The Means Matter – Improving Sales
Our latest CPM Expert Speak comes from Mandeep Singh; MD & CEO, CPM India.
The process of closing a business at CPM India is akin to any other business pitching to win. Upon receiving the requirements, we prepare extensively by discerning the pain points of our prospective client, strategise masterfully the exact method of execution, and present stunningly to secure the client and win the business.
Moments of celebration later, a conventional business would begin the process of delivering on the promised key performance indicators and commence the execution of the won project. This is the output phase where a company gets lost in the daily grind of achieving the end results of increasing the share of shelves, improving sales numbers, etc.
A vacuum is created between these two phases which is what separates CPM India from the conventional business. We, at CPM India, believe that ‘the means matter’ and we put the same amount of efforts in this input phase as any other phase. How do we do that?
We do it through PERFORMICS which is nothing but performing retail execution by building better insights and capabilities for improving sales. We essentially integrated CPM’s brand essence to create a product that puts us on the retail intelligence map.
PERFORMICS is a tool-aided process to synergize the efforts of different silos and smooth the flow of information from the top to bottom and vice versa. It enables the client teams to plan activities such as merchandising activities, target tracking, and route planning through a customized web portal, the information from which directly flows to the android applications available with the field sales force which can use it to easily capture data and carry out the planned activities and also provide the client sales teams access to real time information. PERFORMICS includes compliance and analytics modules to audit the work and transform the available data into actionable retail insights. The whole process accelerates the performance and improves the sales manifold.
PERFORMICS has been a great enabler for us to look at the quality of inputs and focus on some data points to ensure that the end results are achieved. All in all,
PERFORMICS is a way to fill the void that existed in a client-agency relationship and has opened the doors for CPM India to venture into the retail intelligence space and make a huge impact. More importantly, PERFORMICS lets CPM India work more effectively for its existing clients to create insights that create the influence to drive sales.
The Key to Delivering a Successful Regional Sales Activity
Delivering Success Across the Region
Our latest CPM Expert Speak comes from Martin Ryan; Chief Development Officer at CPM Group of Companies Asia Pacific. Martin has worked for CPM for eighteen years and has over twenty five years industry experience. He has overseen numerous regional projects, experienced great success, but also some crushing disappointments.
Here’s his candid overview of how to deliver regional success based on personal hard lessons learned.
Delivering Regional Success
Winning regional business across a diverse geography is a special thrill. Within the space of a few hundred miles, languages, cultural norms, and currency can morph into something wholly different. Navigating across regions is always tricky and although better communication tools may have made distance seem smaller, the secret of successful regional sales activity lies in how we combine the efficiency of modern technology with other more human tools.
The Starting Line
Start by defining your team’s purpose. When CPM Singapore embarked on a regional project with a leading tech client we spent time completing a detailed analysis of their particular vision of success. What were the common threads applicable to all countries? What were the precise elements of measurement?
If possible, look for insight to those who are already delivering. A major factor in CPM Singapore winning a regional project with another tech giant was the time invested in understanding how the established Australian team delivered their strong track record of success. They were hugely generous in sharing their knowledge and we made substantial effort to join the dots so we could apply their established procedures across the region. This knowledge also gave us deep insight into the client’s culture and their expectations of an outsourced field sales agency. I believe this was a significant differentiator between CPM and our competitors, and a critical part of our successful bid.
You Need a Detailed Contract
Once the team’s purpose is clearly defined, time must be taken to draw up a robust contract. Of course, it’s always hoped that everyone will play fair, but when crossing country boundaries it is crucial to state any legal liabilities, payment terms, and other obligations. Painstakingly outlining these clauses is something I learned the hard way. Relationships built on trust are important, but when other departments and countries get involved you need an unambiguous written agreement that balances transparency with what you may normally be take on trust.
You also need a clear process to manage billing and currency fluctuations. Having this in place in advance makes billing seamless and revenue easier to forecast. Outlining obligations when the contract ends is also important as different employment laws exist in different countries and you don’t want to be exposed to large redundancy payments.
This is also the time to set some ground rules for communication and response times, and all KPIs should be stated. Clearly outlining these before the activity starts will set realistic expectations and avoid mission creep.
