Download - How Sales Teams Succeed
How Sales Teams SucceedHow Sales Teams SucceedHow Sales Teams SucceedHow Sales Teams Succeed
bbBrian LambertBrian LambertASTDASTD
http://www.salestrainingdrivers.org
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
The Economist, January 2008
“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
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
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
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
How Has the Sales How Has the Sales Organization Evolved?Organization Evolved?Organization Evolved?Organization Evolved?
http://www.salestrainingdrivers.org
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
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
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
How Have Sales Team How Have Sales Team How Have Sales Team How Have Sales Team Members Coped?Members Coped?
http://www.salestrainingdrivers.org
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
Trends in WLP
Business Skills
Leadership Development
Talent ManagementSkills Management
Better Execution
Organizational Investments
Senior Leadership
Engagement
Sell thi ?something?
15
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.
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”
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
Sales Competency Model Advisory Panel RepresentationAdvisory Panel Representation
19
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
Thank You!
Brian LambertBrian LambertDirector, ASTD Sales Training
and Sales Training Driverg
O: 703‐683‐8100
F: 703‐894‐2784F: 703 894 2784
http://www.salestrainingdrivers.org