Complex Sales Success Stories

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.

Healthland Case Study

The number of competitors in Healthland’s market space was increasing and with it came fierce price pressure. Because they serve critical access hospitals in rural areas, Healthland had a client base under great financial pressure that was eager to take advantage of a crowded marketplace and use the competition as leverage to drive down prices.

Right away, Terry knew that Healthland’s sales force had to stop the “me too” selling style they’d fallen into and refuse to compete on price. They had to be able to quickly articulate how their product was different because it had a much more favorable total cost of ownership. If the prospect had a process designed to only look at up front costs, Healthland’s sales team had to change that process to ensure their value was properly weighted.

“The biggest difference for me was Terry’s assistance in defining and succinctly articulating what my product’s differentiating value (DV) truly is,” explained Don Stewart of Healthland. “Slattery Sales Group’s ability to assist in defining and driving a company’s differentiating value into the sales process is one of a kind. The single best and most influential investment of my professional career has been working with Slattery.”

In addition to identifying Healthland’s differentiating value, Slattery performed sales team assessments and tracked how the team was doing in the marketplace with the new sales tactics. The DV began to affect deals already underway and their CFO quickly reported seeing margins trending upwards. The sales team got rid of discounting because they no longer had to match the price of competitors.

Terry continued to work closely with Healthland, testing messaging, watching and training the sales team. Over a period of two years, new business nearly doubled, win rate rose by 15%, and the size of the average deal increased by more than a third.

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.