sales acceleration - commercial excellence forum: october 2015

Sales Acceleration through sales leadership

Commercial Excellence Forum, October 2nd

2

Commercial Excellence Forum 2016

Planned Meetings in 2016

January 29th 2016

World Class Key Account Management

April 29th, 2016

Option 1: TBD based on survey

September 30th, 2016

Option 2: TBD based on survey

Revenue growth through sales leadership

Hellerup, 2 October 2015

ComEx Forum

4

Limited but

sustainable impact

No impact

Significant &

sustainable impact

Unstainable Impact

SA

LE

S L

EA

DE

RS

HIP

÷

+

SALES EXECUTION TOOLS ÷ +

What are the characteristics of excellent sales leadership?

What are the main struggles of a sales manager?

6

Classic challenges in B2B sales execution

WHAT BUYING PROCESS?

AUTONOMOUS SALES

APPROACH

SALES

EXECUTE!

LEADERS MANAGE PRODUCT

PUSH

IT IS EASY – JUST GO

DO! ”RECIEVERS END”

FRUSTRATION

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7

4 KPIs are driving revenue growth

NEW

REVENUE

GROWTH

Win-rate # of sales

opportunities

Average deal

size

Average sales

cycle length

8

Small improvements – major results

5%

10%

5%

5%

New

Revenue

Growth

# of sales opportunities

Win-rate

Average deal size

Sales cycle length

• 100 sales opportunities

• 10% win-rate

• € 150.000 average deal size

• 6-months sales cycle

Annual revenue = € 3.000.000

Before

• 105 sales opportunities (+5%)

• 11% win-rate (+10%)

• € 157.500 average deal size

(+5%)

• 5,7-months sales cycle (-5%)

Annual revenue = € 3.829.737

After 28%

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Key levers to influence KPIs

• SALES APPROACH

• CUSTOMER PRIORITIZATION

• UP- AND CROSS SELLING

• VALUE PROPOSITION

• PRICING POLICIES

New

Revenue

Growth

# of sales opportunities

Win-rate

Average deal size

Sales cycle length

• LEAD GENERATION

• MESSAGES

• FACE TIME

10

The different roles of a sales manager

SALES MANAGER

Performance

Manager

Sales mentor

Sales coach Change agent

11

Source: Corporate Executive Board

Sales coaching is a key role

• 42% of sales managers effectiveness is

related to coaching

• Sales rep goal attainment is 19% higher

with top coaches

• Sales reps of top coaches are much more

inclined to stay with the company

• Already 2-3 hours of coaching per rep

per month increases coaching

effectiveness significantly

12

Sales managers are rarely the coaches they think they are

0 100

SOURCE: SURVEY CONDUCTED AT A FORTUNE 500 COMPANY BY SCOTT EDINGER

79th

38th

Coaching ability percentile

Where sales reps rank them

Where sales managers rank themselves

13

It´s about changing conversations

WHY DID YOU LOOSE? HOW CAN WE WIN?

DID YOU REACH YOUR TARGET? HOW CAN WE REACH THE TARGET?

HOW DID THE MEETING GO? HOW CAN WE BEST USE THE MEETING?

HOW CAN WE IMPROVE BALANCE? WHAT WILL YOU CLOSE THIS MONTH?

14

Three types of sales coaching

DEAL

COACHING

SKILLS

COACHING

PIPELINE

COACHING

15

Learnings from sales leadership transformations

7.

Visual

performance

management

2.

Let sales

managers

drive

5.

Focus on

opportunities

4.

Co-create final

design

6.

Few core tools

3.

Create valid

pipeline

1.

Visible

leadership

from day 1

7 key

learnings from

sales leadership

transformations

16

Sales Leadership and Acceleration in TNT

• Mature market

• Commoditized

services

• Sales managers

internally focused

• 13 operating units

• 250 sales managers

• 3500sales reps

• 135 citys

• Change in the way

they led sales

• Owned by sales

leadership

• Kick-off in Ronda,

Spain

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Change with Impact.

