Organic Sales, Revenue Side Success Stories*

NOTE :  FULL DETAILS FOR AN ASSOCIATE ARE SHOWN ONLY ONCE - WITH WHOLE NUMBER IDs.  Additional results are in shorter format with ID as NN.NN

Company

Headline

ID, Picture

   Details, How Accomplished

Shorten Sales Cycle Successes

 

 

 

Shortened Sales Cycles from two years+ to 6 Months

 

Grew Sales from $2 Million to $75 Million and IPO in Four Years.

 

Closed 35 of the 42   pharmaceutical firms in 18 Months

 

Average sale $75,000 to $3 million+

 

(660.1)

 

 

 

 

 

 

Mary Twain

Jerry Mason and Mary Twain led Documentum from a struggling $2 Million in Sales to $75 Million and an IPO in Four Years.  Highlights:

  • Closed 35 Sales to major pharmaceutical firms in 18 Months, ranging from $75,000 pilots to $3 million+ full implementations*.
  • Jerry's team sold $2 million+ deals to Glaxo, SmithKline, Schering Plough, Sandoz, Wyeth Ayerst, Johnson & Johnson, Roche and Pfizer.
  • Provided Customers with 32-Fold Paybacks
  • Shortened Sales Cycles from two years+ to 6 Months (average)
  • Learned to get Meetings With and Sell To Senior Executive Decision Makers (avoided the purchasing department commodity trap.)
  • Every $1 Million in software sold resulted in $3 Million to $5 Million in outsourced services

 

(Mary provided the following video interviews.  Contact Us for Confidential Details)

 

2.2 How We Closed GlaxoSmithKline, Schering Plough,  Johnson & Johnson, Pfizer and 30 other Pharmaceutical Companies in 18 Months 

 

2.3 On Shortening Sales Cycles 

 

2.4 How to Sell to Senior Executive Decision Makers - Not Lower Level People

 

2.5 How to Sell $4 of Services for Every $1 of Technology Sold

Closed $5.5 Million Services Sale to Proctor & Gamble  in 60 Days (penetrating new account)

 

(851)

 

 

 

 

 

 

 

 

Dick Zell

20+ Years Leading Sales and Effective Execution of Business Services.  Highlights:

 

Penetrated New Marquee Account:  Closed $5.5 Million in Outsourced Services in 60 Days with Proctor & Gamble*

 

Grew P&G Account to $8 million per year for eight years.

 

Closed other sales, total exceeding $100 million over 10 years at healthy margins

 

How Closed $5.5 Million in Outsourced Services in 60 Days with Proctor & Gamble*

1. UNUSUAL CIRCUMSTANCES - NOT EASILY DUPLICATED

2. We had a healthy outsourcing services client that had wanted to penetrate P&G for years

3. We had another outsourcing services client that had serviced P&G for 10+ years. This client was being liquidated because its parent company had failed and a buyer could not be found

4. Ingram negotiated for legal releases and was able to move three senior people from the failing client to the healthy client

5. Within 60 days, the healthy client closed $5.5 worth of new outsourced services with Proctor and Gamble

7. Work outsourced was a Business Process called "merchandising services", including significant software and hardware for "work order management and scheduling"

9. ROI between 4.5 and 22 fold over 8 years: P&G conducted a formal ROI study leading to this conclusion

See details

 

 

 

 

 

 

Handleman

 

Premium Retail Services

$10 million sale to Celanese in 60 days

 

 

 

 

 

(853)

 

 

 

 

 

Tom Ingram

30+ Years Leading Sales Execution and Sales Technology Efforts.  Highlights:

 

- $40 million sales gain, $10 million margin improvement for client from a sales technology project

 

- $10 million sale to Celanese after saving project in trouble

 

- $8 million State & Local technology product and services practice built

 

- Sales management roles resulting in $10 million+ new, complex sales

 

- Five time winner, 100% Club award for personal sales in early career

 

30 day average sales cycle for seven sales to new services niche,

 

$1 million services sold to niche in total

 

(853.3)

 

 

 

 

 

Tom Ingram

 

12 major sales in less than 30 days in sales and sales management roles

 

 

 

 

(853.4)

 

 

 

 

 

Tom Ingram

 

 

Batesville Casket:  Sold $900 million in insurance services in 30 months

(677.4)

 

 

 

 

 

 

Scott Ransom

Increase Margins, Grow High Margin Customers

Grew OPERATING PROFIT from 8% to 18% in four years for $120 million commercial pump division

 

Grew profits from loss to nearly 15% EBITDA for heat treatment firm

 

 

(854.1)

 

 

 

 

 

Scott Clarion

 

 

 

 

 

Heat Treatment Firm

 

 

 

 

 

 

 

49% Gross Profit Over Long Term

 

(605.2)

 

 

 

 

 

 

Mark Acer

 

 

 

Grew division from  loss to 10% EBITDA over six years. *

(611.2)

 

 

 

 

 

Jane Mills

 

 

 

 

Sold company in 2007 for 25 Times Earnings!. *

 

(605.1)

 

 

 

 

 

 

 

Mark Acer

 

 

 

 

  GE Energy

Grew Services Sales from $250 Million to $540 Million

and

Operating Profit from $18 Million to $95 Million in Two Years

(601.2)

 

 

 

 

 

 

David Watson

$500,000 to $3 Million Sales at 50%+ Gross Profit to: Energen, BMW, Safety Kleen, Shell Oil, Entergy, United States Air Force, Lennox Air Conditioning, Texas Commerce Bank, NCR, Union Pacific Resources, Meridian Oil, McDonnell Douglas Aircraft, Cessna Aircraft, Truman Medical Center, Gillette, Hasbro Toys

(714.1)

 

 

 

 

 

 

 

Bill Seven

 

Grew HIGH MARGIN customers from 45% to 78%

 

Reduced low margin customers from 55% to 22%

 

 

(854.2)

 

 

 

 

 

Scott Clarion

 

 

 

 

 

Heat Treatment Firm

 

(728)

 

 

 

 

 

 

 

 

Mark Ayers

30+ Years with EDS and Similar Outsourcing / Consulting Services Companies.  Details on some of his biggest sales and leadership results:

 

- Grew Unit From $42 Million to $180 Million in 18 Months.  Maintained 25% Pre-Tax Profit, 50%+ Gross Profit

 

- Grew Unit From $1.2 Billion to $2.9 Billion in 24 Months.  Maintained 20% Pre-Tax Profit

 

- Grew Revenues from $4 Million to $16 Million in Consumer, Manufacturing, Distribution and Retail segments. Clients included Unilever, Philips. Corning, Textron, Circuit City, Dial, LSG-Sky Chefs, Scotts, CSX, GM, Johns Manville, Pactiv, Honeywell, Meijer, Kraft, Newell Rubbermaid, Walgreens, ArvinMeritor, Xerox.

