<?xml version="1.0" encoding="UTF-8"?>
<!--Generated by Squarespace Site Server v5.9.2 (http://www.squarespace.com/) on Sat, 13 Mar 2010 03:00:57 GMT--><feed xmlns="http://www.w3.org/2005/Atom" xmlns:dc="http://purl.org/dc/elements/1.1/"><title>Business Case Studies</title><subtitle>Business Case Studies</subtitle><id>http://www.gilmorelewis.com/client-success-stories/</id><link rel="alternate" type="application/xhtml+xml" href="http://www.gilmorelewis.com/client-success-stories/"/><link rel="self" type="application/atom+xml" href="http://www.gilmorelewis.com/client-success-stories/atom.xml"/><updated>2010-03-12T18:36:48Z</updated><generator uri="http://www.squarespace.com/" version="Squarespace Site Server v5.9.2 (http://www.squarespace.com/)">Squarespace</generator><entry><title>Pricing Strategy</title><category term="Discounting"/><category term="Discounts"/><category term="Price"/><category term="Pricing"/><id>http://www.gilmorelewis.com/client-success-stories/2010/3/12/pricing-strategy.html</id><link rel="alternate" type="text/html" href="http://www.gilmorelewis.com/client-success-stories/2010/3/12/pricing-strategy.html"/><author><name>Mark Gilmore</name></author><published>2010-03-12T18:35:38Z</published><updated>2010-03-12T18:35:38Z</updated><summary type="html" xml:lang="en-US"><![CDATA[Situation: A US based manufacturer came to us saying they wanted to increase revenue and profitability. Who doesn’t? When we started working with them we found out that they had not invested the time and effort to determine how much it costs them to manufacture the different products they sell. They had a high level idea, but with a large number of different product configurations it had not be broken down to a more granular level. At the same time, they did not have a well thought out pricing model. Their discounts for volume started at too low a level and margins decreased rapidly for larger customers. This discount structure was not scalable to the volume levels they wanted to reach with individual customers and their customers had no skin in the game for the amount of discounts they were receiving. This combined with the developing economic troubles was the perfect storm that could seriously jeopardize their success.]]></summary></entry><entry><title>Trying to Grow Revenue Internationally on the US West Coast</title><category term="international sales"/><category term="sales office"/><id>http://www.gilmorelewis.com/client-success-stories/2010/3/1/trying-to-grow-revenue-internationally-on-the-us-west-coast.html</id><link rel="alternate" type="text/html" href="http://www.gilmorelewis.com/client-success-stories/2010/3/1/trying-to-grow-revenue-internationally-on-the-us-west-coast.html"/><author><name>Gilmore Lewis, LLC</name></author><published>2010-03-01T21:43:25Z</published><updated>2010-03-01T21:43:25Z</updated><summary type="html" xml:lang="en-US"><![CDATA[Trying to Grow Revenue Internationally on the US West Coast

Situation: A manufacturer based in California with no other offices outside the state wanted to grow international business while getting the best return on their investment.]]></summary></entry><entry><title>Growth Stagnating with No Sales Organization in Place</title><category term="inside sales"/><category term="international sales"/><id>http://www.gilmorelewis.com/client-success-stories/2009/6/24/growth-stagnating-with-no-sales-organization-in-place.html</id><link rel="alternate" type="text/html" href="http://www.gilmorelewis.com/client-success-stories/2009/6/24/growth-stagnating-with-no-sales-organization-in-place.html"/><author><name>Gilmore Lewis, LLC</name></author><published>2009-06-24T18:05:49Z</published><updated>2009-06-24T18:05:49Z</updated><summary type="html" xml:lang="en-US"><![CDATA[Situation: A custom manufacturer of Check Valves wanted to grow their business and wanted help designing a compensation plan for an outside rep.]]></summary></entry><entry><title>Sales Partners Coasting</title><category term="sales partners"/><category term="sales territory"/><id>http://www.gilmorelewis.com/client-success-stories/2009/6/24/sales-partners-coasting.html</id><link rel="alternate" type="text/html" href="http://www.gilmorelewis.com/client-success-stories/2009/6/24/sales-partners-coasting.html"/><author><name>Gilmore Lewis, LLC</name></author><published>2009-06-24T18:04:34Z</published><updated>2009-06-24T18:04:34Z</updated><summary type="html" xml:lang="en-US"><![CDATA[Situation: A manufacturer in the Boating Industry was struggling with finding a way to get more business out of their Sales Partners across the US. They felt their partners were not motivated to sell their products.]]