue. The leadership team also improved their relationships with clients and prospects. They understand their position in sales and how important it is to commanding the sales method. The firm has also used their sales management training to develop other staffing levels. Everyone at the firm appreciates Terry’s style of coaching and how he presents his material.

The consulting firm still works with Slattery Sales Group. New hires who have revenue accountability are sent to SMC Boot Camp. The firm also calls on Terry when they need help thinking outside the box for prospective clients.

“Terry Slattery’s approach is extremely well-aligned with how we look at sales in a professional services environment. It’s multi-dimensional and adds a flavor of verbal and non-verbal skills, as well as mental skills, as he models behavior in front of the group.” – CEO

 

MidDel Consulting Case Study

MidDel Consulting, which has offices in Minneapolis and Houston, is an information technology and business consulting company that specializes in the energy industry. Like many consulting companies, MidDel’s clients want to speak directly with the subject matter experts during sales meetings. Because they are not trained sales professionals, Founder and President Scott Levin knew that his team needed sales training but wanted to develop a sales process to maintain profit building for years to come.

After seeing Terry Slattery present at a sales seminar, Scott spoke with Terry and determined that he was the best fit for MidDel’s sales training needs. “Most sales presenters are theoretical. Terry Slattery shared real examples of companies and the sales solutions that worked for them.” says Scott.

Slattery Sales Group worked with MidDel Consulting to create a customized group training plan. Terry worked with the MidDel team for five blocks of three hours over several months. The sales process was documented as the team went through the training and is used to keep the sales cycle in motion.

Terry helped the MidDel team identify their differentiating value (DV) and learn how to communicate the DV in their sales pitches. With his help, they developed real examples to share during their sales meetings and questions (and responses) for the decision makers. He also had the group role play in a larger setting. “Everyone enjoyed working with him. Terry is very hands-on and we felt there was a lot of value in his experience and what he uncovered about our firm,” says Scott.

By having a sales process in place, the MidDel team has improved its ability to stay in front of prospects and made significant improvements to its close rate. They are also better equipped to drive home their DV and demonstrate the value of choosing their company. Since implementing the sales training in 2016, sales have increased by about 40 percent. MidDel Consulting recently hired two new sales people and is sending them to training.

“Our business is specialized. When we hire people to help us, they often don’t understand what we do. But Terry added value through his tailored approach – it really fit our business.” – Scott Levin, Founder and President of MidDel Consulting

 

Decision Processes International Case Study

How do you sell a service to clients who don’t know they need it and may need to check their egos just to listen to your ideas? Decision Processes International (DPI) is a global consultancy full of strategically brilliant and accomplished business people who offer powerful strategic help for companies—but they found themselves selling to the wrong prospects and stuck in endless sales cycles with low hit rates.

They needed to be able to navigate gatekeepers and get conversations with CEOs, and then they had to master a few seconds of conversation aimed at getting a resistant stranger to admit they might have value. Because many CEOs are carrying out the strategies they created themselves, the conversation about purchasing strategic services could come across as threatening. DPI’s consultants needed to become masters at immediately demonstrating their expertise through well-crafted questions.

“Once you master this way of selling, you get your dignity back as a sales person,” said Mark Thompson of DPI. “Everyone likes to spend time with prospects who recognize their differentiating value, so now we only seek to talk to them, not everyone else. Not everyone is a prospect. Terry showed us how to find the qualified ones quickly.”

Terry worked with DPI to help the consultants think through the motives of the prospects and understand what questions would cause them to want to have a conversation about strategy. They learned how to penetrate the fortress of the company and set up milestones to make sure they were on the right track.

As a result, the consultants who implemented Terry’s work saw a significant increase in incoming revenue. They began consistently doing business with the right people at the right companies. By engaging the real decision-maker early in the sales process, they also saw their strategic work used by the rest of the executive team at much higher rates. In addition to becoming much better sales people, Terry’s training allowed them to deliver their strategy more effectively into their client organizations.