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Sales Training Case Studies
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Our Mission
At Klozers, our mission is to empower large organizations to realize their full sales potential. We differentiate ourselves by delivering hands-on, real-world training, informed by the strategies that have fueled our own success. Our bespoke programs, tailored to each client’s unique needs, focus on client centered selling skills that set their sales teams apart in the industry. Our own growth journey is marked by agility and a challenger spirit as we expand from our UK and Netherlands bases to the USA in 2024. Our driving force is to be the industry leader, guiding both our clients and our team toward excellence, with pioneering and innovate learning solutions, unwavering accountability to our clients, collaborative teamwork, and the humility to learn and adapt.
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Sales training case study
#SalesTransformation #SalesLeadership #B2BSales #SalesCulture #SalesManagementTraining #AccountGrowth #MarginDiscipline
JAMES LATHAM PLC: SALES LEADERSHIP & TRANSFORMATION PROGRAMME
Background
James Latham PLC is the UK’s largest distributor of timber and panel products. The business is organised around two distinct divisions – Panel Products and Timber Products, and sells through a network of 14 regional depots. Each depot runs on a profit and loss basis and carries responsibility for its own region, customers and product development. Turnover for the group is in the region of £400 million. The company holds a strong market reputation built on product quality, operational excellence and service reliability, supported by the existing Lignum Service Charter. At the time of the engagement, James Latham had announced a £45 million investment in a new national distribution centre to improve routes to market, customer service and internal distribution
efficiency.
Challenges Faced
Quite simply as the book says “Good is the enemy of great”. Lathams had built a highly successful business based on opperational excellence and sales for them was predominantly reactive rather than pro-active.
The business was strong at responding to inbound enquiries but struggled to consistently create them. Leadership described a period of high inbound volume during COVID that reinforced reactive habits, and a subsequent struggle to return to proactive selling when the market turned. In a rising market the depots performed well. In a falling market the gap showed.
Sales capability had not been developed. The Leadership team admitted that little formal sales training had taken place in around ten years, and that product training had substituted for it. Depot teams were product experts rather than trained sellers. Salespeople were routinely pulled into internal and reactive work, described internally as depot life getting in the way.
The account base compounded the problem. Between 6,000 and 7,000 accounts were dormant. The CRM held names and numbers but little commercial intelligence, so those accounts could not be segmented, tiered or targeted. The business also carried a target of 60 new trading accounts per month. Leadership estimated a marketing spend of £1,200,000 per year but struggled to attribute this to any revenue figure.
Why These Challenges Mattered
A new £45 million distribution centre changes capacity, not demand. Without proactive selling,
the investment would carry cost without recovering it in volume. Growth ambitions ran
from £400 million toward £500 million and beyond. Dormant accounts, unconverted market
share and unmeasured marketing spend represented revenue already available to
competitors. Doing nothing meant paying for growth infrastructure while the sales behaviour that fills it stayed unchanged.
Klozers’ Solution
Klozers began with discovery rather than content. Stakeholder sessions with the CEO, senior product leadership and HR established what already worked inside the business. The stated principle was to build from the inside out, codifying existing best practice before adding external methodology. Ownership of all content was to be transferred to James Latham PLC.
The constraint that shaped the design was depot autonomy and reactive pull. Depots run their own regions and their own numbers. Salespeople taken off site stop generating cash, and reactive work reliably reclaims anyone left in the building. Long residential programmes were therefore not viable. The programme was built as single day workshops, spaced roughly monthly, cascading from the top down so that each layer was managed by a layer already trained. Delivery travelled to the regions rather than centralising, with the leadership cohort meeting in London, Leeds and Hemel Hempstead. Commitments between workshops were work based and made in the depot, not in the classroom.
A second constraint shaped the measurement design. The CRM could not segment dormant accounts, and an IT dependency would have stalled the programme. Klozers built the measurement framework from an existing depot dashboards already in use rather than waiting for a new system.
The architecture connected four layers: a Commercial Leadership Programme of six one day workshops for approximately 19 site, regional and senior leaders running March to August 2026; a Sales Management Programme of four one day modules; a Sales Team Programme for approximately 59 salespeople; and an Internal Staff Programme for approximately 69 internal sales and customer service staff. Content was structured around five commercial pillars and a Latham specific TIMBER framework covering target, intelligence, messaging, buying process, engagement and relationship. Commercial decisions were held to a single standard: one percent of £400 million is £4 million, and each workshop was required to produce a decision capable of moving the business by that amount.
Results Achieved
James Latham PLC Sales Manager: “To say I was impressed is an understatement. Without doubt, the best and most impacting sales training I have received.” Increases across all 14 regional depots in:
1. Active Trading Accounts
2. Reactivation of dormant accounts
3. Increase in customer wallet share
4. Increase in sales coaching hours by sales managers
5. Increase in 12 of 14 depot revenues
CONCLUSION
James Latham PLC entered the programme as a business that sold well when the market came to it. It is building the capability to sell when the market does not. The engagement shows that commercial capability in a depot business is built through the management line rather than the training room, and that measurement can start from what a business already has rather than from a system it has yet to buy. James Latham now has an agreed measurement standard, a leadership group holding itself to commercial decisions, and a sales culture charter written by its own leaders.
