Culture – Case Study

A salesperson at an IT company was struggling to close new clients. Despite consistent effort, he was unable to present a compelling case, leading to poor sales performance and stalled opportunities.

The salesperson didn’t truly understand what set the company apart from competitors.
He saw the business as a generic service provider, defaulting to price as the main selling point.
He lacked a connection to the company’s culture, values, and internal excellence — which made it difficult to sell with conviction.
The root issue wasn’t skills, but belief and alignment: he couldn’t advocate for something he didn’t personally value or understand.

The salesperson didn’t truly understand what set the company apart from competitors.
He saw the business as a generic service provider, defaulting to price as the main selling point.
He lacked a connection to the company’s culture, values, and internal excellence — which made it difficult to sell with conviction.
The root issue wasn’t skills, but belief and alignment: he couldn’t advocate for something he didn’t personally value or understand.

Reconnect the salesperson with the company’s deeper purpose, values, and internal culture.
Facilitate direct exposure to clients and internal teams to build emotional alignment and understanding.
Reframe the sales approach around value and differentiation — not price — by helping him internalize what makes the company great.

Reconnect the salesperson with the company’s deeper purpose, values, and internal culture.
Facilitate direct exposure to clients and internal teams to build emotional alignment and understanding.
Reframe the sales approach around value and differentiation — not price — by helping him internalize what makes the company great.

Organized internal shadowing sessions with operations and leadership to experience the company’s standards and practices.
Set up casual interviews with clients and teammates to build personal insight into the company’s impact.
Introduced coaching touchpoints to help him practice new messaging and reinforce alignment with the company’s voice.
Gradually shifted his approach through active feedback, until he naturally adopted value-based selling in daily practice.

IMPLEMENTATION

Organized internal shadowing sessions with operations and leadership to experience the company’s standards and practices.
Set up casual interviews with clients and teammates to build personal insight into the company’s impact.
Introduced coaching touchpoints to help him practice new messaging and reinforce alignment with the company’s voice.
Gradually shifted his approach through active feedback, until he naturally adopted value-based selling in daily practice.

The salesperson fully embraced the company’s culture and values, gaining confidence in his pitch.
He shifted away from price-based selling and began communicating the company’s true differentiators.
He started securing meetings with decision-makers 50% more often than before.
Sales conversations became more focused and effective, leading to stronger relationships and improved close rates.
Internal confidence in his performance was restored, and his role became a model for future hires.

The salesperson fully embraced the company’s culture and values, gaining confidence in his pitch.
He shifted away from price-based selling and began communicating the company’s true differentiators.
He started securing meetings with decision-makers 50% more often than before.
Sales conversations became more focused and effective, leading to stronger relationships and improved close rates.
Internal confidence in his performance was restored, and his role became a model for future hires.