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.
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.
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%
F12’s pipeline has grown to eight times its previous size with 20% of the sales headcount and an increase in pipeline quality
Legion Logistics’ growth had stalled at about $27m in annual revenues. It took just three short months to fix that problem.
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!)
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!
Team Quality Services
TQS team explained how they moved their sales team inside and grew monthly bookings by 24% in 12 months!
Goldratt Consulting UK
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.
Bruce Levitt and Fraser Gibson share insights into their four-year journey (thus far) with SPE and talk about the challenges and the triumphs.
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!
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.
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.
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.)
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%.
AR Cash Flow
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.
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.
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.
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.
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.
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.
Shippers Supply Company
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.
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.
Shippers Supply Company
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.
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)
Annual Run Rate (Net-New Business)
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 up from $2.23M to $6.24M from previous year.
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.
$2,089,113 Net-New-Business within first 12 months.
$69,637.10* Avg. monthly contribution per inside salesperson.
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.
Client used Sales Process Engineering to launch into a new market in record time.
Performs 25,386 selling conversations over 12 months.
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).
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.
95% on-time-case-completion (OTCC)across multiple locations and time zones within a 6-month period.
Managed SPE written case studies
Canada’s largest work glove manufacturer
The company sells specialized work gloves across North America and Europe to companies such as Toyota Manufacturing, US Steel and Alcelormittal…
Largest provider of property maintenance services
Programmed Property Services is the largest provider of Trade services in Australia in New Zealand; it had over 5000 long term maintenance contracts in…
Executive Recruitment firm
Equinox Partners is a small executive recruitment business looking to transition from our small and specialized market base to a more broad-based volume…
Executive career development
EPR is a well-established (1992) company specialising in enabling executives and professionals to achieve exceptional results in their career development. We…
Drake was suffering from two core problems. Firstly, chronic multi-tasking of the sales force which gave the perception of activity, but with no measurable…
For years I have struggled to create a predictable new business system for our company.
We’ve tried trade shows, cold calling and content marketing at scale. Any successes with these were rarely repeatable and never scaled above ‘relationships’. Then I read The Machine. This application of Theory of Constraints to business-to-business sales, and having Justin Roff-Marsh come consult with my team, have been eye opening.
From starting his program in February, in less than ninety days, we have 14 requests for meetings from prospects and our first proposal is going out this week.
CEO | Response Mine Health
We’ve tried trade shows, cold calling and content marketing at scale. Any successes with these were rarely repeatable and never scaled above ‘relationships’. Then I read The Machine…
Headquartered in Sydney, Adaptra was founded in 1995 to provide project management services to the insurance sector.
Since our inception over a decade ago, Adaptra has expanded across a multitude of industries, helping them to streamline processes, and gain control over discretionary spend by ensuring organisational resources are effectively utilised to achieve desired business outcomes.
Adaptra’s suite of services includes Project services; Project management office (PMO) services; Application and IT services; and Business process management services.
We came across Ballistix via interest in their Sales Process Whitepaper. I was contacted by their Sales Coordinator and agreed to a Best Practice Briefing.
Given that discussion I was prepared to expand the discussion to a couple of other stakeholders which gave me enough ideas and awareness to organize a half day review with senior management. We then engaged Ballistix to run a one-day workshop with a combined sales and consultancy team to develop a feasibility plan. The findings were then presented to the senior management and eventually we agreed to proceed with a three-month engagement to implement new sales processes.
Over the duration of the project Ballistix helped us to:
Recruit and train a Sales Coordinator
Map out a consultative sales process and the associated management procedures,
Map out the pre-requisite activities that needed to be concluded in order to establish an efficient sales process
Decide on an adequate CRM, configuration and integrated the Ballistix MIS reporting system
Develop several approach letters and seminar invitations
Teach us how to interpret the MIS reporting system and how to use the report to run sales meetings
We are still at the very beginning of implementing the new sales process and the new sales promotion techniques are yet to generate the Best Practice Briefing opportunities required to keep our BDM busy.
The approach however has been useful in the following ways:
We have established a standard consultative selling process which is understood by the team.
All opportunities are being tracked against the standard process and we are starting to gain statistical information which will help plan promotional activities.
