+39%
Sales vs prior year
SKY GROUP was losing 15% of its sales every year and had no B2B department. In the first 3 months of working together, we changed the direction.
We started by segmenting the client portfolio into four clear types. For each segment we set specific sales targets and built a different negotiation strategy. We motivated the team by removing the commission cap, which put an end to the month-to-month swings.
Predictability doesn't come from pricier ads or discounts handed out at random. It comes from a commercial system that works no matter who's on the team and doesn't hang on a single type of client.
SKY GROUP is a hardware distributor with more than 800 resellers nationwide and revenue of €6 million. A proven business, but one sliding into a steady decline: −15% a year.
The company had no dedicated department for B2B sales to Enterprise end users. The full weight fell on small and mid-size resellers, and the reliance on the banking system left the business badly exposed.
On paper, there was national coverage. In reality, no one had a clear picture of the portfolio: who buys, how much, when and why. The decline was starting to feel normal.
Monthly sales swung up and down. The team would hit a commission cap and stop. There was no negotiation strategy tailored to client types, and discounts were applied uniformly, with no link to each reseller's volume or potential.
Worse, the company had no structure to attract and keep strategic accounts. With no B2B department, no one was talking directly to the large end users. They won clients at random, one at a time, through resellers, without building any relationships of their own.
We analyzed every one of the 800+ resellers and built four clear client types. For each, we defined buying power, payment behavior, growth potential and decision type.
Different negotiation scenarios: small resellers → straightforward discount, standard terms. Large resellers → benefit packages (volume discount, extended terms, longer warranty, free service). Strategic accounts → the importer steps in directly to support the reseller.
We built a dedicated team to sell directly to Enterprise end users. Training applied from day one: how to spot a major client, how to build the offer, how to negotiate for the long term.
We took the ceiling off the sales team's commission. The result: monthly sales stopped swinging and became steady. People started pushing upward without stopping.
Sales and leadership training for the entire commercial team, middle management and top management. Plus executive coaching for one of the shareholders, to support the shift in the internal climate.
We identified a group of 45 resellers buying through a single entity. We negotiated a direct partnership with that entity and turned it into a strategic client.
Source: the client's internal reporting. Comparison of the last 3 months before working together vs the first 3 months of working together.
Alongside the commercial overhaul, we also took on the presence of DecaBDE (decabromodiphenyl ether) in electronic equipment — a flame retardant used in printers, computer casings and plastic components, linked by medical studies to cancer risk and to effects on the endocrine system.
In laser printers, the fuser temperature reaches 160–220°C. Under certain conditions, materials containing DecaBDE can become unstable. Staff in service shops, repair centers, IT departments and logistics are the most exposed — often without knowing it.
Working with the client, we identified the equipment in the workflow that could contain DecaBDE.
We replaced the risky materials in the service centers and in day-to-day operations.
We put in place an internal policy that prioritizes equipment certified "DecaBDE-free."
We trained the technical and administrative teams to recognize chemical risks in the office environment and in operational areas.
The result isn't just a safer workplace. It's a clear stance: the company doesn't leave its people exposed to invisible risks. And for clients looking for responsible partners, it's a strong signal of trust. A business that grows sustainably isn't only about bigger numbers — it's also about caring for the people on the inside.
Discounts tied to volume thresholds · differentiated benefits (payment terms, warranty, service) · negotiation adapted to each client type.
A new department, trained and active · direct quoting to large end users · relationships that no longer depend on middlemen.
Sales training completed · coaching process in place · an internal climate built around performance.
A clear commercial system smooths out the swings. The more precisely the team knows who it's selling to, how to negotiate and what to offer, the more predictable the results become.
SKY GROUP is an IT distributor, but the story repeats across dozens of industries. If your sales swing, you depend on the same small clients, you have no clear sales structure by segment, or you feel you've hit a ceiling — a bigger budget fixes nothing.
What you're missing is the system that brings predictable growth. We proved it in hardware. It works the same in services, manufacturing or distribution: first we build the system and the positioning, then we accelerate.
A short diagnostic: we show you where you're stuck right now, what risks sit in your operations, and where the right starting point is.
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