Case study
How a financial services firm helped its salespeople sell at the client's pace
Experienced salespeople with deep product knowledge, and client conversations that varied more than the firm wanted.
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Background
A financial services firm with more than 1,000 employees had experienced salespeople with strong technical and product knowledge. What it wanted was more consistency in client conversations.
Some of its people were highly relationship-led; others were direct and solution-focused. Neither was wrong — but not every client responded equally to both.
The challenge
This wasn't a sales technique problem. It was about adapting to the person in front of them.
“Our people knew what they were selling. The question was whether they were always communicating it in the way the client wanted to hear it.” — Client sponsor
The aim was to move away from a one-size-fits-all approach to client conversations.
The Discflow approach
Sales 2.0 for each salesperson.
A workshop on adapting communication, questioning, influence and handling objections.
FlowConnect guidance on influence and persuasion, available between client conversations.
The real moment of change
Reviewing a difficult client interaction, one salesperson recognized they had increased the pace and the pressure at exactly the point the client needed more time and more information.
The team then practiced taking the same sales message and delivering it in different ways for different clients.
What changed
More deliberate adaptation during client conversations.
Better awareness of communication cues.
More confidence handling different types of client.
In their words
“I realized I was selling at my pace, not the client's pace.” — Salesperson
We weren't trying to turn our salespeople into different people. We wanted them to become better at reading the person in front of them.
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