Advice given has helped us to save money on hiring a second BDM (i.e. you don’t need a second BDM until the first one is busy!)
We now have a trained Sales coordinator who is managing the process.
We have a CRM with an integrated MIS reporting system that helps track our BDM and process efficiency as well as detail tracking of all opportunities.
We have promotional ‘approach letters’ in place for all areas of our business.
We have a clear focus on getting our BDM busy with appointments ASAP.
THE EXPERIENCE IN DEALING WITH BALLISTIX
The project outcome based approach to the engagement was a little unusual at first, however we have found the focus on outcomes have meant a ‘whatever it takes’ approach to cover off each item.
All of the Ballistix people have been positive and generous with their time and have been prepared to offer advice and guidance beyond the specified area. We especially appreciated the challenging way the Ballistix people took to some of our old mindset ideas, delivered in the Best Practice Briefings, workshops and account reviews.
General Manager, Sales & Marketing
Adaptra Project Management Services
TouchPoint Business Process Services
Since our inception over a decade ago, Adaptra has expanded across a multitude of industries, helping them to streamline processes, and gain control over discretionary spend by…
ATS Arrow is a Registered Training Organisation. We deliver government-funded training to clients’ employees in a large variety of blue chip companies.
We approached Ballistix for assistance with our sales process. With operations over three mainland states and a highly competitive industry, we wanted a more measured way to manage our sales process.
Ballistix soon helped us to recognise that the solution required was more complex than just adding a new sales coordinator. To remain ahead of the game we needed:
A formal approach to sales management;
A new product development process that enabled us to systematically design and deliver new, innovative training courses and;
a more efficient way of scheduling our trainers’ valuable time.
As typical to all Ballistix projects, we added a centralised sales coordinator to coordinate all sales opportunities within Victoria and South Australia and a management information system to maintain this process.
We also changed our sales process to a more consultative process, where our sales consultants completed a training audit with prospects to identify key training gaps as well as opportunities for government-funded training.
Other changes included:
The creation of a whitepaper
An excel-based eligibility calculator for the various government-funded training initiatives
A report template that automated the creation of client audit outcomes
NEW PRODUCT DEVELOPMENT
The development of new courses is important for our organisation. But like most organisations
caught in the daily demands of operations, we hadn’t always given the development of new courses
the attention it deserved.
Ballistix’s solution was to assign a NPD Coordinator whose responsibilities were to:
ensure that existing courses were current and compliant;
maintain a pipeline of new courses (for new and existing markets) and;
provide assistance with tenders.
Thanks to this new process it is no longer possible to neglect new product development in favour of more operational tasks — our NPD Coordinator won’t allow it! This has enabled us to take new training products to the market much faster and with a lot less last minute stress.
The last piece of the puzzle was the formalisation of production scheduling.
For us production is our trainers’ time. The more time they can spend out in the field training, the better the outcome for ATS Arrow.
Trainers’ diaries were put under the stewardship of customer support whose responsibility
was to schedule training according to the greatest contribution on each trainer’s finite capacity.
To aid this goal, a formal scheduling tool was built that allowed the utilisation of each trainer to be tracked, taking into account the type of training and travel time required from appointment to appointment.
The benefits were immediate. Trainer productivity increased without an undue increase in the total number of hours worked.
Although it will take us much more time than expected to really see the benefit of these new systems — particularly in sales— we are seeing positive signs.
We now have a much more measurable and considered way to approach things. We can effective measure what is working, what isn’t, and why!
Throughout, we have been impressed with Ballistix’s unwavering commitment. We found them supportive and genuinely interested in the success of our business.
What caught us by surprise most was the serious and unwavering commitment required by our entire management team to make it all work. Anything less and you risk losing the truly remarkable steps forwards this process can offer you.
We approached Ballistix for assistance with our sales process. With operations over three mainland states and a highly competitive industry, we wanted a more…
Without hesitation, I would recommend Ballistix to any business, small or large, who wants to increase sales and systemise workflow.
Despite the geographical barrier – (Ballistix are in Queensland and we are in Perth), Ballistix held our hand through every stage and have made what at the beginning seemed impossible, achievable.
We are a small bookkeeping and accounting practice used to time billing.
