1. ISSUE: PricewaterhouseCoopers (PwC), a $34B global services company, wanted Managers and Senior Partners with executive
relationships in Fortune 200 companies to expand the line of services provided to each clients. The PwC executives lacked an
effective business development approach and saw traditional “sales skills” as manipulative and unprofessional.
ACTION: We implemented “Business Development Skills” (BDS), a customized two-day interactive workshop incorporating
facilitation, case development, video taped skill practice, and accompanying materials to reinforce the strategy and skills for
building relationships and delivering value.
IMPACT: Hundreds of PwC professionals overcame their fear of selling by replacing sales calls with solution-focused client meetings
that have a meaningful structure for successfully driving client satisfaction and profitable growth.
ISSUE: GP Strategies (GP), a $500M international performance improvement company, was facing declining morale, dissention
between divisions, and a decline in business volume.
ACTION: We assisted with implementation of a Leadership Boot Camp, an “immersion-conversion” experience starting with a
corporate climate survey and individual 360° evaluations to assess the effectiveness of leadership/management practices,
followed by a dynamic multi-day workshop to strengthen core leadership competencies.
IMPACT: GP was able to align their leadership with corporate values and strategic direction of the company, with dramatic
improvements in morale, teamwork and financial results.
ISSUE: Granite Construction is a $2B California-based construction and materials company dealing with heavy competitive pressure
and price erosion. Their construction business was flat, so they turned to material sales for relief, but had limited sales expertise in
the field and management ranks.
ACTION: We developed and implemented “Granite to Great” (G2G), a standardized approach to selling that enabled their 64
salespeople to organize time and territory, build relationships, identify opportunities, recommend solutions, convey value, and
close business. Branch managers were given additional training to coach, support and reinforce the initiative.
IMPACT: Granite salespeople were finally able to justify a $1.00 per ton price increase, and with a 25 million ton annual volume,
they brought $25 million to their bottom-line.
ISSUE: Commercial Metals Company (CMC) is a $7B Texas-based steel company with 4 mills, 67 fabrication shops, and 53 concrete-
related product stores. Each location was autonomous, which gave local management freedom to lead, but meant inconsistency in
sales methods, activities and results.
ACTION: We developed and implemented “Selling It Right”, a comprehensive sales program providing management, support staff
and salespeople with standard methods for defining opportunities, understanding customers and selling solutions. A Strategic
Account Management program was also developed and implemented enabling their 600+ customer-facing personnel to conduct
best sales and service practices.
IMPACT: CMC has realized record growth and greater customer allegiance, while winning larger deals with higher margins.
ISSUE: The Nielsen Company, a $6B leading global information and measurement company, provides market research, insights and
data about what people watch and what people buy. The 3,000-person global sales force had 5 separate sales and negotiation
training courses, and Nielsen needed to simplify and update their sales curriculum.
ACTION: We developed and piloted blended “Consultative Sales” and “Consultative Negotiation” courses.
IMPACT: The global team is trained consistently in consultative sales and negotiation methods with a simple, open, integrated
approach for engaging clients, and aligning business development efforts. Significant savings were realized with the ownership of IP
and displacing fees for pre-existing versions of sales and negotiation courseware.
Client Cases
Power Business Development  doug@powerbd.com  678 777 7355