Scenario: A $200MM process management outsourcer with 22 worldwide locations was struggling with an overly large percentage of business to Microsoft and AT&T. In addition, the associated compensation plan was not motivating the existing sales staff to go after new business much less focus on which offerings to sell and to whom.
Results: Reporting directly to the CEO in a “rainmaker” role, Dean provided complete sales expertise (leadership, ideal customer profile, top 100 focus, sales process) while actively selling all aspects of this process management outsourcer (Material Processes, Supply Chain Management, eCRM, Customer Care and eCommerce). Establishing the ideal customer profile based on strengths, profitability, etc., Dean worked alongside the existing sales staff and was able to establish a methodical, repeatable sales process with complete buy-in.
Scenario: A $22MM distributor of fasteners and small parts desired to break away from the traditional low margin “smoke stack” business and offer their expertise as a supply chain management outsourcer.
Results: Working with the president, Dean formulated all sales and marketing efforts from the ground up of this all new Western region to develop new integrated supply chain partnerships with top Fortune 100 manufacturers (i.e. Materials/Procurement Management – Purchased Parts System/Supplier Mall, Specialized Logistics, Subassemblies, Kitting, Packaging, etc.). A 98% prospect strategy was obtained with upper level principals of top 100 manufacturers. [i.e. Lucent ($22MM), Apple/SCI ($100MM), HP ($7MM), Digital ($11MM)] Within a year, long-term relationships were forged and two facilities were up and running with over $150,000,000 of business on the table. Dean also provided nationwide sales consulting services to the corporation including his adopted “Best Practice” sales process.
Scenario: A primarily UNIX-based turnkey inventory management systems and software provider’s core strength was moving more towards the upper-end of the customer base than their associated nonprofit company served.
Results: Early in his career while selling complex large deals involving numerous buying influences, Dean learned early on it wasn’t about sales tactics but rather strategy and process. After becoming a “matchmaker,” tactic was more about listening, identifying needs and consultative negotiations. Becoming an industry leader and the Director of Sales, Dean actively sold while directing all aspects of the worldwide sales and marketing effort including a team incentive program that resulted in a 200% increase of sales in one year. Reporting to the President and Board, Dean played a vital role in the building of the division and then ultimately, the sale of the division. Then, fulfilling the same role for the new company, Dean focused on the new ideal customer (upper-end) and provided them with more of the top 100 customers they wanted than any of the competition along with upgrading an unprecedented 90% of existing clientele.