We have moved to project based fees under the guidance of Ballistix. Our existing client base embraced the new billing system which allows them to manage their cash flow.Our clients can liaise with us when required without the fear of additional fees and I would add that our clients don’t abuse this – they are as busy as we are and only contact us when the need arises. Systems were then tailored specific to our organisation to manage the workflow freeing up the capacity to embark on a marketing campaign (designed by Ballistix) and the ability to take on new clients.
I can’t speak highly enough of them and consider the money we spent with them to be the best investment I have made.
CEO | Bas-Sol
Despite the geographical barrier – (Ballistix are in Queensland and we are in Perth), Ballistix held our hand through every stage and have made what at the…
Our dealings with the team at Ballistix was very good. We found all staff most helpful and very responsive to our needs.
Please find detailed below some specific points about the nature of our business, as well as an outline of the scope of work you conducted on our behalf and the experience we had dealing with you and the team at Ballistix.
CASF’s core business is the distribution of DuPont in Australia. As the distributor of Corian, we add value by eliminating friction between DuPont and the end users of Corian. Essentially we are responsible for generating demand for the product amongst end users, then ensuring we have timely and adequate supply to meet that demand.
Our initial project with Ballistix was to ensure we had a sales process that was scalable once implemented. The re-engineering project sonsisted of
- Designing the optimal sales process
- Developing management infrastructure to report and measure sales performance
- A structured and manageable promotional strategy
- A structured opportunity management process
- A structured communications program
- Recruit and train sales support personnel
- Project reviews
The results of the project were such that we identified our current constraint was not in fact in our sales process, but in supply (our fabricator network). We have been able to shift our focus to develop a plan to fix this constraint, and begin to move the constraint to our sales process.
Our dealings with the team at Ballistix was very good. We found all staff most helpful and very responsive to our needs. The focus of all concerned was directed to ensuring we achieved the necessary goals within the timeline outline in the project plan.
Please find detailed below some specific points about the nature of our business, as well as an outline of the scope of work you conducted on our behalf and the…
The day Ballistix Managing Director Justin Roff Marsh walked into the offices of Drake International, he could see immediately that its sales force was operating at below optimum.
In reality, Drake was suffering from two core problems.
Firstly, chronic multi-tasking of the sales force which gave the perception of activity, but with no measurable increase in new business.
Secondly, Drake lacked the ability to communicate with potential clients at an executive level. This was a result of Drakes’ loss of reputation as leaders in recruitment. As a consequence of this market perception, Drake was stuck pitching to middle and lower management clients almost exclusively.
Rick Whitman is one of two Drake project managers who worked closely with Ballistix to apply a two-pronged solution to the problem. Over a nine month period Ballistix worked with Drake to restructure the sales process and develop new practices and a new methodology for the sales team.
“We implemented the Ballistix sales process for our internal sales team to increase the return on our large investment in sales people and gain greater control of their activities”, says Rick.
“The first phase was to re-assign administrative and lower-leverage jobs to the sales coordinators”, he adds. “This meant employing a team of eight sales coordinators who were responsible for setting 240 sales appointments a week”.
According to Rick, the key issues revolved around changing the attitude and behaviours of the sales team – they had to learn to release non-core sales activities to the sales coordinators.
“A good example of this is appointment making and post-call follow up – freeing the sales team by handing over their diary management allowed them to focus on selling and freed their time for face to face contact with clients”.
In fact, the Ballistix model advocates a ‘five appointments a day, five days a week’ salesperson productivity level, achieved by giving the responsibility for diary management and administration tasks to a sales coordinator.
“Any resistance soon dissipated when sales people saw twenty new appointments a week in their diaries with no cold-calling involved – they were able to use the Ballistix sales process to generate new business from these leads, which is what having face to face time creates”, he says.
Ballistix also built specific management information software for Drake that provided key information and statistics about the effectiveness of campaigns and the productivity of the sales team.
The Ballistix team worked closely with Drake management, challenging them to identify their core business offering and subsequent ‘manifesto’. This resulted in the development of the Drake Workforce Optimisation approach, a methodology that encompassed the essence of Drake’s product offering.
