Your growth plan assumes more from sales than last year.
The risk is that nobody agrees on what is stopping them.
Caminoro is a sales effectiveness consultancy for European B2B companies selling complex or technical products or services through direct sales forces. We diagnose what is holding sales back, work out what to change first, and help you change it.
Diagnose what is actually in the way
Prioritise what moves revenue soonest
Design with the people who will run it
Deliver in live accounts, with your team
The problem
The risk rarely announces itself
The diagnosis is contested
Ask three of your leaders why the number is at risk and you can get three answers: pricing, capability, coverage, key accounts going quiet. Effort then follows the loudest voice rather than the largest cause.
Development spend is hard to judge
Training is often bought before anyone has written down what good looks like in this business, so it is hard to say afterwards what changed.
Key accounts drift quietly
In contract and tender businesses a relationship can deteriorate for years before it shows up anywhere, and when it does show up it is at renewal. The account plan written for last year’s review and not opened since is usually the first clue, if anyone goes looking.
A good year you cannot fully explain
The number was hit, but nobody can say which accounts, people or habits made the difference, so it is hard to repeat or build on.
How we help
Diagnose. Prioritise. Design. Deliver.
An impartial diagnosis of what is actually in the way, starting from your view and tested with your team.
A clear view of which changes will move revenue soonest, agreed with you, so effort goes where it pays.
Changes designed with the people who will run them.
Delivery alongside your people in live accounts, anchored in a planning and review rhythm so the changes carry on after we leave.
Who you would be working with
We have done this job ourselves
Caminoro’s founders have over 50 years of B2B commercial leadership between them, all of it inside operating businesses.
Jamie has been accountable for a revenue line and explained it to a board when it was short, and has run a turnaround from the inside: a key account business in significant decline taken back to growth.
George led strategy and change at a global manufacturer selling complex products into blue-chip accounts, and designed and piloted a new key account model for its largest customers.
We have both sat through improvement programmes that changed nothing. It is why making change stick is built into every step of ours.
Insights
Recent writing, drawn from client work
Key accounts
Key Account Management Rarely Fails for Lack of Strategy
Why key accounts leave quietly, and the machinery that stops it.
If you are not certain what is holding sales back, that is the conversation to have.