B&Q contracted The Extra Mile Partnership to address the challenge of disengaged, unfocused colleagues who were contributing to declining sales across the estate of Warehouses and Superstores. The Raise Your Game Now! Process was initially conducted in four pilot stores with the outcome of developing and nurturing a new customer facing culture for those stores.
The first store we worked with (Swansea) achieved budget in 21 out of 22 weeks since engagement, having previously missed budget in the previous 30 weeks… Sales increased versus budget by over £500k in 20 weeks… YTD mystery shop score of 183% placed it 15th out of 343 B&Q stores, including 3 monthly scores of 100%, one of 96% and one of 90% in a six month period achieved over £1 million showroom sales in January against a target of £734k.
B&Q then used The Extra Mile Partnership to solve challenges across 50%+ of its stores nationally.
Read more about the B&Q project here.
Blue Sky Fostering were in the process of changing their business model to an attitudinally led one whereby carers were taken on attitudinal proficiency rather than competency. Stalkie was asked to become involved in directing the strategy in doing this.
Stalkie designed core values for the business in association with the leaders of the business. This was followed by training sessions and information to develop competencies in line with these core values. The result was a complete change in business strategy which has allowed the business to carve its own unique identity in the fostering market winning three Ofsted ‘outstanding’ awards.
When one company buys another the successful merge of the two companies is of paramount importance. So when Burgess Marine bought Testbank, The Extra Mile Partnership were brought in to audit both companies and provide a report on challenges that faced the business moving forward once combined. Once the challenges were agreed upon, The Extra Mile Partnership was asked to suggest solutions and implement.
Starting from the very basics, Extra Mile facilitated the creation of a new Organisation Chart that encompassed both companies and ensured that everybody knew their role within that organisation. Two companies also means two operating systems and it was The Extra Mile Partnership’s job to identify which if the systems worked to maximum effect and then ensure that both companies then adopted that same system. Extra Mile focussed particularly on communication and resourcing; setting up meeting formats to serve the company and both an internal and external newsletter. Management bonding was established via regular informative get togethers and sales targets and downtime drilled down into with monthly visits from the Managing Director.
Carphone Warehouse Telecoms engaged Stalkie and The Extra Mile Partnership to lead the rollout of its TalkTalk product in a group of its worst performing 100 stores nationally.
Within 2 months of intensive seminar based work, sales of TalkTalk more than doubled in the target stores reaching the mean average across the estate, sales of other products improved with measurable impact across all main KPIs. As a result, Carphone Warehouse rolled the process out across all stores across the estate with unprecedented results.
Churchill are prolific developers of retirement living apartments in the South East and Midlands. Churchill called upon Stalkie and The Extra Mile Partnership’s sales expertise to perform a diagnostic on the company and, using the results, help with bettering their sales strategy.
Following the diagnostic, The Extra Mile Partnership were employed by Churchill Retirement Living to put together The Churchill Way, a sales process trained in by Stalkie so that all sites followed the same sales philosophy. Covering company Heritage, Product Knowledge, Raise Your Game Now principles and the Sequence of a Sale, the training took place over a period of months in a seminar format meaning that all sales advisors got together on a regular basis also.
To increase sales via colleague engagement.
Many of the Countrywide colleagues preferred to get involved in retail task rather than service. The Extra Mile Partnership wrote and delivered a programme that focussed on service rather than task. Giving colleagues the confidence to want to engage with people to find out what they required versus sticking in their comfort zones and doing what’s easiest. As a result there was a big uplift in sales and customer retention. Overall colleague morale went up because they felt more confident. The more confident they became the better customer service they gave.
Read more about the Countrywide Farmers project here.
Debenhams’ Edinburgh store was refurbished in 2008 with an overhaul of stock, smart new store design, fresh fittings and updated merchandising systems. But staff in the branch were struggling to reflect the re-invigorated Debenhams brand. Sales figures were not taking off as hoped, and head office realised that its frontline people needed investment just as much as the physical store environment.