 

- Saved $125 Million/year for client through supplier selection and and contract negotiation for F&A, Purchasing, HR, Engineering, IT infrastructure and IT Applications.

 

Large Sale Details:

 

(728)  High Margin Win, SAP, Oracle, BAAN, Peoplesoft Application Services Unit*: Maintained 25% Pre-Tax Profit, 50%+ Gross Profit While Growing Unit From $42 Million to $180 Million in 18 Months.  Growth was extremely rapid due to year 2000 implementations.

 

(729)  High Margin Win, IT Infrastructure Outsourcing Services Unit*:  Maintained 20% Pre-Tax Profit While Growing Unit From $1.2 Billion to $2.9 Billion in 24 Months. Switched from product resale strategy to outsourced services strategy.

 

(730)  High Margin Services Sales - $325 per Hour Consulting Services:  Grew Revenues from $4 Million to $16 Million in Consumer, Manufacturing, Distribution and Retail*. Clients included Unilever, Philips. Corning, Textron, Circuit City, Dial, LSG-Sky Chefs, Scotts, CSX, GM, Johns Manville, Pactiv, Honeywell, , Meijer, Kraft, Newell Rubbermaid, Walgreens, ArvinMeritor, Xerox. Service sold by small consulting firm was senior executive advisory on outsourcing purchases.

 

(731)  Meijer: Deductions Management, Trade Funds Reconciliation*, Purchasing, Finance, H/R:   Sold team of 6 people, to evaluate, then outsource  those functions with a solid business case.

 

(732)  Major CPG Company, $125 Million Annual Savings: Sold a team of 20+ consultants for 15 months to evaluate all G&A function. Assisted in the supplier selection and and contract negotiation for F&A, Purchasing, HR, Engineering, IT infrastructure and IT Applications.  Resulted in $125 million in annual savings for client.

Grew Unit From $42 Million to $180 Million in 18 Months.  Maintained 25% Pre-Tax Profit, 50%+ Gross Profit

 

Grew Operating Profit growth from $14 million to $120 million

 

 

 

 

 

 $2 Billion Engineered Pumps, Valves, Systems, Services for Oil & Gas

(731.1)

 

 

 

 

 

 

 

 

Mike Fairbairn

Led the aftermarket team to $103 million in revenue and $42 million in margin in 18 months

 

 

 

 

Stewart and Stevenson Gas Turbine

(800.2)

 

 

 

 

 

Victor Allison

$700 Million Oil, gas, power industry parts, services and packaged solutions  provider

 

Manufacturer of jeeps, trucks, specialty vehicles for U.S. government

 

Founding member during acquisition.  Led the aftermarket sales team to $103 million in sales and $42 million in margin in 18 months.*

 

(Contact Us for Confidential Details)

 

 

 

 

$4.8 Billion Engineered Pumps, Valves, Systems, Services for Oil & Gas

Grew division from $1.2 billion in sales to $3 billion over five years

 

Moved Flowserve from #6 to #1 in the engineered pumps industry.

(800.1)

 

 

 

 

 

 

 

Fred Thompson

Thompson led growth of Flowserve Engineered Pump division from $1.2 billion in sales to $3 billion over five years, moving  Flowserve from #6 to #1 in the engineered pumps industry. Included the consolidation of sales forces from four business units to a single sales force of 400 technical sales people.

 

Value Pricing Win:  Thompson led the sale and delivery of a high margin, “fixed fee” project to handle all seals and related maintenance for Albamarle Chemical for five years.*

 

(Contact Us for Confidential Details)

 

Led aftermarket business growth from $26 to $40 million in two years with a 25% operating profit margin.*

 

 

 

 

SPX Cooling Technologies

(800.3)

 

 

 

 

 

Victor Allison

$522 Million Manufacturer of Cooling Equipment for Generators, Commercial, Industrial Equipment

 

(Contact Us for Confidential Details)

Organic Sales Growth over 20%,

 

10% avg. price increase for commoditized products,

 

 

 

 

 

(Formerly Monsanto Electronic Materials)

$1 Billion Silicon Wafer Manufacturing, Texas Pacific Group (Private Equity)

 

Led organization to Organic Sales Growth over 20%, first profit in 15 years, 10% avg. price increase for commoditized products, 28% of revenues from new products (historic high), 15% commercial headcount reduction, 40% travel cost reduction.  Integrated nine commercial organizations integrated into one.  (15 year tenure, including worst market downturn in semiconductor industry history.)*

 

(Contact Us for Confidential Details)

(801.1)

 

 

 

 

 

 

Rob Glen

28% of revenues from new products

 

First profit in 15 years

 

 

 

 

(Formerly Monsanto Electronic Materials)

(801.5)

 

 

 

 

 

 

Rob Glen

35%+ organic sales growth in year one and 20%+ growth in year two.

 

$100 million+ sales in year one for new unit

 

 

 

 

 

GE Aviation – Marine & Industrial Engines

(801.2)

 

 

 

 

 

 

Rob Glen

$1.4 Billion Division

 

Led consolidation of six businesses into a single $320 million unit.  Unit's performance included 35%+ organic sales growth in year one and 20%+ growth in year two.

 

Created another unit resulting in $100 million+ sales in year one.

