Transcript
Page 1: How Sales Teams Succeed

How Sales Teams SucceedHow Sales Teams SucceedHow Sales Teams SucceedHow Sales Teams Succeed

bbBrian LambertBrian LambertASTDASTD

http://www.salestrainingdrivers.org

Page 2: How Sales Teams Succeed

AgendaAgenda

• Today’s Business ChallengeToday s Business Challenge

• Evolution of Selling

l f k l i & f• Role of Workplace Learning & Performance

• Helping Your Sales Team Succeed

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The Economist, January 2008

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“Nothing happens in “Nothing happens in BUSINESS til b d BUSINESS til b d BUSINESS until somebody BUSINESS until somebody

sells something”sells something”gg… so go sell something … or help … so go sell something … or help 

ll hll hsomeone sell somethingsomeone sell something

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Today’s Business ChallengesToday s Business Challenges

• Economic IssuesEconomic Issues– Increase the need for

• EffectivenessEffectiveness

• Efficiency

– Everyone needs/wants better informationEveryone needs/wants better information• According to IBM, by 2010 the amount of digital information on earth will double every 11 hours

• Current amount of digital information equals 45 GB of data for every person on earth

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People agenda - CEOs’ priority list

Percentage who strongly agree:

• The people agenda is one of my top priorities: 58%

• My leadership team has the capability and confidence to lead significant change: 29%confidence to lead significant change: 29%

• My time is best spent on the people agenda: 22%22%

Source: PricewaterhouseCoopers 11th Annual Global CEO Survey, 2008

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CEO’s Top Innovation ChallengesChallenges to improving the company’s innovation performanceChallenges to improving the company s innovation performance

Rank Description“of greatest concern”concern

1 Acquiring/developing the right talent 31.0%

2 Improving customer relationships 28.4%

3 Visible commitment from top leaders 24.3%

4 Brand recognition 23.3%

5 Establishing/promoting an innovation culture 22.0%5 Establishing/promoting an innovation culture 22.0%

6 Increasing market share through new products/services 20.0%

7 Knowledge transfer among employees 16.9%

8 I i i i l d / 15 5%8 Improvement in original products/processes 15.5%

9 Completely new products/services 14.2%

10 Strategic mergers and acquisitions 13.9%

Source: Conference Board’s CEO Challenge 2007: Top 10 Challenges N=769

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How Has the Sales How Has the Sales Organization Evolved?Organization Evolved?Organization Evolved?Organization Evolved?

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Evolution of the Sales ProcessEvolution of the Sales ProcessYesterday 

(li )

Today( l )(linear)

Prospecting 

Pre‐approach

(non‐linear)

Customer Retention

Database/Knowledge mgtPre approach

Approach

Presentation

Database/Knowledge mgt

Relationship Selling

Marketing Overcoming Objections

ClosingProblem Solving

Adding ValueFollowing‐up Relationship Maintenance

Adapted from: W.C. Moncrief, G.W. Marshall / Industrial Marketing Management 34 (2005) 13–22

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Changing Expectations...g g p

1. Take more responsibility• Make the right decisions for our business

2 U d t d d l t t b i2. Understand and relate to our business• Understand our industry and our team

3. Be more professional• Take responsibility and show accountability

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Changing Expectations...Changing Expectations...

4. Listen More

• Articulate the value

5. Be Productive

• Set appropriate expectations

• Gather and share real insight with us

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Evolution of Sales FocusEvolution of Sales Focus

Th Ti P i d E f With F OThe Time Period Era of… With a Focus On…Late 1800’s ‐1920 Sales Science The transaction itself

1920 – 1945 Sales Process Facilitating transactions1920 1945 Sales Process Facilitating transactions

1945 – 1985 Sales Relationship The transaction decision

1985 2005 Sales Technology All transaction steps1985 – 2005 Sales Technology All transaction steps

2005 – ?? Sales Competency The buying experience

Source: Is Your Sales Training Stuck in the 1890’s, T+D , April 2008

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How Have Sales Team How Have Sales Team How Have Sales Team How Have Sales Team Members Coped?Members Coped?

