Strategies relating to revenue growth often cascade down from the National level to the State (or Business Division) level.
Colette Smith can support the State General Manager with the planning and documentation of annual Strategic and Business Plans. We have extensive experience in harnessing the knowledge within the local team and packaging it into something that helps the Division embrace the strategy and move forward towards delivery.
GMs most often have a good sense of what their strategy needs to be, but they have little time to get around to writing it. Colette Smith ‘Thinks and Writes’ on your behalf. We firstly take the time to understand the business, its industry, its people, internal and external stakeholders and culture.
Our goal is not about completing a Plan. It’s about completing a Plan that is deliverable.
The sales and marketing appraisal is a holistic look at how revenue is generated in a business. The objective is to identify key areas of opportunity to improve results taking into account existing resources, products, services and channels to market. Corporate businesses often manage this type of planning in-house however there are times when an external resource may be of significant value – to cast a fresh set of eyes over components of sales and marketing operations.
Colette Smith understands the Corporate environment and respects the roles of people within the business. Our approach is about identifying improvements that can be incrementally added rather than dramatic restructuring within sales and marketing teams.
Colette Smith has extensive experience in structuring and managing geographically diverse B2B Sales Teams.
We assess Direct Sales team structure, frameworks, processes and procedures that underpin a high performance sales environment. We can then support organisations with the implementation of these improvements.
There are times when Corporate organisations roll out Sales Transformation projects. Colette Smith can be called upon as an external resource to support and drive sales transformation across State teams.
Our ability to do this stems from a deep understanding of the Direct Sales environment coupled with an ability to see how this impacts more broadly on the organisations ‘business as usual’ operations.
Most businesses refine their Strategic and Business Plans annually. Colette Smith can assist with planning and facilitating strategic planning days with MDs, Directors and GMs. We then go one step further and write the Plan ensuring that long term strategies align with annual business objectives.
We are typically engaged in this type of work in situations where businesses need extra support and expertise around revenue generation strategies.
Throughout the process of our engagement, we help businesses identify strategies to reconnect more strongly with their target markets and look at refining marketing activities and improving sales channel efficiency.
The sales and marketing appraisal is a holistic look at how revenue is generated in your business. The objective is to identify key areas of opportunity to improve results taking into account existing resources, products, services and channels to market.
Often the process highlights ‘quick win’ activities that can be implemented straight away with little or no cost. The steps include familiarisation of the business, analysis and recommendations documented in a written report and discussions with management about implementation strategies.
The process acts as a catalyst for long term business improvement and is low risk (low cost for high returns). Clients decide if they want to take the report and roll out improvements themselves or alternatively seek further support to implement selected strategies.
Improving the framework, structure, processes and procedures within B2B Sales teams can reap big rewards quickly. Colette Smith has extensive experience in relation to setting up a sales environment conducive to peak performance.
Typically the changes required are tweaks to the existing framework. We work closely with Managers to implement improvements to team structure, sales reporting, remuneration structure and monthly targets including KPI’s.
The process is akin to ‘pulling the reins in around the sales team’ supporting a stronger focus on the activities that make the most difference.
Improving efficiency in these areas will result in higher strike-rates per sales conversation or proposal.
Colette Smith works with NFP organisations to identify and refine strategies to increase revenue. This typically involves a review of what activities are generating revenue and how the organisation connects with its consumer and donor markets. We work directly with the CEO and Board in the strategic planning process.
Our strength in this area stems from a strong understanding of the NFP sector and environment within which the organisation operates. We couple this with our knowledge of sales and marketing strategy. Activities can include facilitating strategic workshops and writing the Plan or components of it. CEOs are often busy with operational elements and have little time to write plans. We ‘Think and Write’ on their behalf, tailoring each plan to suit the organisation.
The sales and marketing appraisal is a holistic look at how revenue is generated in your organisation. The objective is to identify key areas of opportunity to improve results taking into account existing resources, products, services and access to market. The process focusses on how things are done now, and identifies what is working well and where there is area for improvement.
Typical areas that are addressed include the marketing mix, PR, branding, events, fundraising and commercial enterprise. An analysis of ‘service deliverables’ is included. Often the process leads to recommendations to improve market positioning and segmentation along with activity prioritisation.
Whilst many NFPs do not have a sales-force, there are some that do. These organisations are typically quite large and offer a commercial product or service that requires direct sales people to attract and retain customers.
NFPs can benefit from an external specialist appraising the sales team and implementing improvements to team structure, remuneration, reporting and monthly KPI’s and targets.