Build Credibility by Building Key Relationships
A regional team must ooze credibility and to do this they must be capable. Some of the leadership attributes required include a good dose of self- confidence, the ability to think clearly and make decisions, being self- driven when remote, endowed with brilliant communication skills, technically astute, and not scared to present both to groups and in front of the camera. An underrated skill is the ability to communicate over the telephone, both one to one and in a conference call.
To make regional activity fly you also have to be a relationship ninja.
Start by knowing the client’s country by country structure. How does it differ? Who are the key people and what do they do? Have a clear understanding of which relationships to concentrate on and then put the time in to make them work.
Part of this includes an attitude of transparency and openness which can go beyond your working life. Trust people and give them access to your calendar, include details like holidays and children’s events at school. We live in a time when the boundaries between work and life are blurred and a regional role means you will be working outside of your own time zone’s conventional working day. This is the new norm so embrace it and make it part of your life. Inject a genuine and vigorous enthusiasm.
Once you have established this human connection and built key relationships at a local level you will know who to contact in each market, you will build respect, save time and avoid potential misdirection.
Make Your Field or Contact Centre Team the Most Important Aspect of the Activity
Your most important customers are the team delivering results. They’re the ones generating sales and smashing targets. They’re also spread over a large geography and making them feel part of a unified, emotionally connected team is a critical priority. Involve them, talk to them face to face whenever possible and painstakingly understand their needs and frustrations. Take the time to really listen and make sure you paraphrase what they are saying to prove you have heard them.
A regional sales project requires a global vision to set the strategy, but management of it needs to be carried out regionally utilising a deep insight into local processes. It takes dogged determination and patience to unravel and understand each step of the data collection process and collation of reporting. Acquiring this knowledge ensures a strong foundation, and facilitates informed decision making. Applying this rigor along with an understanding of where existing CPM solutions can fill gaps means you can make informed and creative decisions on what to adopt, or if it almost works, what to adapt, and only as a last resort do you revert to reinvention.
Grow Your Capabilities and be Innovative
Regional sales activity is not rigid; it is an iterative process that requires a solution that’s nimble and responsive. Knowing how to leverage existing solutions and apply the best of what is available locally is a fine balance, as giving teams too much freedom can compromise results. You need to know what’s non-negotiable and apply a rigorous application of continuous improvement. When you spend time understanding how people work you will know when it’s time to use the carrot, and when use of the stick is more appropriate.
To summarise, here’s what I’ve learned about running a successful regional sales activity. Start by really knowing your purpose, both regionally and in each country. Once you have clearly defined your objectives, assemble the reporting structure around them. Adopt processes that work elsewhere in your business, adapt them to give local relevance, and only reinvent as a last resort. Make sure you have a detailed contract and include clauses that define liabilities.
Build key relationships. Success stems from open human trust. When possible be available across the region’s working day but also let people know when you are not available. Embed yourself into your client’s organisation and become indispensable without being arrogant.
Build credible and capable teams, culturally adaptable and results focused. Understand and connect with your sales team. Make sure they feel you are involving them and understand their needs and frustrations. Grow your capabilities. Solutions are iterative and constantly evolving. Be energetic and responsive and don’t become complacent.
Branching out from the local to the regional can be bewildering and at times maddeningly frustrating, but it can also be richly rewarding and joyous, transforming your understanding of both yourself and the hyper-connected global world we inhabit. Fully embracing a deep knowledge of your client and becoming a trusted indispensable regional partner is one of the best things in our business.
Welcome to our latest edition of Expert Speak, ”How about we tell you how much we can accelerate your sales?” which comes from Véronique Motte, President CPM Group of Companies in France
How about we tell you how much we can accelerate your sales?
A few weeks ago, our teams organised a conference during the 2018 edition of the MPV trade show which took place in Paris. The title of this conference was “The 4 drivers which really influence sales demos performance”. CPM France teamed up with L’Oréal France to present real-life feedback from this innovative approach.
True fact: sales demonstrations are a sell-out driver for brands
Deployed on a large scale over 40 years ago, at the same time as mass-market retailing, demonstration days are one of the most popular marketing drivers for brands and also one of the most outsourced. Interestingly, according to a study done by EY in France, it is also one of the most preserved media spends:
For a long time in France, sales demonstrations were a sell-in incentive. Nowadays, being a media in its own right, it is therefore central to the concerns of marketing and sales departments.