This was incorporated into the process and promoted via seminars, as Rick Whitman explains;
“At the same time we implemented the new sales process, we also launched an events program based around the Drake Workforce Optimisation approach. We invited C-level executives to attend breakfast seminars which we hosted and used as a unique selling platform, generating leads for our sales coordinators to follow”.
This program re-positioned Drake and gave relevance back to the business at an executive level.
“This allowed us to engage with senior level management and position ourselves as credible leaders in our field, who were capable of servicing high end markets, a position we had lost in previous years. The value of this market perception is immeasurable”, says Rick.
“By re-positioning ourselves as executive leaders we have increased our actual revenues by taking on higher paid commissions. We were also able to shine a light on our existing sales team – by taking back control of the sales process and using organised systems to measure the actual productivity of our team, we were able to address issues as they came up. It made communication straightforward and really boosted morale”, he adds.
“Average sales went from eight to nineteen a week within a few months – we are achieving high sales revenues and activities and importantly, high individual productivity from our sales team”.
According to Justin Roff-Marsh, it’s important to recognise and work with individual strengths. “Ballistix software allows management to see better than ever which sales people are good at selling new business and which are better as servicing existing accounts”, he says.
The Ballistix project has not only given Drake a new, more robust sales process but a process for consistently generating leads to funnel into the sales process with a seminar based marketing program.
This ‘buffer’ of leads is fundamental to the Ballistix sales process model as it provides a qualified ‘list’ of prospects to be scheduled into the salespeople’s diaries.
Based on his experience with the project, Rick feels that any business that has a team involved in business to business selling would benefit from adapting the Ballistix approach.
“In fact”, he adds, “it’s hard to think of a business that wouldn’t benefit”.
In reality, Drake was suffering from two core problems….
After the lunch with Justin, I walked away thinking “you know what…that guy’s onto something!”
We re-examined our priorities and started to take steps towards freeing our sales people to do what they do best, sell…and got instant results!
Our business became busier because our salesperson was seeing more people! We were doing more proposals and finally, the company was managing the relationship with the customer – not the salesperson.
Orders are now increasing and we have a focus – each day each of us understands what we’re doing and there’s no time wasted talking through process over and over again. We now get proposals out in a day not a week and we control margins and effort not the salesperson. We are tackling more complex tasks that they never would have gotten to before and it’s paying off in stock movement.
Thanks Justin for your insights and I will keep in touch!
J.D. (JOE) TRIMBOLI
General Manager – Asia-Pacific
ecoBright® energy solutions Limited
We re-examined our priorities and started to take steps towards freeing our sales people to do what they do best, sell…
I have no hesitation in recommending Ballistix’ services and would be happy to discuss our experience with interested parties.
EPR is a well-established (1992) company specialising in enabling executives and professionals to achieve exceptional results in their career development.
We pioneered this field in Australian and are the leaders in it, with offices in Melbourne and Sydney and Associates in all major cities in Australia and New Zealand.
When we engaged Ballistix at assist us in 2005, we had been experiencing a decline in enquiries over time, due in part to increased competition and more particularly to the buoyant job market for executives and professionals in recent years.
Ballistix helped us to redevelop our sales process from one commencing with the offer of a free consultation to one commencing with the offer of a free booklet. Some of the major aspects of the project were:
- Redesign of our advertisements
- Development of the booklet to be offered
- Development of a sales coordination process and training on the initial sales coordinators
- Assistance with implementing a seminar-based approach for those prospective clients who would not accept an invitation to a free consultation.
Ballistix also assisted us in developing a new channel to market by making us aware of an opportunity to sponsor a booklet for professionals, with leads passed on as a results.
Once the initial work had been completed and the booklet could be offered, responses increased dramatically. Initially, we experienced an increase in enquiries of around 150%. While expenses increased and the conversion rate from enquiry to initial consultation was lower than formerly, the exercise produced a significant improvement in overall results.
Results have tapered over time, due in part to a continued tightening of the overall employment market, and, we believe, to a need at this point to refresh the appeal of our offer. We are currently making adjustments and are confident that results can again be improved.
In our journey over the past several years, Ballistix has been an important partner. We have found them professional, supportive, genuinely interested in their clients and willing to ‘go the extra mile’. A consulting firm always has the opportunity to learn with its clients, and we see Ballistix as a firm that is continually learning and committed to passing the results of that learning. We have since used their services to redevelop our website and expect to continue to work with them well into the future.
