Transforming a Manufacturing Sales Organization for 67% Revenue Growth

Challenge

Many times, entrepreneurs initially are the primary salesman for their business long after it is advisable for continued business growth. As much as 80% of the time they will hire sales people that work directly for them that often are poorly supported due to CEO/President time constraints. My recent client, a serial entrepreneur, owns a manufacturing company that was struggling with this situation. Revenues were flat, retention of key sales people had been difficult and the CEO’s stress level was high because he was not meeting his performance goals.

Solution

We Agreed to work on 3 key elements: People, Process and Execution

He shared his business strategy for a 3 year period. I helped him devise a sales strategy to support that business strategy. I performed a discovery process to determine the strengths and weaknesses in his existing sales organization related to sales people, sales process, consistent use of their process and any sales metrics used. We evaluated his 2 sales people, their remuneration and performance and needed to replace one. We created a more viable balanced remuneration protocol with 50% base salary and 50% commission (they had 90/10 respectively). We also devised a more detailed sales process that would meet his needs. I helped him with finding new sales people as well as a Sales Manager.

Results

I convinced the CEO to agree to fire himself as the Sales Manager and get back to managing the company. I provided that interim sales management support while we did a tune up on their sales strategy, sales process, sales team performance and remuneration and how to monitor related KPI’s. Ultimately I found his new VP of Sales to his satisfaction after 6 months. After 1yr, revenue growth 67%, EBITDA 45% and the CEO had more time to RUN a healthier company.

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