Emcon Team Learns to Question…and Listen

The Situation:

Imagine going to your auto repair shop and immediately, the clerk says, “Hi. We know how to fix brakes, align your wheels, repair you exhaust, do inspections, change your oil, clear your exhaust system, calibrate your pistons….”  Wouldn’t it be easier, and more effective, if the clerk first asked what problem you were having with your car?

That simple distinction was at the core of what Rich Garwood, Sr. Vice President of Sales and Marketing at Emcon, a leading facilities logistics management company, needed his team to understand.  He recognized that too many times, his salespeople were telling clients everything the company could do, rather than determining what the client needed them to do.

“We were presenting first without learning, hoping our clients would choose from our services and apply it to their business.  We needed to understand our clients’ issues and then present solutions.”

The Results:

Garwood knew he needed a training professional who could organize his team’s approach, systematize their process, structure sales calls and generate results.  Garwood turned to Steve Giglio, whom he was referred to by contacts at Conde Nast publishing.  And while his team initially felt that working with Steve was not going to be productive, they were soon converted as Steve helped shift their mindset.

“Steve got them to understand that they need a process to make a sale.  He changed their way of interacting with clients from ‘this is what I have’ to ‘let’s talk about what you need.’

Results were immediate.  Garwood’s team implemented Steve’s strategies and techniques to improve their interactions, starting by making sure they talked to decision makers…the C-suite. They ask probing questions to get to the root of a potential client’s needs.  These fundamental shifts in how the team presents its services has positively affected the bottom line.

“Our sales will grow by 20 percent this year.  I can site specific examples of where Steve’s training has resulted in additional sales that we would have never captured previously.”

“Not another sales training course!”  So is the reaction of many senior sales people.  And yet Laura McEwen, vice president and publisher of Teen Vogue magazine, had to overcome any opposition.  “We are selling beyond the print publication today- – utilizing our iPhone app, online marketing opportunities, digital initiatives, event marketing and more,” explained McEwen.  “It was imperative that we get the team speaking the same language and drive sales across multiple platforms.  And that’s a good lesson for everyone.”

McEwen was also challenged by being new to the organization. Implementing sales training as a first act had the potential to cause tension.  “The training had to deliver results and make the team feel it was time well spent.  There was a lot riding on how well it went.”

THE SITUATION:

Hedging her bets, McEwen turned to Steve Giglio, with whom she had worked previously.  Her senior management team had developed a new sales presentation.  Steve helped fine tune it, craft the delivery and roll it out to the sales team.  His work included observing each sales person, trailing some on sales calls, and providing insight into where they could improve.  For even the most seasoned sales people, video taping sessions revealed areas that needed development.

THE RESULTS:

Teen Vogue sales have increased by double digits each month in 2010 compared to last year.  Each team member has seen improved results, some dramatically.  “I attribute our success to having a great team that was open to Steve’s training.  He helped set the table and they executed based on his techniques.  We have been able to grow despite the economic situation that has seen many in our industry scale back or close.  I am optimistic because Steve has helped us create a strong foundation.”