At Sandler, we use a systematic approach to help our clients succeed in their journey alongside us.
100% Management Buy-In & Participation
Activity Tracking & Accountability
We start the process with a 15-20 minute phone conversation to see if it makes sense for us to schedule a face to face meeting. We respect your time and ours.
Every client has different issues and priorities. We need to understand the problems to be addressed, the client’s capability and commitment to eliminate them, industry-specific issues that make these problems unique, and ultimately confirm that both parties believe there may be a fit. This meeting may take as long as 90 minutes. We will go over the time, money, and effort needed to eliminate the problems and we will discuss how your company makes decisions, who is involved, and what your timelines are. Once we have a clear understanding of the issues, the investment, and the decision process, we will discuss how we might work together to address the issues and we will both decide if we get started or not.
Employees, managers, and executives do not respond to training and coaching uniformly. Our benchmarking process determines who can sell, who will sell, who is “trainable”, the potential for improvement/ROI, primary areas of focus, and areas to de-emphasize. In addition to individual reports, the Overview (required for firms with multiple salespeople) identifies company trends and hidden weaknesses and cultures that are undermining key sales initiatives. The benchmarking process does not obligate either party to an on-going training relationship. (This is especially critical for firms that have a small percentage of “trainable” consultants or salespeople.)
Company executives are debriefed on the assessments (and Overview when applicable). Both parties mutually agree if on-going reinforcement makes sense and appropriate training and coaching agendas for participants (i.e. salespeople, sales managers, and prospective hires).
Training or coaching initiatives fail without sincere support from management. Managers must not only participate in specific segments; they must also agree to reinforce the fundamental concepts during their reviews, discussions with consultants, salespeople, and prospective hires.
Changing Habits and thought patterns with prospecting, closing, pricing, and sales management is not a one-time event. While we constantly introduce fresh concepts for salespeople or consultants, fundamental strategies are always reinforced to insure genuine change in technique, activity, and attitudes for selling strategy or tactics.
Goal setting is only as effective as the habits and activities generated to support the committed goals. Tracking specific activities reinforces goal commitments, confirms progress, and establishes benchmarks for future employees.