Overcoming Challenges with B2B
SalesName
Position, CompanyEmail
Website
Steve SienkiewiczAccelerate Consulting | Sales Xceleration
The Current State of B2B SalesComplex B2B Sales Performance continues to Deteriorate
From 2012 to 2014, the “Percentage of Revenue Plan Attainment is down from 89% to 81%
The percentage of reps making quota is down from 63% to 58%
The win rate of Forecast Deals is 46%This is worse than odds of Winning at Craps in Las Vegas – 49%
For 59% of sales reps, it takes over 7 months to ramp-up to full productivity
The Current State of B2B SalesSales Managers are Hard Pressed on Time to Give Reps Coaching.
74% of managers spend less than 60 minutes per week coaching to specific deals or opportunities.
81% spend less than 60 minutes per week coaching to specific skills or knowledge.
Only 24% of organizations utilize a formal coaching process.
When managers do formal coaching, the win rates of deals for their reps improves 20%.
Buyer: 6 vs. 5 (5yr avg)
More People Involved
Significantly formalized: 61% vs. 45% (5yr avg)
More Formalized Process
Customer requires formal ROI: 61% vs. 40% (5yr avg)
More Political Decisions
The Decision Dynamic
Tim
e
Value
Expectations
Don’t Waste
My Time
Know My
Business
Know Your
Solution
Ask Insightfu
l Question
s
Add Value
A World of Rising Buyer Expectations
Signed Contract
Product/ Service DeliverySales Process
Old World
New World Client Expectation of When Value Is Delivered
Client Expectation of When Value Is Delivered
Help buyer’s navigate the purchasing process; sharing systems and methods for evaluating decisions
Providing tools and methods for assessing/calculating ROI
Understanding and documenting unintended consequences of various decisions
Assisting in creating implementation plans
Providing Perspective
Value Expected Earlier in Buying Process
Top Sales Challenges for SMB B2B companies
1. Lack of formal sales process or know-how to improve
2. A weak value proposition and/or inconsistent sales messaging
3. Stalled out proposals, long sales cycles, and low Win rates
4. Lack of time to effectively coach or manage the sales team
5. Inability to take sales to the “next level” or acquire new accounts
6. Poor sales call planning and questioning skills by sales reps
7. Not able to recruit the right person or lack a target profile for one
Miller Heiman Sales Best Practices Study
• More than 30,000 participants over last 11 years.
• All Respondents filtered to reflect complex sale; 3+ decision makers.
• Study includes 3 sections: Demographics, Behaviors, Metrics
• Analysis defines key behaviors leveraged to drive performance.
World’s largest ongoing study of complex, business-to-business selling and sales management practices
MHI Global Sales System
2015 Study Demographics
Elements of the MHI Global Sales System
Key Metrics from leadingB2B Sales companies
Qualified OpportunitiesNew Account AcquisitionAverage Account BillingYOY Existing Customer GrowthQuota Achievement
Forecast Accuracy
Behaviors behind Metrics Drive Performance
7%
23%
7%THE ELITEWorld-class is comprised of a small percentage of total surveyed respondents in 2014
23%VALIDATED WITH RESULTSWorld-class outperforms all respondents on metrics examined by 23%
NEW ACCOUNT ACQUISTION
AVERAGE ACCOUNT BILLING
YOY EXISTING CUSTOMER GROWTH
QUOTA ACHIEVEMENT
FORECAST ACCURACY
QUALIFIEDOPPORTUNITIES
Performance Accountability
mmmReward
mReward
Measure, Recognize and Reward
Personal ProfessionalismNext Job Promotion Career
Customers
Compensation Commission Customer Success
TeamIndependence
Figure It Out Proven Process
PerformancePerception Excuses Results
Sales Professional
Sales Rep Accountability
Your Sales System: Customer Management
Customer Management
Business Management
Qualified Opportuniti
es
Sales and Marketing are aligned in what our
customers want and need.
We have a formalized value proposition that is very compelling to our
prospects.
New Account
Acquisition
Our organization is highly effective in
allocating the right resources to pursue
large deals.
When we give price concessions, we always get comparable value in
return.
Average Account Billing
Our organization regularly collaborates across departments to
manage strategic accounts.
We jointly set long-term objectives with our strategic accounts.
YOY Existing
Customer Growth
We know why our top performers are
successful.
Our management team is highly effective in helping our sales team advance
sales opportunities.
Quota Achieveme
nt
Our sales compensation policies are aligned with our business objectives.
Our sales team consistently relies on our knowledge
management system as the single source for collateral
and information.
Forecast Accuracy
We leverage the best practices of our top
performers to improve everyone else.
Our sales managers are always held accountable for
ensuring the accuracy of our sales forecast.
Behaviors of World Class Sales Organizations
Sales and marketing alignmentFormalized value proposition
Allocating the right resourcesComparable price concessions
Regularly collaboratesReview results of our solution
“Why” top performers succeedManagement team advances deals
Compensation aligned with objectivesSingle source for knowledge
Leverage best practicesForecast accuracy accountability
Conclusion – Overcoming the Challenges
• Deep Customer Knowledge Improved Sales Performance
• Effective Customer engagement More, Better Opportunities
• Professional-grade sales competencies = Today’s Entry Ticket
• Deliver Value during the Sales Process -- not after the Sale
• Focus on Sales behaviors – not metrics – to drive Results
See me to participate in 2016 Miller Heiman Sales Best Practice Survey
Questions?
Steve SienkiewiczAccelerate Consulting | Sales Xceleration
[email protected]: (978) 515-9004
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