Increasing sales performance

1. Increasing sales performance

2. Basic Assumptions • From the customer’s perspective, sales activities have to be regarded as an essential element of the marketing mix • Design sales activities according to marketing principles • From the company’s perspective, sales activities are a permanent and substantial investment  Design sales activities according to principles of efficiency • To realize an optimum level of sales effectiveness the following issues have to be addressed: • Process • Content • Training • Systems

3. Sales performance loop Systems Process • Organizational setup and sizing • Planning, monitoring & controlling • Incentive scheme • IT-systems and tools • Analysis of Customer needs and decision making processes • Documentation of current sales processes (as-is) • Analysis of sales targets and sales funnel • Perfect alignment of all elements, ensuring optimum result • Design of • Sales processes (to-be) • X-selling paths • Interfaces (systems/tools) Sales Performance Training Content • Assessing training requirements • Planning procedure • Skills • Attitudes • Monitoring and Evaluation concept • Revisiting value proposition and positioning statement • Defining generic motivational drivers within the decision making process • Different needs in different customer segments • Company AND team specific training and coaching program • Powerful orchestration of sales calls • Maximum potential of customization

4. 1. Process dimension

5. Process Input Analysis Design Sales Targets Competition X-Selling „Paths“ Sales Process(es) (As Is) Basic Segment Needs (Product/Service) Sales Processes (To Be) Sales Funnel Customer Expectations (Sales) Interface to Systems/Tools (e.g. CRM)

6. Sales Process Select best choice Rationalize options Search for solutions Define needs Acknowledge pain Identify Position Define Buyer’s Activities Propose Negotiate Sales process optimization • Identification of main steps in buyer’s decision process • Design of sales process to support buyer’s decision process • Delivering Value at every process step

7. Process Landscape • A process landscape helps capturing the big picture • Different origins trigger different process sequences • Interfaces outside the sales department can easily be identified

8. 2. Content dimension

9. Content Input Design Sales Arguments • Sets of arguments for different combinations of • Segment • Predominant motive Positioning and features of own Product/Service Basic Segment Needs (Product/Service) Formats for interaction and presentation • Differentiating • Activating and memorable • In line with overall positioning • Sales material • Presentation media • Additional elements Generic driving motives in the decision process

10. Applying marketing know how in sales • Sales calls are done in a very standardized and formal way • Same pattern for all industries • Very traditional if not boring • Companies try to differentiate themselves from competition investing millions in advertising and corporate communications • The don’t try this concerning sales calls • Creating an unique style of presentation and discussion helps getting memorized and building relationships • The ability to address individual motivational drivers increases the hit rate

11. Individual orchestration of sales calls (example) Identification of predominant motives Visualizing the prospects’ demand and setup in a joint activity Selecting the presentation variant according to motive

12. 3. Training dimension

13. Specifc Stake Holders Target Group Training Score Card Customers Company Sales Training Needs Analysis Planning Implementation Training Program Skills • Training Tasks • Clear Goals • Methodology • Plannable Input-Output Relation •  Predictable Outcomes Attitudes • Change • Clear Directions • Processes • Time •  Uncertain Outcomes Training & Coaching Program • structured, integrated process to assess the training needs • defines and measures the progress of development along specific development goals • follows a holistic approach taking into account different stake holder interests

14. TSC Process Questionnaires for all relevant Stake Holders Skills? Competences? Attitudes? Short Term Needs? Medium-Long term needs? Job Specifics? Core Competences Model TrainingScoreCard within the HR resource development system • Extracts from Corporate Strategy • Mission Statement • Corporate Values • Medium-long term strategy (e.g. expansion goals, optimization plans) • Balanced Score Card • HR-department data • Employment and career history • Track record (e.g. appraisals, performance records) • AC results • Test results • Career Plans • Succession Systems

15. TrainingScoreCard within the HR resource development system TSC Process Development and Training Goals Development areas Priorities Specific goals Indicators Monitoring system Program Planning Aggregation of individual needs Defining and selecting appropriate development activities Scheduling • Aggregate Development Plans • Yearly training program • Mid-term training program • Development budget planning • Input for career and succession planning systems • Individual Development Plans • Training activities • Other development activities (e.g. job rotations, shadowing)

16. Training modules offer (examples) • First call - emphasizing company´s position and generating maximum opportunities • Follow-up calls - opportunity management and winning new accounts • Solution selling for key and global accounts • Optimum structure of the single point of contact (SPOC) • Customer insight & lead generationwith winning telemarketing strategies • Sales and sales support with relevant inside sales activities

17. 4. System dimension

18. Systems Input Analysis Design Corporate Strategy Competition Organizational setup and sizing Channel Structure Customer base Planning, monitoring and controlling Sales Processes IT architecture Incentive and remuneration scheme Systems/Tools (e.g. CRM)