Sales training case study
#SalesTraining #ObjectionHandling #ColdCalling #SalesMindset #B2BSales #SalesEnablement #TechnologySales
TIKTOK SHOP: SALES SKILLS WORKSHOP
Background
TikTok operates a UK seller acquisition and account management function, working with e-commerce brands that sell through TikTok Shop. The team sells across several verticals and four were identified as representative of its ideal client profile: beauty, fast-moving consumer goods, fashion, and home, living and electronics.
Challenges Faced
TikTok had a young sales team who in may cases had never been trained on B2B sales outside of TikToks own internat training. As a team they were low in confidence and struggling with outbound activity and conversion rather than with product knowledge. Sales activity was inconsistent and in many cases the team were defaulting to email rather than picking up the telephone and talking to prospects.
Why These Challenges Mattered
Similar to most technology companies TikTok had aggresive growth targets that were dependant on new customer acquisition. Online ecommerce businesses had multiple channel options and TikTok needed to grab marketshare quickly to drive their revenues.
Klozers’ Solution
Klozers built a one-day in-person workshop with participant workbooks and a supporting slide deck.
The constraint that shaped the design. The client required the same content delivered twice on the same day, to two separate groups. The split imposed two design decisions. Each session had to stand alone in roughly three and a half hours, with no reliance on the other group’s output. And every module had to reach an applied outcome fast, because there was no second day to recover lost time.
The second constraint was vertical spread. Because the four target verticals have different economics, generic scripts would not transfer. Beauty and fashion brands are judged on content-to-purchase conversion. FMCG brands are judged on cost per acquisition. An affiliate-only seller has different concerns again. Workbook exercises were therefore built to be completed against the participant’s own vertical rather than a single worked example.
Content was drawn from existing Klozers intellectual property. The mindset module used the Klozers conceptual and functional model while the Objection Handling module used the Klozers LAER framework: Listen, Acknowledge, Explore, Respond. The playbook’s five objection categories and their root causes were used as the diagnostic layer.
The trainer made live cold calls in front of the group to demonstrate what had been taught during the day.
Results Achieved
On-the-day feedback from the group was described as “transformational”. Whilst demonstrating the cold calling techniques the trainer made 15 calls – 11 no answer, 1 was a definite No 2 asked for callbacks from a Product Expert and 1 new deal was closed on the day.
The one closed deal simply amazed the participants and helped them believe that they could do the same.
CONCLUSION
Klozers only teaches sales strategies and techniques they use in their own business.
This not only gives them a deep understanding of what works and what doesn’t – it allows them to demonstrate this live to audiences in real life scenarios.
Sales trainers who are prepared to cold call live on behalf of their clients immediatley win the respect of the room.
Sales training case study
#SalesSimulation #DealerSalesTraining #ValueSelling #PriceObjectionHandling #PremiumPositioning #ChannelEnablement
HUSQVARNA: BESPOKE DEALER SALES SIMULATION
Background
Husqvarna manufactures the Automower range of robotic lawnmowers. In the UK the range reaches end customers through a network of independent dealers. Dealers sell in store, install the machines and provide aftercare, including servicing and parts. Many are multi-brand. They stock Automower alongside competing robotic mower brands, and they sell those competing brands too.
Husqvarna positions Automower as a premium product. The positioning rests on a ten-year machine life, ten-year parts availability, a stocked dealer parts channel and local dealer service. Husqvarna supports the network with a dealer parts portal and periodic dealer events covering product knowledge and commercial performance in store.
Challenges Faced
Husqvarna surveyed 65 attendees at registration and shared the baseline with Klozers before the event. The pattern in the data was consistent.
Dealers were confident in the areas they had been trained in. They could recommend the right model, handle installation and answer product questions. That confidence was not converting into sales.
The failures were happening in specific conversations. Deals were dying on price, on competitor comparison, and on customer scepticism about whether robotic mowing was the right choice at all. Objections clustered around price and value for money, then around reliability, connectivity, and doubt about robotic mowing versus traditional methods.
When challenged on price, dealers dropped into feature-by-feature comparison against cheaper machines. That fight is one they cannot win. It moves the conversation onto the competitor’s ground, where the cheapest mower is the rational choice.
The market had also moved. Lower-cost robotic mowers were positioning themselves as good enough for less, at price points under a thousand pounds. Customers arrived at the dealership already carrying competitor messaging.
Why These Challenges Mattered
A dealer who cannot defend a premium price defends it with discount instead. That erodes margin across the network and undermines the premier brand positioning Husqvarna has invested in building. Every deal lost on a feature-by-feature comparison is a customer handed to a cheaper entrant at the moment they were ready to buy.
Klozers’ Solution
Klozers built the programme from the dealers’ own survey responses, not from a standard sales curriculum. Every scenario was drawn from a moment the survey showed dealers were losing.
Two constraints shaped the programme design.
The first was the dealers themselves. They are multi-brand retailers. They sell the competing machines they were being asked to sell against. Any content that attacked a rival brand by name would ask a dealer to argue against a product on their own shop floor. Klozers stripped every competitor brand name out of the material and built the language generically, around the cheaper option and online-only brands. The training taught dealers to change the conversation, not to attack a competitor.
