Conclusiones del estudio de investigación “ Miller Heiman 2012 Sales Best Practice Study ”

1. “12 claves para optimizar los resultados de venta: el enfoque de las empresas líder” Conclusiones del estudio de investigación “Miller Heiman 2012 Sales Best Practice Study” Madrid, 13 de junio de 2012

2. Biografías • Juan Carlos Del Olmo • Es partner de LMS Leadership desde el año 2011. • Juan Carlos tiene 25 años de experiencia en multinacionales de TI y Business ProcessOutsourcing habiendo desempeñado en los últimos 15 años cargos de responsabilidad ejecutiva como Director Comercial y de Desarrollo de Negocio en compañías como INDRA. AZERTIA y THALES. • Es experto en implantación de procesos de ventas y ha desarrollado su carerra en un gran número de sectores incluyendo, Administración Pública, Energía- Utilities, Telecomunicaciones y Transporte. • Es Ingeniero de Telecomunicaciones • Tiene un ProgramDevelopment Management por el IESE • Está certificado en Miller Heiman como consultor en StrategicSelling y Conceptual Selling • Programa de Marketing digital 2.0 y Redes Sociales corporativas en INESDI

3. “12 claves para optimizar los resultados de venta: el enfoque de las empresas líder” Conclusiones del estudio de investigación “Miller Heiman 2012 Sales Best Practice Study” Juan Carlos Del Olmo, Partner LMS Leadership MH Distribution Partner paraEspaña

4. Thank You www.lmsleader.com www.millerheiman.com

5. Ficha técnica del estudio • Objetivo • Hacer un benchmarking entre las World-Class Sales Organizations y sus homólogas en todo el mundo. • Identificar las mejores prácticas en las organizaciones con mejores resultados en ventas. • Sacar conclusiones que puedan ser aplicables por las diferentes compañías • Encuesta • Es el noveno año de este estudio. • El cuestionario final contiene 6 secciones relacionadas con el proceso de venta y 1 sección dedicada al grado de conocimiento del entorno del cliente. • Un total de 59 respuestas cerradas basadas en 7 puntos en una escala likert • Muestra  • Alrededor de 1.300 ejecutivos de todo el mundo y de todos los sectores de actividad. • Realizada entre el 1 de Octubre de 2011 y el 2 de Diciembre de 2011. • Empresas en el entorno B2B, con venta compleja y largos ciclos de decisión. • World-Class Sales Organizations • • 74 participantescualificadoscómo “World-Class “ • • 6% de los encuestados

6. Biografías • Sam Reese • Sam Reese joined Miller Heiman as CEO twelve years ago in 2000. • Since joining the company, Sam has grown Miller Heiman’s revenue by more than 200 percent. • Eight years ago Sam launched the “Miller Heiman Sales Best Practices Study”, which has grown to become the most credible sales performance research report in the world. • Sam is a business leader with over 25 years experience and he has knowledge building sales organizations from the ground up at Fortune 500 companies such as Corporate Express, British Telecom and Kinko's and he has worked in public companies as well. • He is co-author of Successful Global Account Management and The 7 Keys for Managing Strategic Accounts. • Sam Reese is graduated with a business degree from the University of Colorado.

7. Biografías • Luis Miguel Saiz • Socio fundador de LMS Leadership desde el año 2006. • Luis Miguel tiene 29 años de experiencia en ventas de las cuales 20 de ellos con responsabilidad a nivel ejecutivo en Dirección comercial y Marketing, en compañías tales como Dun&Bradstreet, DHL, Equifax y HumanGroup, siendo un especialista en las áreas de training, coaching, consultoría e implantación de procesos de ventas. • Licenciado en Ciencias Economicas y Empresariales • Executive MBA: Instituto de Empresa IE-Madrid • Profesor de ESIC programa: Executive MBA • Certificaciones de Miller Heimanparaimpartirprogramas en: Strategic Selling, Conceptual Selling, Large Account Management, Funnel Management, Managers Coaching y Negotiation Success.

8. VIDEO CHANGE OR LOSE

9. Understanding Challenges of Sales Leaders Sam Reese, Chief Executive Officer, Miller Heiman

10. Miller Heiman Direction • Mission • Vision • Purpose Assist clients to help them grow profitable sales. Become the most credible and recognized resource for salesforce performance and sales effectiveness expertise Elevate the role, status, credibility and strategic importance of the sales profession.

11. Sales Professional Evolution Product Pusher Consultative Order Taker Solutions Expert

12. Selling Has Changed Dramatically Over the Past Few Years PRECISION VALUE CHAIN TRANSPARENCY

13. Sales Leaders Often Find Themselves In The Crossfire • First to blame • Early commitments • Anecdotes • Leadership Challenges • Don’t speak the language of other execs- need more precision themselves • Own Customer Management • Strategic Challenge

14. Sales Improvement Continuum SALES TRAINING SALES EFFECTIVENESS SALES TRANSFORMATION GET BETTER GET RESULTS CHANGE CULTURE

15. Myths that Need to be Addressed • Nothing happens unless we sell something • BUSTED • Sales is only our domain • BUSTED • Just hire great people • BUSTED • The customer is always right • BUSTED • Sales owns the customer • BUSTED • Product/business expertise not required • BUSTED • Sales doesn’t need help • BUSTED • Compensation alone drives behaviors • BUSTED

16. You Need Help Everywhere

17. Disconnects that Create Confusion and Diffuse Accountability • Unchecked anecdotes especially around pricing • Hiring and development responsibilities completely transferred to HR • Commission systems that do not motivate anddrive the right behavior- SVP input requiredbut support needed • Corollary- belief that short term incentive plans will reliably drive behavior • Corollary- year to year changes in the commission system causing gamesmanship • Unfettered access to support resources one individual at a time • Salesperson by salesperson approach with no consistency, leading to inability to create any sort of organization wide forecast or expectations • Un-empowered front line management that must take the short cut to leadership

18. Sales Language Barriers that Create Support Obstacles COMPETENCIES TRAINING CRM COMPLIANCE NEW PRODUCT INTRODUCTION DEVELOPMENT PLANS COMPENSATION PLANS

19. Miller Heiman Sales System®A Framework for Understanding the World of the Sales Leader

20. Defining World Class Through Our Sales Best Practices Study • Established in 2003 • World’s largest annual study of sales performance best practices with over 27,000 participants to date. • Reveals trends, issues, opportunities in today’s selling environment.

