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Bigrock are experts at getting the very best performance out of the people within your organisation. We advise on performance improvement, deliver interventions and embed lasting change with our world class consultancy, training and software solutions.


  • AVIVA Health Ireland sought to balance market share and scalability with new initiatives to drive profitability. Bigrock were engaged to deliver a development programme to embed a consultative selling approach. The programme combined leadership, management, B2B intermediated and telephony sales training. AVIVA saw a 97% uplift in sales and 171% increase in inbound retention.

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  • AVIVA were looking to optimise the excellence of their most senior distribution team. Bigrock ran comprehensive programmes around best practice Key Account Management; combining Bigrock’s KAM Brilliance model, global best practice thinking and blended content from Ashridge Business School. This was the highest rated L&D programme AVIVA have ever run, resulting in an increase in sales of 56.5% and an uplift in customer satisfaction of 66.4%.

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  • As Lloyds Banking Group and Cheltenham & Gloucester integrated their mortgage divisions, they sought to implement a division wide sales and sales management process. Bigrock designed bespoke processes, working alongside Lloyds to embed a culture of needs based selling and optimise sales techniques during an intensive 2 year partnership. Lloyds saw a 74% uplift in sales and 34% increase in profit whilst reducing costs by 16%.

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  • Prudential sought to increase revenue and market share within their intermediated market telephony sales channel. Bigrock worked with the telephony sales team to create a Value Proposition Statement and integrate this within a re-engineered sales process. In the aftermath of training the telephony sales team experienced a 108% Increase in business from discrete accounts. Prudential calculated a ROI of over 10 times the cost of the programme within the first 3 months alone, simply from using the new sales process to contact dormant accounts.

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  • The Scottish Widows & Clerical Medical distribution teams were merging within an ambitious timescale. Bigrock ran a comprehensive discovery programme, before delivering a series of workshops to cover the knowledge, skills and behaviours pertinent to employees’ new roles. The team saw a 52% increase in sales pipeline and a 345% increase in business written, while Bigrock and Scottish Widows were presented with a National Training Award for Partnership and Collaboration.

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  • AXA Wealth Management sought to develop their people by implementing capability frameworks to capture best practice and improve employee performance. Bigrock worked with AXA to tailor OX Core to their needs and integrate it into their business practice. AXA were delighted with the efficiency and usability of the software, along with the empowerment it brought managers and leaders through its reporting functionality. They calculated that the ensuing acceleration of the performance management process resulted in a quantified annual bottom line profit increase of £1.05 million.

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  • Sanlam sought to enhance Financial Planners’ sales capabilities to ensure best practice outcomes from a customer perspective, a compliance perspective and a business perspective. Working to a tight timescale, Bigrock redefined the sales process, delivering an intensive coaching programme to optimise performance and embed best practice. Bigrock delivered training within a month of Sanlam’s initial request.

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  • Scottish Widows sought to enhance the current and future probability of its business by increasing the retention rates of funds under management (FUM). With the entire intermediary channel in scope, Bigrock designed and delivered training focused on instilling client loyalty, maintaining positive relationships and deploying proactive account management techniques. Following training Scottish Widows calculated a £4.4 million increase in embedded profit as a result of the new proactive approach to relationship management, an ROI of 6300%.

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  • Barclays looked to improve the induction experience of experienced private bankers recruited into their Wealth Division. Working in partnership with Barclays, Bigrock re-designed their six week induction programme to reflect current consultative sales and relationship management best practice. The programme instilled Barclays’ core values as a basis for the organisation’s cultural and behavioural expectations. The success of the induction programme has led to a long term collaboration with Barclays Wealth & Investment Management.

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  • As the FCA instigated industry wide “intense supervision”, Wesleyan Assurance Society turned to Bigrock to strengthen their behavioural alignment and manage the cultural transition from simply measuring and rewarding hard sales metrics to capturing the actual impact on customers and other commercial outcomes. Performance Management & Capability frameworks were created and embedded in a series of training events. Managers were taught coaching and development principles to enable them to use the new frameworks to develop their teams.

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