 

Penetrated UK Oil & Gas market resulting in $60 million sale to British Gas and the UK Interconnector, winning 100% of annual UK Oil and Gas related projects. Previous company share had been 0%.

 

Packaged Power Services unit met plan and grew operating margins 34% with  35% growth rate (approx.)

 

Customer Products unit grew 62%, exceeded goals by 10%, record sales - all while operating at 60% of budgeted headcount

 

Led campaign resulting in sales of 22 units prior to availability of new LM2500+ engine.*

 

(Contact Us for Confidential Details)

$10 million margin improvement and $40 million sales gain for client from a sales technology project

 

 

 

(853.1)

 

 

 

 

 

Tom Ingram

 

Organic Sales Gains

 

 

 

 

GE Commercial Sales

Led sales increase from $640 Million to $1.4 Billion in 24 months*

(601.08)

 

 

 

 

 

Doug Terrell

$1.4 Billion Power Generators for Utilities

 

Lighting, Aircraft Engines and Services, Other industrial products and services

 

Terrell led implementation of new incentive systems. Resulted in Sales increase from $640 Million to $1.1 Billion in 12 months and  $1.4 Billion in 24 months*

 

Former direct report to Jack Welch, head of sales for GE

 

(Doug provided the following video interviews on "How GE Does It".  Contact Us for Confidential Details)

 

4.2 How to Sell to Senior Executive Decision Makers and Avoid the Commodity Trap of Lower Level Buyers

 

  4.2.1 Part 1:  Focus on the Revenue Side - Make Money for Them

 

  4.2.2 Part 2:  Faster, Bigger Paybacks than Your Competitors

 

  4.2.3 Part 3:  Becoming Part of Customer's Planning Cycle

 

  4.2.4 Part 4:  How Being Better on the Revenue Side Helps You be Better on the Cost Side

 

4.3 35% Contribution Margin on $47 Billion in Services Revenue:  How GE Avoids the Trap of Underrating Services

 

  4.3.1 "Selling a Few Parts and Repair Services" vs. a Service That Reduces Generator Downtime from 6 Months to 4 Days

 

4.4 Essentials:  The Weekly Sales Pipeline / Qualify / Sales Activity Measurement / Forecast System

 

  4.4.1 Bonus:  Sales People Sharing What is Working, Helping Each Other

 

4.5 Incentive Systems Work:  How We Increased Sales from $640 Million to $1.1 Billion in One Year, to $1.4 Billion the Next

 

4.6 Doug's Best Sales Person Development Tools and Techniques

 

4.7 How to Get a Product / Engineering Focused Organization Excited About Services

 

4.8 Performing Service as Promised is Your Best Sales Person

 

4.9 Special and Extra Effort Services that Keep the Customer for the Long Term

 

4.10 How to Find Your Technology / Process / Quality Competitive Edge  (Customers value it, competitors can't duplicate it)

 

 

 

 

 

 

Grew Sales from $2 Million to $75 Million and IPO in Four Years.

 

Closed 35 of the 42   pharmaceutical firms in 18 Months

 

Average sale $75,000 to $3 million+

 

Shortened Sales Cycles from two years+ to 6 Months

(660)

 

 

 

 

 

 

 

Jerry Mason

Jerry Mason and Mary Twain led Documentum from a struggling $2 Million in Sales to $75 Million and an IPO in Four Years.  Highlights:

  • Closed 35 Sales to major pharmaceutical firms in 18 Months, ranging from $75,000 pilots to $3 million+ full implementations*.
  • Jerry's team sold $2 million+ deals to Glaxo, SmithKline, Schering Plough, Sandoz, Wyeth Ayerst, Johnson & Johnson, Roche and Pfizer.
  • Provided Customers with 32-Fold Paybacks
  • Shortened Sales Cycles from two years+ to 6 Months (average)
  • Learned to get Meetings With and Sell To Senior Executive Decision Makers (avoided the purchasing department commodity trap.)
  • Every $1 Million in software sold resulted in $3 Million to $5 Million in outsourced services

 

(Jerry provided the following video interviews.  Contact Us for Confidential Details)

 

1.2 On Shortening Sales Cycles

 

1.3 How to Be a Partner instead of a Commodity

 

1.4. How to Find the Right Niche for Your Services Company

 

1.5.  How to Produce 32 Fold Paybacks for Clients

 

Grew stock from $4 per share to $27 per share and sell-out in six years.*

(610.3)

 

 

 

 

 

 

Mark Grant

$64 Million Manufacturer of ambulances

 

Grant led earnings and stock price improvement from $4 per share to $27 per share and sell-out over six years.*

 

(Contact Us for Confidential Details)

 

 

Batesville Casket:  Sold $900 million in insurance services in 30 months

(677.3)

 

 

 

 

 

 

Scott Ransom

During his 25 years in sales and leadership Scott produced some big wins:

 

- Leadership Resulted in 13.6% growth (two times market) and $1.6 Billion pipeline

 

- Sold $350 Million per Year in Outsourced Services to one client

 

- Grew outsourced services sales to another client to $15 Million per Year

 

- Grew outsourced services sales to a third client by 15%+ to $62 Million per Year

 

- Grew outsourced services sales to a f to $135 Million

 

- Helped another client save $500 million+

 

- Closed $4.2 Billion, 10 Year Sale of outsourced services

 

- Sold $900 million in insurance services in 30 months

 

- "Best of the Best" Sales Techniques including Selling with Short Term Gains, Selling with Industry Expert, Selling by Performing After the Sale, Selling as a Valued Partner - not on Price, How to Close a Mega-Sale

 

(Scott provided the following video interviews.  Contact Us for Confidential Details)

 

3.2 How to Win Outsourcing Sales with Short Term Gains

 

3.3 Winning by Having an Industry Expert on Your Team

 

3.4 Winning with Strong Before and After Performance Improvement Measures

 

3.5 How to Be a Partner - Not a Commodity - Through Industry Expertise

 

3.6 Winning - But Not on Price

 

3.7 How to Build a Consumer Goods Outsourcing Practice

 