></summary></entry><entry><title>No Skin in the Game</title><id>http://www.gilmorelewis.com/client-success-stories/2009/6/24/no-skin-in-the-game.html</id><link rel="alternate" type="text/html" href="http://www.gilmorelewis.com/client-success-stories/2009/6/24/no-skin-in-the-game.html"/><author><name>Gilmore Lewis, LLC</name></author><published>2009-06-24T18:02:57Z</published><updated>2009-06-24T18:02:57Z</updated><content type="html" xml:lang="en-US"><![CDATA[<p style="MARGIN: 0in 0in 0pt"><strong>Situation:</strong> A <strong>Commercial Printer</strong> wanted to increase sales and knew they needed sales people but their last attempt at putting together a sales team had fizzled. It turned out that they had attempted to reassign Customer Service people into Sales roles.</p>
<p style="MARGIN: 0in 0in 0pt">&nbsp;</p>
<p style="MARGIN: 0in 0in 0pt"><strong>Solution:</strong> We immediately conducted a sampling of their customer base to understand how their customers buy and how they perceived their commercial partners. This included both high and low end customers. This approach provided us with more valuable information than had been obtained previously through the client&rsquo;s attempts at customer surveys and feedback. Many customers were not aware of the company&rsquo;s full product offerings and one call sparked a conversation that lead to a new sale of product the customer had previously been told was not available. It had since been added to the product line but no one had reached out to let them know.</p>
<p style="MARGIN: 0in 0in 0pt">&nbsp;</p>
<p style="MARGIN: 0in 0in 0pt">There was no formal sales organization in place, simply order takers in the form of Customer Service personnel. (Many businesses refer to this arrangement as &ldquo;sales&rdquo;. It is not.) At one time they had made an attempt at creating a sales team but that was short lived due to lack of focus, leadership and strategy. We created a sales process that was mapped to their customers purchasing cycle and identified new sales roles that we helped recruit and train. In addition we transitioned them from an under utilized CRM system that was more of a customer support database than sales tool to a sales focused CRM strategy with specific measurements and forecasts.</p>
<p style="MARGIN: 0in 0in 0pt">&nbsp;</p>
<p style="MARGIN: 0in 0in 0pt">This client had a competent customer service department in place, however, much of their processes were paper based and management was too focused on individuals&rsquo; use of time instead of customer service&rsquo;s impact on the customer relationship. We removed their paper and created a customer support process that placed the highest value on solving problems. We also trained them to capture key customer data such as new and updated email addresses, roles and titles that would directly benefit marketing efforts.</p>
<p style="MARGIN: 0in 0in 0pt">&nbsp;</p>
<p style="MARGIN: 0in 0in 0pt">Based on all of the above, we customized and integrated a CRM tool and trained all sales and customer service reps in its use.</p>
<p style="MARGIN: 0in 0in 0pt">&nbsp;</p>
<p style="MARGIN: 0in 0in 0pt"><strong>Results:</strong> Company is now a proactive, sales driven company with an effective sales strategy and the right people, systems and processes in place to grow.</p>]]></content></entry><entry><title>Overpaying Underperformers</title><category term="overpaying"/><category term="sales mapping"/><category term="sales people"/><category term="sales territroy"/><id>http://www.gilmorelewis.com/client-success-stories/2009/6/22/overpaying-underperformers.html</id><link rel="alternate" type="text/html" href="http://www.gilmorelewis.com/client-success-stories/2009/6/22/overpaying-underperformers.html"/><author><name>Gilmore Lewis, LLC</name></author><published>2009-06-22T12:29:03Z</published><updated>2009-06-22T12:29:03Z</updated><summary type="html" xml:lang="en-US"><![CDATA[Situation: A manufacturer of Industrial Vacuums felt they were overpaying some sales people who were coasting. We evaluated the situation and determined they were really rewarding geographic territories and not their sales people. Those who had good territories made lots of commissions and those without, not so much.]]></summary></entry></feed>