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Technical Staff Push Comfort Zone to Include Sales

Many technical consultants and engineers are more comfortable dealing with numbers, processes and problem solving than the less structured, unpredictable environment of sales and marketing. Consulting organizations recognize this dilemma as: "How can I make a sale and still help my client solve their business problems?"

Chicago Manufacturing Center took the view that, with the right skills and tools, its technical staff was uniquely positioned to market, sell and implement its consulting services.

Seeking Dramatic Change

In mid-2002, Chicago Manufacturing Center was at a crossroads. Coming out of an economic downturn, the business advisory group wasn't growing and, despite organized marketing efforts, sales were flat. The culprit: No one was assigned responsibility for formal sales calls. Because the group participated in a government initiative to improve the manufacturing sector, funding depended on the number of clients being served and bottom-line results delivered to those clients.

Chicago Manufacturing Center is a public-private partnership dedicated to improving the competitiveness of small and mid-sized manufacturers and related technology-based companies by delivering high-value, high-impact improvement projects using a strategic business approach. As a participant in a government-funded initiative to improve the country's manufacturing sector, the organization's mission is focused on expanding its customer base and delivering innovative solutions with measurable economic impact.

Recognizing that an infusion of new clients was needed, Demetria Glannisis, president and chief executive officer, determined that the company had to change the way it approached the market.

Because Chicago Manufacturing Center had first-hand experience with the Counselor Salesperson approach, the organization knew what it wanted. As a result, their search focused on finding the perfect partner. After interviewing several potential training partners, the company selected Strategic Enhancement Group in the fall of 2002.

After several weeks of discussions and review of Chicago Manufacturing Center's challenges, Strategic Enhancement Group agreed that the Counselor Salesperson was an excellent fit because of its intensive Discovery process and focus on building trust and problem solving.

Relationship Building Paramount

"The Counselor Salesperson approach is ideally suited to our situation. It provides our business advisors and manufacturing specialists with a process for learning about the needs and issues our clients face. It keeps them focused on gathering the right information so they can identify the client's real needs and not make assumptions or immediately to propose a solution," explained Helen Gagel, vice president of external relations for the Chicago Manufacturing Center.

She added that Chicago Manufacturing Center's mission is to help small manufacturers improve their internal processes. "We're not selling a specific product; we're selling expertise and knowledge of the manufacturing process."

Gagel noted that the Counselor Salesperson process "validates your instincts that the client, not the solution, must be at the center of the process. At first some staff members thought they couldn't sell. Now they know that they can…we're not asking them to make cold calls, we're asking them to gather information, analyze and question…things they're already doing very well in the course of their project work. The Counselor Salesperson framework helps them add this new dimension."

She also appreciates the common language and common viewpoint that comes along with the Counselor Salesperson. Both can be found at all levels of the organization and in all marketing materials, client documents and presentations.

According to Gagel, the focus on building relationships is particularly important because the initial sale is just the first part of a long-term relationship. Chicago Manufacturing Center's Consultants are expected to identify the solution as well as fulfill it.

"Obviously, the more information you have at the beginning of that process, the more effective the partnership will be," said Gagel.

Finding the Perfect Partner

"We quickly learned that the Strategic Enhancement Group really practices what they preach," she said. "They spent a great deal of time learning about our organization and our goals and identifying the best option for our situation. They learned about us, listened carefully, asked more questions."

Gagel added, "Strategic Enhancement Group is much more than a vendor; they've become a valued partner. Our goals have become their goals."

Strategic Enhancement Group carefully selected a facilitator who fit with the company's culture and brought extensive sales management expertise to help with the implementation of a sales process. With nearly 35 years of sales and sales management experience, Ron Schild was a perfect match.

"Ron has gotten to know us so well; we have tremendous confidence in him. He's personally invested in our success and believes in our organization and our mission. A lot of companies say that but few are as genuine in their commitment," said Gagel. "Strategic Enhancement Group spent a lot of time choosing the right person to work with us, and then gave him the freedom to work with us in a way that suited our unique situation."

Training and Beyond

In late 2002, Schild trained 17 Chicago Manufacturing Center staff members, including five senior managers, in the Counselor Salesperson process. This buy-in at the most senior level was crucial to changing the organization's culture, said Schild.

"Demetria set the tone. By personally participating in the training, she let everyone know she was serious. Changes were coming and everyone was expected to get on board," said Schild.

Over the next two years, Strategic Enhancement Group played a key role in accomplishing that change, taking on various roles such as training, strategic planning and sales coaching.

For example, once the initial training was completed, Schild presented a series of review sessions to reinforce key Counselor Salesperson concepts. In addition, while the company built a sales organization to support its new sales culture, Schild provided one-on-one field sales coaching. This coaching included helping consultants plan their sales calls, research prospects, practice their skills to empathize with a client's issues and gather essential information through the Discovery process. After the call, he offered feedback and highlighted opportunities to improve specific skills

Schild also helped Chicago Manufacturing Center to develop a formal strategic plan. "Many organizations shy away from formal strategic planning because they see it as an expensive exercise that usually results in a massive document that is never looked at again. We selected a few core initiatives that were crucial to Chicago Manufacturing Center's success and developed an implementation plan. Simple was definitely better."

According to Gagel, Chicago Manufacturing Center's new culture reflects the principles that make the Counselor Salesperson so effective. "We're seeing more interaction, more information sharing, and a greater emphasis on the client. Our staff is better equipped to make the initial sale and build long-term relationships that lead to future opportunities. Everyone we hire has to be proficient in Counselor Salesperson skills."

"The change in culture can be seen in the sales pipeline. It indicates a bright future ahead of us," said Gagel. "We're confident that our customer base and sales revenue will grow and we will have a positive impact on our clients' business."

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