RESULTS

How businesses have benefited from our service

Typically, the results of organizations that embrace SPE are dramatic.

11X more selling conversations

for your salespeople each week compared to what your competitors are doing.

A dramatic (up to 30X) increase in the number of phone-based activities

by a dedicated inside sales team.

Significant increase in the territory that can be covered

by your sales team without damaging customer service or sales level activity.

Superior customer service quality:

dramatic reductions in quotation and issue lead times and, in technical-sales environments a reduction in opportunity lead times.

An increase in job satisfaction

as all team members work towards one common goal and have clearly defined roles, responsibilities and key performance indicators.

Greater visibility

and control over the sales and customer service.

MSPE Video Interviews

We’ve been applying SPE to hundreds of companies in scores of industries for more than 25 years. The principles that underpin SPE are proven and shown to work time and time again.

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Emasal

Roberto Coto

In the two years it took to centralize sales and customer service, this Central American distributor of packaging machines grew sales at a compound rate of 18%

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F12.net

Devon Gillard

F12’s pipeline has grown to eight times its previous size with 20% of the sales headcount and an increase in pipeline quality

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Legion Logistics

Lacy Starling

Legion Logistics’ growth had stalled at about $27m in annual revenues. It took just three short months to fix that problem.

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Height Dynamics

Guy Pearce

Height Dynamics knew they had to grow their business. Today, post Sales Process Engineering with Ballistix, his retail location is twice the size it was before we started but it’s already in danger of being transformed into a logistics center. (24,000 stock movements a month is a lot for a small retail location!)

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Censa Industrial

Felipe Ruanova

Industrial Supplies company, Censa Industrial, outlines how they implemented SPE to grow sales 26% in the first 10 months—and how it’s still growing!

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Team Quality Services

Christ Straw, Aaron Dykhuizen

TQS team explained how they moved their sales team inside and grew monthly bookings by 24% in 12 months!

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Goldratt Consulting UK

Andy Watt

Andy Watts talks about how Ballistix helped to boost his UK Consulting firm business by 50% in four months, then another 30% by month eight.

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Levitt Safety

Bruce Levitt & Fraser Gibson

Bruce Levitt and Fraser Gibson share insights into their four-year journey (thus far) with SPE and talk about the challenges and the triumphs.

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OrbitForm

Phil Sponsler

The highlight of this results video is hearing Phil (who’s not prone to hyperbole) say “wildly significant” three times, when referencing both Orbitform’s revenue growth and the resulting increase in profitability!

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Blast-One International

Keith Cornelius

Here’s an interview with Keith Cornelius – the leader of the customer service team over at Blast-One International in Columbus, Ohio.

Keith describes the journey he’s been on to reengineer his team and to increase both the velocity and the quality of customer service activities.

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Les Mills

Erin Kelly

We’re continuing to grow … and grow and grow. These are Erin Kelly’s first words in her interview with Justin.

Erin and Justin discuss the journey that the East-coast division of the world’s largest group-fitness provider has been on over the last couple of years.

Over this time, Erin has reduced her field sales team from 10 to just a few — and transferred the remaining salespeople from commission to salary.

She has built a dynamic inside sales team and made this team the locus of the overall sales function.

And she has built an event program that generates 50% of the region’s sales opportunities.

This interview also contains an interesting discussion of growth opportunities within fitness clubs.

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Arca

Kirk Nelson

Kirk Nelson, an Exec VP at ARCA Technology Systems discusses his experiences with SPE with Justin Roff-Marsh.

He relates how SPE has helped ARCA to increase revenues by 30+% in year one and 40+% in year two and increase sales volume (units) by an order of magnitude over the period.

(What’s amazing is that ARCA accomplished this with no assistance from Ballistix — aside from a two-day planning workshop at the commencement of the initiative.)

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Kitagawa

Tim Winard

Kitagawa BDMs held many responsibilities meaning they had a limited ability to increase activity in response to the GFC. Ballistix used division of labor to create a sales support and promotion team and get Kitagawa’s territory managers out seeing more customers.

The result is an easily scalable sales process where BDMs nowperform three times as many appointments with one-third fewer people in that position and management has complete visibility of existing opportunities. Kitagawa has gone on to record an on-time delivery rate of 95%.

