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ITC
The Challenge
For more than 30 years, ITC Classics has been synonymous with the ultimate in luxury travel. Over the decades, its personal knowledge of the finest resorts and the most exquisite hotels means that ITC Classics is ideally placed to tailor the ultimate holiday experience. There are over 150 people in the organisation, with six operational areas of the business: Sales, Sales Support, Concierge, Administration and Ticketing. The company recently achieved a turnover of £50m and wants to double turnover in three to five years in a packaged holiday market which is not as vibrant as it once was.
To put into effect this significant target, ITC Classics was keen to revolutionise company culture: it is rapidly becoming a larger company — with the remnants of a small company culture and mentality. There was a clear contrast in staff energy levels between Sales and other areas of the business. Sales and Sales Support got on well, but there was a noticeable difference between Sales and other areas, especially Administration where a blame culture was apparent and motivation was variable.
Sewells Action
Sewells has a structured methodology which explores motivational issues in great depth. An initial diagnostics phase explored a number of key issues and got to the root of the challenge. Workshops for senior management and team leaders were facilitated, culminating in a two day “Establishing the Sales Team Vision” Workshop for management to give them a clear vision and direction.
A follow-up, two-day “Communicating the Vision” Workshop was organised for Sales and Sales Support to ensure everyone was aiming for the same goals. “Maximising Opportunities” Workshops were also organised for Sales, covering telesales skills, building relationships, building value, questioning skills, closing and customer focus. A coaching and mentoring programme was also planned to ensure ITC Classics received continuing support to put the principles learned into practice.
What Sewells Achieved for ITC
Management commented that, when walking onto the sales floor they are now greeted with a “wall of positivity.” After the perceived chasm between Sales and the rest of the company, the workshop programme is being rolled out to all other departments. Even with the extra workload that absences to attend workshops entailed, all staff were delighted that colleagues could experience for themselves the ‘Sewells Effect’ and bring a hugely positive attitude back to work.
The Sewells effect has had a huge impact on the sales floor and given me, personally, a massive infusion of confidence and belief: it has changed attitudes beyond what we thought possible. Every single day, what Sewells has done has an effect on our performance.
SB, Service and Development Manager
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