Pursuit of World-Class Performance (Miller Heiman)

download Pursuit of World-Class Performance (Miller Heiman)

If you can't read please download the document

  • date post

    23-Aug-2014
  • Category

    Sales

  • view

    1.058
  • download

    5

Embed Size (px)

description

Watch this presentation for an analysis of the 2014 Miller Heiman Sales Best Practice Study and highlight the strategic issues facing sales leaders. Learn the three core behaviors and 12 sales activities that drive world-class sales performance.

Transcript of Pursuit of World-Class Performance (Miller Heiman)

  • Joe Galvin Chief Research Officer Tamara Schenk Research Director
  • Copyright 2014 Miller Heiman, Inc. All Rights Reserved. THE PURSUIT OF WORLD-CLASS PERFORMANCE 2014 Miller Heiman Sales Best Practices Study
  • Copyright 2014 Miller Heiman, Inc. All Rights Reserved. Original Rules of Basketball. Dr. James Naismith January 15, 1892 13. The side making the most points in that time is declared the winner
  • Copyright 2014 Miller Heiman, Inc. All Rights Reserved. Playing Field Account, Territory, Market Opponents Competitors Strategy How to Win Rules Expense Comp Plan
  • Copyright 2014 Miller Heiman, Inc. All Rights Reserved. Number of Qualified Opportunities New Account Acquisition Average Account Billing YOY Existing Customer Growth Quota Achievement Forecast Accuracy RevenueRevenue
  • Copyright 2014 Miller Heiman, Inc. All Rights Reserved. Performance 2013 Performance GAP Customer Core Collaborative Culture Calibrated Success
  • Copyright 2014 Miller Heiman, Inc. All Rights Reserved. RevenueRevenue Number of Qualified Opportunities New Account Acquisition Average Account Billing YOY Existing Customer Growth Quota Achievement Forecast Accuracy 2014: +22%
  • Copyright 2014 Miller Heiman, Inc. All Rights Reserved. Customer Core Provide Perspective BehaviorsBehaviors Collaborative Culture Conscious Collaboration Calibrated Success Performance Accountability
  • Copyright 2014 Miller Heiman, Inc. All Rights Reserved. The Pursuit of Performance Miller Heiman Sales System 2014 Miller Heiman Sales Best Practices Study 3 Behaviors of World-Class Sales Performance 6 Elements of the Sales System 12 Behaviors That Impact Performance Joe Galvin Chief Research Officer Miller Heiman Research Institute @joegalvin http://www.linkedin.com/in/joegalvin32 Tamara Schenk Research Director Miller Heiman Research Institute @tamaraschenk http://www.linkedin.com/in/tamaraschenk
  • Copyright 2014 Miller Heiman, Inc. All Rights Reserved.
  • Copyright 2014 Miller Heiman, Inc. All Rights Reserved. Worlds largest ongoing study of complex, business-to-business selling and sales management practices More than 30,000 participants over last 11 years. Not exclusive to Miller Heiman clients or alumni. All Respondents filtered to reflect complex sale; 3+ decision makers. Study includes 3 sections: Demographics, Behaviors and Metrics. Analysis defines key behaviors leveraged to drive sales performance.
  • Copyright Miller Heiman, Inc. All Rights Reserved. N=1,155
  • Copyright 2014 Miller Heiman, Inc. All Rights Reserved. CRITICAL SALES ACTIVITIES Analysis elevates activities most linked to sales performance Identify respondents that collectively and consistently execute these 12 behaviors Designate this sub-segment as world-class population VALIDATE WITH SALES METRICS Number of Qualified Opportunities New Account Acquisition Average Account Billing YOY Existing Customer Growth Quota Achievement Forecast Accuracy WORLD CLASS Small percentage of respondent base, 8.5% in 2014 Outperforms All Respondents on metrics measured by 22%
  • Copyright 2014 Miller Heiman, Inc. All Rights Reserved. Customer Core Provide Perspective BehaviorsBehaviors Collaborative Culture Conscious Collaboration Calibrated Success Performance Accountability
  • Copyright 2014 Miller Heiman, Inc. All Rights Reserved. Organizationa l Attribute Individual Behavior Cultural Component Calibrated Success Performance Accountability What do we measure, recognize and reward? Customer Core Provide Perspective How do we connect and engage with our customers? Collaborative Culture Conscious Collaboration How do we work together?
