Ingersoll Rand is a $12 billion global diversified industrial firm that provides a wide range of innovative products, including complete air compressor systems, air conditioning systems, tools, ARO pumps, and material handling systems. Its portfolio of market-leading brands includes Club Car, Ingersoll Rand, Thermo King, and Trane.
Ingersoll Rand strives to "lead the way in solutions that make everyday living healthier, more energy efficient, more comfortable and more productive." The company is driven by a 100-year-old tradition of technological innovation and a commitment to sustainability and positive global impact.
The Challenge
For years, Ingersoll Rand had been focused on driving learning and growth across its corporate culture. In 2003, it established Ingersoll Rand University to support development of leaders and staff through strategic competencies. Programs offered included custom executive education, people leader roadmaps, targeted learning programs supporting operational excellence, and online courses in multiple languages.
But like so many companies, Ingersoll Rand needed help establishing a consistent methodology and process for its sales management teams. An inconsistent sales management process and multiple pipeline tools across business units left the sales management team struggling to set standard practices. Sales representatives focused on driving sales excellence found themselves impeded by a fragmented sales management culture.
"Sales leaders have to be ready to put on their coaching caps to harness the potential and to realize the performance available to their team. It's a much, much different space to operate in today than it has been for the last several decades."
Melissa Nelson Tate, Enterprise Director of Sales Excellence, Ingersoll RandThe Approach
Ingersoll Rand selected the Pathways to Growth Sales Management System (PTG) — a series of nine sales management disciplines. Partnering with Ingersoll Rand's Sales Excellence Division, the teams collaborated to customize PTG to meet specific requirements, creating a single Global Sales Management Standard called IRSMX. This standard then served as the template from which each business unit could customize to meet its requirements without altering the integrity of the overall system.
The company took its commitment to the program so seriously that it mandated IRSMX be used across the entire company. As the system was being implemented globally, BCI suggested that Ingersoll Rand consider using Salesforce as the system of record to enable IRSMX. With BCI's support, Ingersoll Rand selected the CRM leader to standardize the IRSMX process and reporting and support the global initiative.
The implementation spanned multiple geographical and cultural environments, requiring customized content and coaching to address both internal and external cultural diversity across business units around the world. Due to the scale of the project, global delivery was accomplished through a joint effort between BCI Master Coaches and BCI-certified Ingersoll Rand business coaches.
The Results
Altogether, this project impacted more than 7,000 sellers and managers over time across North America, Europe, the Middle East, Africa, and Asia — giving Ingersoll Rand a single, consistent methodology for sales management that could scale with the organization.