The second was the room. The session ran in a lecture theatre, in a single slot, to a mixed audience with a wide spread of selling experience. Using Klozers experience of building and delivering sales simulations Klozers designed a bespoke competition rather than a workshop. Dealers were grouped into five regional teams, so the rivalry was already there. Teams debated each decision on their own devices, locked in one collective answer, and watched the leaderboard update on the main screen.
The simulation ran five customer moments, each scored on commercial impact, each followed by a breakdown of why an answer worked. It was reinforced with objection-handling battlecards and a price objection handler for the shop floor. The teaching principle throughout was value before product.
Results Achieved
On-the-day feedback from both Husqvarna staff and dealers was positive. Some comments captured on the day were:
Husqvarna Brand Manager: “It wasn’t just someone presenting on stage – the simulation immediately sparked engagement and discussion.”
Husqvarna Dealer Sales Manager: “The nature of the way that the traiing was delivered opened the conversation up.”
Husqvarna Dealer: “The training was interactive from the very first minute.”
CONCLUSION
Husqvarnas investment in a bespoke Sales simulations helped make the Dealer event both interactive and valuable from a learning perspective.
In a competitive environment the progressive approach of the sales simulation helped reinforce Husqvarana’s position as a premium brand with their dealer network.
Sales training case study
#SalesTraining #ConsultativeSelling #InPersonTraining #SalesCoaching #CampaignBasedTraining #ManufacturingSales #SolutionSelling
BRAY CONTROLS UK LTD: CONSULTATIVE SELLING WORKSHOP
Background
Bray Controls UK Ltd is the UK business of Bray International, a global manufacturer of industrial valves and valve automation. The UK operation is based at Inchinnan, near Glasgow. Its established trade is the supply of industrial valves. It also operates a Valve Automation Centre, which designs and builds automated valve and control systems, and provides installation, commissioning and UK based support.
Challenges Faced
Bray Controls UK had a very successful valve business, however, they needed to expand into valve automation. Customers bought their valves from Bray, then bought the automation that went with those valves other vendors and Bray was becoming a line item on somebody else’s project.
The sales problem sat underneath the business problem. A valve sale and an automation sale are not the same sale. Valve business can be transactional, price led, decided by a single contact and closed quickly. An automation sale can run to a nine month sales cycle with a new prospect, involves multiple stakeholders, and only works if the salesperson opens with questions rather than a quote. Deal values are around ten times larger.
The sales team was experienced and successful at transactional selling, but struggled to work consistently to a sales plan with longer sales cycles and added complexity.
Why These Challenges Mattered
Bray had already built the automation capability. The revenue to justify it was going to competitors, through Bray’s own customer relationships. Every quarter the pattern held, those competitors were embedded further into accounts Bray already owned. Left alone, the automation investment stayed unrecovered and the valve business stayed exposed to price competition.
Klozers’ Solution
Klozers diagnosed the problem as one of execution and mindset rather than product knowledge. The team knew the automation offer. They were not selling it, because selling it required a different set of behaviours from the ones that had made them successful.
The constraint that shaped the design was the nine month sales cycle. A new automation prospect takes around nine months to close. No closed revenue could therefore appear inside a 90 day programme. Two design decisions followed. First, the programme was built to drive and measure leading indicators, using individual 90 day sales plans and monthly coaching reviews rather than a single training event. Second, half of each sales plan was targeting existing valve customers, where trust already existed and the sales cycle was shorter, so the team could achieve early progress while the longer new business campaigns matured.
A second constraint was resistance. Experienced salespeople were being asked to put a working book of business at risk. Klozers placed David Rock’s SCARF model in the first session of day one, with the leadership team in the room, so the concerns were named openly before any skills content began.
Delivery was a two day in person workshop at Inchinnan run as four 90 minute sessions per day, for 21 participants with leadership present throughout. The workshop used campaign based training: participants built two real sales campaigns, one for new customer acquisition and one for converting existing valve customers, working on named accounts in Salesforce rather than on case examples. Each participant left with a 90 day plan, a target account list and a public commitment to the team. Klozers supplied a 21 section workbook of exercises, templates and reference tools. The workshop was followed by 90 days of monthly coaching for the salespeople.
Results Achieved
The following are the specific figures required. Each is a measured number, not a perception.
- Automation pipeline created: Bray reported a 27% increase in new deal creation over a 90 day period.
- Activity against plan: Participants provided positive feedback on the 90 day sales plans with the company sales leadership using them to manage and hold the salespeople accountable which had been difficult before.
- Average deal size: deal sizes in the sales pipeline had increased inside the 90 day window.
Conclusion
Bray Controls UK had the automation capability and the customer relationships. What it lacked was a repeatable way of turning one into the other. The programme gave the sales team two bespoke live campaigns, named target accounts, individual 90 day plans and monthly coaching against them.