Measuring sales demonstrations performance: an innovation on the market
Using sales data provided by L’Oréal and a mathematical equation defined by CPM France’s Business Intelligence team, we were able to build a robust statistical model based on linear regression. That’s how the ROI-focused approach for L’Oréal Consumer Products Division came into life.
We found out that in order to achieve a specific ROI, four drivers that can influence performance must be taken into account: the product display, the store environment, the promotion and the ambassadors themselves. This proved that when all the right drivers are aligned, the sales demonstrations performance can be accelerated by over 300%.
Reaching new heights…
I cannot express how proud I am of the teams at CPM who have made this possible. We are reaching a brand new level: we were famous for the quality of the field work execution we provided, which has never and will never be easy, but the right people with the right tools help… we are now able to measure for our clients the performance of the activities they outsource with us.
In other words: at CPM, we make demonstration days work. Oh, and by the way we also measure the performance of our other solutions too…
President CPM Group of Companies in France
Merchandising Online- Is there a secret recipe for how to sell an invisible product online?
No. We are sad to say that there is no known solution nor secret recipe for that. No-one is going to buy a product online if it isn’t there. Sorry.
That’s why making sure a product is visible to consumers should be the most basic requirement of any retailing activity. Online more than ever. Despite this, a recent study found that, on average, FMCG suppliers only have 60-80% of their products visible at their online retailers. Even when shoppers are actively searching for their specific brand or category. So clearly this basic requirement is harder to fulfil, or a lower priority, online than it ought to be.
This valuable insight was shared in a White Paper from category and shopper management specialist Bridgethorne (UK) in early February 2018. According to this report, too many suppliers fail to check what is happening to their products online the way they would in a bricks-and-mortar store. And because they’re not looking for it, they aren’t realising there’s a problem and therefore aren’t investing in putting things right.
This shows that all these suppliers and brands are missing out on a massive sales opportunity that’s there for the taking – both in terms of revenue and market share – if they could only find out where they are unlisted (and thereby invisible) and sort it out.
And this study only looks at FMCG suppliers in the UK. What about invisible products in other markets and industries? If we went looking for it, we would probably see a similar problem wherever we looked.
We believe it’s a waste for suppliers and brands to risk not being visible and not being sold online, when there’s a solution out there. We can’t help you to sell invisible products, but we can easily scour the online retailer landscape to find the needle in the haystack and help fix the problem by ensuring that your products are visible where and how they should be.
Please drop us a note if you want to know more and we’ll be happy to help.
The global Detail merchandising online team
Our solution for merchandising online is probably the most targeted solution in the market for sales and marketing teams, built to embrace this specific challenge – seeking out and finding lost sales opportunities online, fixing them and winning overall sales. With our state of the art technology, we currently cover 50 countries all over the world. Read more @ www.detailonline.com
In celebration of CPM’s brand refresh and new website launch last summer 2017, CPM Barcelona decided to run three employee competitions… Read our “Budding Blogger” winning article from Michelle on working in a multicultural environment at CPM!
Multicultural, Multicolour – by Michelle Figueiras Chen
Looking to your right; an Italian stands up from his chair and gestures in the air while explaining to customers the best and most efficient way to solve their problem. Looking to your left; a Spanish speaker, you are not exactly sure from where, laughs with some colleagues at a random GIF that shows up after successfully closing five cases and making five customers happy.
Your working place is as important as your home, after-all you spend many hours there. Working at CPM you are lucky enough to hear more than 8 different languages and have multiple nationalities converge in a space dedicated to receive calls from every corner of the world. Working in this multicultural environment can be one of the most enriching experiences you can have.
There are some obvious advantages to being in such an environment. As an individual you can learn from other cultures and you will sure be motivated to acquire new skills. For instance, being surrounded by French speakers one day you become interested in the language or you become friends with a colleague from Russia who teaches you how to cook traditional food. Also, there is a component of self-discovery. It is known when we are confronted with different beliefs and customs, we can actually start questioning our own preconceptions and habits.
There are other positive aspects and many of them are related to teams and their performance. Highly diverse environments have the potential to increase creativity. Nothing new comes from talking to people similar to you, it is like hearing an eco. Being in a place where people come from different backgrounds allows teams to bread new ideas. Innovation and diversity are two terms that should always go together.
Problem-solving is another task that can benefit from multiculturalism in the workplace. Different people will have different approaches to tackle an issue and when you find yourself stuck without a solution, asking others that will see things differently can help you find that out of the box thinking or that workaround to a problem.
