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Case Study
Industry Chemical Industry
Category Sales
Product Counselor
Business Issue
Ahead of its annual sales meeting, a global specialty chemical company aimed to address a performance gap within its sales force.
While the team brought strong technical knowledge and managed stable client accounts, complacency had set in. Reps, with tenures ranging from six months to over 25 years, were reluctant to step outside their comfort zones. They were not actively prospecting or adapting to shifting market dynamics and customer profiles. Historically, training focused on product expertise; however, leadership now sought to pivot toward developing core sales competencies—communication, prospecting, negotiation, and closing.
Many team members lacked awareness of how their communication styles influenced customer interactions, and few prepared thoroughly for sales conversations. The company aimed to re-energize the team with a practical, skills-based program to build confidence, inspire action, and equip them to pursue new opportunities and strengthen their sales pipelines.
Solution
To address the sales performance gap, the company implemented an enterprise-wide, value-based consultative selling methodology designed to shift the focus from product-centric conversations to solution-oriented customer engagement.
The goal was to equip salespeople with skills to drive organic growth, strengthen customer relationships, and pursue new business opportunities. Central to the solution was the Versatile Salesperson in-person workshop, which provided hands-on training in adaptable communication and value-based selling techniques.
To ensure long-term impact and behavior change, the initiative also included targeted manager coaching to reinforce key concepts and support field application. Together, these components created a scalable, practical framework for building confidence, enhancing sales conversations, and empowering representatives to succeed in a dynamic, competitive marketplace.
Outcomes
The group of participants reported sales opportunities attributed:-
A participant closed a deal 2.4X their average sale— directly attributed to the program.
97% agreed that their “interactions with internal staff are more effective”
85% of participants agreed to be able to adapt their communication to others’ Social Styles.
Behaviors that showed the greatest level of change:-
The participants were able to:
- Recognizing when others exhibit backup behavior
- Adapting your behavior when others display a Social Style different from your own
- Identifying different Social Styles of customers
This program was a game-changer—not just for sales, but for anyone who works with people. The content was engaging, easy to apply, and incredibly relevant. Learning to identify and adapt to different Social Styles gave me a structured approach to something I’d been doing instinctively for years.
–Participant
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