A Few Stories from Our Success Book...

 Industry: Pharmaceuticals


The Client: The client is one of the leading pharmaceutical Multinational Corporations.

Their Background: The major focus of the organization in India had been selling branded products. They were keen to further expand their footprint in India by also focusing on Generic products. Generic products have huge competition and the differentiator is mostly price. Hence to achieve success in the Generic products, it was imperative to enhance their existing sales strategy. This would also improve their market capital and make them one of the top pharma companies in India.

The commercial division of the company having its corporate office at Mumbai, was looking at a Design and Delivery partner who could design the content and structure of their new sales strategy and also assist in the implementation of the same through its 1500 member sales force spread across India.

This was a huge change management initiative, which would have organization wide implications and hence had to be implemented successfully across the company.

Their Objective:

The objective was to design a completely different sales strategy. The new sales strategy had to be catering to internal and external customers in a way it could be understood, accepted and implemented easily.

The organization’s major challenge was to manage and lead this massive change and ensure the new sales strategy became a way of life for the entire organization, specifically the Sales Force.

The Task: Information for the new sales strategy was not well documented and was available only in form of raw data. Most of the data was available around the existing sales strategy. A lot of information was lying with various stakeholders and top performers in the form of intellectual capital.

The Task of the Yellow Spot team was to assimilate all this information and data, convert it into a simple, easily deployable yet visually appealing form.

The Field Training Managers of the organization were also to be taken through a Train the Trainer program on the new sales strategy designed by The Yellow Spot, to enable them to train and coach the Sales Force through the new Sales Process.

The entire task had to be accomplished by The Yellow Spot team in a period of 6 months. They deployed dedicated Instructional Designers, Graphic Designers and Facilitators to complete the task at hand.  They worked and gathered information at the client site, created concepts along with various client representatives, designed appealing visual aids and prepared the training managers for training and coaching on the new strategy.


The first version of the entire strategy was prepared in 6 months.

Post the first review and feedback by the field teams, the strategy was further fine tuned.

In total, 5 versions of the strategy were created post the initial roll out based on these inputs. The process involved 6 months of additional time invested by the team to get the final copy approved and accepted by the client. The project overall took 335 days to complete.

This strategy is now an integral part of this organization and has been successfully implemented across the country by the Sales Force.

The feedback received by the Field Training Managers post the Sales training has been very positive. The new strategy has helped the Sales Team add value to their Clients by offering them differentiated services.

It has also helped the client in competing with the existing competition, by helping them offer services in a market where products are very similar and hence improved their sales effectiveness.

A well-motivated Sales Force of around 1500 professionals carries the new sales strategy in their pockets and has helped in bringing a smile to their customers face.


 Industry: Capital Goods


The Client: The Client is an MNC operating as a leading Capital Goods Service Provider in India.

The Service and Construction division of the client was looking at a training partner who could provide regular, consistent and long term instructor led services to the client for their Supervisors.

Their Background: The Client’s Service and Construction Supervisors had been with them for a long time. They had risen to the Supervisory rank after serving the company for decades as Technicians. Though they had become Supervisors they still had the mind-set of a Technician and they would often land up doing the job themselves rather than delegating the same to their teams. They were also finding it difficult to manage their teams, having worked on their own as a Technician.

Their Challenge:The Client realised that they would require Supervisory Training to be held for these Supervisors. They however did not have an internal training department with the expertise to conduct such sessions for them.

The Task: Designing and delivering a formal Supervisory training program which would enable the Supervisors to manage their current role well and help them move to the next level. This was to also make participants realize that the company cared about them as these sessions would help them not only on a professional level but also on a personal one.

Our Performance:Our Team created a Learning Academy which was managed and run by us. Supervisory Skills programs were designed and customised for both the Service and the Construction teams and run for this heterogeneous group of 600 Supervisors from different places across the country with ages ranging from 22 years to 58 years for a period of 2 years.

End-to-End sessions were conducted. Pre and Post work was done which included meeting the supervisors at various sites to understand their real time challenges before the sessions and conducting assessments after the sessions to see what difference they had made. Each supervisor had to undergo a test post each session and to clear that test to ensure that at the end of all the sessions they achieve participation certification.

Supervisors now started looking at themselves as Supervisors and not Technicians. They were now equipped with various Managerial Skills like Team Management, Time Management, Communication, Problem Solving, Decision making, Coaching and Mentoring, Stress Management etc. which helped them perform their roles well.

Our Contentment: 600 Happy Supervisors who felt more in control of things and were able to perform not only their role well but were also ready to take on higher responsibility.

 Industry: FMCG


The Client: India’s largest Fast Moving Consumer Goods Company with a rich heritage and having the privilege of touching the lives of every two out of three Indians.