3.8 How We Won a $4.2 Billion Outsourcing Sale

 

Additional Accomplishments, Results, Lessons

  • Moved sales team from "waiting for RFPs" to active prospecting.  Resulted in
  • Sold $350 Million per Year in Outsourced Services to a Fortune 10 Global Consumer Goods Manufacturer
  • Grew outsourced services sales to a Beverage Manufacturer / Bottler to $15 Million per Year
  • Grew outsourced services sales to a Consumer Goods Manufacturer by 15%+ to $62 Million per Year
  • Grew outsourced services sales to a Tobacco Company to $135 Million
  • Grew outsourced services sales to a Brewery to $75 Million per Year.  Client saved $500 million+ through joint venture / merger with SAB Brewing of South Africa.  Market capitalization increased by $2 billion in 60 days because investors saw that the joint venture / merger was going to produce the promised cost savings.
  • Closed $4.2 Billion, 10 Year Sale of outsourced services to a Chemical company.  Beat 17 competitive RFPs.  Won the large deal at lower margins but grew high margin work to close $1 Billion.
  • Won $100 Million Renewal of Outsourced Services to CPG Data Analysis Company.  Lost part of the business to a large off-shore competitor, but won the business back due to superior performance.
  • Sold $900 million in services (insurance policy) revenue in its first 30 months for a subsidiary of Batesville Casket (after client had failed four times to start a pre-paid funeral services business. )

 

 

 

 

Computer Science Corp.

Sold $350 Million per Year in Outsourced Services to Client 1

(677)

 

 

 

 

 

 

 

Scott Ransom

 

 

Schneider Electric, U.S. Division

Grew total sales from $78 million to $120 million

(604.2)

 

 

 

 

 

 

 

Scott Lear

$500,000 to $3 Million Sales at 50%+ Gross Profit to: Energen, BMW, Safety Kleen, Shell Oil, Entergy, United States Air Force, Lennox Air Conditioning, Texas Commerce Bank, NCR, Union Pacific Resources, Meridian Oil, McDonnell Douglas Aircraft, Cessna Aircraft, Truman Medical Center, Gillette, Hasbro Toys

(714)

 

 

 

 

 

 

 

 

Bill Seven

28+ Years in Sales, Sales Management, Senior Management Roles with High-Value Application Software and Services Firms Such as EMC / IBM, IXOS, Viewstar, MSA

 

Major Sales:  McKesson:  $500,000+ Sale at 50% gross profit, Energen (Natural Gas Provider):  $1 Million+ Sale at 50%gross profit, BMW: $500,000+ Sale at 50% gross profit, Safety Kleen: $500,000+ Sale at 50% gross profit, Shell Oil: $1 Million+ Sale at 50% gross profit, Entergy:  $750,000 Sale at 60% Gross Profit, United States Air Force: $1.8 Million Sale at 50% Gross Profit, Lennox Air Conditioning: $300,000 Sale at 50% Gross Profit, Texas Commerce Bank: $3 Million Sale at 60% Gross Profit, NCR: $600,000 Sale at 60% Gross Profit, Union Pacific Resources: $3 Million Sale at 60%Gross Profit, Meridian Oil: $1 Million Sale of Software and Services at 60% Gross Profit, McDonnell Douglas Aircraft: $1 Million Sale at 70%Gross Profit, Cessna Aircraft: $400,000 Sale at 70%+ Gross Profit, Truman Medical Center:  $300,000 Sale at 70% Gross Profit,  Marley Air Conditioning: $1.2 Million Sale at 50% Gross Profit, Gillette: $800,000 Sale at 55% Gross Profit, Hasbro Toys: $600,000 Sale at 60% Gross Profit

 

Sale Details:

 

(714) McKesson:  $500,000+ Sale at 50%+ blended gross profit for software, services and maintenance*.  Stopped selling to IT, sold to CFO, increased average gross margins by 27%.  Application sold was imaging and workflow for Trade Funds / Promotions Reconciliation, Deduction Management (the "short pay" problem), archiving of documents and reports, with interface to  financial system.

 

(721)  Energen (Natural Gas Provider):  $1 Million+ Sale at 50%+ blended gross profit for software, services and maintenance*. Stopped selling to IT, sold to CFO, increased average gross margins by 27%. Application sold was imaging and workflow for Accounts Payable, Accounts Receivable, archiving of documents and reports, totaling 22 applications in all areas of the company, with interface to SAP.

 

(726)  BMW: $500,000+ Sale at 50%+ blended gross profit for software, services and maintenance*.  Stopped selling to IT, sold to CFO, increased average gross margins by 27%.  Application sold was imaging and workflow for Accounts Payable, General Ledger, Quality Control, with interface to SAP.

 

(727)  Safety Kleen: $500,000+ Sale at 50%+ blended gross profit for software, services and maintenance*.  Stopped selling to IT, sold to CFO, increased average gross margins by 27%.  Application sold was imaging and workflow for Accounts Receivable, archiving of documents and reports, with interface to SAP.

 

(723)  Shell Oil: $1 Million+ Sale at 50%+ blended gross profit for software, services and maintenance*.  Stopped selling to IT, sold to CFO, increased average gross margins by 27%. Application sold was imaging and workflow for Accounts Payable, Franchise reporting, archiving of documents and reports, with interface to SAP.

 

(728) Entergy:  $750,000 Sale of Software and Services at 60%+ Blended Gross Profit*. Application sold was specialized backup and disaster recovery system.  Sold to CFO on the basis of keeping business running in disaster, not sold to IT.

 

(729)  United States Air Force: $1.8 Million Sale of Software and Services at 50%+ Blended Gross Profit*. Application sold was email and document storage and retrieval on extremely large scale.

 

(730)  Lennox Air Conditioning: $300,000 Sale of Software and Services at 50%+ Blended Gross Profit*.  Application sold was  document storage and retrieval with interface to SAP.

 

(731)  Texas Commerce Bank: $3 Million Sale of Software and Services at 60%+ Blended Gross Profit*. Reduced loan processing time form 7 days to 5 hours.  Application sold was  mortgage loan work flow processing.