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AR Cash Flow

Daniel Dunsfort

Kirk Nelson outlines the impact Sales Process Engineering has had on sales. In 12 months, ARCA delivered ten-times the numbers of units per month than the previous year – with a reduced sales team just two-fifths the original size.

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9 Wood

Charley Courey

9 Wood Project Managers had to oversee many tasks in the production process simultaneously. This caused bottlenecks which slowed execution and inhibited responsive customer service.

Ballistix standardised the workflow process and put in place technology and a central coordinator to manage and oversee hand-off of tasks through individual phases.

This dramatically improved execution and management got visibility of the process to respond to scheduling crises before they arise. There is now capacity for higher throughput without bogging down delivery.

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Davcor

Marc Cohen

At the start of this interview, Marc Cohen discloses that he has a medical condition — one that results in him having a visceral aversion to consultants!

Nonetheless, Marc is here to tell the story of his first 18 months, implementing SPE. He explains why he did it, the impact on his organization and his experiences working with us here at Ballistix.

It’s an interesting story. We discuss one particular division of Davcor (EKA) and Marc relates how:

  • He reduced his field sales team from 3 salespeople to zero
  • His opportunity pipeline exploded in size
  • Sales increased by 20% — with more good news in store as a number of high-probability opportunities move towards closure
  • His policy of giving rations to the strong has resulted in the rapid growth of a dynamic inside-sales team (where previously, there was none)

Davcor is a $30m distributor of a range of physical security products, from locks and keys, though to commercial access-control systems. Davcor’s EKA division distributes an access-control system that delivers the benefits of traditional systems to mobile assets (shipping containers, trucks, and gates).

In the interview, Marc mentions a brochure that’s contained in the pre-approach package that’s used to initiate approaches to potential clients. You can pay-through that brochure here.

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Marketing Results

Will Swayne

Marketing Results had outgrown its craft-shop environment, impairing the ability for the firm to scale the business.

Ballistix introduced division of labour to both sales and production environments. A master scheduler was added to
plan both functions. The standard Ballistix sales management-information system was linked to the CRM in conjunction with a custom-built part-manual / part-electronic production scheduling system.

The result was that the salesperson now enjoyed twice the output for half the time spent — a 400% increase in throughput. Sales increased by 30% and, in production, on-time delivery and service quality improved significantly.

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Megara

Andrew Rundle,

Megara was dealing in a challenging and mature manufacturing environment. Attempts to grow revenue by building-out the sales team (11 salespeople and an experienced sales manager) had limited effect.

Ballistix worked with Megara to build a dedicated inside-sales account management team supported by specialist teams of estimators, customer service and field-based project leaders.

After a lot of hard work, Megara has proof of concept of this new co-ordinated approach to business development and sales support. Much work still needs to be done but an actionable plan is in place.

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Orion

John Scribante

Orion had no formal sales process and salespeople performing only a couple of BDM appointments per week.

Ballistix built a sales support team comprising sales coordinators and a promotional team using direct mail pieces to generate “warm” sales opportunities.

Division of labour resulted in BDM conducting more than 20 face-to-face appointments per week per while direct mail offers increased appointment-setting promotion dramatically.

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Shippers Supply Company

Henry Camp

Shippers was operating in a commoditised market where price competition prevails. There was no control of autonomous salespeople creating a situation where they relied on sales “superstars”.

Ballistix helped Shippers to promote “Easy Supply Program” (a new product offering to differentiate the Shippers product in market) and a sales support team to allow salespeople to concentrate solely on BDM appointments.

Shippers increased to 15-20 business development call each week and have subsequently expanded sales force to cope with increased BDM activity. Sales have increased every month since the engagement began.


Shippers Supply is a fifty-six-year-old packaging equipment and supply distributor based in Louisville, KY. We service the states of Kentucky, West Virginia and portions of Indiana and Ohio. We have traditionally sold B2B using commissioned sales representatives responsible for a geographic territory.

In the spring of 2008, the company found itself at an important crossroads. It had just developed and launched an exciting new vendor-management supply program called the Easy Supply Program (ESP).

The clients who had embraced our new ESP loved it. The problem was the uptake of new clients was far too slow.

WE NEEDED A WAY TO SCALE OUR SERVICE OFFERING — FAST!

