Improved Recruiting,
Improved Sales
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 Problem
An IT infrastructure security company
had strongholds in two major cities.
Prior attempts to expand nationally
met dismal results; few of the
salespeople they hired were able
to achieve their quotas.
Solution
Quota, Inc. was engaged to recruit seven technology sales professionals. A thorough evaluation of the positions revealed the need for important qualifications that had not been previously considered.
Results
Within five months, the Quota, Inc. helped the company hire seven new people. By year-end, every new sales team member was ahead of their assigned quota, except for one; he sold double his quota!
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Sales Team Restructuring
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Problem
A software company was repositioning their product from a point solution to an enterprise wide suite of software solutions. Existing team members were not qualified to sell to C Level execs and committees; their expertise was direct selling to departmental directors.
Solution
Quota, Inc. was retained to recruit a team of technology sales professionals who could sell enterprise wide software solutions in a company with no track record of this type of sale.
Results
Within 12 months the new team was in place and the average sale had increased from $50,000 to $125,000. Within 18 months, two deals closed at over $450,000 and one deal closed at over $750,000.
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Rapid Recruiting
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Problem
An international company needed to launch their wireless technology solutions in the United States. No sales team existed. Time was of the essence.
Solution
Quota, Inc. was retained to rapidly recruit 25 national sales team members, including regional vice presidents, senior sales managers, regional sales managers, systems engineers (pre/post sales) and sales representatives.
Results
The new sales team was hired in 12 weeks!
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Breaking the Barrier
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Problem
A technology company had grown to $15 million in annual revenues and stalled. It could not break through and achieve its next goal of $50 million in revenues.
Solution
Quota, Inc. partnered with senior management. Together we:
- refined the definition of a top tier prospect
- adjusted compensation
- revamped lead generation initiatives
- streamlined the selling process via web tools and inside sales
- revised product positioning and sales demonstrations
- identified the profile of a top performer recruited new team members
Result
Annual revenue increased from $15 million to $22 million to $36 million to $60 million in 3 years.
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Building Scalable Sales
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Problem
A technology company, that had proven its ability to acquire profitable customers, received venture capital earmarked to ramp up sales and marketing. The goal was to scale the company by leveraging its existing track record.
Solution
Quota, Inc. was retained to identify, enhance and document the process of selling. A 'guide to sales' was published in an online knowledgebase. A nationwide team of sales professionals was recruited. This newly hired sales team was able to use the guide as a simple roadmap for following a scalable process of selling.
Result
Sales increased quarter after quarter and the company dramatically surpassed its three-year revenue goals. Investors and shareholders made outrageous sums of money.
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Creating Motivating Incentives
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Problem
A technology company was continually hearing "grumblings" from the sales team - "I don't get paid to sell what you are asking me to sell..." "The compensation plan is too confusing..." "Our quotas are impossible to attain..." Plus, team members were often sandbagging deals. It became difficult to attract top sales candidates.
Solution
Quota, Inc. performed an analysis of the business objectives, the pricing and profit margins on the various technologies sold by the company, and the technology's competitive positioning. A compensation plan was developed that included a base salary plus, tiered commission and quarterly incentive bonuses. The plan role out was designed to create enthusiasm amongst the sales team members.
Result
Sales increased within the first quarter of the new compensation plan being implemented, profit margins rose and attracting new sales professionals became easier.
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Developing a New Sales Force
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Problem
A technology company closed two disparate call centers and opened one new one in a different geography. They had a 50 seat outbound center and needed to ramp up rapidly. Their internal resources were already stretched thin and outsourcing was not an option.
Solution
Quota, Inc. was retained to provide two senior sales executives on an interim basis. They were charged with partnering with the Human Resources team to recruit over 70 tele-sales professionals, develop and deliver new hire training and manage performance to achieve measurable goals.
Result
Within five months the call centers were fully staffed and overachieving sales goals. The original goal was to achieve appropriate levels of sales performance in six months! Within a year, the team was handed over to new mid level, lower cost managers as senior executive leadership was no longer required. The team continued to outperform similar call centers nationwide.
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Redefined Prospects
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Problem
A technology company revamped its software to a suite of tools instead of a point solution. Selling a suite promised larger revenue per sale, but the sales process had to change. Now C-level executives and committees were involved in the purchase instead of just director-level buyers.
Solution
Quota, Inc. was retained to develop a custom sales training and reinforcement program. The content included identifying top tier prospects, connecting with C-level executives, competitive positioning, creating urgency in the sales cycle and presenting an ROI. The five-month program included a series of instructor led training sessions, tele-conferences for reinforcing the program and publishing instructional and motivational memos.
Result
The average sale increased from $50k to $150k, and two sales for over $500k were closed in the fourth quarter of the year the program was implemented. New salespeople were added to the team and sales increased over 40% to $14 million the next year!
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Improving Morale
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Problem
Morale was dismal amongst the sales team at a technology company. A revolving door syndrome was developing. Sales were declining.
Solution
Quota, Inc. was retained to assess the situation. A combination of inappropriate incentive strategies, management by humiliation and lack of any career path was uncovered. Quota, Inc. implemented a management development program, coached managers through revising their management style and through developing new incentive and recognition programs. Senior management was counseled on creating career paths.
Result
Employee satisfaction surveys indicated a total turnaround within four months; morale ranking increased to 9 on a scale of 1 to 10 scale (up from a ranking of 2). Sales increased over 20% per quarter for the following three quarters.
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Developing Managers
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Problem
A newly promoted vice president of sales was showing signs of being in over her head. Her responsibilities were critical and time sensitive. The board and VC team were questioning their promotion decision.
Solution
Quota, Inc. was retained to provide executive coaching.
Result
Within a week, management saw noticeable improvements. Over the next quarter, the vice president's board presentations were deemed excellent, team morale was visibly changed, sales increased and the vice president was delighted with her personal development from the coaching.
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