Increasing sales performance

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

Sales performance loop

Sales Performance

Process

ContentTraining

Systems

- Revisiting value proposition and positioning statement

- Defining generic motivational drivers within the decision making process

- Different needs in different customer segments

- Powerful orchestration of sales calls

- Maximum potential of customization

- Organizational setup and sizing

- Planning, monitoring & controlling

- Incentive scheme

- IT-systems and tools

- Perfect alignment of all elements, ensuring optimum result

- Analysis of Customer needs and decision making processes

- Documentation of current sales processes (as-is)

- Analysis of sales targets and sales funnel

Design of- Sales processes (to-be)- X-selling paths- Interfaces (systems/tools)

- Assessing training requirements

- Planning procedure- Skills- Attitudes

- Monitoring and Evaluation concept

- Company AND team specific training and coaching program

1. Process dimension

Process

Sales Targets

Sales Process(es) (As Is)

Sales Funnel

Competition

Basic Segment Needs

(Product/Service)

Customer Expectations

(Sales)

X-Selling „Paths“

Sales Processes (To Be)

Interface to Systems/Tools

(e.g. CRM)

AnalysisInput Design

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

Acknowledge painDefine needs

Search for solutionsRationalize options

Select best choice

Identify

Position

Define

Propose

Negotiate

Sales Process

Buyer’s Activities

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

2. Content dimension

Content

DesignInput

Positioning and features of own Product/Service

Basic Segment Needs

(Product/Service)

Generic driving motives in the

decision process

Formats for interaction and presentation

Sales Arguments

Sets of arguments for different combinations of

•Segment

•Predominant motive

• Differentiating• Activating and

memorable• In line with

overall positioning

- Sales material- Presentation

media- Additional

elements

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

Individual orchestration of sales calls (example)

Visualizing the prospects’ demand and setup in a joint activity

Identification of predominant motives

Selecting the presentation variant according to motive

3. Training dimension

Sales Training

Attitudes

Skills

• Training Tasks• Clear Goals• Methodology• Plannable Input-

Output Relation

Predictable Outcomes

• Change • Clear Directions• Processes• Time

Uncertain Outcomes

PlanningNeeds Analysis

Training Program

Implementation

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

Target Group

Specifc Stake

Holders

Specifc Stake

Holders

Customers Company

Training Score Card

TrainingScoreCard within the HR resource development system

HR-department data

- Employment and career history

- Track record (e.g. appraisals, performance records)

- AC results- Test results- Career Plans- Succession Systems

Extracts from Corporate Strategy

- Mission Statement- Corporate Values- Medium-long term strategy (e.g. expansion goals, optimization plans)

- Balanced Score Card

TSC ProcessQuestionnaires for all

relevant Stake Holders

Skills?Competences?Attitudes?

Short Term Needs?Medium-Long term needs?

Job Specifics?

Core Competences Model

Business

&

Functional Competences

Behaviour / Skills Related

&

People Management Competences

Business

&

Functional Competences

Behaviour / Skills Related

&

People Management Competences

TrainingScoreCard within the HR resource development system

TSC ProcessDevelopment and

Training Goals

Development areasPrioritiesSpecific goalsIndicatorsMonitoring system

Program Planning

Aggregation of individual needsDefining and selecting appropriate development activitiesScheduling

Individual Development Plans

- Training activities- Other development activities (e.g. job rotations, shadowing)

Aggregate Development Plans

- Yearly training program- Mid-term training program- Development budget planning

- Input for career and succession planning systems

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 generation with winning telemarketing strategies

• Sales and sales support with relevant inside sales activities

4. System dimension

Systems

Corporate Strategy

Channel Structure

Sales Processes

Competition

Customer base

IT architecture

Organizational setup and sizing

Planning, monitoring and

controlling

Incentive and remuneration

scheme

AnalysisInput Design

Systems/Tools (e.g. CRM)