Bam! 94% of independents recommend Michelin first!


Sample work shown on request.

Michelin: Raise sales through non-employees.
Our strategy: Make them better at what they do.

Make someone more productive, more successful—and you're likely to gain their confidence, trust and allegiance. That's how we got independent sales reps to recommend the Michelin brand first, over 90% of the time.

Selling doesn't come easily to most people. Countering objections makes most people sweat. Sometimes, closing a sale can end up being the customer's responsibility. But not when you believe in what you do and have confidence in how you do it. Our dealer-channel surveys routinely told us we were helping people gain this kind of confidence. When we spit survey responses between self-reporting salespeople and their sales manager's observations, the two groups reported nearly identical results:

  • 94% said that our courses made them more likely to recommend the Michelin brand first.

  • 96% told us that they had more confidence in their customer interactions.

This kind of training impact was really consistent with Michelin. In fact, in a year-long split test between the same dealers in a different states, the state where dealers participated in our training had a 25% higher sell-through rate, compared to the dealers who did not participate.

Here's the six things to remember, if you want these kind of results:

  1. Understand the job and the pain points (we used to spend lots of time in tires stores and with dealers and their salespeople).

  2. Toss out all the crap (that's right, the crap) out before the course is written. You know what we mean, here. All the content that engineering or marketing, or the boss wants in there, that doesn't help the learner do their job.

  3. Use specific problems that you know learners have, and then give them specific ways to solve the problems.

  4. Provide some way for them to practice what they're learning—especially if they can do this with support from the rest of their team.

  5. Make sure they have a way to get objective feedback. And no, not feedback in the course. That's only feedback on the content, and not on performance. Give them a way to see and understand what's working—and not working.

  6. Add branding to your learning responsibilities. Build the brand story into everything you do and make learners proud to be associated with it.

The one thing

From the list of things above—or for any list you run across—there's one thing you should really make happen. Get learners active! Active learning includes collaboration, and practice on the job. Most importantly, active learning includes being involved in objective performance feedback.