Our vision is to create growth for our clients through shared successes.
Our focus lies on delivering consultancy for sales organizations that sell complex products and solutions. Our clients are predominantly operating in the B2B industries such as IT and Communications, software and services, machinery and other complex solutions providers.
Our mission is to help our clients to make their sales organizations more efficient and more successful. We contribute with our competence and more than 30 years of experience in order to grow the revenues of our clients.
We are a “breathing company”, which will – according to the size of the projects – configure teams out of a longstanding network of sales consultants to meet our clients’ project requirements. We work in the network for other consultants and other consultants work for us.
Our consultants and partner consultants have all worked for many years in sales and sales management positions. They have all methodological competencies in combination with systemic coaching experiences.
Our maxim is to convince people by our hearts and competencies. We build on positive and open communication. We strive to build up long lasting trustworthy relationships with our clients. If you are looking for psychological tricks this is not the right address for you.
CV Walter Uhl
Walter Uhl (*1955), looks back on more than 30 years of experience in Sales and Marketing. After his studies of English and French literature in Freiburg, Oxford, Grenoble, Tübingen and Perugia, Mr. Uhl used his language skills to make a cross-entrance into business. He was working for 4 years with Zeiss, CHG and Liebherr until 1987 when he decided to take a Master‘s degree in Business Administration (MBA) at the business school Luigi Bocconi in Milan, Italy.
After his MBA he started his career with Hewlett-Packard in the European Marketing Center in Böblingen, then joined HP’s Swiss Sales Organization where he sold for 2 years to the Process Industry in Basle. In 1991 he returned to Böblingen as HP’s Account Manager for Daimler-Benz. 1995 Mr. Uhl became the Sales Manager for Health Care Information System (HIS) in HP`s Medical Division covering Switzerland, Austria, Italy and Eastern Europe. And in 1997 – after HP Medical‘s withdrawal from HIS – Mr. Uhl was appointed Global Account Manager for Daimler-Benz – later DaimlerChrysler.
In 1999 he joined Xerox as a General Manager for the Global Account DaimlerChrysler, serving as a role model for Xerox‘s new account focused sales organization.
In 2000 Mr. Uhl started as an Associate Partner with ON-Target, now The TAS Group, specializing in sales processes and methodologies.
Since January 2001 Mr. Uhl is working as an independent consultant with a special focus on sales of complex solutions – sales organization analysis, sales processes and methodologies, big deal coaching, and sales leadership trainings.Since January 2001 Mr. Uhl is working as an independent consultant with a special focus on sales of complex solutions – sales organization analysis, sales processes and methodologies, big deal coaching, and sales leadership trainings.
Sales teams seem demotivated.
Sales reps work a lot, but achieve little.
Everyone does what he wants and no one does what he should do.
Sales people are artists who do not want to be controlled.
“If my production worked like my sales organization, I would no longer be able to ship a machine.“ CEO of a German Midsize Company
Possible cause roots:
Too late in the customer’s purchasing cycle
Little possibilities for differentiation of the product level
Product focus vs. solution focus
Low contact levels with the customers (operational vs. management)
Rather tactical than strategic approaches
Only vague knowledge about competition
Lack of clear sales leadership
Lonely fighters vs. team players
“Sales people are artists and should be disturbed in their creativity.”
Low hit rate – often only 2 out of 10 projects
High cost of sales
Lack of communication with in and among sales teams
No consistent approach in selling
No common language and common pictures
Lack of coherent understanding of:
Market segmentation – Where do we want to sell to?
Customer portfolio – To whom do we sell to?
Customer needs – What are our customers’ pain points?
Potential solutions – What kind of solutions and products could we offer or develop to best satisfy our customers’ needs?
“The opposite of good is the good intention.”
We develop solutions for managing sales organizations selling complex products, solutions and services to other industry customers (B2B). Our focus lies on sales organizations selling investment goods and consulting services.Our solution areas:
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