Results

This interview is a detailed account of how we helped Sayfa to fortify their their systems so that they could continue to grow.

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.

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!

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

This interview is another example of an organization that’s generated significant growth (doubled sales in less than three years!) with Sales Process Engineering.

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%.

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.

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
  
  

THE RESULTS

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.

Regards,

DAVID PHILLIPS

General Manager, Sales & Marketing
Adaptra Project Management Services
TouchPoint Business Process Services
Website: www.adaptra.com.au