Sales training case study
#SalesTraining #SalesTransformation #ConsultativeSelling #SalesEnablement #ProfessionalServices #ConsultativeSales
ALYSIAN: BESPOKE CONSULTATIVE SELLING SKILLS WORKSHOP
Background
Alysian is a boutique advisory and digital transformation consultancy serving private equity firms and their portfolio companies. The firm sells structured services and outcomes rather than individual consultants. Its offerings span value creation and value assurance, including diagnostics, ERP pre-implementation, cost-out programmes, transformation control towers and post-merger integration assurance.
Alysian targets operating partners and deal teams at large PE funds, typically those above €10 billion AUM, alongside portfolio companies with active transformation agendas such as carve-outs, integrations and ERP change. The firm deliberately positions between two models it regards as failing the market: contractor-based delivery, and the MBB and Big Four consultancies.
Challenges Faced
Alysian’s commercial model creates a three-way relationship that most consultancies never have to navigate. The PE firm buys the work but does not consume it. The portfolio company receives the work but did not choose the supplier. The delivery team then has to earn the right to expand inside a company that never initiated the relationship.
Klozers conducted discovery interviews with five members of the Alysian team and identified five execution gaps:
- Conversations were consistently starting at CIO level rather than CEO or CFO, which limited Alysian’s positioning as strategic advisers.
- Follow-on work was not being planned before diagnostics began. Alysian’s diagnostic-to-implementation conversion rate had fallen over the course of the year.
- Competitive pitches were being under-prepared.
- PE relationships were not being used to secure executive access or strategic context.
- Pricing was being discussed before the cost of the client’s problem had been quantified, which produced avoidable price objections.
A further constraint sat behind all five. Most of the Alysian team are technical subject matter experts who do not regard themselves as salespeople and preferred to deliver work than actively sell.
Why These Challenges Mattered
Alysian’s growth model depends on diagnostics converting into implementation work. Entering at CIO level rather than CEO or CFO also caps deal size, because technical buyers cannot authorise transformation budgets tied to the investment thesis. Furthermore 80% of sales were being won by the senior leadership team which was not scalable.
Klozers’ Solution
Klozers ran the engagement as a change management project rather than a sales training project.
Diagnose. Klozers analysed the existing Sales Playbook and interviewed five senior members of the team. The findings were presented back as an analysis before any content was written, so Alysian could confirm or correct the diagnosis first.
Design. Klozers built an eight-module programme grounded entirely in Alysian’s own playbook, terminology and frameworks, including the Diagnostic-to-Value Sales Model, the Stakeholder Access Strategy, the Pre-Diagnostic Hypothesis and the 7-Step Storytelling Blueprint. Four modules were commissioned. A fictional case study, Titanium Industries, was written as the working scenario so that participants could practice and roleplay in a realistic scenario.
The constraint that shaped the design. Alysian’s team is dispersed across Europe and only came together once a year. Klozers had two 90-minute slots on a single day in Barcelona and every remaining module therefore had to work without a facilitator, standalone and self-paced, inside Alysian’s own LMS, Zoho Learn. That constraint forced the rebuild of Modules 2 and 3 from facilitator-led simulations into a narrative story arc with quiz points handled natively in the LMS.
Delivery. Modules 1 and 2 were delivered face to face in Barcelona and modules 3 and 4 were delivered live online and then converted into LMS content, supported by participant workbooks, module quizzes and a 20-question end-of-programme assessment with an answer key and a four-band scoring guide.
Results Achieved
Feedback from participants on the day was very positive with the majority of consultants asking for more training. Increased levels of confidence translated to improvements in sales conversations and an increase in sales pipeline.
Alysian returned to Klozers to commission a further four bespoke training modules beyond the original scope.
The engagement shows that sales training for consultants and technical subject matter experts works when it is built from the firm’s own successes rather than a generic sales methodology imposed from the outside.
Alysian now has a codified commercial method, taught in its own language, available to every consultant on demand rather than only to those in the room on the day.
Sales training case study
#SaaSTransformation #SalesKickoff #ValueBasedSelling #ExecutiveSelling #SaaSSalesTraining #ChangeManagement
PTV: SAAS SALES KICK-OFF
Background
PTV Logistics builds transport and logistics optimisation software. The company had historically sold to technical buyers inside logistics operations, including heads of logistics, heads of dispatch and transport division leaders. These buyers understood and valued technical capability, and PTV’s sales approach was built around demonstrating it.
The company had introduced new products which were more focused in scope, carrying a higher total cost of ownership and suited a different customer profile.
PTV’s commercial organisation numbers 76 salespeople and 16 sales leaders, operating across USA, Canada and European markets in the UK, Germany, France. Italy, Holland and Belgium.
Challenges Faced
PTV’s salespeople had spent careers, in some cases 20 to 25 years, selling features to technical buyers. The new SaaS propositions required them to sell business outcomes to economic buyers at CEO, CFO and COO level.
Three specific gaps emerged:
Access. The team struggled to consistently get past the technical buyer to reach the C-suite economic buyer who signs off subscription commitments.
Language. Salespeople defaulted to feature and capability discussions. They struggled to articulate business value, ROI or strategic impact in terms an executive would engage with.
Consensus. SaaS purchases at PTV involved multiple stakeholders and board-level sign-off. The team’s existing process was built for a single technical evaluation, not a multi-stakeholder buying decision.
