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Gilmore Lewis offers a comprehensive approach to creating a better sales organization. We provide results based strategy and solutions for sales organizations that need help adapting to an ever-changing marketplace.
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Moving Your Business from Survival to Significance

 What are the obstacles to growth?

Change is often hardest in small companies. Many small businesses struggle to become truly significant because they are trying to increase revenue and productivity and gain market share using the "survival skills" that helped start the business.

pictureAs the scope of the business changes, the hard work and force-of-will efforts that were essential to early survival can become an obstacle to and a drag on future growth. In addition, much of the knowledge possessed in small business is based on accumulated, trial and error experience and not always easily transferable to new employees or easily expansible to new objectives or groups of people.

How are you valuing your business?

The value of the business is a function of top line revenue, market potential and the ability to systematically capture (through right processes) more revenue (customers).
 


Small Business

Our experience includes a special focus on small businesses, especially those that are family owned and operated. Not only because this is an underserved community but also because of our own personal backgrounds.

pictureAlthough this clientele represents many different industries, the issues and challenges are very similar. Trying to grow beyond a small management team, creating a sales organization that fuels consistent, sustainable growth, acquiring new customers without sacrificing customer service or core customer base.

Please read on to understand how we think about and approach solutions to small business challenges.

  • What are the obstacles to growth?
     
  • How are you valuing your business?
     
  • What roles do Market Potential, Sales Strategy and Compensation play in the growth of your business?


Our Core Services Include:


Sales Strategy

Go-to-Market Strategy, Opportunity Management, Business Development... more.
 

Sales Territory Optimization

Market Potential, Territory Design, Sales Organization Structure...more.


Compensation & Rewards

Design, Administration, Automation... more.


Customer Relationships

Customer Centric Revenue Growth, Referrals ...more.
 

Considerations for Small Business:

See Below

 

Considerations for Small Business

How are you valuing your business?

The value of the business is a function of top line revenue, market potential and the ability to systematically capture (through right processes) more revenue (customers). The obvious item I did not include is profitability, mainly because we focus our efforts primarily on growth and because there are numerous paths to profitability. Our goal is to help companies grow revenue. It is easier to address profitability with increasing sales and loyal customers than when both are in decline.

The three items above, top line revenue, market potential and the right strategy for realizing that potential revenue are not only key to creating the wealth of the business but are also critical in hiring and retaining quality sales people.

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Market Potential

This involves identifying prospective customers (plants and other facilities by industry, etc.) in a given area, analyzing historical sales data and determining the dollar value of the target market. Not only does this tell you the potential of the business but it also tells a sales person what their future looks like.

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Sales Strategy and Operations

This means knowing the market potential data and doing something about it. Sales strategy involves everything in your business that reaches out to revenue. Sales people are a key part of this but they can also get between you and your revenue, just like bad customer service or poor product quality. If you have a sales person who is "coasting" on existing customers and not aggressively prospecting for new business, he/she is getting between you and your new customers.

We separate sales strategy into two categories, Inside Selling and Outside Selling. Inside Selling involves customer service and inside sales personnel, the people who are in your office everyday interacting with new and prospective customers. It also includes certain marketing activities like direct mail as well as your web presence. Outside Selling involves the sales people who directly interact with prospects and customers. As you get a better understanding of your market potential, it is important to determine what part of that can come from inside and outside. If most of your sales have to come from person to person contact then that is where most of the future emphasis should be. However, if you can enhance some of the inside sales activities that you have direct control over to generate interest, then there should be a balance to your sales strategy.

How you compensate a sales person is also part of your overall sales strategy. Compensation should take into consideration the market potential dollars, the tools available to sell effectively and the support necessary to meet sales objectives.

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