It was agreed to effect a turnaround across the balanced scorecard of KPI’s in a set timeframe, by implementing our unique system of engagement seminars, in-store ‘inspirer days’ and one-to-one coaching sessions for key management personnel. Despite the tough retail climate during the period of engagement, the store performed extremely well when compared with other stores in the region. For each of the final five weeks of the financial year the store was first in the region across the balanced scorecard of KPI measures, having been in 18th place for the year-to-date, when The Extra Mile Partnership was first engaged.
Read more about the Debenhams project here.
Design Unlimited was introduced to Stalkie via his work on Shemara. A team of 11 design beautiful Super Yachts and Production Boats. Established in 2000, the company had reached a stage in its evolution where an objective view could support in helping the company evolve and grow further.
The Extra Mile Partnership began with an in depth diagnostic in order to highlight areas in need of support or change. Starting with the business fundamentals, Job Descriptions, Organisation Chart and Business Strategy were all focussed on, not by just the ‘management’ but the team as a whole to ensure buy in. With no proactive sales on board, the Sales Strategy is currently undergoing a sea change with a detailed Client Charter being established that includes a promotional video, new website and a new view on marketing materials.
Godminster’s turnover had been flat-lining for a number of years when Richard Hollingbery decided to ring Stalkie for help. Unsure as to whether it was due to the product itself or the way the company was organised, Richard felt that an outside consultant would have more of an objective view on the business and its systems and processes. The brief to breathe life into the turnover and increase profit.
Stalkie Co. carried out an audit in each division of the company and it became clear that the focus was on operations and production of the cheese products rather than the selling of the product. As a premium product, Godminster cheese required careful handling. Stalkie Co. challenged the weaknesses in the business; took on a Sales Manager and produced the necessary marketing material that enabled Godminster to double its turnover in the year following Stalkie Co.’s intervention.
Read more about the Godminster project here.
After purchasing a series of pubs and amalgamating the existing and new into the ‘high street division’, Greene King needed to create a team of 150 pubs with synergy rather than many individuals working autonomously and in their own direction with the emphasis being on empowering the pub managers to empower others.
Working with the Area Director, Nigel Moore, Stalkie built a programme and delivered this via a series of events. Most of the pub managers attending the course did not even know each other. By the end of the work with Stalkie they became an extremely close unit with increased initiative, stronger sales performance and a real sense of camaraderie and enthusiasm for each other as well as the high street division. This culminated with one of the high street division pubs winning the ultimate accolade – Pub of the Year out of over 600 competitors.
To provide a keynote message of no longer than an hour message that complimented the current suite of training and development opportunities for the Vice President community at JP Morgan. The idea to maximise strengths present within the Bournemouth Community and engage the leadership to bring along the rest of the campus
Stalkie’s keynote embraced holistic development looking to improve the individual both at home and at work by looking at both the body and the mind. Health and understanding. The speech also incorporated pro-active rather that reactive improvement and how to share best practices across multiple industries, companies and situations
The Naafi’s in house supermarkets, bars and pubs were suffering from a lack of modernisation in their strategy, their training and their offerings. This resulted in a mass exodus of Naafi personnel off campus to find their shopping and entertainment elsewhere. The brief was to ‘reverse the trend’
First a thorough on site in depth analysis of the Naafi supermarket, bar and pub was carried out to establish the offerings and level of staff engagement within these establishments. Following this, Stalkie devised a programme of workshops working directly with the Area Managers to help them become empowered and pro-active versus dictatorial and reactive. Part of their training was to look for the good rather than pointing out Middle Management misdemeanours.
In a busy sales environment, training can often take a back seat and rules and regulations are sometimes diluted as shift work doesn’t allow for one hit communication channels. The Sales Director at Registration Transfers called upon Stalkie’s expertise in the sales arena to talk to his team via The Extra Mile Partnership’s professional video modules.