Why These Challenges Mattered
PTV had invested in new SaaS products but had a sales team still selling the old way. Without the shift to executive-level value conversations, that product investment would not convert into recurring revenue. New investors were demanding growth and doing nothing was not an option for the leadership team.
Klozers’ Solution
Klozers diagnosed the problem as a SaaS transformation challenge rather than a sales methodology gap. The brief PTV issued was for value-based selling. Klozers reframed it around the actual behaviour change required, which was moving salespeople from feature conversations with technical buyers to value conversations with executive buyers.
The constraints that shaped the design:
First, the sales team was dispersed across five language markets and only assembled in one place once, at a company sales kickoff in Karlsruhe, Germany on 9 and 10 February 2026. Klozers built the in-person delivery as seven parallel workshops delivered inside the two day sales kickoff: two in English, two in German, one in Dutch, one in Italian and one in French. Each was delivered by a Klozers trainer working in the participants’ native language.
Second, Klozers positioned the training as The Executive Access Programme, framing it around something the team wanted, which was access to executives, rather than around a correction of how they were selling.
Third, credibility with a sceptical, long-tenured team was the failure point for previous training. Klozers methodology of “building from the inside out” ensured credible and practical examples were included in the delivery and developed internal champions who advocated the new sales strategies and concepts.
The programme ran in three phases. Phase 1 was research and content creation, including stakeholder interviews with sales managers and sales leaders, a tailored survey of all 76 salespeople, and the development of four bespoke modules training built on PTV’s own scenarios and language. Phase 2 enabled the 16 sales managers first, through a one day Leadership workshop in Paris prior to the sales kickoff, so they could coach and hold the salespeople accountable to the new behaviours and skills. Phase 3 delivered the transformation to the sales team, starting with the seven interactive and 100% PowerPoint free workshops in Germany.
Results Achieved
After the training PTV surveyed all participants and Klozers received the highest scored feedback compared to 3 previous sales kickoff providers. Areas where Klozers scored highest were:
Content – Klozers created tailored content built around real PTV deal sizes, customer types, challenges and market conditions. This helped the learning transfer to real deals in the workplace.
Delivery – 100% .PPT free because salespeople don’t learn from slides, they learn by interacting and doing.
Simulation – each “country team” competed against each other throughout the day which helped deliver an engaging and interactive experience in addition to the learning.
Conclusion
The engagement demonstrates that one day sales kickoff can deliver genuine impact when delivered as part of a wider programme using change management to help deliver and embed behaviour change.
PTV now has a sales team addressed in its own language, a leadership layer enabled to coach the new approach, and full ownership of the content it can continue to run internally.
Sales training case study
#B2BSalesTraining #SalesEnablement #SaaSSales #TrainTheTrainer #SalesPlaybook #OpportunityQualification #SalesManagerCoaching
COATS DIGITAL BESPOKE SAAS SALES TRAINING
Background
Coats Digital sells software into the garment and apparel manufacturing industry. The software helps manufacturers improve planning and deliver efficiencies in production.
Its buyers are garment manufacturers who are supplying the largest clothing brands in the world. The commercial team sells across South Asia, South East Asia, Korea, MENA, Pakistan and Western Europe. Deals involve three distinct buyer levels: CXOs, department heads and operational users. The sales team is a mix of people with software backgrounds and people with experience in the apparel industry.
Coats Digital competes with established vendors, however, its most common competitor is not a vendor at all. It is the decision to change nothing and stay with an Excel spreadsheet and manual processes.
Challenges Faced
The sales problem was not a lack of talent. It was a lack of a common sales methodology. Salespeople used the same presentation regardless of the prospect. Pre-meeting research was inconsistent, so conversations opened with generic questions rather than informed ones. There was no structured framework for engaging CEOs and managing directors, and no shared language for engaging different stakeholder levels.
Klozers ran discovery interviews with five members of the commercial team. Those interviews surfaced two problems that leadership had not identified.
The first was qualification. There was no agreed standard for what made an opportunity real. Pipelines carried opportunities that had never been tested, and forecasts followed.
The second was value articulation. The team could describe what a customer would gain. It could not quantify what the customer was losing today. There was no convincing cost of inaction story and no reliable ROI conversation.
A third finding was a route to market the business was not using. The Coats thread account relationships offered access to economic buyers that the software teams were not exploiting.
Why These Challenges Mattered
Selling change to an industry comfortable with manual processes requires a quantified argument. Without one, deals do not go to a competitor. They go nowhere, and the sales cycle absorbs cost with no return.
Unqualified pipeline compounds the problem. Forecasts become unreliable, management attention goes to the wrong deals, and discounting is used to rescue opportunities that were never qualified in the first place.
Klozers’ Solution
Diagnose. Klozers interviewed five commercial team members across the regions: Vietnam, Bangladesh, Korea, Europe, MENA and Pakistan. The findings were written up as a discovery report and compared line by line against the original leadership proposal. Each topic was marked confirmed, partially confirmed or divergent. Two divergences were significant. Qualification was almost absent from the leadership proposal but ranked first in the field. The Coats thread ecosystem was not in the proposal at all.
