sma webcast measuring sales coaching success: …€¦ · about the sales management association a...
TRANSCRIPT
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SMA Webcast
September 28, 2011
Presented by
© Copyright 2011 The Sales Management Association.
Measuring Sales Coaching Success:
Management's Key Performance Indicators
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About the Sales Management Association
A global, cross-industry professional association for sales
operations and sales management.
Focused in providing research, case studies, training, peer
networking, and professional development to our membership.
Fostering a community of thought-leaders, service providers,
academics, and practitioners.
1
© 2011 The Sales Management Association. All rights reserved.
Learn More: www.salesmanagement.org
OCT
17
Join Us for this upcoming SMA event
Slide 2
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Curt Richtermeyer
• Leads sales and operations teams focused on
Callidus' innovative solutions for sales coaching,
sales enablement, and channel management as VP
of Sales Effectiveness.
• Brings over 20 years of global experience leading
high performance sales and operations teams and
has held a number of leadership roles at Callidus,
including VP North America Sales.
• Started his career as a technology consultant with
Grant Thornton and later went on to hold senior
sales and services management positions with
Oracle, Bluecurrent, Trilogy, and BDO.
• Holds a bachelor's degree in Philosophy and a MBA
from the University of Texas at Austin.
Today’s Presenter
Slide 3
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Today’s Presenter
Slide 4
Wendy Reed
• Responsible for developing strategic relationships with third
parties to extend The TAS Group's solutions and market coverage
as Executive Vice President, Strategic Alliances.
• As the former founder and CEO of InfoMentis, prior to its
acquisition by The TAS Group, Wendy was the catalyst for
InfoMentis' industry leadership in delivering programs that
provided differentiation in the marketplace and allowed clients to
achieve revenue predictability and sustainability.
• Started career in Information Technology with Accenture (formerly
Andersen Consulting), Wendy went on to hold sales, marketing
and sales management positions with organizations such as MSA
(which later became Dun & Bradstreet Software), Viasoft, Clarus,
and Hayes Microcomputer products.
• Prominent industry speaker and author of Selling for the Long
Run, as well as the recipient of numerous awards and recognition
from organizations such as American Business Women's
Association, Inc. Magazine, Ernst & Young, WIT (Women In
Technology), and Catalyst Magazine.
• She received a bachelor's degree in computer-based
management with a minor in communications from Clarkson
University in 1984.
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SMA Webcast
September 28, 2011
Presented by
© Copyright 2011 The Sales Management Association.
Measuring Sales Coaching Success:
Management's Key Performance Indicators
![Page 6: SMA Webcast Measuring Sales Coaching Success: …€¦ · About the Sales Management Association A global, cross-industry professional association for sales operations and sales management](https://reader033.vdocuments.us/reader033/viewer/2022060515/5f8c7e28ea602551331fb582/html5/thumbnails/6.jpg)
Why Develop Sales KPIs?
• KPIs are required to
manage/monitor sales
strategies and processes
• Economic conditions have led
to shifting goals and strategies
to achieve them
• Provides a means to
interrogate sales processes at
a more granular level to identify
weaknesses
© 2011 The TAS Group. All rights reserved. Distributed with permission by The Sales Management Association. Slide 6
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What Should You Measure?
• Research suggests groups of
KPIs:
– Organizational sizing and
structuring
– Forecasting
– Price optimization and
management
– Lead management
– Account management
– Configure, price and quoting
(CPQ)
KPIs for the Top CRM Sales Processes
Michael Dunne, February 2010
© 2011 The TAS Group. All rights reserved. Distributed with permission by The Sales Management Association. Slide 7
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How to Define the Metrics
• Determine sales functions
• Identify sales goals
• Identify sales tasks
• Establish sales procedures
• Identify measures/metrics/KPIs that reflect the goals,
tasks and procedures
© 2011 The TAS Group. All rights reserved. Distributed with permission by The Sales Management Association. Slide 8
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Competencies – Skills and Behaviors
• Think about Skills and Behaviors for success.
• Examples we have seen:
– Market and Industry Understanding
– Customer and Prospect Understanding
– Company Understanding
– Writing Skills
– Understanding and Articulation of Value
– Opportunity Qualification
– Organization and Time Management
– Sales Methods Used
– Interpersonal Communication Skills
– Objections, Closing, and Negotiation
– Self-Development
• You won’t get these from an operational system, Managers need to observe
© 2011 The TAS Group. All rights reserved. Distributed with permission by The Sales Management Association. Slide 9
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The 2 Disciplines of Dealmaker impacting coaching
© 2011 The TAS Group. All rights reserved. Distributed with permission by The Sales Management Association. Slide 10
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Automation providing greater insight to Coaching
© 2011 The TAS Group. All rights reserved. Distributed with permission by The Sales Management Association. Slide 11
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Dealmaker Coach Me
Real-time
in Context
Holistic
Coaching
What does
this mean?