Also, companies benefit from diversity in the workforce. At CPM, it is key that employees have the ability to connect and communicate with different cultures and languages to give a better customer service. But also sends a strong message of non-discriminatory policies, projecting the culture and values of the company.
Company, employees, customers and teams are all positively affected by a diverse working environment. When you enter CPM the first thing you’ll notice is how colourful the place is, working there you realize their people are just as multicoloured.
Written by Michelle Figueiras Chen,
Airbnb Customer Experience Specialist
CPM Singapore salutes its female employees – International Women’s Day 2018
The Singapore office may be small and situated over 6,700 miles away from the UK Mothership, but it has fully embraced CPM’s intrinsic values of gender inclusivity, diversity, and opportunity. Keen to celebrate International Women’s Day, CPM Singapore decided to film three of their remarkable women, and share their uplifting stories.
Take 68-year-old top saleswoman, Renee, undaunted by having to learn complicated salesforce technology she joined forces with her young colleague Jinho, and through a mutually beneficial mentoring programme, she taught him traditional sales skills and he taught her the intricacies of new digital systems. Now they both regularly smash their sales targets!
Life in an agency is constantly changing and new mother Karen’s can-do attitude was a huge benefit when she changed from a telephone sales role to a field role. Relishing the opportunity to develop an in-depth knowledge of other areas in the business, she’s now formalising her knowledge and attending a CPM sponsored night school class. She is also passionate about CPM’s pro-family friendly policies which gave her flexibility when she really needed it.
Fortune favours the bold! Shelly jumped at the chance to make the brave move to relocate from Switzerland to Singapore. Once here, she threw herself into networking, and creating a vibrant life for herself. Attending Omnicom University and being a founder member of the Singapore chapter of Omniwomen enriched and extended her global reach. She is now returning to Switzerland as Client Service and New Business Director.
Hear these three remarkable women talk about their inspiring stories by watching the above video.
CPM Singapore is delighted to salute its female employees!
Leadership #IWD2018 by Lorraine Butler
International Women’s Day creates time in our busy lives, for awareness and reflection on women’s efforts and achievements. It reminds us to stop and reflect on the progress women have made, our contribution and our successes. In turn, it reminds us to continue our future strides to create future success both individually and collectively.
Personally, I have very seldom been comprised in my career because of my gender. That is not to say that I have not seen others (of both genders) who have been less fortunate. I have always taken the approach of the ‘best person for a role’. However as I have matured through business and life, I see that personal circumstances have to be considered and accommodated in order to help the best person be the best they can be. My management team live by this philosophy and I ask that we seek out leaders in all layers of our business who will embrace this philosophy. This philosophy doesn’t happen by accident, it takes time to nurture, develop and appreciate.
The principles of leadership can be taught yes, but it takes a person with leadership inherent in their personality and DNA to truly & naturally lead and embrace leadership principles. I believe leadership can be improved upon and learned over time, even for those who don’t have natural leadership tendencies. But in order to become an effective leader, one has to truly want to lead, for the right reasons and needs to believe in the cause – only then will you win the trust of your people, which is an absolute requirement of effective leadership. And of course you have good and bad leadership; The concept of Shadow Of the Leader is something I have always embraced – being mindful of the shadow that your leadership casts, considering others are likely to follow in the same steps.
People skills are critical to any leadership role in our organisation. Our greatest asset is our people and leaders at all levels need to continuously inspire and motivate our employees. Good empathy and intuition are important skills – and knowing when to dial up or down each. In order to lead teams, you have to build a good team around you, realising that often others on your team are better at certain things than you yourself are. A good leader will show the potential to embrace diversity within a team and take ownership of developing their people – where people grow, business grows.
My advice to women today at all stages of their careers – Anything is possible! Whatever you want to achieve, it is achievable, but you are responsible for your own journey and destination. Surround yourself with good people. People you instinctively trust and can learn from. Regardless of whether you realise it or not – every day you are being interviewed! Do what is expected of you in your current role with excellence, but adopt practices and behaviours of the role you want next! Work to identify and secure a mentor who you respect and will learn from – but ensure to take heed of their advice –they haven’t achieved the success they have without learning a thing or two along the way – so listen, observe and action on their guidance, it will speed up your journey to success
Leading Merchandising as Something Bigger, by Andrew Potter, MD, CPM Australia
As a business who has been deploying merchandising services on behalf of national and multi-national clients for over 20 years, we’re always trying to challenge the status quo and ensure we are leading best practice. We are constantly re-evaluating, re-inventing and re-calibrating the ‘old’ processes and systems and asking ourselves “Is our merchandising model optimizing the best deployment of resources and costs – plus are we creating value for our clients?” These questions keep us in line with our mantra of helping our clients ‘sell more for less.’
