BravaTrak® helps Senior Managers increase sales or service by at least 21% in 21 weeks*, while also improving employee engagement. We specialise in situations where team members have only 1 or 2 interactions with a customer, or do job after job.
BravaTrak® gets you these increases by transforming your managers into Great Managers, with the help of Leadership Analytics. We are First in Leadership Analytics, and we know it best.
If you’re not hitting your sales targets, you won’t be hitting your revenue forecasts, which means less profit. If you’re not hitting your service delivery targets, customer retention and loyalty will be a problem for you.
Over the past 19 years, we’ve helped many Senior Managers just like you. We’ve found that when they use our process, performance rapidly improves. In fact, it improves by at least 21% in 21 weeks*, and continues to increase after the 21 week mark. However, we often see much larger improvements, much faster. Since managers are the greatest driver of employee engagement, this improves too.
Your managers hold the key to unlocking the rapid improvements you want. In fact, your managers are the ones who are directly responsible for the state of sales or service you’ve got right now. Poor leadership is the primary cause of low team performance.1 It’s not your frontline staff who are at fault.
For sales, teams being led by Great Managers generate 6 times more than teams with the worst managers2, and almost double that of teams with average managers.3 In short, it’s your managers who are responsible for low sales revenue4, and turning them into Great Managers is the way to rapidly increase it.
For service delivery, your managers must be Great Managers if they are to create higher levels of performance5. A team’s level of service delivery is low when their manager’s leadership behaviour is lacking.6 Turn your managers into Great Managers and you’ll rapidly increase it.
Since managers are responsible for at least 70% of the variance in employee engagement scores across business units7, when your managers become Great Managers, engagement will quickly increase too.
In our long history we have worked with some of New Zealand and Australia’s most recognised businesses, including:
Read our case studies to see how we’ve helped them succeed.
We have 27 years’ experience in helping organisations rapidly increase sales and service, by transforming their managers into Great Managers. We’ve worked with over 10,000 managers across Australia and New Zealand. This means we’ve got unrivaled insight into what works, and what doesn’t to increase sales and service by at least 21% in 21 weeks*.
We have worked with organisations in many sectors, including Airline booking, Audiology, Banking, Classified advertising, Energy, Engineering Services, Estate administration, Financial services, Glass repair and replacement, Insurance, Motoring, Public infrastructure, Retail, Security, Sports betting and Telecommunications.
Click here to learn more about BravaTrak®.
*Provided you are behind in an achievable target in the sales or service metric you choose, and it is a metric over which your front-line staff have control. Team members are to be working in an environment where they have only 1 or 2 interactions with a customer, or do job after job.
1 Society for Human Resource Management. (2005). Workplace productivity poll findings, p. 7.
2 Folkman, J., Sherwin Jr., R., Steel, B., Zenger, J. (2012). How to be exceptional, p. 10-11.
3 Edinger, S., Folkman, J., Zenger, J. (2009). How extraordinary leaders double profits, p. 2.
4 Weinberg, M. (2015). Sales management simplified, p. 99.
5 Wilson, A., Bitner, M., Gremler, D., and Zeithaml, V. (2012). Services marketing, p. 17.
6 Cheng, K., Chiu, W., Hui, H., Tse, H., Yu, P. (2007). The effects of service climate and the effective leadership behaviour of supervisors on frontline employee service quality: A multi-level analysis. Journal of Occupational and Organizational Psychology 80(1), p. 151.
7 Gallup. (2015). State of the American Manager: Analytics and Advice for Leaders, p. 4.