Client Case Studies and Testimonials

AXA PPP International – Success Story

AXA PPP International has over 40 years’ experience providing health insurance to millions of individuals and employees in more than 80 countries around the globe.

2011 brought a new phase to its history with a desire and commitment to drive the business forward.

AXA PPP International needed a partner that would understand their industry, the business, its unique culture and the individuals within it.

At the beginning

From day one there was a recognition that this was not just about training.

To help the business grow would require a change in culture, mindset, working practices and behaviours. In short – there was a need to ‘work smarter’.

Solution Cell undertook robust research talking to the managers and team members to understand what was working well and where changes were required.

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Towergate – Success Story

Towergate is an award winning and leading insurance firm offering personal and business customers specialist insurance. With over 5,000 staff Towergate employs experts covering more than 200 specialist insurance products.

Recent acquisitions have helped drive growth across the business, however to continue to grow requires enhanced commercial skills across the sales and management teams. A key driver for the business was to create consistency of approach across the teams.

At the beginning
Solution Cell was initially asked to research, design and deliver a pilot to form part of the Towergate Sales Development Programme. Following the success of the pilot, Solution Cell has gone on to develop and deliver highly bespoke programmes across many other parts of Towergate.

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Design and delivery of a world class sales academy for DSGI Business and Equanet

The Client

DSGi Business is the one of the largest business-to-business computer resellers in the UK and is part of the Dixons Stores Group International. For some years, sales and management training and development for the 250 members of the sales team had been largely reactive and ‘off-the-shelf’. As a result of a change in senior management, a more tailored, proactive approach was required. Working with the client’s senior management team, a structured ‘Sales Academy’ was designed and delivered to develop an industry leading sales team.

The Programme

The key drivers of the programme were to:

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Bespoke key account management and negotiation for Antalis McNaughton

The Client

Antalis McNaughton is the leading distributor of paper, envelopes, packaging and visual communication products with over 13,000 products in stock from 16 local warehouses in the UK and Ireland. In 2007, the acquisition of Map Merchant group by Antalis created the No 1 in paper distribution in Europe.

The Programme

To help maximise key business opportunities in a competitive market arena, Antalis McNaughton sought to implement a consistent Key Account Management Strategy. The key drivers were to:

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Sales and Management Assessment and Development for BMI

The Client

bmi is Heathrow’s second largest airline, with over 45 sales people and account managers, selling through their distributor network and direct to corporate customers within the UK. The programme was also expanded to include the European sales team.

The Programme

Over the years bmi had lost ground to its main rivals and needed to redress the balance by developing a ‘best of breed’ sales development programme. The key drivers were to:

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Sales and Management Development for AXA PPP healthcare

The Client
One of the leading providers of Private Medical Insurance in the UK, AXA PPP healthcare sought to develop the performance of their sales, account management and sales management teams. Against an ever changing commercial landscape AXA PPP healthcare wished to raise the bar and become market leaders in terms of sales and account management best practice. The overall goal was simple: to outperform their competitors.

The Programme
AXX PPP healthcare wanted to create some “clear water” between themselves and their competitors by creating a leading sales organisation. The key drivers were to:

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