Paul Manson founded Print and Display in 2003. After 2 years strong growth, the firm ran into financial difficulties and, by 2005, faced bankruptcy. Manson parachuted in SALT CEO and sales guru Marcus Cauchi. Within 5 weeks the company was back to breakeven. 3 years later Manson hit his annual target for 2008/09 5 months early on 5th January 2009. His ROI has been 36% per day since January 6th 2006.
The start-up was extremely successful at first. From a standing start, Print & Display achieved 100 per cent growth in its first 2 years, with turnover of £800,000 turnover and some blue chip clients. Print & Display suffered badly when it lost a major client and with it £300,000 was wiped off their balance sheet and forecast. 8 months later, losing £8000 a month Manson was forced to lay off staff and girded his loins for closing the company forever. However, all was not lost.
Manson discovered Marcus Cauchi through business networking. Cauchi had already mentored thousands of business owners and promised to deliver concrete results if Manson did what he was trained to do, consistently, over time. “The fees! When Marcus told me his fees were eye-wateringly expensive, he wasn’t lying!”, says Manson. “I’m not a big risk taker and I’m careful with cashflow. I was naturally worried about adding a further overhead to an already stretched balance sheet. But something gave me the feeling in my gut that I’d regret it if I didn’t go ahead and ask Marcus to help us in turning around our business.”
Nevertheless, at 4:30am on the 6th January, 2006, he set off to his first “President’s Club” meeting with Cauchi. He committed to learning and using what he was taught even when it’s difficult and he’d rather avoid having a difficult conversation. The results continue to speak for themselves. From £300,000 turnover in 2005, revenues increased to £970,000 after one year using Cauchi’s Sandler sales principles. Today, that figure stands at £1.7m. Manson has transformed his client portfolio from mainly tier 2 and 3 clients to play with the big boys in the tier 1 major space. Several client wins from incumbent competitors with an increase in repeat business which has risen to over 70 per cent. Manson’s costs of sale are down, sales cycle lengths are down. And they almost ever find themselves in bids or tenders. In several cases he’s walked away from a piece of business that involved pricing and sampling. By planting his feet and refusing enter the sale when the buyer was stacking the ammunition up to blow him up by making him think he was in with a good chance but falling into the free consulting trap, which had already cost (often the second highest cost in any business) as much as 20-30% of his profits. By selling past the procurement department he secured over £500,000 in the next 3 years.
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