The constraint that shaped the design. Coats Digital were conscious of the demands on people’s time and attention. The teams were spread across multiple countries and time zones, so a long residential format was not viable. That single constraint drove every design decision that followed. The workshop was compressed to one intensive day in Bangkok. The core skills were delivered in the workshop and remaining topics were embedded inside the playbook for future delivery via online reinforcement sessions, each tied to activity-based assignments that feed Coats Digital’s existing HR certification system and its 75 percent attendance requirement.
Design. Klozers built a Coats Digital Sales Playbook as the spine of the programme, not a set of training slides. The workshop became the launch event for the Playbook. A second constraint shaped the content itself. Coats Digital did not want another imported methodology. The sales team were already used MEDDIC albeit inconsistently. Klozers therefore aligned to MEDDIC rather than replacing it, and built the industry-specific question content on top of it using Coats Digital’s own field material.
Deliver. The programme ran as three distinct streams. A train the trainer programme for three managers who co-delivered the workshop. The one-day Bangkok workshop for the full commercial team. A separate four-session sales manager programme for five managers, sequenced one session before Bangkok and three after. All practice and role plays ran against a single fictional prospect, Vertex Apparel Group, so the narrative holds across every module.
Results Achieved
To measure impact Klozers defined six KPIs with Coats Digital, four leading and two lagging:
- Economic Buyer Engagement Rate. Leading indicator, tied to stakeholder navigation.
- MEDDIC Qualification Score. Leading indicator, tied to opportunity qualification.
- Cost of Inaction Completion Rate. Leading indicator, tied to value articulation.
- Pipeline Stall Rate. Leading indicator, tied to deal discipline.
- Average Discount Rate. Lagging commercial outcome.
- Forecast Accuracy. Lagging commercial outcome. Target set at 80 percent or above at six months post-training, rising to 85 percent at twelve months.
Conclusion
The engagement demonstrates the benefit of building from the “inside out”, capturing existing best practice and then complementing it.
Coats Digital now has a sales playbook built from its own evidence, three internal facilitators who can deliver it, and a manager programme that reinforces it.
Sales training case study
#Sales Training #In-person Training #Consultative Selling #Channel Partner Training #Bespoke Sales Training #Success Stories
MARANGONI BESPOKE SALES TRAINING
Background
Marangoni, a global leader in retreading systems and tyre services, operates a vast network of independent partners who deliver its products and services to customers worldwide. With a legacy of innovation and a commitment to sustainability, Marangoni recognized the need to evolve its sales approach to align with the growing demand for sustainable solutions in the tyre industry.
Challenges Faced
Marangoni was transitioning from a traditional transactional sales model to a more strategic, consultative approach. This shift required a deep understanding of sustainability principles, the circular economy, and the ability to articulate the value proposition of Marangoni’s innovative retreading solutions. While Marangoni had developed a new sales strategy, effectively cascading this knowledge and skillset to its diverse partner network posed a significant challenge.
Klozers’ Solution
Klozers, a specialist in B2B sales training, was engaged to design and deliver a tailored training program to address the unique needs of Marangoni’s partner network. Klozers conducted in-depth research, including interviews with key stakeholders and analysis of market trends, to identify the knowledge gaps and skill deficiencies within the partner network.
This research informed the creation of a comprehensive training program that covered:
- Sustainability and Circular Economy Principles: Deep dive into the core concepts and their relevance to the tire industry.
- Marangoni’s Value Proposition: Articulating the unique benefits of Marangoni’s retreading solutions and their alignment with sustainability goals.
- Consultative Selling Techniques: Equipping partners with the skills to build rapport, identify customer needs, and present solutions that drive value.
- Industry-Specific Sales Strategies: Tailored approaches for navigating the unique challenges and opportunities in the tire retreading market.
To enhance engagement and cultural relevance, Klozers developed multilingual training materials that incorporated Marangoni’s brand identity and messaging. Klozers also worked closely with Marangoni’s marketing team to promote the training program to partners, ensuring maximum participation.
Results Achieved
The initial response from Marangoni’s partner network was overwhelmingly positive. Partners quickly recognized the value of the training and signed up in large numbers. The first workshops, held in Hamburg with the Swedish partner Dacknor, received exceptional feedback from participants.
Key outcomes included:
- Increased Partner Engagement: The training program fostered a sense of unity and shared purpose within the partner network, strengthening relationships with Marangoni.
- Enhanced Sales Skills: Partners reported significant improvements in their ability to articulate Marangoni’s value proposition and engage in consultative selling conversations.
- Business Growth: While early, the initial workshops suggest a positive impact on sales performance, with partners reporting increased customer interest and engagement.
Conclusion
By partnering with Klozers, Marangoni successfully navigated a complex sales transformation, empowering its partner network with the knowledge and skills needed to thrive in the evolving tire industry.
The bespoke training program not only equipped partners with the tools to sell more effectively but also strengthened their alignment with Marangoni’s brand values and commitment to sustainability.
This successful collaboration demonstrates the power of targeted, industry-specific sales training in driving business growth and building lasting partnerships.
