From the Sales Valley of Death to Controlled Growth
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    Accelerating growth

    WeGo Group is an IT outsourcing and cloud services partner, and its sales team is made up of experienced IT professionals. The business was growing, but the company wanted to grow even faster, despite a tough and competitive market. WeGo Group CEO Mika Huhtiniemi saw a need to update and improve how the team worked at different stages of the sales process.

    Getting the most out of customer meetings

    Busy schedules and old habits meant that salespeople weren’t getting the most out of the meetings they had booked. They needed a systematic way to make sure every stage of the sales process was handled well.

    “The challenges in our sales process came down to what happens after a proposal is submitted. The meetings themselves went well, but afterwards we often hit the infamous ‘valley of death’: we’d hear nothing from the customer, and our salespeople needed new remedies for managing the process,” Huhtiniemi says.

    The Trainers’ House calling team made sure WeGo Group’s salespeople were having enough sales conversations with potential customers. On top of booking meetings, Trainers’ House and WeGo Group went through the most important sales projects every week in sparring sessions led by a coach.

    WeGo Group’s technology partner has worked with Trainers’ House for years. From the partner’s point of view, the partnership has been especially valuable when trying to reach top decision-makers at large companies.

    “We’ve turned to Trainers’ House especially when the goal is to get into conversations with hard-to-reach C-level decision-makers at large companies.

    The growth system we built together just makes sense. The Trainers’ House coach comes in as a kind of ‘cop’ to check how things are progressing and helps when things get stuck. That’s smart,”

    says Tomi Äikää, the partner’s representative.

    Crossing the sales valley of death

    The growth system gave WeGo Group’s team practical ways to handle everyday sales challenges. Salespeople prepared more effectively. Above all, they got clear steps for keeping a proposal active after submitting it, which helped them avoid the sales “valley of death”.

    The sales pipeline also got cleaner: old, stalled proposals were cleared out. This freed up time and energy for new potential customers and made sales more predictable.

    “The best thing about the partnership has been having an external sparring partner. With the Trainers’ House coach, we got real sparring going and real conversations within the team. We found exactly the remedies we were looking for,” Huhtiniemi says.

    Alongside the weekly sales sparring, Trainers’ House held a joint coaching day. Its purpose was to give even an experienced team a chance to stop, question old ways of working and find new energy.

    “The changes show in our everyday work. We prepare better, and we now know more precisely where each case stands. These are concrete changes that move us forward. Our whole sales team, even the most experienced members, got something out of the growth system sparring,” Huhtiniemi sums up.

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