Skip to content

Celebrating SPE

I’ve noticed an interesting trend. I’m seeing organizations starting to celebrate the fact that they’re implementing SPE—inside the organization, and even outside! I’m thinking, maybe the popularity of The Machine is empowering executives to be a little bolder. Or maybe we’re just doing a better job of selling the end-state. Either way, it’s a nice trend.“Celebrating SPE”

Revolutionizing Industrial Sales: Orbitform’s Hybrid SPE Model Spurs 30-40% Revenue Growth

Orbitform is one of the silent revolutionaries profiled in The Machine. If you turn to page 101, you’ll find the story of Madison—an organization that found it necessary to create their own hybrid SPE model. Officially, Madison’s story is an amalgam of three organizations’ experiences but, unofficially—between just you and me, dear reader—Madison is 95% Orbitform!“Revolutionizing Industrial Sales: Orbitform’s Hybrid SPE Model Spurs 30-40% Revenue Growth”

No more notebooks: how Blast-One International boosted customer service quality

I’ll let you in on a secret. Here at Ballistix, we all love fixing customer service teams. It’s easy to do. The transition to an optimal environment is low-cost and relatively risk-free. And the pay-off is huge. The pay-off typically arrives in two tranches. First, you get an incremental increase in business as a consequence“No more notebooks: how Blast-One International boosted customer service quality”

No help from Ballistix: Finance provider goes it alone and enjoys 5x boost in profits!

I’m so happy to post this video! On the one hand it demonstrates that organizations can implement SPE without the assistance of Ballistix. On the other hand it suggests that we’ve made huge progress in our efforts to codify and communicate both the principles and the practice of SPE. Aside from reading our books and“No help from Ballistix: Finance provider goes it alone and enjoys 5x boost in profits!”

Radical restructure for plastics manufacturer drives costs down and sales activity up

When Megara – a Melbourne (Australia) based manufacturer of polypropylene products – was contemplating radical changes to the design of their sales function, a list of concerns was identified: Would customers be happy dealing (by phone, rather than face-to-face) with account managers who were located in another region? Would customers tolerate the requirement to interact“Radical restructure for plastics manufacturer drives costs down and sales activity up”