Why businesses set up social media, to then not use it?


In the electronic world we live in, where the majority of consumers and potential new clients use ‘smartphones’ it is vital that a company is seen on all social platforms, yet more importantly they need to be seen and heard on them.

Stormley Consulting did some brief research this week on large, medium and small businesses in the UK, many of them are on social media, yet have not used it in over as month, some over 3 months and even some over 5 months?

The main focus was on Twitter accounts and it was amazing, that for such large brands and followers, there is no interaction with their customers for such a long period of time.

See this Phone Usage report from Deloitte 

Key findings from Deloitte report

The UK Mobile Consumer survey analyses the current trends in the mobile industry.(Deloitte)

Some key findings include:

  • 53% of smartphone users check their phones within 5 minutes of waking
  • Over 32 million phones are purchased yearly in the UK, and 6 million are handed down
  • The proportion of 4G users jumped from 8% to 25% in the last year
  • 25% of smartphone users make no traditional voice calls in a given week
  • 13% of UK adults have now made a mobile payment in-store, up from 3% last year

Top 15 Social Media Platforms August 2016

For many businesses they are signed up to the social media platforms we all know, with most of the key names using these seamlessly, yet so many others that should and yet do not?

Top 15 Social Media August 2016

With twitter reportedly receiving 310,000,000 – Estimated Unique Monthly Visitors it is a platform that needs to be used.

What could these businesses be doing ?

Most of the companies viewed have household names and also consumer led brands, but is the pull of the brand enough?

What about the engagement, the pull through, the push, to motivate the consumer to dive in and immerse themselves with the company and all of its touch point?

Twitter even lay out a step by step run through to assist in driving this engagement.

Twitter for business

What are businesses sharing to engage customers?

Photos, visuals are the most viewed, yet links to interesting topics, competitions, calls to action also play a major part.


What is the overall global viewing opportunity?


When was the last time your business tweeted content?

If you are an employee of a business, no matter your position, go and explore, hunt out your company and its content.

  • How visible are they? 
  • Is the content a cal to action?
  • What platforms are they on, or not on?
  • When was the last time they communicated?
  • Who is in charge of the content?
  • What happens with leads and conversions?
  • Can you add value and suggestions?
  • Do your colleagues and friends engage and interact?

There are so many possibilities for growth and opportunities, yet if some businesses believe that product and brand alone are strong enough, then the social platforms may be getting overlooked?

No matter how big or small a business is, it needs customers, to acquire customers it needs to engage and be visible.

Touch Points

Whilst many purchases still take place over the counter and transactions are a human connection, the move to social online ordering continues to increase. Therefore whilst bricks and mortar sales will most definateley remain on the high street, the need for an omnichannel approach is immense.

The attached report documents this growth by nation, below are the key takeaways from the (centre for retail research)

Online Sales Report 2016 – Global

The European online market is dominated by the UK, Germany and France which together are responsible for 81.5% of European sales in these eight countries

online retail sales

Online shares of retail trade 2014-2016 (forecast)

Change in Sales of Store-based Retailers

The consumers online engagement and trading is growing, is your business?


Where do Stormley Consulting come in?

Simple effective impact in your business, your people and their effectiveness.

  • People
  • Planning
  • Strategy
  • Engagement
  • Opportunities
  • Leadership 
  • Growth

For more information on what we do and how we do it please contact us at Stormley Consulting, or follow our blog 

Stormley Consulting
Stormley Consulting

Most resistant groups to change in business 

Take a look at @ChgMgmtReview’s Tweet:

Groups most resistant to change

Interesting figures and worth consideration. 

This is a big cross section of the workforce and therefore requiring that you have their ‘buy in’ and support to the change is crucial to the end result being accomplished. 

Stormley Consulting recognise this and work closely with your team top down to ensure collaborative engagement across your business. 

Talk to us today for details on how we can develop both your people and your business. 