We knew of Ballistix for several years prior to hiring them. We had attended several of Justin’s presentations and spoken with him personally. We believed that the Ballistix tools would offer us the solution we needed to sell our Easy Supply Program more effectively.

Unfortunately, we also believed that we could implement the Ballistix methodology on our own. As you might expect, not only did we not succeed, we almost convinced everyone we touched that the Ballistix methodology was flawed!

With our faith in the core Ballistix methodology still intact, we decided to reach out to the experts and engage Ballistix in a four-month implementation project.

The strategy implemented by Justin and team was reasonably simple.

We agreed to focus one member of the sales team exclusively on business development calls for our Easy Supply Program and support him with a Sales Coordinator and accompanying management reporting tools.

Katrina Rowe, a Ballistix Reengineering Consultant, was assigned to guide us through the changes. Katrina detailed clearly the implementation changes we needed to make and, just as importantly, the reasons for these changes.

Initially, the biggest hurdle was implementing the technical aspects of the process. The measurement and tracking tools seemed reasonably complex, but with the assistance and guidance of Ballistix, the implementation went more smoothly than even they expected.

THE RESULTS

Our sales environment as it exists today is vastly different than before the arrival of Ballistix.

Within two months of the project completion, our BDM assigned to ESP opportunities was operating at full capacity: four appointments a day, five days a week.

The consistency of this activity has meant that ESP sales are 400% greater than the target we set for Ballistix — and more than 600% greater than the sales level we were achieving prior to the reengineering project.

The impact on salespeople has been dramatic. Our salespeople have more opportunities than ever. They no longer have to try to find opportunities, instead they can just focus on what they do best — sell!

Thanks to our new sales process, we have seen a rapid increase in the number of clients coming on board with ESP, and we are confident that we have the infrastructure in place to sustain this growth.

Just as importantly, we can consistently generate the right amount of opportunities with relative ease. We are even considering adding an additional Business Development Manager and Sales Coordinator.

The future is exciting and we have no hesitation in recommending Ballistix to other companies wanting a boost to their sales infrastructure.

Regards,

JOHN ALLEN
Shippers Supply Company
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TEBA

Steve Psaradellis

Before working with Ballistix, TEBA had a small number of salespeople performing, collectively, very few sales calls.

TEBA implemented the Ballistix approach to sales process with centralized scheduling and a coordinated approach to lead generation and business development. A key change was to give the primary responsibility back to the CEO who performed a number of high-value sales appointments each week originated and managed by a dedicated sales coordinator.

TEBA now uses events and direct mail to generate a decent volume of sales appointments and in spite of the fact that new system requires him to make sales calls, he has more spare capacity than he has ever had.

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Client result snap shots

Ohio hydraulics manufacturer

Stands up inside sales team in 10 weeks and reaches $21.7m in annualized net-new business by month 21.

Annualized Performance (at month 21)

$21,692,328

Annual Run Rate (Net-New Business)

$21,692,328

Contribution Margin

$702,917

Sales Expenditure

8.64

Return on Sales Expenditure

Net-New Business is the value of initial transactions, grossed-up for Lifetime Value (multiplier: 4.5).

Contribution Margin is Revenue, minus Cost of Goods Sold.

Annual Run Rate is Month 21 Revenue (moving average), multiplied by 12.

Processing equipment manufacturer

Triples sales from previous 12 months.

Sales

Sales up from $2.23M to $6.24M from previous year.

Customer Service

Team performance improvements with on-time-case-completion (OTCC).

Up from 50% to >90% .

Net Promoter Score

10% improvement in overall customer satisfaction.

Supplier to food processing

Moves sales inside. Generates $2M in Net-New-Business within first 12 months.

Sales

$2,089,113 Net-New-Business within first 12 months.

$69,637.10* Avg. monthly contribution per inside salesperson.

*Weighted average

Customer Service

Team performance improvements with on-time-case-completion (OTCC).

Up from 50% to 80% OTCC in 3 weeks.

90% daily OTCC achieved within 7 weeks.

Special Initiatives

Client used Sales Process Engineering to launch into a new market in record time.

Distributor

Performs 25,386 selling conversations over 12 months.

Sales

25,386 selling conversations performed by inside sales team over a 12-month period.

$47,229 Avg. contribution per salesperson, per month (Net-New Business).

