Know-How Exchange : Strategy

If you go your route and found a study, its too easy for them to come back with one that wasn't implemented well.

ANY book on sales and marketing will list case studies of a great plan. Its about what their perspective is. What will make their tails wag. The slow to change concept is a stall, not a real objective.

If they're afraid of managing the team-- (and we are like herding cats) A great book is "managing for sales results" by Ron Marks. As I wrote in my Amazon review--this book should have been titled "leading for sales results". Its a great resource that I refer to often.

If they're into processes, Sales and Marketing the 6 Sigma Way.

Execution -- the Art of Getting Things Done- is another wonderful reference. By Ram Charon.

After reviewing your website, my guess is the 2nd two would be good choices. Think of their mentality, your business is a business based solely on fact. No theories, no stories about "others" (heresay)

I'm sure they've read a few of them- -and they still aren't convinced. Its certainly about the plan-- but they're afraid of managing the execution of the plan. And what if its the wrong plan? It worked for someone else -- what does that mean to them? There are winning salespeople and coasting dead weight salespeople. And the reality is there are more coasters than winners.

So I'd suggest the approach of discussing lost opportunities. Do some competitive and market research. What are your competitors top geographic markets and what is your market share? How big is the market -- and how do your numbers compare? What is the marketing tactics of your competitors? From a marketing view, do a SWOT analysis. Take a competing sales rep out to lunch.

Drill deeper into what your existing sales rep do during their day. Suggest ways for them to be more efficient and capture more opportunites. That success, in their own business will start to get attention. They don't want you to tell them to spend more-- but they might listen to improving with what resources they have. How many clients would a new salesperson have to win to be a profit center to the company?

I envision your biz to be repeat clients-- do you know the lifetime value of

Know what a new salesperson costs. Not just in salary, but in overhead, benefits, etc. Now, on a spreadsheet and knowing the average cost and profit of a new client-- show them the payback.

As far as your selling execs-- they probably enjoy that-- but is that best use of their time?

I have to tell you, as someone who does claims and warranty work-- in a field that gets litigatious fast... your market is hot. In this economy people are looking for ways to avoid paying for something. Or sue for a windfall. I just went on a project that is going to end up in court-- and in another market-- no one would blink much less sue. I know you aren't a lawyer but handle the documentation management, but I can only say those doing exoert witness work have seen biz increase vs decrease. That rippling effect is something you should be a part of.

This is a long answer-- but your question is larger than you think. Hope it helps

I love CaorlBlaha's visual of "What will make their tails wag"

I don't believe your answers will be found in case studies. Most managers either misuse or do not use their most influential resource - their established customers.

Find out what is working for them, what makes them happy, how your company helps them achieve their goals. Happy customer insight will beget happy (read willing to experiment/expand) management.

Once you "know" what works, begin with the how and develop a marketing/sales plan to expand into a know successes.