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DAILY RIVET March 2006
Hot Rivet wins National Training Award
Cisco benefits from Hot Rivetʼs sales culture methodology supported by Krauthammer International and John Matchett. Cisco faced aggressive new competition from Hot Rivet is a winner in China. Furthermore the the National Training typical customer profile Awards, the UKʼs premier was also changing from ʻIT accolade for organizations specialistsʼ, to ʻbusiness and individuals that have decision-makersʼ so the achieved lasting excellence sales force needed more through training. The commercial awareness. award comes as a result of a project carried out with “We needed to move its client Cisco Systems, a from a box-shifting leading supplier of network culture, to a deeper level communication systems of understanding of how and software customers could use Ciscoʼs increasingly complex range Hot Rivet, together with its of solutions to build their colleagues Krauthammer business or reduce cost,” International and John said John. Matchett, received the recognition as a result of a training project to bring best practice sales culture to a group of 40 senior managers. By our London Correspondent
Ciscoʼs John Edwards (director, sales force development) explains: “Commercially Cisco has closed deals it would not have, closed them more quickly, or sold in more value than it would have. The return on investment in training equates to more than 2,000 per cent.” Itʼs estimated that the adoption of a new sales culture in this case has unplugged an extra £3.5m of revenue.
”The return on investment in training equates to more than 2,000 per cent.”
The programme took six months to research and test by a steering group of operations directors, prospective participants and the consultants. They chose a strategy of getting closer to the customer through collaborations with Cisco teams, and that called for better understanding and
anticipation of customer needs. This new approach to customers, known as the ʻGo-to-Market Modelʼ needed a new breed of manager. 40 regional sales managers and systems engineering managers were chosen to understand ʻGo to Marketʼ and how to apply it locally; how to communicate the model to their teams and help them cope with change; how to anticipate customer needs through analysing market trends; how to use Active Listening to motivate teams and identify business partners to produce joint customer proposals. “Before the programme, the model was a fine set of words which were not well understood. Now people could see what they
had to do and how to do it,” said John. “Before the programme Cisco people were sometimes seen as being arrogant - born perhaps of 10 years of market dominance - this has begun to change. Because people are collaborating more, theyʼre saving time and effort, which can now be invested in customer relationships and in fending off the competition.”
DAILY RIVET March 2006
Hot Rivet wins National Training Award
Cisco benefits from Hot Rivetʼs sales culture methodology supported by Krauthammer International and John Matchett. Cisco faced aggressive new competition from Hot Rivet is a winner in China. Furthermore the the National Training typical customer profile Awards, the UKʼs premier was also changing from ʻIT accolade for organizations specialistsʼ, to ʻbusiness and individuals that have decision-makersʼ so the achieved lasting excellence sales force needed more through training. The commercial awareness. award comes as a result of a project carried out with “We needed to move its client Cisco Systems, a from a box-shifting leading supplier of network culture, to a deeper level communication systems of understanding of how and software customers could use Ciscoʼs increasingly complex range Hot Rivet, together with its of solutions to build their colleagues Krauthammer business or reduce cost,” International and John said John. Matchett, received the recognition as a result of a training project to bring best practice sales culture to a group of 40 senior managers. By our London Correspondent
Ciscoʼs John Edwards (director, sales force development) explains: “Commercially Cisco has closed deals it would not have, closed them more quickly, or sold in more value than it would have. The return on investment in training equates to more than 2,000 per cent.” Itʼs estimated that the adoption of a new sales culture in this case has unplugged an extra £3.5m of revenue.
”The return on investment in training equates to more than 2,000 per cent.”
The programme took six months to research and test by a steering group of operations directors, prospective participants and the consultants. They chose a strategy of getting closer to the customer through collaborations with Cisco teams, and that called for better understanding and
anticipation of customer needs. This new approach to customers, known as the ʻGo-to-Market Modelʼ needed a new breed of manager. 40 regional sales managers and systems engineering managers were chosen to understand ʻGo to Marketʼ and how to apply it locally; how to communicate the model to their teams and help them cope with change; how to anticipate customer needs through analysing market trends; how to use Active Listening to motivate teams and identify business partners to produce joint customer proposals. “Before the programme, the model was a fine set of words which were not well understood. Now people could see what they
had to do and how to do it,” said John. “Before the programme Cisco people were sometimes seen as being arrogant - born perhaps of 10 years of market dominance - this has begun to change. Because people are collaborating more, theyʼre saving time and effort, which can now be invested in customer relationships and in fending off the competition.”
