Constructing a Foundation for Sales Organizational Success

Integration Can Deliver Results Across Commercial Organizations

CONSTRUCTING A FOUNDATION FOR SALES ORGANIZATIONAL SUCCESS

Core Principals, Beliefs, & Activities

CHELSEA MARKETING ADVISORS 1

TAKEAWAY’S FROM THIS PRESENTATION

Philosophies Environment Mindset Direction Activities


POSITION FOR SALES ORGANIZATIONAL SUCCESSSteps in the Process

Focus Prioritize Plan Execute Evaluate Re-Load Coach Train Develop Re-Load


EMPHASIZE A ONE TEAM - ONE GOAL MINDSET

Create & Develop An Elite Sales and Support Team Local Consultants

▪ Inform; Educate; Persuade Lead The Charge

▪ Emphasize Impact On Improving Customer Metrics Integrate With Customer Team

▪ Champion Change; Focus On Details Tenacious In Pursuit

▪ Nothing Less Than Account Adoption Execute At High Level

▪ Continued Quest For Personal Improvement


LIVE BY A STRATEGIC VISION

ONE EXAMPLE: Create Team Passion for Success Create Sales and Support Approaches That

Create Value for the Customer Differentiate the Firm’s Sales Team From Others Communicate Meaningful and Actionable

Information With Perceived Utility to the Customer

Manage Resources to Maximize Stakeholder Value

Demonstrate Respect the Internal Team, Colleagues, and Customers


DEVELOP AN ORGANIZATIONAL MISSIONDrives Organizational Activities & Decisions

ONE EXAMPLE: To Obtain the Informed, Appropriate, and Sustained Usage of the Firm’s Family of Products While Establishing a Collegial and Symbiotic Sales

Organization


CREATE AN ORGANIZATIONAL GOAL

ONE EXAMPLE: To Implement and Execute The Right

Activities at the Field-Based Level . . . .

To Ensure the Likelihood of Accelerating Market Penetration for the Firm’s Product Family Within its Targeted and Served Core Markets


IMPLEMENT ORGANIZATIONAL OBJECTIVES

ONE EXAMPLE:

Aspire To “Best In Class” Industry Position Strive for Breadth and Depth of Product Family Usage Enhance Market Credibility Of the Firm by Building Account

Relationships Raise The Organization’s Performance Bar Effectively Navigate Organizational Growth Seamlessly Integrate With Strategic Partners

Internal/External


IDENTIFY STRATEGIC SALES IMPERATIVES

ONE EXAMPLE: Effectively Target and Prioritize the Account

Base Establish Awareness and Usage of the Firm’s

Product Family in Key & Influential Accounts Utilize Internal Company Assets to Focus and

Enhance Likelihood of Market Success Staff and Develop a Highly Evolved Sales and

Support Team


ESTABLISH FIELD-BASED“TRENCH” OBJECTIVES Example for a Life Sciences Specialty Sales Team

Provide A Consistent, Credible, & Reliable Sales Presence

Effectively And Appropriately Sell the Firm’s Product Family Science & Technology Short Term Clinical Benefits Longer – Term Outcomes

Make The Hospital/Office Total Call All Health Care Professionals Play A Role In

Patient Care Operate As Team Players

Work Synergistically With Others Within & Outside Of Olerup

Effectively Adapt To And Manage Change


ACCOUNT STRATIFICATION“Plan the Work – Work the Plan”

Example for a Business to Business Sales Team

Rationale Many Accounts in Large Territories Need to Manage Time and Maximize Field ROI Formal Approach to Targeting Accounts is

Necessary Drives Field Activities

Two Dimensional Criteria Existing Account Status With the Firm

▪ Anchor, Growth, Development Demographics of Account

▪ Tier 1, 2, 3


ACCOUNT STRATIFICATION MATRIXWorks Well Across Most Industries Types of Customer Focus

Acct. Status/Acct. Position

Anchor Growth Development

Tier 1 Primary Primary Secondary

Tier 2 Primary Secondary Secondary

Tier 3 Primary Tertiary Tertiary


CUSTOMER ROUTING SCHEDULES Derived From Account Stratification Matrix

ONE EXAMPLE:

Primary (Key) Accounts 2 – 4 Times Per Month

Secondary Accounts 1 – 2 Times Per Month

Tertiary Accounts 1 Time Per Month

▪ Typically in Conjunction With Visits to Primary & Secondary▪ Example: Same City


ACCOUNT ENGAGEMENTComprehensive ApproachExample for a Life Science Sales Team

One on One Calls Core Presentations Attendance at Hospital/Organization Events Attendance at Hospital Programs VIP Visits Demonstrations/Product Training Customer Care Proactive Contact Speaker Programs KOL Development Grant Support Industry Conferences


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ACCOUNTS HAVE DREAM TEAMSIdentifying Players & Roles Enhances Focus

Product Champion

Advocate

Supporter

Connector

Mole

Saboteur

Product User

Leads the Charge/Get’s it Done

Positions You With Champion

Use in Low Risk Situation

Introduces to Other Txp. Team Members

Use for Recruitment of Others

Neutralize – Competitor Champion

Use as Account Reference

CHELSEA MARKETING ADVISORS

ORGANIZATIONAL SUCCESS What Can it Look Like?

