- Love0
- July 11, 2013
Scenario
A well established market leader in the UK made a strategic acquisition near London. The new business does not produce the levels of revenues it had pre acquisition or penetration into the market space it was acquired to achieve. After 12 months the acquisition is now making loses in excess of £35k per month and has seen two managing directors come and go in the same period.
Tyler Consulting Resolution
The immediate requirement was an assessment of the current sales resources, deployment and skills sets available as well as a detailed look at the costs being incurred.
The first element was to streamline the business and refocus the remaining sales force on the core business solutions that had made it a successful business pre acquisition.
Following this it was important to introduce key sales skills to the workforce and ensure they followed a simple but fundamental process that enabled them to understand their place in the sales process and the ensure the maximum number of opportunities were closed at the maximum possible margin.
As always it was essential to ensure that every sales person was utilising their time effectively and that sales days were utilised effectively by management of the sales process and diary.
The development of a REAL pipeline that delivered numbers that the business could accurately forecast against and manage its cash, creditors and debtors against.
After three months the office returned to a profit and continued to do so for the following year growing both against group and company targets.