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5 Biggest Mistakes Salespeople kMake

• Not following sound selling processes

• Not honing and building essential skillsg g

• Not maintaining proper focus

• Not building and displaying confidence• Not building and displaying confidence

• Not growing into a good leader 

Source: AMI survey, 5 Biggest Challenges facing Sales VPs in 2600 organizations, 2005

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Trends in WLP

Business Skills

Leadership Development

Talent ManagementSkills Management

Better Execution

Organizational Investments

Senior Leadership

Engagement

Sell thi ?something?

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The Sales Rep-to-Manager iDisconnect

Sales Manager Salesperson Says:

Sales Manager Says:

Salesperson Says:Thinks:

“Do you think the customer ill b f ? Wh t “I d ’t k ”

“Why did you leave without at least scheduling awill buy from us? What are 

the next steps?”“I don’t know.” at least scheduling a 

follow‐up call?”

“You pushed the buyer“It may be the last sale you get with this customerYou pushed the buyer 

pretty hard.”“I closed the deal, didn’t I?”

get with this customer.  What happened to building 

relationships?”

“The profits from these 

“I noticed that 20% of your calls were on C accounts.”

“I was in the area and they like to see me, so I call on 

them when I can.”

accounts 

don’t even pay for 

the calls.  You need 

to target better”to target better.

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The Sales Trainer-to-Sales Manager Di tDisconnect

Sales Manager Sales Trainer Says:

Sales Manager Says:

Sales Trainer Says:Thinks:

“Do you have anything that ill h l l ith

“How would you define and ‘ ti it ’ i thi “Uh h”will help our sales reps with 

activity managementmeasure ‘activity’ in this 

case?”“Uh‐oh”

“I need to get some training “We’ll have to start with a “Maybe I will just out‐

for our reps that helps them build relationships.”

We ll have to start with a proper needs analysis”

Maybe I will just outsource this”

“We need to focus on“Most of our budget is tied 

up in leadershipWe need to focus on account planning and territory management”

up in leadership development training, but I will see what I can do…how 

soon do you need it?”

“I will run the training myself”

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The Sales Profession The Sales Profession The Sales Profession The Sales Profession Competency ModelCompetency Model

The definition of worldThe definition of world‐‐class class llllsellingselling

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Sales Competency Model Advisory Panel RepresentationAdvisory Panel Representation

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AdministratorAnalyst

ConsultantDeveloperManagerStrategist

Creating and Closing Opportunities Protecting Accounts 

Defining and Positioning SolutionsSupporting Indirect SellingSetting Sales Strategy

Sales Roles

Setting Sales StrategyManaging within the Sales EcosystemDeveloping Sales Force Capability

Delivering Sales TrainingCoaching for Sales ResultsBuilding Sales InfrastructureD i i C i

Partnering Insight Solution Effectiveness

Designing CompensationMaintaining AccountsRecruiting Sales Talent Sales Areas of Expertise

• Spanning Boundaries• Communicating Effectively• Aligning to Customers• Setting Expectations• Negotiating PositionsB ildi R l i hi

• Analyzing  Organizational Capacity• Understanding Business Context• Evaluating Customer Experiences• Gathering Intelligence• Prioritizing Stakeholder Needs• Identifying Options

• Building Business Skills• Solving Problems• Embracing Diversity• Making Ethical Decisions• Managing Knowledge• Using Technology

• Facilitating Change• Formalizing Agreements• Resolving Issues• Managing Projects• Leveraging Success• Articulating Value• Building Relationships • Identifying Options

• Building a Business CaseUsing Technology

• Accelerating Learning•Executing Plans• Maximizing Personal Time• Aligning to the Sales Process

Articulating Value

Foundation Competencies

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Thank You!

Brian LambertBrian LambertDirector, ASTD Sales Training

and Sales Training Driverg

O: 703‐683‐8100

F: 703‐894‐2784F: 703 894 2784

E: [email protected]

http://www.salestrainingdrivers.org


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