Since its inception more than 20 years ago, big River Telephone Company has executed several strategic aquisitions to become one of the largest locally owned carriers in the Midwest.  Rapid expansion benefited the company financially, but operationally it presented a fair share of obstacles.

From Sage Saleslogix

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The Dynamic - You’re an organization that has been in business for 7 years, are profitable, and currently have about 300 employees. The business is being managed well, and the system of operations is functioning at a high level. Then, the perfect storm hits, and you have a “be careful what you wish for moment.”

A Lee & Pierson Associates Case Study

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When a small, but fast growing technology company’s plans are to become the largest provider of local search engine adverting in the world, equipping hundreds of new hire sales consultants, managers and support personnel in 24 months was no easy task.

A ReachLocal Case Study

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A leading telecommunications company with 2,500 salespeople surveyed their sales force and verified they had an issue with poor sales morale. Interestingly, salespeople rated their sales managers very high on "cares about my success", but rated sales managers lowest on "provides the coaching I need to be successful." This lack of coaching was a significant cause of poor sales morale, turnover and productivity decline. So, our client's VP of Sales recognized the need to install a culture of coaching, and refocus sales managers on people development.

A TopLine Leadership Case Study

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Here’s how learning used to happen at Ascension Health, the nation’s largest nonprofit health system: Three to five weeks before a process’ launch, training staff members would jet around the country, visiting every facility.

At each location, they’d get everybody (ranging from three to 500 people) in an assembly room and demonstrate the new process on a stage for a couple of hours. A few weeks later, the process would go live, and employees would struggle to remember what they’d seen once but never practiced at all.

By Robb Powell, CLO Magazine, November 2007

Our client is one of the largest privately held companies in America whose core businesses include hospitality, food service, retail, gaming, and entertainment. They employ a total of 30,000 associates worldwide and serve millions of customers each year.

- A Synaptis Case Study

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Just mentioning the word growth generates multiple images in the minds of business people: development, progress, improvement, revenues, profits, accelerating performance. In a highly competitive society, growth is synonymous with survival. And yet, while the meaning of the word may be obvious to business people, the strategies that sales executives use in pursuing growth vary significantly.

- A Sales Effectiveness Incorporated Case Study

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In 1998, JK Harris had a stagnating sales force of around 80 people—and John Harris, the company’s President and CEO, thought it was because they weren’t well-trained. Acting on a friend’s referral, he hired The Brooks Group to train JK Harris’ sales team.

- The Brooks Group Case Study

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Pharmion's 100-plus sales reps, who work in the United States, Europe, and Australia, used a homegrown system to track their physician customers. The system required reps to carry a heavy laptop from call to call—something most of them were reluctant to do. Without laptops, reps had to email sales records back and forth or log calls when they got back to the office. Overall, the homegrown solution prevented sales reps from accessing and updating vital customer information in a timely manner.

A Salesforce.com Case Study

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Last year, Whirlpool Corp., the largest appliance provider in the United States, acquired Maytag, the third-largest, for $1.79 billion, making a powerhouse in this sector even stronger. The combined institutions account for nearly three quarters of the washer-dryer market. The enlarged enterprise has annual sales of more than $18 billion, almost 75,000 employees and more than 70 manufacturing and technology research centers around the world.

- By Brian Summerfield, CLO Magazine, August 2007

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Sometimes it helps to have a goal. The goal of the WaterColor Inn, a hotel in Santa Rosa Beach, Fla., was to achieve a four-diamond AAA rating. Stephen Hilliard, the Watersound, Fla.–based vice president of resort and club operations for St. Joe, the hotel's parent company, believed the hotel itself was worthy of the distinction, but its customer service was letting it down. "We have a fantastic resort," he says. "But our team wasn't delivering on the promise of the product."

- By Rebeca Aronauere, ManageSmarter.com, June 2007

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Humorist P.J. O’Rourke once quipped, “When you think of the good old days, think one word: dentistry.” To be sure, when it was practiced long ago — when it was actually practiced at all — dentistry was a presumably unpleasant affair that involved tools that easily could’ve doubled as interrogation devices.

Obviously, we’ve come a long way since then, thanks in part to the work of organizations such as InterDent, a provider of dental practice management services. For this firm, providing sound learning programs is a matter of course. The organization exists to help dentistry offices run their administrative, financial and operational functions more efficiently, which necessitates a great deal of education.

By Brian Summerfield, CLO Magazine, April 2007

A global leader in software and services was looking to shift customer perception of the company and improve customer satisfaction. The sales force was viewed as aggressive, transactional, and inflexible during a protracted sales cycle and complex contract negotiations. The CEO and Global Director of Sales wanted a sales curriculum that would support
the sales organization in building the skills and strategies needed to establish trust and create strategic partnerships with customers.

- A Richardson Case Study

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Having acknowledged the importance of an efficiently-trained workforce, the company is faced with the challenge of educating multi-location personnel who rely on a rapidly-changing technological industry to serve customers. The objectives are to up-sell, strengthen relationships, improve customer service, and close more sales.

- A Richardson Case Study

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Everon needed help strengthening the link between their sales force structure, expenditures, and results. Implementation of recommendations resulted in decreased sales cost, increase in sales performance, and elimination of unproductive channel.

- A Wellesley-Hills Case Study

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When Champion Plastics, Inc. landed a coveted Harley Davidson account, owners Mike and Matt McDermott knew they couldn’t afford any missteps, especially with their EDI. Current customer General Motors was changing its EDI system, and they knew they could adapt their current system to integrate with GM’s. But they weren’t certain it would work for Harley Davidson. Rather than pay for a GM adaptation that might not work for Harley Davidson, they decided to research and shop for a new system.

- A Plexus Case Study

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Headquartered in Cambridge, Massachusetts, Akamai is The Business Internet, the world's largest on demand distributed computing platform for conducting profitable e-business. Its
technology and services enable companies to overcome the limitations and vulnerabilities of the public Internet, enabling them to unleash the revenue opportunities e-business offers without the expense or headache of complicated infrastructure, lengthy implementations and sleepless nights wondering if it will all work.

- A Basho Strategies Case Study

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This regional Foodservice Sales and Marketing Company began using TriMetrix® assessments as part of their hiring process in 2004.  The company also enrolled their entire sales force in IMPACT Sales Training.

The Brooks Group

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