How can sales teams improve their collaboration with marketing?

click here for article – sales teams collaboration with marketing

Grow Your People, Grow Your Business


Understanding the team and the person .

As a business enters the annual sales cycle at the very least the following would be in place

  1. Strategy for the business
  2. Financial Target and Profit return
  3. KPI’ measures for departments

These offer a focus, a challenge and a measure of what is being executed….but if the KPI’s are only focused on the financial target and the individual performance against it, they miss vital key areas.

Fine tuning your people


To gauge the performance of the team we have to gauge the performance of the individuals that make up the business unit. Whilst in overall terms we can see the achievers as a top to bottom by value of sales achieved or margin returned, this just doesn’t get to the detail.

Business 121 appraisals that are held at least annually focus on the individual, but how many times do they focus on the ‘shortcomings’ of the KPI, rather than the reasons for them under-performing in the first place?

The 121 can identify productivity weakness through the facts, but it needs to become a tool to encourage, understand and empower the individual, not tell them what they already can see for themselves.

  • How can they be assisted?
  • What support do they require?
  • Why do they feel that they have under-performed?
  • What is holding them back?
  • Can other members of the team support?
  • How do they feel about this?
  • Do they have a desire to learn  and develop?

Focus on the whole team not the half

It can be very easy to only focus the performance coaching on the members of the team that are under-performing, yet this can be a false focus.

Example of focusing on the whole and not the half

  • When we look at a sales manager and target is achieved, then their goal is reached?
  • When we look at a customer and view sales performance verses the previous year, then the picture is positive? 

Overall the top line statements in the example are correct, yet the fundamentals that are missing are in the detail highlighted below

  • What opportunities have been overlooked even though target achieved? (Incremental & New)
  • What areas of their performance have been strong and which have been weaker? (Channel or category split)
  • Existing business growth by product range architecture
  • How many trading customers over a certain turnover threshold?
  • What is the quality of the display or POS in each managers customers?

What you require verses what you are receiving

At Stormley Consulting we look at the whole picture for you.

The team, the customers, the products and gaps in the sales process. 

Ultimately every business pays a sales team, category team or marketing team to sell, develop and promote its products. This is then returned in sales out and brand awareness for repeat business. All of this can be measured and finally seen in the profits.

Therefore, if you require the sales you require the consistency as what you require should not be just measured financially in sales, but globally in aptitude and ability within the role they each do.

Simple measures to grow your business and your people


Measure the person, not just products and profits

  • Percentage of time focused on New, Existing & Key Account Management
  • Conversion rates by channel, by products
  • Display Base verse the ROI by region
  • Postcodes with no customers trading or poor performance
  • In Store visibility & brand consistency achieved by them
  • Number of Contacts they have within Key Accounts  (partnerships & engagement)
  • Gap Analysis of ranges they have achieved within accounts
  • Attendance & Punctuality across 12 months

As with any KPI only measure what you require to use.

You may have 33% of your revenue stream coming from 3 of your 10 strong team, this does not mean that they too cannot equally be measured on their personal performance as well as their target performance.

Stormley Consulting can work with you to take a full 360 view of your team, their strengths, development needs and business opportunities available to them.

Contact us to book your window of change today


Which do you believe is the most important when you employ?

Take a look at @StormleyC’s Tweet: 

Click for Poll – Which do you believe is the most important when you employ?


POLL-Who controls your Profit Margin?

Please take a look at @StormleyC’s poll. 

Profit margins POLL

 Stormley consulting

5 Reasons to Prospect Within Your Existing Customer Base

Informative post from Frank Visgatis

5 Reasons to Prospect Within Your Existing Customer Base
– Click here 

  • Are your teams courting the existing and the new? 
  • Have existing relationships lost importance they once felt?
  • Are your teams managing existing accounts or just servicing them?
  • How many touch points are they communicating with across their accounts?
  • How many Kpi measure your team as managers, as opposed to sales and revenue success?
  • Are you getting what you pay and require the teams to do, verses what they actually do?

