Driving 10 Consecutive Quarters of Growth at Waters
The Challenge
Over the years, growth at Waters came from an aggressive expansion of the product portfolio and a technically proficient sales force. Yet the profile of the Waters buyer evolved in complexity, and the decision process began to include more business stakeholders. Combining this change with more competition and increased commoditisation products meant that the sales force needed to adapt its approach to selling. Waters needed its sales force to drive revenue growth by shaping and creating new opportunities, as well as create business value apart from the solution itself to retain and grow existing customers, as well as break into new markets. Waters partnered with Richardson to improve the way their sales teams engaged with their buyers by quickly progressing an insights-based selling strategy to their teams.
The Results
Alex Tisserand, Managing Director, Sales Enablement, WatersThe business impact that we are starting to see after Richardson sales training is that we have account managers who can now address additional markets. And, for us, this is a good success because we really want to take market share in new markets
The Approach
Waters partnered with Richardson to improve the way their sales teams engaged with their buyers by quickly progressing an insights-based selling strategy to their teams. Across 120 locations globally and in 9 different languages, the Richardson team built skills to help Waters differentiate itself from the competition, create value for a diverse group of decision-makers, and ultimately, win more business. To break into new markets, the sales team learned to effectively use insights in early-stage buying cycles to gain access and momentum with new customers.