Patrick McClure is a Proven Sales Manager and Executive with the ability to quickly determine critical problems and their root causes. His 25 year corporate career includes direct sales in excess of $100 million in products and services and management of multiple high performance teams. Jim Obermayer has known Pat for 8-10 years. He's a real refined sales consultant, author and so much more than that.
His focus: How do we increase the performance to increase the output of sales organizations?
To achieve that, 10 years ago, he started his own firm completely focused on accelerating sales performance and sales management.
Jim asked, "How do you increase output?" since THAT is his primary statement of value that he will increase output.
Patrick replied, "I have a very good diagnostic tools of what is wrong." He usually gets called in on the premise that the sales people cannot sell. But when he gets there he usually finds there are other problems. It's a multi-faceted series of problems: problems with marketing, value proposition, lack of training by sales management or sales. He gets to the true bottom of the issues and puts tools in place to fix the real problems.
03:15 - Case study
Conflict between inside sales force and outside sales force. Couldn't figure out what was causing the millions of dollars of revenue lost due to the conflict. Sales process says that when a customer calls in to order, the inside sales team would just take the order and stick it in the file. They would not take the additional step of informing the outside sales person. The orders were delivered into the field, but the outside sales person had no idea nor any way to follow up.
The results he told them, "Looking at the files in this room, there is $20M additional in sales that you don't even know about."
He proceeded to set up notification for outside sales to be notified.
He then put in training for inside and outside of how to follow up.
This resulted in a 30% increase in revenues.
Jim observed, "So many times everyone knows what's going wrong but not how to fix it. "
05:00 - Let's train the sales people!
Looking at Connexia Group's website. What else can you do for companies?
05:23 He gets called in to find a solution. Frequently, a CEO says, "The problem is, we need sales training...." Based on experience, he increases the depth of the initial investigation, "Let's talk about they don't know how to close, value proposition, sales process, target market, marketing..." all of this stuff comes together and the synergy affects the outcome. The team needs to function together. Of course the sales people won't be able to sell if this is not in place and they'll be blamed for the problem.
He also offers business planning and business development.
Here's another Case Study:
The formula was that in place for a firm for 15 years was VERY successful New recruits went through a 6 month training - the resulting plan was they made:600 calls, they'd get 10 appointments, resulting in 2 deals.
Then the financial meltdown occurred.
No more buyers and sales completely changed.
It wasn't working.
What he found through analysis is that the critical problem was that they were 100% dependent on one sales strategy - the phone. As a result they were failing.
He put together a program of 10 different ways to acquire a client without the phone.
He trained sales how to do that and deals took off like a rocket.
One team of 25 sales people experienced a quick 10-20% growth.
Jim asked, "How do you approach these engagements?"
Patrick responded with his typical method, "I propose initial engagement - gap analysis - that takes about 3-4 weeks - I charge a flat fee for that. Then, I come back with findings and recommendations. It may result that it is a match or not." If it is a match and some of the needs are outside his area of expertise, he brings in affiliates and manages the project.
Average start up engagement for gap analysis - between $5000 and $10,000 - 30-40 hours of his time. This results in an in-depth report of what's wrong, plus recommendations of how to fix it. Sometimes he goes in and reshapes sales for several months and then replaces himself with a new VP of Sales.