Whether it be merchandising, direct sales or customer service, we’re continually rethinking the way an activity can be structured and managed so that it delivers value not only to our clients, but also to retailers and their customers.
One of the best examples of where we got to lead best practice and to trial merchandising as something ’bigger’ is the merchandising work that we’ve implemented and still manage for our national telecommunications client.
In 2016, our telecommunications client recognised that their current field merchandising structure was underperforming. Their ineffective call cycles and below-average compliance results were just a couple of signals that their field approach needed an overhaul. To increase market share in the highly competitive prepaid category, they appointed Retail Safari in Australia to help drive operational excellence and to assist in bridging the gap between their merchandisers and third-party retailers.
The key challenge was to build better retail conversations amid non-branded stores Australia-wide and to undertake this exercise, our first step was to reinvigorate the merchandising function by introducing a sales-led approach.
To ensure higher brand presence than their competitors, the newly formed sales merchandising team were tasked with both traditional and non-traditional merchandising responsibilities, with the main focus on ensuring their in-store influence maintained a positive halo effect post their store visit.
By reinvigorating the merchandising function with this sales-led approach, our client’s product has never been more prominent and as a result their service and sales numbers are at an all-time high. Their time and reach provides valuable engagement time that allows our people to: foster in-store relationships, ensure higher brand presence against their competitors and promote product benefits.
Since the inception of this program, we’ve been arming staff with the appropriate sales skills and value drivers. With this know-how, our field team continue to have meaningful sales conversations in-store with key stakeholders in the retail environment. These informed conversations stem from an insight-led approach where staff can access real-time insights and post-sale data which in turn results in driving orders and incremental in-store space, plus the ability to articulate the latest product features and benefits.
Andrew Potter, Managing Director, CPM & Retail Safari, Australia.
Welcome to our first edition of Leadership Team Blog articles for 2018, from CPM International Contact Centre, Barcelona ” Artificial Intelligence & Machine Learning: Demystified ” which comes from Emanuele Ceppelli, IT Director at CPM International Contact Centre.
Artificial intelligence (AI) is one of the most significant transformational break-throughs – and perhaps least understood – in modern times. In many ways, the charm of AI is that we don´t realize we are using it when we use Siri, Alexa, or when the phone automatically corrects your grammar.
In very good company with the more notorious innovations like the steam engine, electricity, and the combustion engine, AI is the most important general-purpose technology of our era. But, what is AI doing and how quickly is it improving? Two are the areas of progress that best support the AI journey to improvement: perception and cognition.
With regard to the “perception”, some of the most practical advances have been made in relation to speech. Voice recognition is still far from perfect, but millions of people are now using it — think Siri, Alexa, and Google Assistant as an example (by the way – this article was dictated to a computer and transcribed with sufficient accuracy).
These advances in voice recognition have evolved into the ability of a computer to recognize the human natural way of speaking. This ability is known as Natural Language Processing, or NLP. Rather than face limited touch-tone or rigid Directed Dialog, customers can now speak naturally to the device in use.
A study by the Stanford computer scientist James Landay and colleagues found that speech recognition is now about three times as fast, on average, as typing on a cell phone. The error rate, once 8.5%, has dropped to 4.9%. What’s striking is that this substantial improvement has come not over the past 10 years but just since the summer of 2016 (source: Stanford Education Research)
We are also assisting to a rapid improvement in the machine’s ability to recognize images.
An app running on your smartphone will recognize almost any bird in the wild. Image recognition is replacing ID cards and customers analytics, access control; public safety has also started counting massively on facial recognition.
In terms of “cognition” on the other hand, the improvements are going as fast as those around “perception”.
Machine learning (ML), is based on learning from examples rather than a rigid code telling the software what to do and at what time. This is an important break from previous practice.
