Starting point
A plant-engineering company ranked sixth worldwide faced a brand change following an acquisition and numerous internal and external changes. Sales relied on tenders, enquiries and quotations rather than active selling, and some established capabilities no longer fitted the market.
Goals
- Become the world’s number two.
- Bring new and established sales and office teams together.
- Encourage openness and further sales development.
- Build stable relationships with all customer stakeholders.
- Improve systems selling and document successful sales knowledge.
- Exceed commercial targets while strengthening culture and cross-departmental collaboration.
Modules
LeadingX10 – Passion for Selling and Service developed conscious attitudes, thinking and behaviour. Participants questioned routines, practised openness, initiative and responsibility, recognised competencies and untapped reserves, and grew beyond perceived limits.
The V-Navi bootcamp comprised three two-day modules covering inspiration, resistance, goals, customer partnerships, selling, negotiating and agreements. XNavi and V-Navi made the whole sales process clear, linking practical sales and negotiation with insights from brain research and an active follow-up process.
Results
Work on attitude and awareness created a foundation for effective sales methods. Salespeople developed as committed co-entrepreneurs, contributing proactively while remaining confident and balanced. Self-motivation, organisation and accountability replaced repeated justifications and blame.
The team moved from difficult, price-driven product sales to strategic solution and systems selling. Strengths were shared and developed, potential became visible, and customer relationships became genuine partnerships supporting loyalty and growth.
Reported impact
- Revenue increased by 140%.
- The company became number two worldwide.
- The next target was a 40% market share.