Sales training case study
#Sales Training #In-person Training #Consultative Selling #Sales Kickoff #Success Stories
LUCID MOTORS SALES KICKOFF
Background
Customer: Lucid Motors Industry: Luxury Electric Vehicle Manufacturer
Lucid Motors, headquartered in Palo Alto, California, emerged as a disruptive force in the electric vehicle (EV) market. Their commitment to innovation, cutting-edge design, and sustainable mobility positioned them as a formidable challenger to traditional auto brands. Lucid had recently expanded its operations to Europe, introducing its range of luxury EVs to discerning customers.
Challenges Faced by Lucid Motors
- Sales Team Development:
- Lucid recognized that the success of their company hinged on the effectiveness of their salespeople. They understood that investing in their personal development was crucial.
- As a startup, Lucid had already disrupted the status quo, but they needed to empower their sales force further to maintain momentum.
- Market Entry and Competition:
- Entering the European market was a strategic move for Lucid. However, they faced stiff competition from established players.
- The challenge was twofold: establishing brand presence and driving sales in a highly competitive landscape.
Klozers’ Approach
Klozers collaborated closely with Lucid Motors sales enablement team to create a tailored sales kickoff event:
- Bespoke Theme: “Sales Drive”:
- Klozers designed a theme that resonated with Lucid’s ambitious goals. “Sales Drive” encapsulated motivation, determination, and a relentless pursuit of excellence.
- The theme set the tone for the event, inspiring sales teams to elevate their performance.
- Customized Agenda:
- Klozers worked with the Lucid leadership team to create a bespoke agenda that addressed critical topics:
- Product Knowledge: Lucid’s unique selling points, technical specifications, and competitive advantages.
- Sales Techniques: Effective communication, objection handling, and closing strategies.
- Market Insights: Understanding European customer preferences and market dynamics.
- The agenda balanced education, motivation, and practical skills development.
- Klozers worked with the Lucid leadership team to create a bespoke agenda that addressed critical topics:
- Engaging Content Creation:
- Working closely with Lucid’s internal sales enablement team and sales leaders, Klozers developed compelling content.
- Interactive workshops, role-playing exercises, and real-world scenarios kept participants engaged.
- The content emphasized Lucid’s brand story, product features, and the art of effective selling.
Results
- Exceptional Reception:
- Participants praised the event’s impact. Lucid’s Head of Sales Enablement, Josh Radding, described it as “truly remarkable.”
- “Klozers’ inspiring style and expertise left a lasting impression on attendees.”
- Continued Momentum:
- Due to the event’s success, Lucid decided to repeat it for employees who couldn’t attend initially.
- Lucid’s Sales studios across Europe buzzed with renewed energy as teams applied the insights gained.
Additional Insights
A sales kickoff event isn’t just about information, it’s about igniting passion, fostering teamwork, and aligning everyone toward shared goals.
Lucid Motors’ journey mirrors Klozers’ commitment to innovation and excellence in sales enablement.
Sales training case study
#Sales Training #In-person Training #Consultative Selling #Sales Kickoff #Success Stories
LOGICALWARE SALES CAMPAIGNS
Background
Logicalware is a dynamic software as a service business, providing innovative message automation software for global brands such as Booking.com, Ryan Air, Maplin and WWF. The software is used extensively to drive efficiencies, savings and regulatory validation within customer service teams.
Challenges Faced by Logicalware
Whilst the company had a solid customer base, new client acquisition was much lower than the aspirations of the leadership team. Despite an extensive marketing campaign the number of new enquiries was low, and hence the number of new customers was disappointing. Although the leadership team knew the business had a problem, they were unable to pinpoint the problem which was very frustrating for them.
Why these challenges were important to solve?
The company growth had plateaued, which meant the owners were unable to move forward with their ambitious plans for the business. It was also not possible to sell the business, as the lack of sales had limited the value of the business.
Klozers’ Solution
From the outset Logicalware were clear that they not only required Klozers to help diagnose the sales problems correctly, they wanted a team who could come in and create a new sales strategy, and then actually exectute the strategy in partnership with the Logicalware team. Logicalware ensured that their own team got completely behind the new sales improvement programme and worked closely with the Klozers Consultants, to share their product and domain knowledge. The Klozers team spent one week researching and planning, and then on the second week started to execute on the new sales strategy.
Results Achieved
By the end of the third week both Klozers and Logicalware decided to wind down their first Lead Generation campaign to the retail market. The campaign had already engaged with, and arranged meetings with senior level decision makers in Halfords, 3Mobile, Thorntons Chocolates, Bose, Landsend, The Post Office, Ocado and eight other national retailers. The combined value of the new opportunites was equal to 50% of Logicalware’s existing turnover. Logicalware have extended their initial contract with Klozers and are now jointly planning new campaigns for both the Utilities and Financial Services markets.
online Sales training case study
#Sales Training #Online Sales Training #Consultative Selling #Sales Strategy & Planning #Sales Process #Success Stories
FQE Chemicals – Sales Growth Initiative
Background
FQE Chemicals based in Deer Park, Texas USA is a global supplier of innovative chemical solutions for large refineries worldwide. Their clients rely on their award-winning products to enhance efficiency, safety, and environmental compliance.
Challenges Faced
FQE Chemicals faced several key challenges:
- Ambitious Growth Plans: They aimed to expand their global customer base whilst focussing on high value clients.
