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A Few Stories from Our Success Book...

 Industry: Pharmaceuticals

 

The Client: A leading Global Pharmaceutical Giant

Their Background: The major focus of the organization in India so far had been selling branded products. They were now keen to further expand their footprint by also focusing on Generic products. Since Generic products had huge competition and the differentiator was mostly price, it was imperative to enhance their existing sales strategy – a pull focused strategy.

Since the organization was now looking at implementing such a huge change and mindset management initiative, they needed a strong  Learning Partner to help them out with the same. The role of the learning partner would be to design the content and structure for their new sales strategy and also assist in successful implementation of the same across its sales force PAN India.

The Task: Information required for the new sales strategy was to be extracted and assimilated from available raw data as well as thought processes in the minds of various stakeholders.

This was then to be converted into a simple and easily deployable, yet visually appealing form. The Field Training Managers were also to be taken through a Train the Trainer Program.

The Intervention: The Yellow Spot deployed dedicated Instructional Designers, Graphic Designers and Facilitators to complete the task at hand.

The first version of the entire strategy was prepared within 6 months for initial review and feedback. In all, 5 versions of the strategy were created post the initial roll out based on the inputs received from the field training managers, the sales force, customer audits etc. The process involved 6 months of additional time invested by the TYS team to get the final copy approved and accepted by the client.

The Field Training Managers were taken through a train the trainer program, post which they successfully conducted the program on the new sales process for the 1500 member PAN India Sales team over a span of 6 months.

The overall project took 335 days to conclude.

This strategy is now an integral part of this organization and has been successfully implemented across the country by the Sales Force. It is still in use since its introduction in 2010 and has helped the pharma company in competing with the existing competition.

 Industry: Capital Goods

 

The Client: An MNC operating as a leading Capital Goods Service Provider in India and across the globe.

The Need: The Service and Construction division of the MNC was looking at a Learning and Development partner. This partner was to equip the home-grown Supervisors with the required supervisory skills to be able to play their role effectively and move out of the mind set of their previous roles.

The Task: Designing and delivering a formal Supervisory Skills Learning Intervention which would enable the Supervisors to manage their current role well and also help them move to the next level.

The Intervention: TYS and the Client established a Learning Academy which they co-managed.

The learning needs were identified by speaking to various stakeholders like Customers, the Supervisors themselves, their managers, peers and subordinates. The supervisors were also observed in live environments to understand the day to day challenges they face on the field.

A Supervisory Skills Intervention was designed, customized and delivered for 600 Service and Construction supervisors as a part of the learning academy.

Topics like Managing the Self, Managing the Team, Time Management, Communication skills, Problem Solving and Decision Making, Coaching and Mentoring, Stress Management, Leadership Skills, etc. were covered over a period of 2 years. Pre and Post learning knowledge checks were conducted, and feedback was gathered from various stakeholders to measure learning effectiveness.

This massive knowledge, skills and ability training intervention led to the creation of a strong middle layer for the organization and also helped in building a succession pipeline for the next role. It also made man management and stakeholder management easier on the whole.

 Industry: FMCG

 

The Client: A large Global FMCG company

The Need: The Client had launched a new water purification product and decided to hire 8000 Feet on Street Sales Executives to sell the same door to door.

The were looking at a partner to design a Sales Based Induction Program for this target audience.

The Task: To design and deliver an 8 days Sales Induction Program across 40 locations PAN India.

The Intervention: A provisional Management team was created and deployed across 4 zones with 1 national manager, 4 zonal managers, 4 training managers and 20 trainers to handle the entire engagement.

A countrywide Training Needs Analysis was conducted to understand the level of the participants, the challenges faced in their various regions, understand competition, etc.

A master training module was designed which was then customised as per the regional needs and also translated into regional languages as and where needed.

A region wise Train the Trainer boot camp was conducted for trainers and their managers. The pilot session 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.

A Training Management System was also installed for online tracking, feedback and reporting, where trainers would upload their and participant’s feedback post every session.

The intervention was run for the 8000 sales force of the company for a period of 1 year.  It helped them operate on a consistent level of knowledge, skills and abilities for selling the product.

 Industry: Consumer Durables 

 

The Client: A Leader in the Consumer Durables space across India.

The Need: The client had grown by leaps and bounds over the past decade with an expanded consumer channel of over 18000 dealers spread across 450 Indian cities and towns.

The rapid expansion, growing competition, availability of cheaper products, production outsourcing, increasing salaries, automation of the product, etc. had forced the organization to hire entry level service force over qualified service force. This increased customer complaints on service issues and it was impacting the credibility of the company.

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

The Task: Upgradation of the service force by training them on self-confidence, communication, presentation, business etiquette, customer service, etc, in a phased manner. The intervention was also aimed at adding value to the service technicians as well as aiding in their retention as the service technicians were not on the rolls of the organization.

The Intervention: A provisional Management team was created and deployed across 4 zones with 1 national manager, 4 zonal managers, 4 training managers and 20 trainers to handle the engagement.

A countrywide Training Needs Analysis was conducted to understand the level of the participants, the challenges faced in the various regions, understand competition, etc.

A master training module was designed which was then customized as per the regional needs and also translated into regional languages as and where required.

A region wise Train the Trainer boot camp was conducted for trainers and their managers.

A pilot session was then run across the 4 locations and data from the same was captured to make suitable amendments and regional customization.

Post this, the program was rolled out across the country. It received a strong positive feedback which led to subsequent engagements with the client in the coming years.

 Industry: Shipping 

 

The Client: A Shipping Company active in the sectors of Ship Management, Chartering & Brokerage, Shipping Agencies, Projects, Logistics and Ship Repairs.

The Need: Diagnostics based on One on One Interviews and Focus group discussions revealed that the top leadership was facing challenges within themselves and with their team members in the areas of Ownership and Accountability, Motivation, Attrition, Process Adherence, Turn Around Times, Customer Centricity and the Future Visioning.

The company also had an uphill task of maintaining and expanding business, considering the challenges which the shipping industry had been facing since some time.

The Intervention: A 2 day intervention was suggested by us to start with.

Day 1 started with a focused discussion between the CEO, the top leadership and team members on what was working well, what needed to be worked on and the future growth prospects.

Hidden thoughts and emotions were together unearthed within the group by creating a safe environment and encouraging all the members to contribute.

To bring in a sense of ownership and accountability amongst the leaders, each leader was encouraged to take up a process ownership. This ensured that they took full responsibility of the process and ensured it was fulfilled in every way, resulting in a shift from blame to accountability.

The team was also taken through the Organization Life Cycle Model to identify their current life cycle level and what corrections were needed to move ahead.

Leaders were assisted in setting up and defining Leadership Standards.  This guided their and their team’s behaviour and brought in uniformity of behaviours and standards across the organisation. Each leader also took the responsibility of looking after the implementation of one Standard.

Day 2 was spent in team building exercises where various dysfunctions of the teams were addressed through experiential exercises and guided facilitation. This brought in awareness and acceptance between members and facilitated in increasing collaboration and cohesiveness in the team.

A follow up was also conducted post the program to understand the impact and its effectiveness.

At other touch points during the year, inputs were also provided on the Vision and Mission, Performance Management System, Performance Standards, Role Definition & Clarity, KPIs and KRAs for various roles along with Coaching and Performance Conversations with the leader and the leadership team.

Over a period of a year, the organization was profitable and was ready to take on the next wave of growth. Team motivation was enhanced, Leadership Standards were visibly being put up on the work floor and followed by everyone and meetings were more productive.

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