An established car distributor acquired an independent group of 14 dealerships with a similar range of franchises.
The acquisition went smoothly. The old top team left, and the new dealerships were headed up by a senior manager (Mike) from the established distributor.
The distributorship had a well-established devolved culture in which general managers were given a broad set of annual targets to achieve. How they did this was up to them. Mike worked to the same
A once fast growing electronics company had experienced a sales plateau. The Managing Director (MD) had serious doubts about the company’s ability to make any significant profits to finance the next necessary big step in sales growth. He felt the company was lucky as it had a great set of quality products, but the competition was beginning to catch up.
Historically, the company had developed a technical culture in which everyone was focused on quality in
The owner of a family company with a direct sales force of 64 salespeople asked us to review their selection process. They used the good old-fashioned “feel” in which they had great faith.
Recently, a non-executive director pointed out that there was a considerable difference in the sales performance within the sales force and therefore, he believed that the selection procedure was not discriminating well enough between those who could do a reasonable selling job and