- Consultative selling skills
- Advanced consultative selling skills
- Coaching for high performance
Sales development and consulting
The consulting and training aspects of our work cover both process improvement and behavioural change.
Sales skills programmes include:
- Consultative selling skills - For new entrants to sales or those sales professionals needing to 'polish' their skills.
- Advanced consultative selling skills - Our work here is all about getting people to that 'next level' of relationship management and understanding different personality types. Learning how rapport is built at a conscious and sub-conscious level and how to maximise results through better customer management.
- Coaching for high performance - Our work here focuses on the development of managers as leaders. We work with our clients to create the most effective management development and coaching programmes using a range of tools and adult learning principles.
About Taylor Healey
Taylor Healey specialises in consulting and training for
the sales, sales management and account management areas of your organisation. This work encapsulates
both process design and skill development. We have a number of strategic initiatives to assist you with key account
management and winning major opportunities,
all of which are explained in more detail in the services section of this site.
Our team works across many industries and providing your organisation has a responsibility to sell products or services and manage relationships then we are interested in working with you. The measure of a good consulting firm is in the results it helps it's clients achieve; because of this we are always keen to introduce prospective clients to those with whom we work. Some of the industries we have had success in are listed below (click see more):
- Hospitality and leisure
- Insurance & broking
- Finance/funds management
- Pharmaceutical (Human & Veterinary)
- Travel (Wholesale and Retail)
- Commercial real estate
- Media & Advertising
- Learning and development
- Supply chain logistics
Every person within Taylor Healey is different, an old cliché we know yet in our case it's a strength. We pride ourselves on being subject matter experts when it comes to sales process, sales strategy development and skills training. A Taylor Healey consultant needs to determine a client's needs, wants, habits and expectations so there are no surprises; they also need to be able to jump to their feet and present concepts or training in such a way that engages people from the start. If you like the sound of a career at Taylor Healey then please use the 'contact us' page
How we work:
Our business process is simple:
- An initial meeting with senior level personnel
- Research. Either a sample group of one-on-one interviews or a larger more tailored online survey. Either way we set out to determine all the key training and development needs within your sales organisation.
- Proposal design, presentation and project plan.
- Acceptance and sign off.
- Service delivery - facilitation, training, coaching or consulting based on the research outcomes.
- Ongoing evaluation and feedback to the customer.
- Continuous evaluation and feedback.
Vision & mission statement
Mission statement:Taylor Healey designs and implements revenue management improvement strategies so our clients improve and accelerate their path to market.
Taylor Healey aims to be the supplier of choice for organisations across Asia Pacific in the design, delivery and implementation of sales and client management effectiveness. We do this for medium and large corporations. We work on delivery mechanisms that enable any business to maximise their revenue through these goals.
Our values - or your rights as a client:
- Understand my business
Show me that you know my business and speak to me in revenue and profit improvement language.
- Be honest
Tell it like you see it - both what's wrong, but also what's right. Criticise constructively.
- Get into my business
Become involved in the business. Be visible - ask questions, but don't be disruptive.
- No surprises please
Let's determine needs together.
- Be genuine
Think hard about my problems. Put my needs first. Be available. Let me know what you think without me asking.
- Be innovative
Give me something that is better than anything before. Make me stand out.
- Be loyal
Make your relationship with me personal and continuous and don't pass me along to others unless it is for my benefit, and keep our business confidential.
- Fix things
Get things done. Respond to my needs fast and produce quick results, because I probably have more needs.
- Be reasonable
Give me superior value for money whilst I recognise the need for a fair price.
- Treat me like a person - not just an account
Treat me as an equal. Deal with me one-to-one. Advise me closely on related matters even if you're not being paid for it.
This section of the site is dedicated to sales process improvement. Territory
management, activity planning, forecast accuracy and account management...
There are two key aspects of our sales strategy work.
1) Key account management
2) The process for winning major bids and tenders...
Here we look at the behavioural aspects of Consultative selling and relationship
management. The focus here is achieving a stronger relationship with
The 4 Stages:Most sales activity can be broken down into 4 distinctly different stages or quadrants from prospecting through to managing accounts. If sales teams know how and where to identify opportunities, what account management plans or pipeline management tools look like and can then apply all of the correct activities within these tools then the results will follow. The assumption here of course is that they have the requisite skill sets to implement the process. (This is covered in the behavioural change area of the site)
"Look after the activities and the results will look after themselves."
This is a driving principle of the work we do at Taylor Healey. Our tools and processes are all facilitators of activity, either the quantity, the direction or the quality of the sales function.
"Effectiveness is doing the right things...Efficiency is doing the right things well!"
Stage 1 - Prospecting:In the first quadrant we determine the criteria by which an organisation chooses their prospects. Most 'good and profitable' business is a result of customers fitting within a set of criteria (either explicit or implicit). These can be grouped, scored and actioned accordingly thus maximising efforts. We take customers through an evaluation process of their best current customers to determine themes and key measures.
Stage 2 - Budgeting and activity management:The important knowledge in this quadrant is: Know your goals and your success ratios. Your Taylor Healey consultant will take you through the design of a simple yet effective tool to manage all of the activities that will maximise pipeline output.
Stage 3 - Pipeline management:Your BDM in Perth tells you she has a 90% chance of winning a piece of business. Your BDM in London says the same. Who is right and what is 90% based on? Optimism, feedback or just plain 'Gut Feel'? What happens when you have 120 people using the same "science" to put together a forecast? In this stage we develop effective probability measures to assist in the forecasting process and we tailor a number of solutions specifically for your environment.