The Extra Mile was given a brief for 12 video modules covering the topics that the Sales Director thought of utmost importance to his team. Extra Mile scripted each of the modules working closely with the Sales and Managing Director of Registration Transfers. The final edits included modules such as Training is Important; Discipline; Leading from the Front; Intrinsic Motivation; There is Enough Success for Everybody; Creating a Winning Mindset and Call Coaching.
The internet and tele sales departments of Richer Sounds were suffering with low conversion ratios; low transaction values and low frequency of transactions. The brief was to turn these figures round.
Working with The Richer Way (by founder Julian Richer) Stalkie ignited the strategies described and set up a training programme empowering the colleagues with sales and questioning techniques to build rapport with the customer and genuinely understand their needs which enabled Richer Sounds to supply exactly the right product…which in turn delighted the customer. The customer became great advocates of the business. There followed a meteoric rise in sales and colleague engagement rose.
To give high performing store managers the tools of competency and confidence to make the next step up in the business to become an Area Manager.
Working with Terry Reid, Head of Training and Development Stalkie came up with an annual programme utilising telephone coaching and products to release the potential in each individual helping bring to the forefront abilities they hadn’t yet developed. As a result, a high percentage of the delegates have come through the ranks and become the new leaders within the business.
Silvermere Golf Course believed that business was ailing due to waning interest in the sport. As a result the services provided at this wonderful venue – namely the restaurant, shop – were also suffering with declining sales. It was Doug McLelland who found out about Stalkie from a contact at The Carphone Warehouse who mentioned Stalkie’s success with TalkTalk sales. As a result of this, The Extra Mile Partnership was called in to carry out their audit.
By questioning Silvermere colleagues from management to ‘shop floor’ it became apparent that the golf club weren’t making the most of their assets and were possibly the best kept secret for miles around. Stalkie and The Extra Mile Partnership were asked to ‘ignite the potential’ of both the shop and the team that worked within. Following several seminars involving small groups of colleagues, the shop layout was dramatically altered and the team dynamics followed accordingly. As a result, sales went through the roof. Alongside the installation of a new golfing range, Silvermere has never looked back!
Having seen Stalkie perform at an Iceland event, tommee tippee’s HR Director decided Stalkie’s magic was required for her Global Senior Leadership team who were under extreme pressure to perform for their investor. A mini-audit carried out by The Extra Mile Partnership with a cross section of the team established the requirement of a two day Raise Your Game Now seminar to facilitate team bonding and generally motivate.
The two day Raise Your Game Now seminar encompassed Power of Now, Take the Power Back and Praise Your Game. At the end of day 1 The Extra Mile Partnership facilitated an evening meal where four teams had to make their own promotional music video during which the team got to know each other better! Day 2 got down to the nitty gritty of what could be done better as a team with an explanation from the CEO as to what the expectations were over the coming months as far as their investor was concerned. This was followed by a Q&A session with the Panel of Clarity.
Having grown exponentially over 50 years, Trimline had rebranded and then decided to look at their greatest asset, their people. Having met at the Shemara build, CEO Gary Oliver started discussions with Stalkie wanting his team to convey The Trimline Way.
Following the Diagnostic, Extra Mile produced a 6 month plan working through strategy for the future of the company. Alongside this ‘You Said, We Did’ meetings were initiated to investigate challenges on the shop floor and promote solutions from within thus helping to evolve a pro-active workforce. In the absence of an HR Manager, Extra Mile held regular meetings with all aspects of the company in order to provide a report and detailed handover to new member of the management team.
Specialising in luxury honeymoons with a difference, Turquoise wanted to use Stalkie’s sales expertise to train their sales team to maximise on sales enquiries generated by their advertising in the Sunday press.
The Turquoise sales team embarked on an intensive series of training seminars in order to establish The Turquoise Way covering Heritage, Product Knowledge and Sequence of a Sale.