Choosing clients able to fund training

Training company

The company mainly sold individual enrolments. The engagement consisted in identifying a priority buyer for its offering.

Approach

1. 01

   Frame

   We had to choose a client group and an offering to sell within six months, with an initial budget of $42,000 CAD. Existing capacity had to allow the first deliveries.

2. 02

   Investigate

   Analyzing enrolments and 18 interviews made it possible to separate participants’ interest from their ability to fund training. HR managers had budgets for specific problems, but wanted formats that could be applied on the job.

3. 03

   Explain

   Weak sales could come from insufficient visibility or from an offer far removed from purchasing decisions. Discussions with managers supported the second explanation.

4. 04

   Build

   We compared more advertising for public courses, a subscription platform, and short programs sold to employers, using the existing catalogue as the reference.

5. 05

   Test

   A program was presented to 15 identified managers. The threshold set in advance was three paid contracts, each respecting the planned delivery cost. Three contracts were signed at $9,000 each, for a delivery cost of $4,500 each.

6. 06

   Decide

   Management focused the next sales cycle on this offer. Additional customization requests are now priced separately.

7. 07

   Steer

   At six months, nine contracts had been delivered. Two adaptations reduced their contribution; the standard program and the customization terms were revised.