National Wireless Telecom: 

Issue:  Client wanted to expand and enhance sales capability for Wireless divison. Management faced significant competition and sought ways to differentiate itself and increase market share. The company wants to develop a third-party retail channel for its offerings and ways to assist its channel partners to create a business-to-business sales capability.

Solution: Topline created an organizational strategy for channel development, sales organization structure, differentiaton strategy and a tactical agenda. Project elements included sales and best practices review and recommendations, development of sales structure, sales and sales management process, interview and hiring process, and development of training curriculum and materials for all sales and sales management staff.

Result: Client implemented the best practices recommendations, imbedded the structured interview and hiring process for all sales personnel that insured hiring of the best possible candidates, approached the market with a client focused, collaboration based sales process that provided defferentiation,  and made the sales training process part of its corporate culture.

International Real Estate Developer:

Issue: Client wanted to become the "Developer of Choice" among area homebuilders. Management sought wasy to differentiate the company form competetiors in unique and createive ways. Further, management wanted to break from the traditional vendor role with its builder clients so that it would be percieved as a business partner.

Solution: Topline designed a tailored program with the company to reinforce strong builder relationships. Project elements included evaluation of current client attitudes, practice and ideas for relationship improvement, identification of possible action initiatives to exceed builder expectations, and recommendations for leveraging opportunities for high-visibillity partnering activities.

Result: The company implemented a structured process for regular meetings with clients to discuss relationship issues, established an internal, structured process for managing relationship development activities, implemented a participative "visioning" program that includes government, clients, designers and internal staff in all planned developments, and regular events designed to add value to homebuilder businesses.

Law Firm:

Issue: Mid sized law firm wanted to improve its business development results. Senior Partners wanted to spread the responsibility for new business throughout the firm to lessen dependence on a few, high level "rain-makers".

Solution: Topline helped the firm implement an "everyone involved" business development process supported by a business development, and relationship management program. The project included an business development best practices review, identification of opportunities for improvement, creation of business development goals and resource allocation budgets, a fully integrated (receptionist to senior partner training program and follow-up reviews.

Result: Attorneys and staff became comfortable with business development activities including accountability for performance. Firm increased business development and client relationship activity by 300% in one year. Each person plays a singificant, if well defined role in business development.

Software Consulting Firm:

Issue: Company preparing for IPO needed to promote a manager to an executive position within three months. The manager needed process, and leadership skills improvement in order to make the transition.

Solution: Topline identified a special corporate project on which the manager could work as a test bed for the new executive position. The project required the exercise of most of the skills and  and responsibilities associated with the new position. Topline provided coaching, mentoring, process and management reporting activities for the candidate.

Result: Candidate was promoted to the executive level position with the necessary skills and experience to perform his new duties.

Small Manufacturing Firm:

Issue: Owner/Manager wanted to rebuild and upgrade its sales and customer service organization. No formal processes existed in the firm for sales, relationship management or customer service practice. New management team wanted to change the internal culture to be more professional in approaching various business challenges and wanted to develop repeatable, sustainable processes around business development.

Solution: Topline provided a best practices review of existing processes to explore opportunities for improvement. The company implemented the recommendations contained in the review, and established a formal, company owned, structured process for hiring sales and customer service employees, performing sales and customer relationship duties, managing the sales effort and reporting to the executive leadership.

Result: The Company implemented a repeatable, sustainable process that allows control over critical activities that drive hiring and business development. Further, the sales team is focused appropriately on customer strategy and success as a differentiator against the competition.

Mid-Sized Manufacturing Firm:

Issue: Management is actively engaged in major acquisition initiative designed to consolidate an industry in transition. The company asked for assistance to identify and implement a flexible, company wide CRM system linking all newly acquired "divisions". The goal was to improve sales and sales management across division lines and standardize processes to eliminate operating silos.

Solution: Topline performed an assessment of current sales and sales management processes across the organization and an environmental scan of available CRM solutions. Management chose a web-based CRM solution that most appropriately fit the best-practices in the company. Topline participated in the installation and integration of the CRM system and provided coordination during the implementation to assure compliance with best practice sales processes.

Result: The company installed a consistent, standardized data collection and data reporting system that permitted the down-sizing of the executive team responsible for sales management.  The CRM system provided an enforceable, best-practice sales process.  The executive management team has increased visibility into all critical major account sales and relationship management activities, regardless of which division sources the business. Cross-selling activities of divisions is now coordinated so that client relationships can be managed professionally.

Regional Public Relations Firm:

Issue: After completing a merger, management needed a new vision, mission and reorganization fo the firm to leverage best-practices across merged entities.

Solution: Topline facilitated strategic planning sessions with principals and employees designed to develop a clear and consice vision for the firm. Subsequently, Topline helped the firm structure an organization to support the vision and implement a tactical plan.

Result: The company implemented the strategy and organzational change, and the firm is on a fast track to growing revenues, expanding staff and positioning for future success.