Drive and Accelerate Revenues Increase Sales Team Productivity - $/Rep Increase Reach/Frequency in Key Accounts Establish Account Breadth and Depth Open New Accounts Grow Existing Accounts Create Account Champions and Advocates Develop Regional and Nationwide Accounts Firm’s Product Family Continually Moves Along

the Account Adoption Process Create Individual Account Usage “Factories”


SALES ORGANIZATIONAL TEAMS

“Teams are Means of Achieving Goals That are Two Big for Any One Individual . . . . and Great Teams are Built Over Time”

Sales Organizations are a Part of and Play on Many Teams Both Internally and Externally



GUIDING PRINCIPLES OF SUCCESSFUL SALES TEAMS & ORGANIZATIONS

Leverage the Energies and Talents of the Members

Embrace Proven Practices and Champion New One’s

Encourage a “Swing the Bat” Mentality Portray Sensible Confidence &

Demonstrate Enthusiasm in All Interactions

ALIGNING THE SALES ORGANIZATIONAL TEAM Drivers for Success

GOOD FUNCTIONING TEAMS SHOULD BE:

Versatile Adaptable Proactive Have Complementary Skill Sets Have a Common and Understood

Purpose/Mission Have Clearly Defined Goals and Objectives Have Unified Approach Roles are Clear


THE SALES ORGANIZATIONAL TEAMHow Should it Function?

Interactive Participation at All Levels Collegial Environment Ongoing and Constructive Communications Decisive, Timely, and Effective Problem Solving Mutual Accountability for Achievement Measurement Against Goals Members Understand Individual and Joint

Responsibilities Willingness to Advance Skill Sets Willingness to Help Other


THE SALES ORGANIZATIONAL TEAMHow Will it Dysfunction?

Goals and Initiatives are Not Prioritized in the Same Way by Members

Members are not Perceived to Support and Routinely Implement the Working Approach of the Team

Members are Not Perceived to Contribute Equivalent Amounts of Work and Effort

Members Focus on the Problems and Not the Solutions


THE SALES ORGANIZATIONAL TEAM Phrases Uttered by Successful Teams !!

“I See and Believe in the Benefit of Doing it This Way”

“I Want to Achieve the End Results That are Expected”

“Achieving the Expected End Results are Worth My Efforts”

“I Believe I can Achieve My Goals and Objectives”

“We Need to Operate With a Sense of Urgency”



WHAT DO SUCCESSFUL SALES TEAMS DO?

Assimilate Into the Right Customer Teams Identify Best Practice Account Approaches &

Share With Colleagues Develop Close Alignment With Internal Company

Groups Consistently Make the Total Customer Call Share Successes – Celebrate Successes! Monitor, Measure, Motivate, and Incentivize

Success


WHAT MANAGEMENT SHOULD EXPECT FROM FIELD SALES PROFESSIONALS

Challenge Yourself, Colleagues, Customers, and Management

Continually Look for Marketplace Opportunities and Seize Them

Consistently and Effectively Make the Total Customer Call

Present, Present, Present The Story Share Successes and Best Practices With the Team Share Lowlights With Management - First Demonstrate an Interest in Professional and Personal

Development Create a Life Balance Between the Profession and You

the Person


WHAT FIELD SALES PROFESSIONALS SHOULD EXPECT FROM MANAGEMENT

Advocate of the Group and Individual Promote Individuality Within the Team Concept Timely, Responsive, and Insightful

Communication Ongoing Coaching and Counseling Encourage/Support New Ideas and Approaches Facilitate Performance and Progress of the Team Provide Professional Developmental

Opportunities Decision Making is a Function of the Situation and

“Stakes”

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Performance Management CycleSeamless Integration

Pre-Call Plan

Customer Visits

Strategic/Tactical

Dialogue

Professional Development Discussions

Agree on Next Steps & Action

Items

Field Trip Assessments

(MCR’s)

Post Call Plan

Ongoing Dialogue & Follow-up


Management Coaching

Plan

Execute

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KEEPING THE ORGANIZATION ON TRACKFIELD SALES OVERSIGHT MUST HAVE A PURPOSE Requires A Multi-Dimensional Approach


Frequency Report/Activity Purpose/Objective/Metric• Daily Sales Orders Monitor/Measure

Sales Rep Communications Monitor/Motivate

• Weekly/ Sales Rep Call In’s Monitor/Motivate Bi-Weekly Sales Reports Monitor/Measure

Flash Reports Monitor/Motivate/Acct. Dev.New Hire Training Monitor/Measure/Motivate

- Mentor Assessment_________________________________________________________________________________________________

• Monthly Teleconferences (and as needed) Monitor/MotivateAssess Rep % to Goal Monitor/Measure

T & E Reports Monitor/Measure Field Visits Monitor/Motivate Account Utilization Report Measure/Monitor/Productivity_________________________________________________________________________________________________

• Quarterly Review Incentive Plan Motivate/Measure/Drive Util.Review Rep % to Goal Measure/Monitor/Drive Util.Sales Rep Training/Development Motivate/Raise Performance BarAccount Utilization Report Measure/Monitor/Productivity/ProfitsBusiness Plan Review Measure/Monitor/Acct. Dev.

_________________________________________________________________________________________________

• Semi – Annual National Sales Meeting Motivate/Drive Util.“Pencil” Performance Appraisals Measure/Raise Performance BarSales Rep Rankings Measure/Productivity

SUMMARY

High Performing Sales Teams Should be Constructed With a Solid Foundation of Core Principals, Beliefs, and Activities

Communicating the “Nuts and Bolts” to the Sales Team Better Ensures Success and Performance Clear Roadmap

The Foundation Presented has Portability Across Many Industries and Markets Served

Ongoing Management Oversight Across Numerous Areas Reinforces Team & Individual Expectations


Constructing a Foundation for Sales Organizational Success

Business

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