I have no hesitation in recommending Ballistix’ services and would be happy to discuss our experience with interested parties.
EPR is a well-established (1992) company specialising in enabling executives and professionals to achieve exceptional results in their…
We have found Ballistix a pleasure to work with and the results they have brought our business speak for themselves.
Equinox Partners is a small executive recruitment business looking to transition from our small and specialized market base to a more broad based volume business model. Key to the strategy is to move from being account management focused to becoming a sales driven business.
The changes that we had in mind were a radical departure from what we had traditionally done and meant that the way we looking at marketing and selling our products and services had to change.
We engaged Ballistix initially to conduct a feasibility study from which we hoped to get an idea as to hope we might be able to improve the products that we were offering the market as well as the way we went about selling the product. Justin Roff-Marsh met with us for two days, and by listening to our ideas and thoughts as well as providing his own insight and experience, was able to devise a pathway forward for Equinox.
Together we engineered a Sales and Delivery process that was to be used to underpin our business. As well as the process, we put together strategies to increase our chances of getting new business and more importantly keeping it.
At that point we had the clear choice to go it alone or alternatively hire Ballistix to build on what we had devised and implement the project.
For a small business like Equinox, to implement this type of project involves a significant leap of faith as the costs are not insignificant. We decided that the Ballistix expertise was too valuable to miss out on and took steps to engage them on our implementation. This is a decision for which we have no regrets.
Rebecca Stokes was appointed our consultant and she quick built a working relationship
with both management and our new sales coordinator. Her professional approach and calm style worked well with our team and before long we had the frame work of the project working within our business. Though we took on a limited project, nothing was ever too much trouble and we certainly felt that all was done to ensure our projects success.
And it had undoubtedly been a success. In the 3 months since we implemented the project, we have visited over 100 new prospective customers and about 10% of those have trialed our service with another 20% making some level of commitment to trialing in the future. To put this into perspective, this has all been done with just one Sales Rep and one Sales Coordinator. In the previous 12 months we would not have visited 10 new prospects. We feel confident going forward that our sales will grow to reflect our sales efforts and the sales model in place means that all sales efforts are forward looking and productive.
We have found Ballistix a pleasure to work with and the results they have brought our business speak for themselves.
Level 7, 51 Queen Street
MELBOURNE VIC AUSTRALIA
Equinox Partners is a small executive recruitment business looking to transition from our small and specialized market base to a more broad based volume business…
Our experience with Ballistix was absolutely great.
Hi-Heat Industries, Inc. is a small custom manufacturer of heating elements; we sell primarily to the original equipment manufacturers (OEM). We contracted with Ballistix to reengineer our sales process. A major result of the reengineering was separating the design from the sales position.
Since the inception of Hi-Heat 27 years ago, sales and design were inextricably intertwined. We also created the sales coordinator’s responsibilities, making her responsible for the on-going sales contact program and reports. Ballistix customized the Business Contact Manager program and reports.
Our experience with Ballistix was absolutely great. Justin Roff-Marsh exhibited a quality we would see repeatedly in Ballistix, accommodating to our specific situation. We don’t sell through face to face sales calls. Justin adapted the sales process to fit our model. Instead of trying to convince us to change, he adapted his proposal to us. We saw this flexibility repeatedly in all our contacts with Ballistix.
The very nature of a consulting contract has the possibility of creating resistance and divisiveness, since a natural reaction to change is no. However, we were fortunate; Katrina Rowe came to work with us. She helped us embrace change instead of being resistant to it. She did this by winning our respect; she is very knowledgeable, experienced and intelligent. By being disarmingly humorous and charming; she was able to break through our resistance and help us achieve our goals.
Our results are what we anticipated: sales measurements were created, software was developed to track the measurements, sample pack and instructions were created, advertising campaign’s tracking and new product development tracking were developed.
Again, we enjoyed working with Ballistix and believe that we got a great ROI.
SUSAN KNEDLER GENERAL MANAGER
Hi-Heat Industries, Inc. is a small custom manufacturer of heating elements; we sell primarily to the original equipment manufacturers (OEM). We contracted with…