Small privately held technology company struggling with
their sales which had not increased over the last several years.
The CEO and other senior staff members were convinced that the
company needed to beef up their sales staff to help bring in more
Recognizing there were other issues preventing healthy sales
revenues, the CEO needed to convince his VP of Sales and other
senior staff members that hiring more staff including a
telemarketer may not necessarily be the answer to lagging sales.
People Resource Strategies
started evaluating the
sales department, we realized that the VP of sales may be part of
the problem since technology sales was a new arena for him.
In his previous position he had been involved in consumer sales
from a storefront. He did not have clear and precise sales
plans in place for his sales staff and struggled with the process
of B-2-B sales involving large capital and long selling cycles.
The VP had also hired staff not fully qualified for technology
sales although they were at the top in their respective
industries. The CEO realized that he needed to make some
drastic changes in the department before looking at expanding the
sales staff. At this point, the department was losing money
and sales revenues were much lower than sales salaries for nearly
The CEO had two options at that point: either change his VP of
sales and some of the sales staff; or develop a strong
performance plan for the department. Our recommendation
was that the company provide the sales staff with the
opportunity to perform once they were made fully aware of the
company's expectations of them. We also recommended the company
put an assessment and coaching plan in place to help identify
and develop the skill sets necessary to succeed. People Resource Strategies
started the process by doing a traits/skills assessment of the
sales staff which helped identify the specific development areas
for each of the staff member. We provided coaching to
these individual and were able to help them become successful in
their sales role. PRS also identified 2
individuals who were a bad fit for their intended role and they
left the company. The VP of Sales, eventually left the
company approximately nine-months later saying he
didn't feel he was going to be a good fit for the sales
organization going forward.
Due to the success of the assessment tool PRS
brought to the company and the coaching that followed, we were
asked to bring the same services to the executive team. This
exercise with the executive team resulted in better strategic
planning and follow-through of the organizational and department
goal by helping each executive staff develop better interpersonal
skills and more effective collaboration processes.
RETURN TO OVERVIEW