Their Background: The Client had started their Water division with the launch of a product that was new in the segment. To market the product, the Client was looking at hiring around 8000 fresh Feet on Street Sales Executives and training them on the product, process and behaviour. The purpose was to capture a large chunk of the Indian market in this sector. For this, it was important that the Sales Executives have quality interactions with the potential customers.

Their Challenge:Their competitors had been in this segment since a long time and now had a mature and strong sales force. The sales team of the client consisted of 10th pass/fail executives that had to be groomed and trained in sales and soft skills before they could even interact with the customers. This they knew was going to be a difficult task.

The Task: To consistently deliver behavioural and functional skills to these raw sales executives in the deeper regions of the country, typically the Tier 3 and 4 cities where they were looking at strong market penetration. The Client wanted a partner who could also help them in ensuring that the customers got the same experience in the non-metro cities as they would get in the metro cities.

Our Performance:We installed a network of Managers and Trainers across the country to handle the operations and delivery of the sessions. We recruited 4 Divisional Managers to take care of the operations and 4 Master Trainers to look after the Delivery in each of the 4 zones across the country. Each of these reported to the Divisional General Manager of the water division of the company. Each of these Master Trainers had in turn 5 to 10 trainers reporting to him/her and conducting workshops on a daily basis in their zones.

A countrywide Training Needs Analysis was conducted to understand the level of the participants as well as the challenges faced in the various regions. A master content module was designed which was then customised as per the regional needs. A region wise Train the Trainer was conducted where the trainers were taken through a boot camp which they had to clear to be certified to conduct sessions. The pilot was run across 16 locations and data was captured from the pilot program to understand the strengths and the opportunities of the module, trainers, participants and the end customers in the region.

Suitable Modifications were made accordingly and Phase 2 and 3 were successfully launched across the country at 40 locations simultaneously, giving a total man day count of 40,000. A Training Management System was also installed for online tracking, feedback and reporting, where trainers would upload feedback after every session.

Our Contentment: The 18 percent increase in the sales figures.

 Industry: Consumer Durables 


The Client: A giant in the Consumer Durables space having multiple products and multiple channels with over eight million satisfied customers across the country.

Their Background: The Client had grown in leaps and bounds over the past decade and had expanded to a consumer channel of over 18000 dealers spread across 450 Indian cities and towns. They had forayed into a number of products and had to expand their service team accordingly to cater to their constantly growing customer base.

As their Service Technicians were the single point of contact with the customer after the initial sale by the sales team, maintaining service levels was essential.

Their Challenge:In the beginning when the service team had started, the recruitments done were of high quality employees, they being mostly Diploma holders or had Polytechnic education. These service technicians valued their customers and were in turn well respected by them. Service was taken very seriously and if there was a customer complaint, it was resolved very fast. The technicians were expected only to look into servicing the machines.

With the expansion of the organization to such a large scale and paucity of resources, the quality of service technicians being hired had deteriorated. 8th to 10th standard pass outs were now being taken as service men. Technicians were also expected to sell other accessories and attachments and parts apart from servicing the machines. This led to a decrease in quality of service as the focus was changed to sales and the customer now started to feel neglected on the service front.

There were also frequent tussles between the old and new servicemen. Those who were young in the organization lacked confidence. They were fearful of their customers as well as their seniors. Those who were old were egoistic and did not care about the service they were offering to customers. At times malpractices were also being followed by servicemen leading to further customer complaints and a loss in the customers respect for the organisation.

The Task:To enhance the customer experience to help the company regain the respect that they had in their initial years with regards to service. Improving retention and motivation levels by making the 6000 Service Technicians realise that the company was investing in their development was also an outcome that had to be kept in mind.

Our Performance:We formed a team to look after the delivery of the sessions across the country. A National Manager and Coordinator took care of the operations of the 34 regions across the country. A Master Trainer reported to the National Manager and was in charge of the delivery of the sessions across the 4 zones. The Master trainer had 42 trainers reporting to him, who conducted sessions on a daily basis across the various regions which covered cities from Tier 1 to Tier 4.

A countrywide Training needs analysis was conducted to understand the regional challenges being faced by the Technicians. A master content module was designed which was then customised as per the regional needs. A region wise Train the Trainer was conducted where trainers were taken through a boot camp. They had to clear the boot camp in order to be certified to be able to conduct the sessions. The pilot was run across 3 locations and data was captured from the pilot program to understand the strengths and the opportunities of the module and trainers as well as participants and the end customers in the region.

Customizations were made accordingly and the phase 2 and 3 were successfully launched across the country at 40 locations together, with a man-day count of 18000.

Our Contentment: The project has recently been completed hence the results are yet to be evaluated. Going by the feedback we have received from the Technicians, we are definitely content!

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