© 2011 The TAS Group. All rights reserved. Distributed with permission by The Sales Management Association. Slide 12
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Spot Coaching
© 2011 The TAS Group. All rights reserved. Distributed with permission by The Sales Management Association. Slide 13
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Projected Close Dates and Probability to Close
© 2011 The TAS Group. All rights reserved. Distributed with permission by The Sales Management Association. Slide 14
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Artificial Intelligence impacts pipeline coaching
• How long does it take to win?
• How long does it take to lose?
• What is the stage conversation rates by
individual?
• What is the actual projected forecast?
• What is the quota projection?
• What are my inactive and stalled deals?
• Where are my risks and vulnerabilities?
Good Data feeds your dashboards for a true picture on what to coach
© 2011 The TAS Group. All rights reserved. Distributed with permission by The Sales Management Association. Slide 15
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Customer Results
Revenue Growth / Market share increase /
Forecast Accuracy / Pipeline Visibility
© 2011 The TAS Group. All rights reserved. Distributed with permission by The Sales Management Association. Slide 16
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One example:
International Turnkey Systems
• #Deals
• $Value
• %Close
• Sales Cycle
47%
26%
58%
27%
400%
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So How Do They Measure Results Going Forward?
© 2011 The TAS Group. All rights reserved. Distributed with permission by The Sales Management Association. Slide 18
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The Results
© 2011 The TAS Group. All rights reserved. Distributed with permission by The Sales Management Association. Slide 19
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Mapping Indicators to Desired Results
1. Results: (Objective)
• Revenue
• Units
• By Type
• Win/Loss
2. Territory Management: (Objective)
• Pipeline
• Proposals
• Forecast
4. Sales Activities: (Objective)
• Lead Management
• Calls
• Meetings
3. Sales Skills: (Subjective)
• Communication
• Negotiation
• Presentation
5. Soft Skills: (Subjective)
• Resource Utilization
• Initiative
© 2011 Callidus Software, Inc. All rights reserved. Distributed with permission by The Sales Management Association. Slide 20
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KPI’s and Competencies by Role
1. Results: • Revenue/Margin
• % to Quota
• Compensation Achievement
2. Opportunity Management: • Total Pipeline
• Deals by Stage
• Weighted Pipeline
3. Sales Activities:
• Calls(by type)
• Meetings
4. Sales Skills: • Identify and Qualify
• Propose and Negotiate
• Close
5. Effectiveness: • Close Ratio
• Forecast Accuracy
• Year to Year Growth
• Revenue Types
© 2011 Callidus Software, Inc. All rights reserved. Distributed with permission by The Sales Management Association. Slide 21
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Put the KPIs to Work
© 2011 Callidus Software, Inc. All rights reserved. Distributed with permission by The Sales Management Association. Slide 22
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KPIs Enable Coaching and Optimization
• Measure Your Sales Force Performance
– Visibility to ALL your fragmented sales force metrics
– Leading and lagging Indicators with competencies
– Identify the characteristics of your “A” Players
• Develop your “B” performers into “A” performers
– Replicate your Ideal “A” Sales Rep profiles
– Identify the gap in each “B” player against “A” performers
– Focus on the biggest opportunity areas in the sales force
• Optimize Your Sales Managers and Reps
– Standardize and automate best-practice sales management
– Improve the quantity and effectiveness of 1-on-1 coaching
– Provide visibility into individual and team performance
– Reduce non-productive activities
© 2011 Callidus Software, Inc. All rights reserved. Distributed with permission by The Sales Management Association. Slide 23
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The Single Most Effective Means of Improving Attainment
© 2011 Callidus Software, Inc. All rights reserved. Distributed with permission by The Sales Management Association. Slide 24
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Callidus Sales Talent Management Cloud
Integrated on demand solution
suite to manage the lifecycle of
the sales professional to
maximize sales effectiveness
• Build top performing sales teams by hiring the right sales force and
accelerating time to productivity
• Execute consistently by deploying critical insight and best practices
when sales needs it most
• Maximize productivity with targeted incentives that focus sales
execution on the results you need
• Repeat success by coaching and training your sales force based on
proven performance
© 2011 Callidus Software, Inc. All rights reserved. Distributed with permission by The Sales Management Association. Slide 25
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Who is the TAS Group?
The TAS group is a software company that
uniquely combines two disciplines:
1. Intelligent Software Automation
2. Deep Sales Methodology Expertise
We deliver sustainable value to our
customers through our Dealmaker Solution
The only automated intelligent predictive
sales performance solution in the market
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© Copyright 2011 The Sales Management Association
Thank You.