In a world where DATA are produced at an astonishing rate and machines can learn from examples, we have served the perfect loop for constantly feeding AI engines with relevant information to exponentially grow the ML capability.
A system using IBM technology automates the claims process at an insurance company in Singapore, and a system from Lumidatum, a data science platform firm, offers timely advice to improve customer support. Dozens of companies are using ML to decide which trades to execute on Wall Street, and more and more credit decisions are made with its help. Amazon employs ML to optimize inventory and improve product recommendations to customers. Infinite Analytics developed one ML system to predict whether a user would click on a particular ad, improving online ad placement for a global consumer packaged goods company. JPMorgan Chase introduced a system for reviewing commercial loan contracts; work that used to take loan officers 360,000 hours can now be done in a few seconds. And supervised learning systems are now being used to diagnose skin cancer (source: JPMorgan, Bloomberg)
Let´s see how AI can help our Contact Centres to deliver a better service more efficiently.
Powered by ML and NLP, an Intelligent Front Door replaces and upgrades traditional IVR routing. It allows offering the ease of conversational communication, with Natural Language intent capture at the outset of every call.
An Intelligent Front Door can provide benefits in:
Customers are still calling and every year their expectations are higher than the previous year.
AI helps to offer a proactive and personalized experience from the start. With AI and the right data, customers are recognised and their needs anticipated.
More than half of the customers liaising with a Contact Centre wants to “self-serve”.
With an AI engine and the right DATA, it is possible to provide a personalised and efficient self-service to customers starting from a natural conversation. Many are the processes that can be automated thanks to AI.
By removing the initial contact steps thanks to an intelligent front door, Agents are talking only to the right customers and at the right moment, those that need them most. Customer experience success and failure often revolve around customers’ experiences with Agents.
Since routing and self-service can be automated for the repeatable tasks, Agents are likely to be more engaged. They have access to calls and the most updated customer data through CTI and/or screen pops; warm transfers become the norm thanks to AI and as most of the customers hate repeating information, the Agents do not have to make them.
In summary, AI is likely not a fake and the first to use it effectively will reap the most benefits. Whilst still in its infancy phase, the pace of innovation is exponential and the signs of progress will never be so slow again. Speech recognition has reduced the error rate by 50% only in the last 12 months. This means that in a blink of an eye many Contact Centres will run AI engines as they have configured IVRs until now. But it is only through trial and error that businesses can reach effectiveness in using AI.
To find out more or if you have any questions, please contact Emanuele Ceppelli on: email@example.com.
Outsourcing, How do you make 1+1=3
The pace of change has never been so fast, with all businesses, markets and sectors being challenged by where to invest to grow, skills shortages, new entrants and margin erosion. The need to partner and have a flexible cost, skills and asset base has never been greater, however if you believed the headlines about ‘Outsourcing’ you might take the view, is this model outdated and time for a change…
With so many clear benefits of Outsourcing should the debate not be about how to make Outsourcing a success and why Outsourcers are in the main seen as Suppliers rather than Partners….
Is the term Outsourcing in itself the issue? Should in future the objective be ‘Smart Sourcing’ where Clients identify partners that bring investment in assets that deliver value and agility in a world where the pace of change demands the need to compete with new entrants and start ups that are disrupting their markets.
The benefits of Outsourcing are clear if done well:
So if the argument to ‘Smart Source’ is clear, how do you make this your competitive advantage? The truth is as ever with every partnership both parties have to play their part and work hard at the relationship, however the sentiment has to move from Supplier to Partner!
So, how do you make 1+1=3:
The Partners Role:
Seeing clear value in any Outsourced engagement is key in ensuring that the relationship can be seen as a partnership rather than a Client/Supplier arrangement. Given the recent examples of poor Outsourcing is now the time to re-examine your current relationships and ensure you gaining the value and competitive advantage that is required in this fast paced business world.
CPM are experts in Outsourced Sales across sectors such as B2B, B2C, Automotive, FMCG, Utilities and On Trade. ROI for our Clients is core to our DNA, therefore our continued investment in Insight and data intelligence is key to deploying Sales resources to where the greatest return will be delivered. CPM are Omni-channel experts with the ability to blend F2F, Contact Centre and Digital to deliver a seamless Sales experience.
If you want to discuss how to partner to achieve Sales success please contact Phil Roberts 07739 301187 firstname.lastname@example.org