 

(732)  NCR: $600,000 Sale of Software and Services at 60%+ Blended Gross Profit*.  Application sold was  accounts payable work flow processing with interface to SAP.

 

(733)  Union Pacific Resources: $3 Million Sale of Software and Services at 60%+ Blended Gross Profit*. Application sold was  accounts payable and land contracts work flow processing with interface to SAP.

 

(734)  Meridian Oil: $1 Million Sale of Software and Services at 60%+ Blended Gross Profit*. Application sold was  accounts payable work flow processing with interface to SAP.

 

(735)  McDonnell Douglas Aircraft: $1 Million Sale of Software and Services at 70%+ Blended Gross Profit*. Application sold was general ledger, accounts receivable, accounts payable and fixed assets.

 

(736)  Cessna Aircraft: $400,000 Sale of Software and Services at 70%+ Blended Gross Profit*. Application sold was human resources and fixed assets.

 

(738)  Truman Medical Center:  $300,000 Sale of Software and Services at 70%+ Blended Gross Profit*. Application sold was general ledger, accounts receivable, accounts payable and fixed assets.

 

(739)  Marley Air Conditioning: $1.2 Million Sale of Software and Services at 50%+ Blended Gross Profit*. Application sold was  document storage and retrieval with interface to SAP.

 

(740)  Gillette: $800,000 Sale of Software and Services at 55%+ Blended Gross Profit*.  Application sold was  Accounts Payable document management software and services.

 

(741)  Hasbro Toys: $600,000 Sale of Software and Services at 60%+ Blended Gross Profit*. Application sold was  Accounts Payable document management software and services.

 

 

(728.1)

 

 

 

 

 

 

 

 

Mark Ayers

Grew Unit From $1.2 Billion to $2.9 Billion in 24 Months.  Maintained 20% Pre-Tax Profit

 

(728.2)

 

 

 

 

 

 

 

 

Mark Ayers

Grew Revenues from $4 Million to $16 Million in Consumer, Manufacturing, Distribution and Retail segments.

 

Grew Sales for Latin America unit  from $240 million to $560 million in four years

 

 

 

 

 

 

 

 

 

 

  $2 Billion

  Engineered

  Pumps, Valves,

  Systems,

  Services for

  Oil & Gas

(731)

 

 

 

 

 

 

 

 

Mike Fairbairn

President of Latin America, eight countries, four plants, 2200 employees, in five years:

 

- Sales growth from $240 million to $560 million

 

- Operating profit growth from $14 million to $120 million

 

- "Skinny Systems" success by using simple PC accounting software to standardize eight business units instead of using standard solutions of SAP or Oracle.  Resulted in $7 million cost savings plus six month implementations per business unit instead of standard three years+.

 

-  Full Customer P&Ls / Dashboards showing cost to serve

 

Key Lessons:

- Proactive Management Of Margin,T&C, Cashflow in First 1/3 of Sales Cycle

  • 40-50% of orders are initially "not clean" (customer pushing for one sided terms and conditions.  Creates lead time and conversation to negotiate win-win rather than "take it or leave it")
  • Moved Margin, Cashflow, Legal Risk, Technical Application scrutiny to first 1/3 of sales cycle instead of dealt with in a rush in last 1/3
  • Average Quote to Close can very widely:  Two years to 60 days
  • Executives often weak on terms and conditions.  Improved scrutiny and understanding significantly

- Requires discipline, must be enforced from top down

  • #2 Executive Drove Process Unceasingly - especially legal review in last 5 years
  • Simple but strict.  Focused questions on right issues, discipline
  • Expect complaints, resistance from sales "Took me 3 days to complete SQP process.  I may lose order"  (in reality, sales rep had 30 days.)

- Enforced Dollar Gates for Approval:

  • Over $500,000 Sales Quote Process (SQP) required by policy to approve order
  • Over $1.5 mm requires SQP + COO signature
  • Over $2.5 mm requires SQP + CEO signature
  • Over $5 mm requires SQP + Board approval

- MUST be streamlined to point where can be done in 1-2-3 days (depending on number of signatures required)

- Big Process Steps

  • SQP MUST START AT QUOTATION - not wait until order in hand (makes customer mad to say no, raise price, change terms.  Prevents "fate accompli")
  • INITIAL STEPS:
    • Standardized review on "Scope of Supply", terms and conditions
    • Attach original customer documents with terms and conditions
  • "Checkboxes" for red flags with notes for mitigation.  (e.g. small pump, cost small, client will pay "in and out" costs.  Click here if margin less than 20%)
  • 3rd Party Commissions Review:  All 3rd parties required to have standard contract,  audited, in compliance, approved commission, current, etc.
  • Liquidated Damages Review:  Extreme cost risk possible if liable for e.g. refinery down time
  • Cash Flow Analysis:  Pressing for positive (don't always get)

- FInal Step:  Controller and Operations at facility that must deliver reviews and approves

 

NOTE:  "In and Out Costs" Example:  A 20 ton piece of equipment is installed by vendor.  A  breakdown requires removal of the equipment for repair.  Costs to vendor can reach $200,000 quickly due to safety compliance, unions, cranes, etc.

 

Additional Results:

 

- Average reduction in system implementations of 2.5 years per business unit directly resulted in sales and profit growth through process improvement, waste reduction, disciplines, standards and cost savings.

- Cycle time improvement examples:  Before:  processed 10 invoices/day per person.  After:  Processed 30 invoices/day

- Standardization across all business units: A/P, A/R, Operations Manuals for customer setup, credit granting, process discipline and documentation in all departments

-  Resulted in changing standard for new plants to simple, PC-based.  (For unknown reasons subsequently reversed this decision.)