Promotions

New approach to campaigns resulted in a dramatic increase in the average value of a won opportunity.

From $362.91 to $1,879.68.

Proven campaign results enabled client to leverage better pricing and promotional deals from vendors.

Customer Service

95% on-time-case-completion (OTCC)across multiple locations and time zones within a 6-month period.

Managed SPE written case studies

Results

RESULTS

How businesses have benefited from our service

Typically, the results of organizations that embrace SPE are dramatic.

11X more selling conversations

for your salespeople each week compared to what your competitors are doing.

A dramatic (up to 30X) increase in the number of phone-based activities

by a dedicated inside sales team.

Significant increase in the territory that can be covered

by your sales team without damaging customer service or sales level activity.

Superior customer service quality:

dramatic reductions in quotation and issue lead times and, in technical-sales environments a reduction in opportunity lead times.

An increase in job satisfaction

as all team members work towards one common goal and have clearly defined roles, responsibilities and key performance indicators.

Greater visibility

and control over the sales and customer service.

MSPE Video Interviews

We’ve been applying SPE to hundreds of companies in scores of industries for more than 25 years. The principles that underpin SPE are proven and shown to work time and time again.

Client result snap shots

Ohio hydraulics manufacturer

Stands up inside sales team in 10 weeks and reaches $21.7m in annualized net-new business by month 21.

Annualized Performance (at month 21)

$21,692,328

Annual Run Rate (Net-New Business)

$21,692,328

Contribution Margin

$702,917

Sales Expenditure

8.64

Return on Sales Expenditure

Net-New Business is the value of initial transactions, grossed-up for Lifetime Value (multiplier: 4.5).

Contribution Margin is Revenue, minus Cost of Goods Sold.

Annual Run Rate is Month 21 Revenue (moving average), multiplied by 12.

Processing equipment manufacturer

Triples sales from previous 12 months.

Sales

Sales up from $2.23M to $6.24M from previous year.

Customer Service

Team performance improvements with on-time-case-completion (OTCC).

Up from 50% to >90% .

Net Promoter Score

10% improvement in overall customer satisfaction.

Supplier to food processing

Moves sales inside. Generates $2M in Net-New-Business within first 12 months.

Sales

$2,089,113 Net-New-Business within first 12 months.

$69,637.10* Avg. monthly contribution per inside salesperson.

*Weighted average

Customer Service

Team performance improvements with on-time-case-completion (OTCC).

Up from 50% to 80% OTCC in 3 weeks.

90% daily OTCC achieved within 7 weeks.

Special Initiatives

Client used Sales Process Engineering to launch into a new market in record time.

Distributor

Performs 25,386 selling conversations over 12 months.

Sales

25,386 selling conversations performed by inside sales team over a 12-month period.

$47,229 Avg. contribution per salesperson, per month (Net-New Business).

Promotions

New approach to campaigns resulted in a dramatic increase in the average value of a won opportunity.

From $362.91 to $1,879.68.

Proven campaign results enabled client to leverage better pricing and promotional deals from vendors.

Customer Service

95% on-time-case-completion (OTCC)across multiple locations and time zones within a 6-month period.

Managed SPE written case studies

Justin, thank you for your time on this project. I just wanted to say that I can’t commend you highly enough on the value you have provided to my business.

Within a few hours of commencing this project, I was already getting enormous value. Your clear cut no BS approach to breaking a business down into it’s components and analyzing these for what they are was amazing. I know have a very clear plan that I believe will deliver a greater outcome at a lower cost.


Sincerely,

FRANK STILLONE

The Silent Partner

Within a few hours of commencing this project, I was already getting enormous value. Your clear cut no BS approach to breaking a business down into…

FRANK STILLONE | The Silent Partner

Request Solution Design Workshop Overview

Justin regularly runs Solution Design Workshops in North America, Australia and the United Kingdom. His calendar tends to be heavily booked so it’s wise to plan in advance.

If you complete the form below, we will send you a detailed overview of the Solution Design Workshop, including pricing options. Justin will almost certainly want to speak with you before committing to run a workshop (primarily to confirm there is potential for him to deliver significant value).

This offer for The Machine is only available to organizations with 20 or more employees in the USA, Canada, UK, Australia and New Zealand.