Hugo Koppelaars

At the time: Director Sales TNT Germany

Today: Managing Partner BusinessAcceleration

Commercial Excellence Forum, Copenhagen, October 2nd, 2015

6. Conclusion and reflection

This presentation is about a remarkable sales acceleration process at TNT

1. Introducing TNT and me

2. Where was TNT?

3. What about Germany?

5. Making it work

4. The vision

22

This is a story from TNT, a 7 billion Euro global Express company

23

TNT the People Network ... 24

In my 20 years at TNT, I have spent 15 in Sales Management, the last two years as Sales Director for TNT Germany

25



1. TNT is a 7 bln € global Express company

2. Where was TNT?


5. Making it work

4. The vision

26 26

TNT was going through many changes in management/strategy and was in a challenging situation

27

Today May 2011




2. In 2014 TNT had seen several changes in top management and strategy


5. Making it work

4. The vision

28

In Germany I found (2013) a mature decentralised sales organisation that was ‘mistreated’ and not performing

29

In 2013 we were forced to reorganise the entire sales organisation to reduce FTEs and replace the matrix structure

30

Germany was in a roller coaster …

31





5. Making it work

4. The vision

32

3. TNT Germany was looking for growth after a large reorganisation

In 2014 the Head Office started launching several Outlook initiatives and the central Sales team had to follow

33

The Implement approach was based on broad sales leadership involvement in the creation of the program …

34

… it focused on six levers to accelerate growth

35

Key Takeaways: • Focus on Sales

leadership to drive change and performance

• Leaders must become coaches

• Sales executives must become challengers

• Sales approach must be deal focused





5. Making it work

36


4. Implement helped us shape a sound sales approach and implementation plan

The roll-out in September 2014 involved all of global sales management in a very special and intense way

37

Changing the physical environment and the meeting structure (cadence) was key to drive change

38

At Launch we got sales management hooked, but there was still a lot to do

39

Implement (Lena) did two waves of follow-up, coaching and reviewing our sales leaders

40

Two weeks after the launch we organised a road show and visited 14 teams to ensure that everyone understood what we wanted and could ask questions

41




5. The implementation was both fast and thorough


42

6. Reflect and next steps

2. In 2014 TNT had seen several changes in in top management and strategy





43




This big change process was successful thanks to five key ingredients

44

Copenhagen picture

1. Broad leadership involvement in the design of the program (content and planning)

2. Clear view on how to sell more successfully

3. Big launch event with all of sales leadership

4. A lot of after launch support (coaching, review & communication) for several months

5. Road show by the two responsible Sales Directors

At the top sales management changed and CTWWS was deprioritised, productivity became priority 1 again …

45

… however, in Germany (and other countries) the program continued and the results finally followed (as expected)

46

How are the growth figures looking in Q2 2014 vs Q2 2015 in your country (KAM)?

+1.8

How are the growth figures looking in Q2 2014 vs Q2 2015 in your country (TSM)?

+3.7 Looking back, what could have been done differently to even create more sustainable impact with CTWWS?

KAM: ? / TSM: More training

On a scale form 1-5 how much would you say you sales management practices have improved in your country as a result of CTWWS? (5 is high)

4




47




6. The program delivered good results, despite poor follow through after 4 months

I left TNT in August to help other companies accelerate their results …

The “win-room” as the ritual for change

Hellerup, 2 October 2015

ComEx Forum

50

Win rooms create a frame for structured conversations around how to close

performance gaps, build strong pipelines and win more opportunities

What is going on in a win room?

• Physically meet with the whole sales team

and 1:1 on a regular basis to discuss pipeline

and opportunities

• Motivate and help each other to create

strong pipelines and win more business

• Fruitful coaching sessions that are well

prepare and followed-up upon

• Concrete actions are agreed and

documented

• Brainstorming and strategizing on how to

build pipeline and win projects

51

Core elements in using a win-room

Establish must-win opportunity pipeline

Focussed 1:1 coaching sessions Impact measurement & follow-up

Opportunity coaching tool and win-plan

52

A win room have three working walls consisting of visual

performance boards and working tools

OPPORTUNITY WALL PIPELINE WALL MUST WIN WALL

• Number of prioritised must-win deals

for each sales rep placed at different

stages

• On the board are cards containing

information about the opportunity

• Cards are moved forward as the

project progresses and be taken onto

the Opportunity Radar for coaching

sessions

• Coaching tool for driving

conversations around opportunities.

• 4 dimensions on the radar. (1) Pain

and need, (2) Decision maker (3)

Value proposition and (4) Customer

Alignment.

• Opportunity to be assessed based on

objective criteria and win-plan is

created

• Updated by sales rep bi-weekly

• Tracks progress and distribution of

leads and projects

• Value and number of lead and

projects are captured in the different

phases

• Board show the aggregated value

and number for each sales rep

53

Win room as approach in your own organization

In your groups, please discuss;

What needs to be true in order for your organization to run inspiring, engaging

and constructive ”win-room” sessions?

How to overcome the obstacles related to implementation?

Change with Impact.