 

Additional Lessons:

 

SQP Problems Prevented:

  • Hidden warranty, In and Out, and other costs
  • 3rd party commissions cost out of control
  • Order taken from customer before diligence performed.  Must tell customer no or raise price
  • Negative cash flow
  • Reduced major risks such as Liquidated Damages
  • "1,000 page contract that gets signed, but not really read or understood"

 

SQP (Sales Quotation Process.)  Resulted in dramatic improvements in margin, forecast accuracy, change order payments.  Big reduction in legal risks, "surprise costs" over 10 years.  Average Order $2.4-$7 million.  Average 500+ Orders Per Year.  30% Close Rate

 

SQP RESULTS:

- 50% ACCURACY IMPROVEMENT IN SALES PIPELINE, Revenue, Margin Forecast

- 5-10% MARGIN INCREASE

- 15%+ IMPROVEMENT IN GETTING PAID FOR CHANGE ORDERS because tracked against better specification, defined as billable earlier in sales cycle, better baseline to enforce change order payment

- 25%+ REDUCTION IN SURPRISE COSTS In first year due to reduced risk in Warranty, In and Out, Technical Application and Scope of Supply costs

- SAYING 'NO' TO BAD BUSINESS, Negotiating Better Terms:  Increased from near 0 to 3 big quotes per month sent back for negotiating improved terms

- REDUCTION IN CATASTROPHIC LEGAL RISK:  A single mistake on a small $500,000 order can bankrupt the company.  e.g. "A mistake with Shell will cost you $2 million in a heartbeat"

SQP Key Lessons:

  • NEED, DEADLINES drove much of the success:  Acquired and start up business units had no systems, critical deadlines, had to make transition as fast as possible
  • Choice was between simple, PC based solution at $100,000 per business unit and SAP/Oracle solutions at $1 million+ per business unit
  • First implementation was hard, difficult but resulted in blueprint that could be replicated for next seven.  Critical issues that had to be worked through:
    • Item Master
    • Chart of Accounts
    • Division financial rollups / consolidations
    • Standard Cost and Cost Accounting
    • Bills of Material
    • Taxes
    • Customer Management
  • Decided to use simple software because most difficult part was going from no automated system to an automated system.  Chose to tackle this learning curve first, switch to more complex system later (turned out was not needed.)
  • MRP component worked well
  • NO CUSTOMIZATION of software except for tax jurisdictions
  • Customizations were thoroughly documented to allow software to be upgraded.  AVOIDED THE TRAP of undocumented customization causing extreme cost, delay of software upgrades
  • Capacity Planning was only component that was never successfully resolved and standardized

 

15-20% organic orders growth/year for four years (after 3 years stagnation.)

 

Increased new product revenue from  5% to 23%.*

 

 

 

 

 

(801)

 

 

 

 

 

 

Rob Glen

$2 Billion Engineered Fluid Products & Services

 

Viking Pump Division, 15-20% organic orders growth/year for four years (vs. 3 years stagnation.)  Outperformed 50 other business units.  Increased new product revenue from less than 5% to 23%.*

 

(Contact Us for Confidential Details)

 

 

 

 

 

GE Power Generation

Sold 250 gas turbines resulting in

$1 billion in sales

 

NO LOSSES to COMPETITORS.

(802)

 

 

 

 

 

 

Dan Walker

$1.4 Billion Division.  46 year  tenure with GE leading sales of power generation equipment.  Led or assisted with 250 gas turbine sales cycles resulting in $1 billion in sales and NO LOSSES to COMPETITORS.

 

Introduced $200‐ $300 million in equipment upgrades for GE gas turbine customers.

 

Led market development  for GE Energy’s most successful version of the LM6000 power generation set with sales reaching over $1 billion per year.*  (Contact Us for Confidential Details)

Won $30 million six year contract to supply a global oil and gas equipment manufacturer

 

 

 

 

Allegheny Technologies

(803.1)

 

 

 

 

 

Stan Block

$100 million in services sold over 10 years at healthy margins

(851.1)

 

 

 

 

 

 

 

 

Dick Zell

 

 

 

 

 

Handleman

 

Premium Retail Services

Sold and delivered $100 million+ in services in eight years

 

 

 

 

 

 

 

(852.1)

 

 

 

 

 

 

 

 

Chris Selle

 

Grew sales from $25 million to $50 million through 2008/2009 downturn for heat treatment firm

 

Grew from ORGANIC SALES from $50 million to $70 million in three years for $120 million commercial pump division

(854)

 

 

 

 

 

 

Scott Clarion

Scott Clarion Details:

TURNAROUND OF ~$50M, 300 EMPLOYEE PRIVATE EQUITY OWNED “HEAT TREATMENT OF PARTS” FIRM (one of the largest in U.S.) as COO, 2001-2018.  Led the company through 2008 recession, a 30% drop in sales, CEO changes, near bankruptcy and PE purchase to come out stronger and more profitable.

• SALES GROWTH:  Grew from a low of $25 million to approaching $50 million (acquisition and divestiture details available.)

• MARGIN GROWTH:  Grew from a loss to nearly 15% EBITDA.

• CUSTOMER MIX:  Replaced low margin business with higher margin.  Grew from   55% Automotive, 44% Commercial, 1% Aerospace to 22% Automotive, 63% Commercial, 15% Aerospace

• SALES GROWTH BREAKTHROUGH:

• Existing salesforce was mature, high salary, low commission.  Spent too much time babysitting house accounts (with overly generous commissions – yet still not growing.)

• Paid for study showing that 80%+ of outside sales people in 5 state territory were related to owner and/or ran the business.

• Replaced 80% of Salesforce with younger, more aggressive people with proven selling skills and ability to learn engineered sales process.  (Discovered better to teach product knowledge to proven salespeople.)

• Changed Commission Plan to Lower Salary, Higher Commission.  Changed to one year residuals instead of 15+ years (altered incentives toward new accounts.)  Established sales minimums that had to be met before being paid commissions.

• Major New Customer Additions:  Earned role as outsourced vertically integrated manufacturing partner. Structured and negotiated multi-year contracts, growing to 36% of total revenue.  Increased market share by 3+ points by expanding into adjacent/under-served geographic markets, grew higher margin sectors and higher value customers, added aerospace certifications.

• Personally Managed and Improved Quotations, Standard Pricing, Margin Minimums.

