THE SITUATION The CEO of a small telephone-systems company was looking for a way to stand out in a sea of competitors in a market that was going flat.  ANALYSIS We took a close look at the company’s strengths, its ideal client profile, and its sales reps’ ability to position and sell at an executive level. What we discovered was that they had a unique advantage over their competitors in the region as well as a very clear concept of their ideal client profile. We were unsure if their reps could sell at an executive level, but they were hungry

THE SITUATION We were referred to a division Vice President for a large communications company. The division had missed its quota for the last eight quarters and was under pressure to turn things around. ANALYSIS We took a close look at the sales organization. We thoroughly studied the sales people, sales management, sales process, pipeline and key deals. It was clear that the sales manager was overwhelmed and unable to give the sales team what they needed to produce more results. The sales manager was well respected, had tremendous skills/knowledge, and was seen as a strong asset because he was

THE SITUATION A medium-sized employee drug-screening company was competing in an industry where a major industry roll-up was occurring. The company’s two biggest competitors had recently received VC money and were on a buying spree. The company was not interested in selling at that point and was wondering how it was going to compete successfully under the new circumstances. ANALYSIS Industry roll-ups have always had a land-grab feel to them. Clearly, the goal is to be number one and to increase corporate value and multiple. However, problems with operations and key personnel typically arise whenever there is a merger or

THE SITUATION A medical-equipment company with a good product was thriving in a growing market after years of increasing demand. The company was number one in the market, but its service revenues were down because its reps were selling only the equipment and initial training. Their service revenues were the most profitable aspect of the business and they couldn’t afford to let the trend continue. The problem was compounded by a third-party service company that was making a play for their customer base. ANALYSIS The company had provided additional training to educate its reps on why selling service was so