Stage 4 - Account management - customer engagement:Yet again we continue with our theme of activity management. We create tools to help measure or "score" the value of a relationship. Is a good relationship good just because you entertain regularly or you have a regular flow of revenue? Once an organisation learns how to "engage" it's customers at all levels, the relationship becomes stronger. The measurement tools we build are actionable and in most cases universal so they can be applied to all customers big and small. This process can be applied to an organisation's 'Top 10' or any number of accounts. Your Taylor Healey consultant will help you develop a specific activity based engagement strategy for your business based on a number of methods at their disposal.
Key Account ManagementMany organisations, as they grow, become more and more reliant upon large customers to deliver the 'lion's share' of their revenue. (The pareto principle or 80/20 rule is alive and well in most businesses). This is not a new phenomenon though how easily can you place your hands on the strategy for these accounts? Not just a set of action plans but a collaborative goal and action oriented document or process designed by you and the customer with partnership as the intent...where is it? Can you see it, touch it and review it regularly? If so then you are a long way down the path of customer engagement. Customers are often (but not always) involved in the development of this engagement.
The following are typical components of a key account strategy:
- ‘A stake in the ground’. Where are we today in terms of results and relationship and where do we want to be in 1,2,3 years time?
- Who are all of the key decision makers and what are their personal motivators for dealing with you? (The context for this component is that all people make decisions emotionally and justify them logically)
- What is our vision or statement of intent for this account?
- What is the competitive environment and how do we deal with it?
- How do we score the current relationship and how then do we increase the score to reflect our future plans?
- Are there continuous improvement plans in place and if so are they signed off by all parties?
Winning major bids & tendersAs the bid and tender process becomes more and more sterile with an often reduced ability to get close to the decision making process (eg online bidding and group bidding institutions) we are faced with a choice...do we submit to these changes or do we act differently?
Here we look at numerous ways of managing the process more effectively by communicating our intent as a potential supplier or business partner and building activity plans around (but not limited to) the following:
- The decision making process. Who are the key influencing roles in the opportunity and how do they operate as decision makers? What political issues are you up against?
- What do you know about the current business
situation or the opportunity in question? How much do they
need you? How are you perceived by them?
- The competitive situation, who are we up against and what is their strategy?
- What are our strengths and areas of improvement?
- How do we deliver the solution to the customer ?
Training and behavioural change
Consultative sellingConsultative selling skills are designed to assist sales professionals to build rapport at all levels in the client organisation and to truly understand needs, wants, habits and expectations of people at a conscious and sub-conscious level. The next step is to be able to present the most appropriate solutions. People make decisions emotionally and justify them logically, hence sales professionals need to be better equipped in order to find the real motivators behind how their customers make buying decisions. Rapport is an outcome of empathy, empathy is an outcome of understanding and understanding is an outcome of questioning, active listening and 'parking' the ego.
- Rapport - what is it and how we build it.
- Your questioning technique and how you can develop it to uncover more details and information.
- Active listening - listening to understand vs. listening to be understood.
- How to summarise a conversation to ensure ‘buy-in’.
- How to present a solution against a given set of needs.
- How to ensure objections are minimised.
- How to progress to the next step and win the business.
- How to present solutions that fit the exact needs.
There is no typical profile of a sales professional attending a Consultative Selling workshop as we tailor the content to your organisation. Entry level people through to experienced sales veterans have gained great value from a workshop such as this.
Advanced consultative selling
Advanced consultative selling skills is a workshop for sales managers and sales professionals who may have undergone training of numerous types and styles before. This work is based around the behavioural development work we undertake using MBTI (Myers-Briggs Type Indicator). We use this instrument as it has exceptional relevance to the world of sales and relationship management.
We believe that when a sales person understands how to ask great questions, actively listens, understands needs, builds rapport at a conscious and sub-conscious (MBTI) level and can then present solutions based on personality type - then negotiation becomes a much simpler process
Our initial approach with senior sales professionals is to explain psychological type theory, the process of verifying their own preferences in work situations and how to identify ‘type’ in others based on behavioural observation. We also provide elaborate profiles of each of the 16 personality types.
In the MBTI section of this programme we focus on how to approach customers with certain type preferences, how to gain the correct information from them, make decisions based on ‘type’ and build stronger relationships accordingly. We explore methods to estimate a client’s 'type mode' based on language and behavioural cues. Sales professionals can then change their preferred style accordingly.
Sales performance change
High-performance sales managementWe specialise in the management of sales performance within a business. Our approach is to develop the most appropriate process for your organisation using best practice tools as well as utilising existing methods or principles.
This aspect of our work consists of two main subject components:-
- High performance people management
- High performance business planning
Within each phase the following subjects are covered:-
High performance people management
- The need for management systems, methods and procedures
- Linking mission and vision to behaviours
- Creating and communicating high-performance job descriptions
- Discerning ‘development levels'
- Utilising ‘situational leadership’
- Managing sub-standard performance
- Developing and conducting high-performance sales appraisal systems
High performance business planning
- Developing the business unit vision and objectives (linked to corporate direction)
- Development of measurable action plans for resolving key issues and achieving vision and objectives
- Development of delivery time-frames and resource needs
- Development of measurement and accountability