Folie 1 - GrowthPhases

Increasing sales performance

Basic Assumptions

• From the customer’s perspective, sales activities have to be regarded as an essential element of the marketing mix Design sales activities according to marketing principles

• From the company’s perspective, sales activities are a permanent and substantial investment  Design sales activities according to principles of efficiency

• To realize an optimum level of sales effectiveness the following issues have to be addressed: • Process • Content • Training • Systems

Sales performance loop Systems

Process

- Organizational setup and sizing

- Analysis of Customer needs and decision making processes

- Planning, monitoring & controlling

- Documentation of current sales processes (as-is)

- Incentive scheme - IT-systems and tools

- Analysis of sales targets and sales funnel

- Perfect alignment of all elements, ensuring optimum result

Training - Assessing training requirements - Planning procedure - Skills - Attitudes - Monitoring and Evaluation concept - Company AND team specific training and coaching program

Design of - Sales processes (to-be) - X-selling paths - Interfaces (systems/tools)

Sales Performance

Content - Revisiting value proposition and positioning statement - Defining generic motivational drivers within the decision making process - Different needs in different customer segments - Powerful orchestration of sales calls - Maximum potential of customization

1. Process dimension

Process Input

Analysis

Design

Sales Targets

Competition

X-Selling „Paths“

Sales Process(es) (As Is)

Basic Segment Needs (Product/Service)

Sales Processes (To Be)

Sales Funnel

Customer Expectations (Sales)

Interface to Systems/Tools (e.g. CRM)

Sales process optimization

• Identification of main steps in buyer’s decision process • Design of sales process to support buyer’s decision process • Delivering Value at every process step

Select best choice Rationalize options Search for solutions Define needs Acknowledge pain

Identify Position Define Propose Negotiate

Process Landscape • A process landscape helps capturing the big picture • Different origins trigger different process sequences • Interfaces outside the sales department can easily be identified

2. Content dimension

Content Input

Design Sets of arguments for different combinations of

Positioning and features of own Product/Service

• Segment

Sales Arguments

• Predominant motive

Basic Segment Needs (Product/Service) • •

Generic driving motives in the decision process

Formats

for interaction and presentation

•

-

Differentiating Activating and memorable In line with overall positioning Sales material Presentation media Additional elements

Applying marketing know how in sales

• Sales calls are done in a very standardized and formal way • Same pattern for all industries • Very traditional if not boring • Companies try to differentiate themselves from competition investing millions in advertising and corporate communications

• The don’t try this concerning sales calls  Creating an unique style of presentation and discussion helps getting memorized and building relationships  The ability to address individual motivational drivers increases the hit rate

Individual orchestration of sales calls (example) Visualizing the prospects’ demand and setup in a joint activity

Selecting the presentation variant according to motive

Identification of predominant motives

3. Training dimension

Sales Training Needs Analysis

Specifc Stake Holders

• • • •

Target Group

Training Score Card

Customers

Planning

Skills

Training Tasks Clear Goals Methodology Plannable Input-Output Relation

 Predictable Outcomes

Implementation

Training Program

Company

• • • •

 structured, integrated process to assess the training needs  defines and measures the progress of development along specific development goals  follows a holistic approach taking into account different stake holder interests

Attitudes

Change Clear Directions Processes Time

 Uncertain Outcomes

Training & Coaching Program

TrainingScoreCard within the HR resource development system HR-department data - Employment and career history - Track record (e.g. appraisals, performance records) - AC results - Test results - Career Plans - Succession Systems

Extracts from Corporate Strategy - Mission Statement - Corporate Values - Medium-long term strategy (e.g. expansion goals, optimization plans) - Balanced Score Card

TSC Process Questionnaires for all relevant Stake Holders Skills? Competences? Attitudes? Short Term Needs? Medium-Long term needs? Job Specifics?

Core Competences Model

Business

Behaviour / Skills Related

&

&

Functional Competences

People Management Competences

TrainingScoreCard within the HR resource development system

TSC Process Development and Training Goals Development areas Priorities Specific goals Indicators Monitoring system

Individual Development Plans - Training activities - Other development activities (e.g. job rotations, shadowing)

Program Planning Aggregation of individual needs Defining and selecting appropriate development activities Scheduling

Aggregate Development Plans - Yearly training program - Mid-term training program - Development budget planning - Input for career and succession planning systems

Training modules offer (examples)

• First call - emphasizing company´s position and generating maximum opportunities

• • Follow-up calls - opportunity management and winning new accounts

• Solution selling for key and global accounts • Optimum structure of the single point of contact (SPOC) • Customer insight & lead generation with winning telemarketing strategies

• Sales and sales support with relevant inside sales activities

4. System dimension

Systems Input

Analysis

Design

Corporate Strategy

Competition

Organizational setup and sizing

Channel Structure

Customer base

Planning, monitoring and controlling

IT architecture

Incentive and remuneration scheme

Sales Processes

Systems/Tools (e.g. CRM)