21. 2012 Sales Best Practices Study Global Participation

22. A Roadmap To Improvement And Understanding Understanding the Key Gaps Between the World Class Firms and the Others • Lead Growth • Account Acquisition • Account Retention • Salesperson Productivity • Quota Achievement

23. Miller Heiman Sales System®

24. Customer TrendsUnderstanding Why and How Customers Buy From You

25. Customer TrendsUnderstanding Why and How Customers Buy From You SOURCE: 2012 Miller Heiman Sales Best Practices Study

26. Create Opportunities Targeting, Gaining Access and Qualifying Prospects

27. Create Opportunities Targeting, Gaining Access and Qualifying Prospects SOURCE: 2012 Miller Heiman Sales Best Practices Study www.millerheiman.com

28. Manage OpportunitiesAllocating Resources to Qualified Opportunities and Managing to Closure

29. Manage OpportunitiesAllocating Resources to Qualified Opportunities and Managing to Closure SOURCE: 2012 Miller Heiman Sales Best Practices Study

30. Manage RelationshipsProtecting and Growing Strategic Accounts

31. Manage RelationshipsProtecting and Growing Strategic Accounts SOURCE: 2012 Miller Heiman Sales Best Practices Study

32. People & OrganizationOrganizing, Developing, Staffing and Managing a High Performance Sales Team

33. People & OrganizationOrganizing, Developing, Staffing and Managing a High Performance Sales Team SOURCE: 2012 Miller Heiman Sales Best Practices Study www.millerheiman.com

34. Management ExecutionAligning the Organization and Driving Behaviors Essential for Success

35. Management ExecutionAligning the Organization and Driving Behaviors Essential for Success SOURCE: 2012 Miller Heiman Sales Best Practices Study

36. Operations & EnablementProviding Infrastructure and Programs to Enable Sales Productivity Improvement

37. Operations & EnablementProviding Infrastructure and Programs to Enable Sales Productivity Improvement SOURCE: 2012 Miller Heiman Sales Best Practices Study

38. www.millerheiman.com

39. Results Worth Fighting For • Increase in profitable revenue • Improved relationships with clients • New product pull through and cross sell success • Reliable forecasts • Resources aligned with best opportunities and high win rates • More effective strategy pursuits and deal reviews= strong selling actions • Faster rep ramp up • More reliable hiring success • Enabled sales leadership- language, tools, coaching • Quota attainment; job satisfaction; promotions; rewards; recognition; etc

40. Strategic Analysis & Decision Making Standardized process to qualify Understanding customers needs Leveraging Social Media Gain access to decision makers Allocating the right resources Disciplined process Criteria to define strategic accounts Jointly set objectives with accounts Review results with accounts Getting new hires effective fast Professional development Knowing why best are best CRM is effective Improve quality of work Sales & business metrics are aligned Spend sufficient time coaching Clearly defined activities Leverage best practices

41. Thank You www.millerheiman.com

42. Presentacion resultados estudio 2.012 Miller Heiman Sales Best Practices España Luis Miguel Saiz, Partner & Managing Director LMS Leadership MH Distribution Partner para España

43. CHANGE OR LOSE “People don’t resist change. They resist being changed.” - Peter Senge Sea lo que fuere lo que le llevo a donde se encuentra hoy no es suficiente para mantenerle ahí

44. Receptivity to Change Source: Dr. Tom E Smith, University of Southern California

45. Principio fundamental de ventas CHANGEORLOSE

46. Reflexión sobre la situación actual • Cambio radical de nuestro entorno de ventas. • Obsesión por la reducción de costes. • Involucración en ventas de todos los niveles de la empresa. • El precio como factor clave en la negociación, peligro de comoditización. • Riesgo síndrome de Estocolmo del comercial. • Entender negocio del cliente, su ciclo de compra, proveer soluciones, diferenciación, demostrarlo. EVOLUCIONCAMBIOTRANSFORMACION VENDER

47. Experto en proveer Soluciones • Lo importante no es lo que estamos vendiendo, sino construir relaciones beneficiosas a largo plazo entendiendo el negocio de nuestros clientes para poder aportarles valor. ALINEAR RESULTADOS DEMOSTRAR PROCESOS PERSONAL WINS PRUEBAS TANGIBLES DIFERENCIAR

48. Customer TrendsUnderstanding Why and How Customers Buy From You SPAIN 71% 40 % SOURCE: 2012 Miller Heiman Sales Best Practices Study

49. Create Opportunities Targeting, Gaining Access and Qualifying Prospects SPAIN 49 % 15 % 33 % 31 % SOURCE: 2012 Miller Heiman Sales Best Practices Study www.millerheiman.com

50. Manage OpportunitiesAllocating Resources to Qualified Opportunities and Managing to Closure SPAIN 45 % 42% 23% 40% 50% 33% 53% SOURCE: 2012 Miller Heiman Sales Best Practices Study