Clients & Case Studies

The objective of this ongoing programme is far reaching – to create an in-house sales methodology, (the ‘Arval’ way), embed it across all sales channels, engage a highly experienced sales team and ensure the learning has longevity and sustainability beyond the immediate training programme. After an ‘immersion’ process where all the sales teams were met with, interviewed and listened to, a 60 criteria strong framework, BRAVO, was designed – rigorously based on existing best practice. We then designed a 2-day bespoke simulation with the intention of stimulating the delegates and ensuring the best practice was understood and implemented. At the same time, the Sales Managers are following their own learning pathway, the BRAVO coaching programme, to continue the learning improvement and increased performance.

“I have been on many ‘sales training’ courses/events previously and none have kept me engaged for the whole event, and none have provided me with an approach that I have actually wanted to take away and use. The BRAVO approach, coupled with the approach taken by you and the team on the two days totally engaged me and the BRAVO structure has already been put into practice since! I would imagine that many participants that your provide training to give you great feedback, but I have to say for me – a person who normally holds no value in most ‘sales training’, and a person who rarely gives feedback, I was highly impressed.”

Lisa was a manager at the Daily Mail (DMTG) and wanted to increase her personal image and professional confidence. Specifically, she found it hard to get her voice heard at meetings and lacked confidence in delivering high level presentations, usually turning down the requests to speak and describing it as “wanting the ground to swallow me up”. After coaching, where we focused primarily on situational video analysis, Lisa, to her credit, improved in leaps and bounds. Just two months later, she described "relishing the experience" of delivering a large group presentation and after six months Lisa was promoted to Group Property Director. Lisa described personal impact coaching as “life changing… knowing what I do now about the results, had my company not offered to pay for the coaching, I would have paid for it myself”.

Over the last two years, over 50 senior leaders at the Principality Building Society Group (including Nemo and Peter Allen), have embarked on a leadership programme with us. As well as embedding core leadership skills through 360 feedback, workshops and internal projects, the primary intention was to help the team understand, shape and role model positive leadership qualities. This enabled existing and new leaders to 'step up to the mark' and steer the transformation of the business in the coming years.

Although the training is ongoing, we have already conducted a thorough evaluation of the first group's learning with 89% of the delegates providing evidence of a positive transfer of their learning back to the workplace, “It has definitely inspired me to work harder on how we can place the customer/ internal customer at the forefront of our thinking and several work streams are tackling this now”. Additional comments suggested the leadership team found the programme “timely and a relevant reminder of where we should be as a leadership team” and “a springboard for driving the business forwards…I have taken the opportunity to reflect on my leadership practices and to make changes that have already had a positive impact on me and others. I feel privileged to have this opportunity and investment”.

We have been working with RAC Motoring Services in Bristol for over 9 years and were brought into the company to develop a bespoke structured sales methodology, now called 'CLARA'. After a consultancy period, training workshops were rolled out for all agents in the 400 seat contact centre. Subsequently, we have set up their Internal Sales Academy, run train the trainer courses for their internal Training team as well as develop their Performance Coaches and leadership team. Now 8 years old, CLARA is firmly embedded in the sales and service culture, part of the everyday language and recognised in every customer interaction. As the marketplace changes dramatically, in 2012 we continue to work with the Performance Managers and Leadership team to ensure the company stays ahead of the intense competition whilst enhancing the customer experience.

The charity UNICEF started a culture change in 2007 that continues today, and we were asked to work with them to create a 'Centre of Customer Excellence' at their Billericay offices. Charities are in a precarious position when it comes to encouraging donations from supporters, balancing the need for support with the desire to provide the ultimate in customer experience. Our role was to work initially with their managers to observe and understand the current processes, then to help the whole organisation adopt a consistent, customer focussed approach with the charity's supporters through a series of workshops, talks from internal staff, projects across the workplace and leadership coaching. The measured results have been dramatic – with increased supporter donations, improved 'cross-selling' through supporter involvement in more areas, such as campaign involvement, reported positive customer feedback as well as increased UNICEF staff engagement. We have now put UNICEF in touch with our other clients to help them benchmark their successes against the business and charity sectors.