• Strengthened the Inside Sales Team (keeps outside sales people productive.)

• Fixed Operating Problems which retained and grew happy customers.

• Personally Visited Numerous Key Customers to discover “What else can we do for you?  How are we doing?  Where is your business going?”

• Monthly Pipeline Review / Joint Sales Meeting/Call:  All plants attended, sales + general manager.  Keys: Where do you need help?  Decisions on taking low margin sales.

• EXCELLENCE, DISCIPLINES IMPLEMENTED IN OPERATIONS included monthly operating review at each plant (everything.)  LEAN, Six Sigma, other best practices eliminated 25%+ of costs, cut cycle times by 50%, reduced defects 25% and improved on-time performance to 90%.  Maximized capacity and equipment utilization by transferring equipment to 24/7 schedule.

• SPECIAL ACTIONS TAKEN FOR SURVIVAL, TURNAROUND:  “Right sized” top heavy management, including cutting 20% of senior management and 30% of supervisors. Flattened the organization, reduced costly temporary/unskilled labor practices.  Maintained cash neutral/positive operations during bank controllership, averting bankruptcy.  Closed/consolidated plants, divested under-performing businesses, reduced overall spending by $7M, increased operating profits, and achieved lender compliance in under 2 years.

 

GENERAL MANAGER & FINANCE DIRECTOR FOR $120 MILLION COMMERCIAL PUMP DIVISION.   Full P&L responsibility for a $120M, 200-employee engineering, manufacturing and marketing operation for four years, 1997 – 2001

• ORGANIC SALES GROWTH:  Grew from $50 million to $70 million over three years.

• OVERALL SALES GROWTH:  Grew from low of $50 million to high of $120 million (included acquisition.)

• OPERATING PROFIT GROWTH from 8% to 18% in four years.

• HIGHER MARGIN, NEW CUSTOMER GROWTH FOCUS resulted from strategic business alignment, strategic market focus, in-depth planning/analysis and stronger execution.

• SAVED VALUABLE PLANT FROM HASTY CLOSURE after acquisition due to its strong “tour  value” for customers.  Plant remains in operation today.

• ON TIME PERFORMANCE IMPROVEMENT from 44% to 94% and $2M+ annual cost savings from supply chain improvements.

• IMPROVED KEY PRODUCT MARGINS WITH PRICING STRATEGIES that added $1M in overall profitability and aftermarket revenue.

 

 

 

 

 

Heat Treatment Firm

Big Trouble, Turnaround Successes

 

 

 

 

Stewart and Stevenson

Led stock price from $6 per share to $35 per share and sale in  four years.*

 

(610.2)

 

 

 

 

 

 

Mark Grant

Grant led earnings and stock growth from $6 per share to $35 per share at sell-out over four years.*

 

$700 Million Oil, gas, power industry parts, services and packaged solutions provider

 

Manufacturer of jeeps, trucks, specialty vehicles for U.S. government

 

(Contact Us for Confidential Details)

 

 

Safety-Kleen

Grew division to $200 million While company was exiting bankruptcy,

(611.1)

 

 

 

 

 

Jane Mills

$1.2 Billion Recycler and disposer of oil, hazardous waste.

 

As Senior VP, built Western Division and Canada to $200 million (25% of company total).  While company was exiting bankruptcy, brought her division from a loss to #1 revenue and EBITDA (>10%) among the divisions for five out of six years. *

 

(Contact Us for Confidential Details)

Grew $750 Million P&L unit at 2.5X Market during SEVERE DOWNTURN in Oil & Gas

 

 

 

 

Large Manufacturer and Importer of  Pumps, Valves, Systems, Services for Oil & Gas, Other Industries

(730)

 

 

 

 

 

 

 

Dave Johnson

Company Name Confidential.  Vice President, Global End User Sales and Service, $750 Million P&L:

- Prospering, Growing at 2.5X Market in Severely Down Oil & Gas Sector

- Added Significant Services to Products, resulting in 200 contracts for predictive diagnostics, on-site services, software engineers

- Cross Selling, Selling Service Value-Add, "Less about selling widgets, more about selling services"

- Expanding in other markets where Oil & Gas products can be used, doing well Key Lessons on Surviving, Thriving in Hard Oil & Gas Downturn:

  • Commodity parts of business surviving, doing OK
  • Project business and Upstream businesses off hard
  • Expanding in other markets where Oil & Gas products can be used, doing well

Led turn around resulting orders increased by 58% and revenue increased by 27% in one year.*

 

 

 

 

SPX Evaporative Cooling, SE Asia

(800.4)

 

 

 

 

 

Victor Allison

$522 Million Manufacturer of Cooling Equipment for Generators, Commercial, Industrial Equipment

 

Led turn around resulting in $3 million operating profit improvement, orders increased by 58% with revenue increased by 27% in one year.*

 

(Contact Us for Confidential Details)

 

18% sales increase in 2010 (after extreme recession 2008/2009)

 

 

 

 

 

Allegheny Technologies

(803)

 

 

 

 

 

Stan Block

$300 Million Tungsten Materials and Cutting Tools Business

 

Restructured the business during the ‘09 recession.  Led  commercial markets to 2010 sales of 18% increase over 2009 and bookings increase of 23% for Q1 2010Won $30 million six year contract to supply a global oil and gas equipment manufacturer.  Increased customer share 250%.*

 

(Contact Us for Confidential Details)

Returned Struggling business to profitability

 

 

 

 

 

 

(852)

 

 

 

 

 

 

 

Chris Selle

20+ Years Leading Sales and Effective Execution of Business Services.  Highlights:

 

As CEO, took over struggling services business, returned to profitability, sold and delivered $100 million+ in services during eight year tenure.

 

Details, Success Stories Pre-Omnicom

 

Value Pricing, Grow Service Sales, Sole Source Wins, Misc.

