Leaderflush Shapland: UK manufacturer of bespoke timber doorsets.
To remove the historical problem of monthly sales volatility by sustainably growing the top line to improve manufacturing productivity and business profitability in preparation for the trade sales of the company.
Implement industry best practice sales management leadership methodologies across all areas of the sales cycle to maximise both sales revenue and gross margin in the specification and contractor channels.
- Sustainable incremental revenue growth from £32m to £50m in a 5 year period
- Secured multi million contracts with the option to “manufacture ahead”
- Negotiated 5 year strategic trading agreements with key customers
- Gross margin improved in both value and % achieved
- Business was successfully sold to a FTSE 250 company in 2005.
Quantum were brought into the business at Board level to help facilitate the step change in sales performance required by the Board and venture capitalist under its 5 year exit strategy. The business had grown to £32m but had then flat lined and was plagued with volatile order intake and order book slippage negatively impacting its manufacturing productivity and profitability.
Working hand in glove with the senior management team we systematically reviewed all aspects of the selling cycle against industry best practice to identify performance gaps and implement key initiatives to drive improvement including:
- Field based audit using real time client visits to objectively review and appraise individual performance
- Motivational implementation of sales management practices and methodologies to improve sales productivity leading to a culture change within the sales operation
- Weekly/monthly sales activity planning linked to delivering the sales objectives and maximising bonus potential
- Built sales propositions to differentiate the product and service value offer from the competition and defend against price pressure
- Implemented added value selling methodologies and tools into the day to day operation
- Established key account development plans to nurture and maximise sales from strategic customers.
Whilst initially there was the usual individual fear of critique disguised as resistance to change, this whole success story was implemented with a remarkably low turnover of personnel thanks to both Board support at all key stages and Quantum’s motivational style of engagement. The transition from a business plagued by sales volatility to one of sustained profitable growth reflected a job well done.