Colette has over 5 years experience in management consulting, both as a Director at KPMG and founder of Revenue By Design. Consulting clients span a wide range of industries such as advanced manufacturing, ICT, financial services, retail, education and health. Where necessary, Colette partners with professional services firms and independent consultants to deliver complex advisory projects.
Prior to this, Colette spent 15 years at Telstra in a wide variety of roles, spanning all market segments. Colette’s clients included some of Australia’s largest corporations, such as Shell Australia, ANZ, Elders, Adelaide Bank and Deakin University. Colette’s final role was that of Telstra General Manager for the Adelaide Consumer sector.
Board role: President – Arthritis SA.
As one of South Australia’s leading tertiary institutions, Flinders University has a long history of excellence in teaching and research. Modern Greek is a niche subject that can be studied at Flinders. Recently and with support from Local Government, a unique Centre for Modern Greek (the LOGOS Centre) was established within the University to foster and encourage the take up of Greek studies. The Centre is the first of its kind in Australia and will support students nationally.
Colette Smith was engaged to support Flinders University and the Foundation for Hellenic Studies with a 3 year Strategic and Business Plan for the LOGOS Centre.
In particular, Colette’s expertise in market positioning, fundraising strategy and knowledge of the Adelaide market was seen to add value to the overall objectives in creating a Plan that could be delivered.
This Plan was tailored to suit a complex environment of stakeholders within and external to the University. Limited operational resources meant that the Plan had to incorporate more detailed fundraising implementation components.
Plan complete and is now used as working document to help everyone stay focussed and on track.
Applied Innovative Services (AIS) is an Adelaide based company who specialise in Injury Management, Work Health Safety, Training and Return to Work procedures. In the past two years the company has increased market share and experienced strong growth.
The challenge, as identified by the Managing Director is sustaining the current momentum and building in a more robust business development strategy, with minimal resources. The Industry is highly process driven and affected by Work Cover regulations. Successful businesses who work within this sector are those that adapt to change quickly and have robust strategies in place.
Colette Smith was engaged to Appraise the organisations business development strategy and identify improvements that have potential for high return, with minimal resources required to maintain. The Appraisal included an external view of ‘what’s working well’, company differentiators and ideas to improve cut-through in target markets. It also included suggestions to leverage staff knowledge and experience in the business development process. Following the Appraisal process, Colette facilitated a workshop with the AIS Team to discuss and refine the BD strategy.
Appraisal complete. Colette is now assisting with implementing the agreed changes, leveraging both staff and external resources to achieve this.
The Molnar Group is a 40 year old, Adelaide based manufacturer that builds and supplies automotive hoists to workshops and car dealerships across Australia and Internationally. Molnar is the only Australian supplier in this market, and are renowned for their high quality, Australian compliant hoists.
Recently the Group created a new division – Molnar Services. Currently operating in Queensland, the Service division supports clients with hoist installations, servicing and maintenance for the life cycle of a hoist.
Colette Smith has been engaged to work with the management team in designing the sales framework, processes and procedures necessary to support the Group as an integrated ‘one stop shop’ for hoist solutions. The scope also includes some operational tasks to ensure that all defined sales strategies are implemented into the business, reviewed and measured.
The Molnar Group, like many other businesses, is adapting and positioning themselves for future business success. Re-assessing and improving their sales model, roles, processes and procedures will support their growth strategy. Colette Smith brings to the fore valuable sales methodologies and experience. In close collaboration with the Molnar management team, plans are refined to suit the business and industry within which they operate.
Project complete – Colette Smith on call and available at request of Molnar Management.
The Repat Foundation (TRF) is a Not-for-Profit organisation that exists to support Veterans and the South Australian community. Located at the Repatriation General Hospital, the Foundation raises funds and provides grants for specialised research that supports improved health outcomes.
TRF has a diverse range of Industry stakeholders encompassing health, defence, aged care and education as well as the SA Community. Like many other charities, The Repat Foundation is in a challenging fundraising environment. Less money flowing through the economy and increasing numbers of charity groups require these organisations to develop strong business plans. Colette Smith was engaged to work with the CEO and Board to facilitate and drive the creation of TRF’s Strategic and Business Plans.
The Repat Foundation’s management team could see benefit in engaging an external ‘fresh set of eyes’ that had the insight and ability to deliver a Plan in alignment with the organisations vision. A key benefit to the CEO was that Colette Smith included writing the Plan in the total scope of work. Drafts were submitted to the Board / CEO and amendments made. This approach has resulted in a thorough Strategic Plan that unites the team and provides a solid foundation for operational activities for the next three years.
Strategic Plan complete and signed off by Board.