- Unique Client Base: Their clients were primarily large refineries, and the buying teams were local engineers at each site.
- Need for a New Approach: To succeed, FQE recognized the need for a different sales approach and decided to invest in and support their people.
- Geographic Dispersal: With staff located globally, it was easier and more cost-effective to deliver any training online.
Klozers’ Solution
Klozers partnered with FQE Chemicals to address these challenges:
- Sales Strategy Development: Klozers worked closely with FQE to develop a new customer-centric, consultative sales strategy.
- Customized Training: They delivered a bespoke version of their “Consultative Selling Skills Course.”
- Online Delivery: Recognizing the dispersed workforce, Klozers broke down the 1-day course into four 90-minute modules, delivered twice per week over a two week period. This helped remove “Zoom fatigue” and keep the attendees engaged throughout.
- Time Zone Considerations: Klozers scheduled the online sessions to accommodate FQE’s global team across different time zones.
Results Achieved
Within just three months measurable results included:
- Sales Pipeline Growth: The sales team generated a remarkable 400% increase in their sales pipeline.
- Closing High-Value Deals: Actual 6-figure deals closed showed tangible success allowing them to invest in further training.
- Improved Satisfaction: Salespeople reported enjoying the new approach with better relationship-building and improved customer satisfaction.
Louise McFarlane of FQE Chemicals commented:
“When you have worked in the same industry for so long, you can sometimes lose sight and focus and new ways of thinking. When I was introduced to Klozers training, I was eager to try and learn something new. But with the trainer’s extensive knowledge and easy way of teaching, this went way beyond learning something new.
I went on to secure 6-figure deals off the bat, after putting into practice the new techniques learnt from the sales training and boosted our company’s presence dramatically within the industry.
The Klozers training is a great tool every company should embark on, no matter how long you have been in the industry!”
This case study highlights how Klozers’ tailored online sales training empowered FQE Chemicals’ sales team, resulting in impressive growth and an improved customer experience.
Sales coaching case study
#Exec Sales Coaching #Online Sales Coaching #Sales Strategy & Planning #Sales Process #Success Stories
CAEM
Background
For over 30 years, CAEM has been the UK’s go-to choice for retail shelving and racking. CAEM designs, manufactures, and install innovative solutions tailored to meet the specific needs of our clients, from sleek and modern, to heavy-duty and functional. They are experts at creating efficient and attractive retail spaces for the UK’s Tier 1 retailers that helps them boost sales and their brand image.
Challenges Faced
CAEM, known for its high-quality solutions and tailored client approach, faced a series of critical challenges. Aggressive competition from foreign imports undermined their traditional pricing strategies, while changing buyer behaviours reduced the impact of established outreach and engagement methods. The decline in the retail sector further exacerbated these challenges and impacting client spending. Moreover, the rise of bespoke solutions demanded a reassessment of product offerings and a move towards greater customization, forcing CAEM to redefine its value proposition and adapt to a dynamic and highly competitive market. Part of this process had led CAEM to invest heavily in new state of the art production machinery and those costs needed to be recovered.
Why were these problems important to solve?
Successfully overcoming these challenges was not just about addressing immediate problems; it was about ensuring CAEM’s long-term sustainability, growth, and leadership in the industry. By adapting and redefining their value proposition, CAEM would emerge from these challenges even stronger and more prepared for the future.
Klozers’ Solution
Klozers worked with the Directors at CAEM to build a bespoke sales strategy tailor-made to address the complex challenges of enterprise selling into a competitive market. Once the strategy was agreed Klozers worked with the CAEM sales team and created:
- 90-Day Sales Plan: The new plan tackled head-on the long sales cycles and intricate processes unique to enterprise deals. Prospects and customers were segmented based on a revised Ideal Client Profile and a new value proposition
- Changes in CRM, sales behaviours and processes were implemented alongside a targeted sales campaign.
Results Achieved
CAEM’s new bespoke sales strategy targeting the enterprise market within a 90-day timeframe, delivering measurable results that speak to the hard work and dedication of their sales team.
- New Customer Acquisition: From a targeted list of 102 Tier 1 enterprise accounts, CAEM secured £167,000 in sales from 3 new customers, demonstrating a robust ability to navigate complex decision-making processes and convert high-value prospects.
- Pipeline Expansion: Active sales conversations were established with a remarkable 19 additional accounts, showcasing the effectiveness of the customized plan in identifying and engaging promising opportunities within the target market.
- Strategic Flexibility: Recognizing the dynamic nature of enterprise sales, CAEM strategically categorized 6 prospects as “temporarily closed” due to either evolving needs or existing supplier commitments. This ensured efficient resource allocation, focusing efforts only on active opportunities while maintaining valuable long-term relationships.
- Sustainable Growth: With 62 accounts still actively being pursued, the pipeline for future success remains robust. The customized strategy and ongoing coaching have empowered the sales team to confidently build and convert leads, laying the foundation for sustained enterprise growth.
These results demonstrate the transformative power of a bespoke sales approach. Klozers partners with our clients to craft and implement strategies that deliver tangible outcomes. By working with Klozers, CAEM has positioned itself for continued success in the competitive landscape, one strategic deal at a time.
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