 

 

 

 

GE Energy

Grew Services Sales from $250 Million to $540 Million

and

Operating Profit from $18 Million to $95 Million in Two Years

(601.1)

 

 

 

 

 

 

David Watson

 

 

 

 

 

Changes from selling Products to Selling Services by 2 to 1

(605)

 

 

 

 

 

 

Mark Acer

Docucorp provides forms and document processing software and services to the insurance and financial services industries

 

Outsourcing Senior Executive, CEO that Built the Company

 

Technology Company Changes from selling Products to Selling Services Over Software by 2 to 1, Sold in 2007 for 25 Times Earnings!. *  Sustains Great Gross Profit – 49% – Over Long Term.  Solid Mid-Size Company, Grows to  $88 Million, Mostly Organic Growth. Focus:  Great Example of Finding the Right Focus.  See Our Other Success Story #28.  Sustained 5.6% Net Income Over 8 Years – Slightly Above Industry Average.* Price / Equity Ratio Averaging 26 Over Time.  Sales and Marketing Spending in the Range of 20% to 25%.   Appears To Be Much Better Return on Invested Capital Than Some Other Examples. Docucorp International,  Rated B+ in the TIA Study of Excellent Services Companies, August, 2009

DocucorpInternationalSuccessStory36.pdf

 

Docucorp’s Long Term Financial Performance:

  • Sales Growth:  8.06% Over 8 Years, (from $52 million in 1999 to $88 Million in 2006)
  • Gross Profit Average:  49% Over 8 years
  • Price / Equity Average:  26 Over 8 years. Sold in 2007 for 25 Times Earnings
  • Average Net Profit:  6.3% Over 8 years
  • Total Shareholder Return:  400% Over 8 years

 

Key Lessons:

  • Important Precedent for Shareholder Value:  Company Changes from Technology / Software Sales Focus to Selling Services.
  • Found a Niche Where “Competition Was Almost Irrelevant”
  • Services Eventually Outsold Software 2 to 1
  • Sold in 2007 for 25 Times Earnings!

 

Focus:  Great Example of Finding the Right Focus.  See Our Other Success Story #28.

 

 

Schneider Electric, U.S. Division

Grew Services from $1.5 million to $9.75 million in 4 years at 32% Contribution Margin

(604.1)

 

 

 

 

 

 

 

Scott Lear

$3.4 Billion Industrial Electrical Transmission Products with Emphasis on Value-Add Services

 

Grew Services from $1.5 million to $9.75 million in 4 years at 32% Contribution Margin in 3 State Midwestern Region.  Accomplished with ZERO INCREMENTAL PEOPLE.  Grew total sales from $78 million to $120 million, demonstrating product sales gains that accompany effective services sales.

 

Value Pricing Win: Moved traditional parts / service / commodity pricing organization to Value based pricing.*

 

(Scott provided the following video interviews.  Contact Us for Confidential Details)

 

6.2 How Schneider Grew U.S.  Services from $24 million to $400 million at 32% Contribution Margin (over 15 Years) 

 

6.3 How We Switched to Value Based Pricing (Away from Traditional Parts / Service / Commodity Pricing) 

 

6.4 How We Grew a Three State Region's Services from $1.5 Million to $9.75 Million at 32% Contribution Margin in Four Years AND Grew Total Sales from $78 Million to $120 Million at Same Time (Shows Product Sales Gains from Doing Services Well!) 

 

6.5 How We Discovered Our Core Technical / Process / Quality Competitive Advantage 

 

6.6 How We Began Earning More Money from Services Than New Equipment Sales 

 

6.7 How to Move the Customer Away from Insane Focus on Cost

 

6.8 How to Get Product Sales People to Sell Services 

 

6.9 How to Win Two Out of Three Competitive Bids 

 

6.10 How We Capitalized on Competitor's Tendency to Always Propose New Equipment - Beat Them With a Service! 

 

 

 

 

 

GE Energy

Value Pricing Win:  25 value-priced sales of steam turbine services in one year.

 

Average sale:  $4 million revenue and 50%+ margin.

(610.1)

 

 

 

 

 

 

Mark Grant

$1,450 Million Steam turbine services

 

Value Pricing Win:  Mark Grant was responsible for 25 value-priced sales of steam turbine services in one year.  These sales averaged $4 million revenue and 50%+ margin.  The best example was Brunswick Paper, where the GE team identified $7 million per year in annual savings and was able to charge the customer $6 million while earning $5 million in margin*.

 

(Contact Us for Confidential Details)

 

 

 

 

 

Computer Science Corp.

Helped Client 2 save $500 million

 

(677.1)

 

 

 

 

 

 

Scott Ransom

 

 

 

 

 Computer

 Science Corp.

Closed $4.2 Billion, 10 Year Sale to Client 3

 

(677.2)

 

 

 

 

 

 

Scott Ransom

"Skinny Systems" success including   Full Customer P&Ls / Dashboards showing COST TO SERVE each customer

 

 

 

 

 

 $2 Billion Engineered Pumps, Valves, Systems, Services for Oil & Gas

(731.2)

 

 

 

 

 

 

 

 

Mike Fairbairn

$60 million sale to British Gas, became SOLE SOURCE SUPPLIER for UK Oil and Gas related projects.

 

Previous company share had been 0%.

 

 

 

 

GE Aviation – Marine & Industrial Engines

(801.4)

 

 

 

 

 

 

Rob Glen

20%+ growth per year for SERVICE SALES in 14 of 15 years.

 

 

 

 

 

 

 

 

GE Energy – Apparatus Service

(801.3)

 

 

 

 

 

 

Rob Glen

$1.4 Billion Division

 

Early years in sales roles resulted in 20%+ avg. growth for service sales in 14 of 15 years.  Exceeded goals by up to 25%.*

 

(Contact Us for Confidential Details)

 

$400,000 Sole Source sale to State of Texas Insurance Board

 

$8 million State & Local technology product and services practice built

(853.2)

 

 

 

 

 

Tom Ingram

 

Contact Us in Dallas, Texas, USA at tom@tomingraminc.com or 972-394-5721.

*Success stories, names, pictures, client quotes, estimated costs and benefits are derived from actual projects but may have been altered for simplicity, teaching purposes or to protect confidential information.

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