Our Unique Approach
Internal Champions drive the changes, whilst Uspire mentor them to:
Co-create the competencies
Co-launch the journey
Co-facilitate the workshops
Embed skill and behaviour
This means every Academy we run is uniquely different and fit for a distinct purpose. It means that the learning is driven, owned and retained by the client’s commercial leaders. It means all materials look and feel totally your own.
Our Unique Approach
Internal Champions drive the changes, whilst Uspire mentor them to:
Co-create the competencies
Co-launch the journey
Co-facilitate the workshops
Embed skill and behaviour
This means every Academy we run is uniquely different and fit for a distinct purpose. It means that the learning is driven, owned and retained by the client’s commercial leaders. It means all materials look and feel totally your own.
Don’t just take our word for it…
Kerry Foods
6 distinct business units needed to be consolidated into one Kerry way of customer management.
Taylor’s of Harrogate
The commercial teams of Taylor’s of Harrogate had been assembled over a 5 year period from several different high performing businesses.
Choose your Academy
Choose your Academy
Our Academies
Selling
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Selling in a price-based market
Concept selling
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Category selling
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Insight selling
Our Academies
Selling
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Selling in a price-based market
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Concept selling
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Category selling
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Insight selling
Our Academies
Negotiation
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Everyday negotiation
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Advanced negotiation
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Negotiation clinics
Our Academies
Negotiation
Follow a manual added link
Everyday negotiation
Follow a manual added link
Advanced negotiation
Follow a manual added link
Negotiation clinics
Our Academies
Leadership
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Leading change
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Leadership edge
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Leader as educator
Our Academies
Leadership
Follow a manual added link
Leading change
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Leadership edge
Follow a manual added link
Leader as educator
Designing to
Embed
Preparing and Pitching
for New Business
Exceptional Leadership
Journeys
Digital
Activation
Landing Price
Increases
The Millenial
Jury
6 distinct business units needed to be consolidated into one Kerry way of customer management.
Task given to Uspire
Complete a thorough assessment of the UK and Irish commercial businesses to inform the creation of a game-changing Kerry Customer Academy
Action taken
1. We used the Customer Management Assessment to direct the change.
2. We launched the new Kerry way across the whole Salesforce.
3. We enrolled, enthused, trained and mentored 12 Sales Champions
4. We co-created 3 distinct learning journey each with a guidebook, toolkit & comprehensive DVDs
5. We introduced Insight-based planning and a new protocol for Joint Business Planning 6. We trained against a rigorous set of sales competencies
Results
The target was a return of at least 5 to 1 on the Academy investment. After 9 months the return was over 7 to 1 Sales Controller Gemma Paxman commented, ‘I have changed beyond all recognition thanks to being on this Academy. I have transformed from a rather defensive account manager into a confident, insight-based business partner. The new JBP will benefit Kerry and my customer hugely’
Industry Sector: hot beverages FMCG
Situation
The commercial teams of Taylor’s of Harrogate had been assembled over a 5 year period from several different high performing businesses. It meant that the tal-ented team of individuals were working in a variety of methods and styles. The Commercial Director Matt Huffer was keen to create a consistently high standard of Customer Management which every customer would be able to discern.
Task
Co-create the Taylors Way of Customer Management with three modules, intro-duced over 2 years and covering 3 main areas (Planning, Selling and Negotiation) Develop 9 core modules and 6 commercial competencies.
Induct all new staff to the new standard of Customer Management Excellence, ensuring internal Champions led the onboarding.
Actions
Launched in 2017, Uspire has trained two waves of Champions to lead their Cus-tomer Academy. The first group created and launched the core modules and then took part in two key follow-on initiatives; ‘Inducting new Champions’ to broaden the on-going coaching impact; and the creation of ‘9 in-house learning videos’ one for each of the core modules. This has enabled all staff to see the learning content and for any new starters to be on-boarded in a constantly strong way.
Results
The Advantage Group survey (an independent customer feedback model which compares supplier performances) demonstrated a significant improvement in overall customer service and an increase in the quality of interaction.
“I was a reluctant Champion at first, but what has become increasingly clear to me in the journey are two real positives; first, as educators we improve in the skills we are training and by coaching more often we are seeing tangible improvements across the commercial teams.”
Isobel Goodall, Taylor’s Champion.
Everyday Negotiation
Aim
Helping anyone in a commercial role to achieve better results more efficiently
Key learning Elements
- Behaviours to use
- Behaviours to avoid (negotiation competencies)
- Analysing buyer styles
- Steps of a structured negotiation
- How to plan for success in negotiation
Negotiation Clinics
Aim
Providing preparation, rehersal and improvement for major upcoming contract and tender negotiations.
Key Learning Elements
- Pre-work completing a full negotiation plan
- Coaching for plan improvement
- Upgrading the plan and further rehearsal
Advanced Negotiation
Aim
Challenging strong negotiators to up their game in both preparation and face-to-face influencing.
Key Learning Elements
- Buyer decision making criteria
- Scenario planning
- Advanced conditioning
- Rehearsal
Category Selling
Aim
Helping delegates: Explore the value drivers for their own business and those of their customers, so that the sales pitch demonstrates the distinct advantages of the proposition in category-based language.
Key Learning Elements
- Customer language
- Shopper insight
- Consumer language
- Catergory drivers & insights
- How to sell a category-based solution
Selling in a price-based market
Aim
Helping delegates: know the market, know the customer and the relevant value of their own offering, so that the sell is made from a position of strength
Key Learning Elements:
- Pre-learning pack
- The voice of the customer
- Stakeholder mapping USP’s
- Structured sell
Selling in a price-based market
Aim
Helping delegates: Know the market, Know the customer and the relevant value of their own offering, so that the sell is made from a position of strength
Key Learning Elements:
- Pre-learning pack
- The voice of the customer
- Stakeholder mapping USP’s
- Structured sell
Concept Selling
Aim
Clarifying what concept selling is to enable sales people to land the ‘big idea’ more consistently.
Key Learning Elements
- Analysing the status quo
- Developing insight
- Meeting the key stakeholders
- Creating step change
- Managing dynamic conversations
- Getting to the “big” yes.
Insight Selling
Aim
Establishing the basis for a whole new customer relationship based on hidden truths which transform the customer’s outcomes and yours.
Key Learning Elements
- What is insight?
- How do you find it?
- Triangulation
- Writing the plan
- Selling internally
- Selling to the customer
Leading Change
Aim
Providing the vision and the tools to help leaders transform their own circumstances as well as those of the people they lead.
Key Learning Elements
- Visionscaping
- Hero’s journey
- Guiding coalition (stakeholder enrolment)
- Milestone planning
- Communication and monitoring strategies
Leadership Edge
Aim
Enabling personal insight as the precursor to inspirational leadership of the task and the people.
Key Learning Elements
- Personal insights profile
- Situational leadership (and competencies)
- Coaching competencies
- Advanced influencing skills
Leader as Educator
Aim
Showing the what and the how of people-developing managers.
Key Learning Elements
- How to manage a task
- How to inspire people
- How to delegate a task
- How to educate willingness
- How to nurture natural talent
- Project managing change