If you want to go get to this detail and evaluate your people for future growth, then contact Stormley Consulting for more information about what we can do for you. 


‘Engage the customers, Expose new revenue’

‘Engage the customers, Expose new revenue’

After taking time to research products for some developments at my home which I was planning to have done, I noticed a pattern emerging through the various merchant websites that I was using. 

The pattern was that I was getting frustrated at the difficulty I was faced with when searching to find products and offers easily on many websites.

Nothing was easily viewable on the tablet or the smartphone, navigation was difficult throughout in most cases. 

I therefore thought that in 2016, the age of Super fibre optic Wifi and 4G almost everywhere, it should be possible to view most things quick and easy on a business’s website.

This is the global face of any business to the consumer, tradesman and the services and brands which they wish to sell.

To understand this better, I explored what customers required from websites in the Omni-channel environment we are in.

I have split these into 4 categories below.

  1. A mobile friendly website that actually is, not just scaled smaller.
  2. Offers and Promotional pages, with actual content behind them.
  3. Information about showrooms and displays.
  4. Ability to order on-line, or ‘click & collect’

Retailer or Merchant these are imperative for websites in 2016

To be able to therefore apply a measure to the 4 categories I decided to view 50 plumbing & Builders merchants websites in the UK to establish what each of their websites was really offering.

Ultimately identifying opportunities for many them to secure more customer focus, engagement and footfall through their estate. It also highlights who is currently focussed on the ease of transaction and use of both on-line and offline trading joining together harmoniously.

For each of the category areas I gave a point, therefore if the website incorporated all of the above 4 categories (Promotions, Showroom, Mobile Web, On-line trading) it achieved 4 points

My findings are detailed in *chart 1below, but the takeaways from the 50 Merchants is interesting, clearly highlighting many untapped opportunities for Sales & IT teams to embrace.

Overview of *Chart 1

4/50 merchants offer all 4 categories (8%)

9/50 merchants offer 3 of the 4 categories(18%)
(Only 6 of these offer promotions, 8 have showrooms, 6 convert to mobile web, 4 sell on-line) 

18/50 merchants offer only 2 of the categories (36%)
(Only 10 of these offer promotions, 13 have showrooms, 8 convert to mobile web, 2 sell on-line) 

11/50 merchants offer only 1 of the categories (22%)
(Only 2 of these offer promotions, 4 have showrooms, 5 convert to mobile web, zero sell on-line) 

8/50 merchants offer none of the web categories (16%)

*Chart 1

The key opportunities that stand out from the 50 merchants surveyed was:-

  1. Only 20% sell on-line or offer click and collect
  2. However, 46% do not convert their pages to mobile devices yet.


The mobility of a website is synonymous with the use of the customers it attracts.

The ability for all consumers and trades people to be able to view and order on-line when out and mobile themselves is very important. In addition to this the engagement of offers and ease of navigation throughout a website is greatly interactive and will bring repeat visits if the process is pain free.

If your website is clear, easy to use and visibly makes a consumer want to engage again and again, they will do just that

  • Clear pages to view on Android, Apple and Windows Mobile
  • Easy to navigate Menu
  • Promotional offers visible and available
  • Calls to action and details as to why visit the branches
  • Incentive for the customer to click and collect
  • Customers seldom scroll down a page or pinch and zoom it

So if only 23 customers out of 50 offer mobile sites & menus and only 10 sell or offer click and collect on-line, then the two major opportunities that I see are:-

  1. Those embracing and engaging are securing growth and promoting themselves and their business for a ‘future proofed’ revenue structure, combining both bricks and mortar with on-line interaction
  2. Those reliant on their existing footfall are missing opportunities to win over the millennial and young trades people. They are the ones who are already highly interactive and intuitive in the world of on-line engagement and ordering


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Leading from the front

Leading your team to victory. 

