How a Global IT Services Company Transformed Sales Performance by strengthening Value Selling

B2B tech services and digital transformation sales are shifting towards hyper-personalization and deep market intelligence. As buyers demand consumer-grade experiences, sellers are also required to evolve to address complex and high value bids. Building seller capabilities to align messaging with strategic outcomes is critical for winning deals and sustaining growth.  

Our client, a leading Global IT Services company, sought sales capability building as a key pillar in preparing the team for the future.  
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‍Business Context:

Headquartered in Cranbury, New Jersey, our client specializes in areas such as digital commerce, cloud computing, data management, application modernization, and intelligent process automation. They also serve diverse industries, including banking, retail, insurance, and manufacturing, with a focus on driving growth through innovation and tailored solutions  

Driven by the principle of crafting solutions for critical business problems, innovation is built into the company’s DNA.  The leadership team expressed a need to enhance the performance and effectiveness of its sales teams across five countries, including the UK, Canada, Germany, India, and the US.  
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Key Challenges and setting a vision for transformation

In a world of evolving customer expectations and fierce competition, the sales leaders across four sales teams found themselves at a crossroads. Each leader shared a common vision: to transform their teams into indispensable partners for their customers, building relationships grounded in trust, relevance, and mutual success.  

They knew their teams had potential—but unlocking it required addressing deep-rooted challenges. The discovery sessions began with candid conversations, shedding light on not just the visible gaps but the underlying factors holding the teams back. What emerged was a collective aspiration: to empower these teams to break free from their engineering mindset to selling and delivery-oriented habits to embrace confident, consultative selling.

Here’s what stood in their path:

• The Weight of an Engineering Mindset: Many team members, deeply rooted in delivery roles, approached customer conversations with a tactical mindset. Instead of exploring opportunities, they focused on problem-solving, missing the chance to build strategic relationships.
• Time Slipping Away: Without clear priorities, time management became a recurring issue. Teams struggled to balance customer satisfaction with hunting for new opportunities, often leaving critical deals on the table.
• The Sales Skills Gap: Persistence was a challenge. Large deals, especially those over $500K, seemed daunting, and pursuit often faltered. Moreover, mismatched roles meant hunters were doing account management and vice versa, leading to inefficiencies.
• The Collaboration Conundrum: Misalignment within teams and with internal stakeholders created silos. Accountability was scarce, and complacency crept in, especially in teams struggling with a fixed mindset.
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The discovery sessions set the stage for a bespoke coaching program powered by AI tailored to the teams’ unique needs. The mission was clear: guide these teams to shift their mindset from delivery to sales, empowering them with the tools, skills, and confidence to tackle competition and drive growth.

The coaching journey would focus on three core pillars:

1. Time Mastery: Teach teams to prioritize effectively, manage their time, and focus on high-impact sales activities.
2. Sales Mindset Shift: Instill a consultative, strategic approach to selling, moving away from tactical delivery-focused habits.
3. Competency Building: Equip teams with the skills to set bold goals, engage in authentic sales conversations, and develop actionable key account plans.

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The Skwill Solution

Skwill coaches along with the client’s People & Culture team zoned in on the need to have a continued engagement to increase sales capability.  

A cohort of 23 sales professionals were identified, ranging from Sales Leaders to Solution Leads, and faced the challenge of navigating complex B2B sales environments while ensuring consistent, value-driven interactions with clients.

The Sales Ignite Coaching Program was designed as a 12-month intensive initiative to elevate sales performance through the Skwill 3C™ Coaching Process: Commitment, Consistency, and Confidence. The program included over 200 hours of group coaching sessions, 90+ one-on-one coaching sessions, and tailored bootcamps focused on role-playing critical sales scenarios.  

The Sales professionals also leveraged insights from Skwill AI Sales coach to prepare for first meetings, follow-up interactions and deal closures.    

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Engagement Statistics:

• Exceptional Client Satisfaction: The program received a stellar Group Coaching CSAT score of 96.57/100 and a perfect 5/5 rating for a 1:1 coaching session.  
• Diverse Cohort Development: The program engaged a diverse cohort with varied sales experience (5-20+ years), with 30% women and representation from diverse regions, including Pakistan, India, the US, Germany, and the UK.  
• Strategic Impact: The program led to the development of 9+ Key Account Plans and facilitated 57+ client/prospect lookups, significantly enhancing the quality of client interactions.
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Measurable Impact:

• Increased Deal Progress and Conversion Rates: The coaching led to measurable improvements in deal progress, with most conversations progressing into the next stage of the sales cycle within the first conversation. (One Key Account Manager reporting a conversion rate of their discovery calls from less than 5% to over 50%.)
• Enhanced Seller Confidence: Over 70% of sellers reported improved motivation and engagement, directly attributed to the program's focus on building confidence through consistent application of learned strategies.
• High-Value Client Interactions: By leveraging tools like "Ask Willy," sales professionals were able to tailor their approach to client personas, leading to successful outcomes such as the approval of proof-of-concept (POC) projects during critical meetings.

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"At a recent CIO dinner, I asked the CIO why they chose us to deliver a strategic project. He said you guys were consistent with your messages, demonstrated commitment to our organization and partnership, and built tremendous confidence with our team." — VP & Sales Leader, Global IT Services Company  

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Skwill wishes the sales team the very best in winning more.