© 2015 vantage point performance. all rights reserved. cracking the sales management code i...

© 2015 Vantage Point Performance. All Rights Reserved.

CRACKING THE SALES MANAGEMENT CODEINTRODUCTION FOR SCA HYGIENE AB

JASON JORDANPartner and Author

www.VantagePointPerformance.com


Agenda

• 6 Problematic Trends• Enter Vantage Point• The Research


6 PROBLEMATIC TRENDS


Data Overload

Revenue

Number of Sales Calls

Market Share

Pipeline SizeVolume

Sales Rep Turnover

Ramp-Up Time

Upselling

Training Type

Account Plan Completion

Training Hours

Product Sales

Customer SegmentProspecting

Cross-Selling

Number of AccountsTime Allocation

Quota

Share-of-Wallet

Close Rate

Process Usage

Sales Cycle Length

Coaching Hours

Territory Coverage

Call Outcomes Customer Retention

Deal Size


Harder or Smarter?

My reps’ top priorities?

My top priorities?

Yet Ineffective Decision Making

Faster or slower?

Bigger or smaller?


Poor Pipeline Management and Forecasting

Poor Process Design

Late-Stage Focus

Lack of Training

Misleading Metrics

Stage 1 Stage 2 Stage 3 Stage 4 Stage X


No Common Language

Please do your call plans I did my call

plans

No, the

other call plans


Too Little Coaching

Hours per Month

Sales Manager

Sales Rep Gap

<3 7% 56% -49%

3-5 55% 32% +23%

>5 38% 12% +26%


You Call that Coaching?

COACHING

• Develop in nature

• Asks what to do differently in the future

• Focuses on building skills and execution

• Very time-intensive, but high-value for rep and coach

INSPECTION

• Tactical in nature

• Explores what has already occurred

• Assesses sales rep compliance

• Required by manager, but low-value for rep


Ultimately… Reactive Management

Salespeople

Boss

Customers

Marketing

Finance

Life


Whatta Ya Think?

• DATA OVERLOAD

• INEFFECTIVE DECISION-MAKING

• LOOSE PIPELINE MANAGEMENT

• LACK OF COMMON LANGUAGE

• INSPECTION OVER COACHING

• REACTIVE MANAGEMENT STYLE


ENTER VANTAGE POINT


Vantage Point – 4 Things to Know

Focus OnSales Management

McGraw-Hill 2012

Thought Leadershipthrough Research


MethodologyNeutral

We Simplify

SPIN

GROW

RichardsonTAS

PAUSE

Miller Heiman

CEB

Vantage Point – 4 Things to Know

“I can remember when it felt like I was constantly on fire. Now I have a better

grasp on which activities will lead us to the results we need."


Early Adopters…


THE RESEARCH


The Pestering Question

How Do I Know If My Sales Force Is Good?


A Little Investigation


The Frustrating Search for a “Best Practice”

Slide 19


Starting from Scratch... 306 Pieces of Chaos

Revenue

Customer Satisfaction

Market Share

Ramp-Up Time

IT Investment

Training Type

Coaching


Tool Usage

Segment of Customer

Call Volume

Call Type

Up/Cross-Selling


Quota Achievement

Share-of-Wallet

Process Usage

Training Investment

Skill LevelTerritory Coverage

New/Existing CustomersCall Outcomes

Customer Retention

Deal Size

Prospect Type

New/Existing Product

Pipeline Size


Revenue


Market Share

Pipeline SizeVolume

Ramp-Up Time

IT Investment

Training Type

Coaching


Tool Usage

Segment of Customer

Call Volume

Call Type

Up/Cross-Selling


Quota Achievement

Share-of-Wallet

Process Usage

Training Investment



Customer Retention

Deal Size

Prospect Type


Guiding Question...

Can We Manage this Metric?


Some... Yes

Revenue


Market Share

Ramp-Up Time

IT Investment

Training Type

Coaching


Tool Usage

Segment of Customer

Call Volume

Call Type

Up/Cross-Selling


Quota Achievement

Share-of-Wallet

Process Usage

Training Investment



Customer Retention

Deal Size

Prospect Type


Pipeline Size


Some... No

Revenue


Market Share

Ramp-Up Time

IT Investment

Training Type

Coaching


Tool Usage

Segment of Customer

Call Volume

Call Type

Up/Cross-Selling


Quota Achievement

Share-of-Wallet

Process Usage

Training Investment



Customer Retention

Deal Size

Prospect Type


Pipeline Size


Some... Maybe?

Revenue


Market Share

Ramp-Up Time

IT Investment

Training Type

Coaching


Tool Usage

Segment of Customer

Call Volume

Call Type

Up/Cross-Selling

Time Allocation

Quota Achievement

Share-of-Wallet

Process Usage

Training Investment



Customer Retention

Deal Size

Prospect Type


Pipeline Size

Number of Accounts


Three Types of Metrics

Salesperson and manager activities that

we can proactively direct and manage

Objectives that can be influenced, but require some type of ‘consent’

The outcomes of multiple objectives and cannot be

“managed”


Aha Moment: We Can Only Manage Activities!

Salesperson and manager activities that can be proactively

managed

Objectives that require ‘consent’ but can be influenced

Organizational outcomes that can not be ‘managed’ whatsoever


Another Aha : Cause-and-Effect


Examples of Cause-and-Effect

Revenue

Market Share

Quota Achievement

Sales Activities

Business Results

Sales Objectives

Volume


Share-of-WalletTerritory Coverage New/Existing Customers

Customer Retention

Coaching Account Plan CompletionCall Volume

Call Type Training



Examples of Cause-and-Effect

RevenueMarket Share

Quota Achievement

Sales Activities

Business Results

Sales Objectives

Volume


Share-of-WalletTerritory Coverage New Customer Acquisition

Customer Retention


Call Type Training



Aha #3: You Can Reverse-Engineer Success

Link the Objectives to relevant Activities, and manage them relentlessly

Select and quantify the BEST Objectives that will lead to those Results

Identify the Results you want to achieve


Reverse-Engineering Success

Revenue

Market Share

Quota Achievement

Sales Activities

Business Results

Sales Objectives

Volume



Customer Retention


Call Type Training

Customer Satisfaction5%

15%

Review Qtrly


Then Focus on Execution of the Activity

Revenue

Market Share

Quota Achievement

Sales Activities

Business Results

Sales Objectives

Volume



Customer Retention


Call Type Training


Review Qtrly


Why Is This Important?

Sales Activities


Call Type Training

Review Qtrly


Better Management = Better Decision-Making

??

?

?

?


Suddenly, It Makes Sense


Summary

• Sales Management Is Chaotic and Hard• Sales Managers Needs Focus• Identify and Manage the Important Stuff…

The Right Sales Activity• Better Execution = Big Improvement


Questions?

© 2015 vantage point performance. all rights reserved. cracking the sales management code i...

Documents

vantage point performance

stage x

poor pipeline management

sales force

little coachinghours

little investigation

common languageplease

whatta ya think