One of the best TV moments for me this weekend was watching the cycling team pursuit finals in Rio. 

It’s visible to see from the athletes in this sector strong, clear and effective leadership skills in action. 

As I watched the heats transpire I noted these, identifying the way all members of team fully understood and immersed themselves in the mission and goals. 

Exploring the detail. 

  • Focus

Everyone in the team including the coaches, riders and support staff have the same goal, to win gold. At this moment no second best is in sight, to even comprehend a silver or bronze, would detract in the effort and ability to deliver. 

  • Preparation

The race from end to end has been meticulously planned out both on practice, on paper and all of the team have the process clear in their minds on what is required of each of them. Collaborative input, consistent approach. 

The strategy is set down and the pillars supporting the ability to win are in place.  

  1. The bikes are set up (tools)
  2. The kit is tested (a good fit)
  3. The start is rehearsed (planning)
  4. The end is rehearsed (execution)
  • Momentum

From the very start of the race to the finish the team work together ensuring that they keep a forward momentum, yet ensure that all of the team are going at the same pace, with the leader setting the timing for the rest to maintain and follow very closely. 

The competition equally are tasked with the same goal, yet will ultimately have their own strategy in place, ensuring they deliver a wield class performance.  

  • Communication

Everyone in the team is aware of what the other members are doing and are able to communicate both through actions, body language and verbally. It’s key that every member remains in tune for a joined up delivery of performance. 

  • Shared knowledge and experience

The leadership in the race takes various forms and is rotated, so that new energy and pace can pull the team further forward. The stage 1 leader swoops to the back of the team and ensures that the pace is maintained, providing knowledge and experience now from the very front to the last person in the pack. 

This rotation continues so that all levels of commitment and experience are able to come through to the front and new momentum delivered, ever increasing the focus on the goal in sight. 

  • Target the competition

The more focus is applied and momentum is increased the more your competition will start to feel your teams pace disrupting them. This pressure can be seen here as track space or share of the circuit is increased, therefore chasing the competition down hard, to make them fail or lose confidence in their teams and personal ability to deliver. Increase the gap and own the race, take advantage and control your goal and it’s achievements. 

  • The finish line

Approaching the finish is critical and even though the team may have done everything to the letter if the planned strategic operation,  it could all be for nothing in a split second if the team do not stay united and in control of their own emotions. 

They started as a team and whilst various leaders have driven the team to their goal, if they do not remain a tight unit, drawing on experience and the common goal of winning, put simply they will fail. All the planning, training, research and execution will have been for nothing. It will then be another four years before they get the chance to try again. 

This is very similar to a product or service pitch to a key client, if you miss your timing and fail, then it may be a long time before the opportunity raises itself again. 

  1. Start as a team finish as a team.
  2. Not one person is stronger than the whole team working together 
  3. Listen and visualise others for both shared best practice, as well as to also be able to add value yourself.  
  4. Be clear on what expected of you. 
  5. Give it your all.   
  6. Share the win. 
  7. Be ready to get called up-to do it all again. 

Whilst this is an Olympic cycling event the leadership and structure is very similar to what you will experience being part of a team and part of a winning one at that. 

Here at Stormley Consulting we understand the requirement for teams to engage and develop, so therefore we are able to work with businesses and their employees, to both engage and develop their unity and success rate through developing them through the stages mentioned above. 

Give your teams podium gold medals and contact Stormley consulting for a bespoke training & development package, related to your customers, your teams and your goals. 

Contact us, follow us, talk to us, at http://www.stormleyconsulting.com

Customer Lifecycle Mapping – Getting to Grips with Customers

Customer mapping

Click the link above to read more 

Are your sales team immersed in your customers journey end to end?

This great article highlights the process and engagement points. 

Stormley consulting understand the importance of this journey and work with businesses to strengthen the development within your people and their customers. 

Contact us for more information