  • Copyright Miller Heiman, Inc. All Rights Reserved. Organizationa l Attribute Individual Behavior Cultural Component Customer Core Provide Perspective How do we connect and engage with our customers? We clearly understand our customers issues before we propose a solution. 4-year average 2014 93 % 48%
  • Copyright 2014 Miller Heiman, Inc. All Rights Reserved. Experience Sales Experience Knowledge Miller Heiman Research Institute Research Note: Providing Perspectives Provide a Perspective How YOU will achieve success Experience Knowledge Context Decision Dynamic Customers Give a Pitch What we sell to YOU 1:All Capabilities PP Deliver a Presentation What we sell to people like YOU 1:Many Capabilities Market/ Role
  • Copyright Miller Heiman, Inc. All Rights Reserved. Organizationa l Attribute Individual Behavior Cultural Component Collaborative Culture Conscious Collaboration How do we work together? Our organization collaborates across all departments to pursue large deals. 2014 91 % 53% 4-year average
  • Copyright 2014 Miller Heiman, Inc. All Rights Reserved. Sales CommunityShared Intelligence Best Practices Sales Professional Sales Managers, Executives, Subject Matter Experts, Specialists MessagesMessages KnowledgeKnowledgeStrategyStrategy Account Plan Opportunity Plan Sales Call Objective Common Language Account Plan Opportunity Plan Sales Call Objective Common Language Synchronized Selling Internal Intelligence Competitive Intel Feature/Function Product Roadmap Pricing Competitive Intel Feature/Function Product Roadmap Pricing Customer Communications Customer Concept Value Proposition Market Position Corporate Vision Customer Concept Value Proposition Market Position Corporate Vision Customer Miller Heiman Research Institute Research Note: Sales Collaboration: Defining Attribute of World Class
  • Copyright Miller Heiman, Inc. All Rights Reserved. Calibrated Success Performance Accountability What do we measure, recognize and reward? Organizationa l Attribute Individual Behavior Cultural Component Our sales performance metrics are aligned with our business objectives. 2014 93 % 48% 4-year average
  • Copyright Miller Heiman, Inc. All Rights Reserved. Sales ProfessionalSales Rep Personal ProfessionalismPersonal ProfessionalismNext JobNext Job Promotion Career PerformancePerformancePerceptionPerception Excuses Results CustomersCustomersCompensationCompensation Commission Customer Success TeamTeamIndependenceIndependence Figure It Out Proven Process mmmRew ard m Reward Measure, Recognize and Reward Miller Heiman Research Institute Research Note: Performance Accountability: World-Class Sales Behavior Accountability
  • Copyright 2014 Miller Heiman, Inc. All Rights Reserved. Customer Management Business Management
  • Copyright 2014 Miller Heiman, Inc. All Rights Reserved. Social Selling Knowledge Advantage Customer Community Multiple Customer Models Enabling Customer Context Forecast Accuracy & Funnel Confidence
  • Copyright 2014 Miller Heiman, Inc. All Rights Reserved. 23% 71% 0% 100% All Respondents World Class Our sales team consistently relies on our knowledge management system as the single source for collateral and information. Conscious Collaboration We are highly confident in our sales force's ability to communicate value messages to customers and prospects. Provide Perspectives 44% 88% 0% 100% All Respondents World Class
  • Copyright 2014 Miller Heiman, Inc. All Rights Reserved. CHANGE THINKING TO GET TO THE NEXT LEVEL "We cannot solve our problems with the same thinking we used when we created them." Albert Einstein [1879 1955]
  • Copyright 2014 Miller Heiman, Inc. All Rights Reserved. SALES ENABLEMENT MISSING ELEMENTS Situation Consequences Front Line Sales Managers FSMs ignored Coaching disconnected Customer Core Internally focused alignment activities Customer focus lost Product pitches Sales Operations Sales operations missing Ops & Enablm. disconnected Integrated Services Content & training siloed Product focus Sales frustration Waste of resources
  • Copyright 2014 Miller Heiman, Inc. All Rights Reserved. SALES ENABLEMENT MISSING ELEMENTS Situation Consequences Front Line Sales Managers FSMs ignored Coaching disconnected Customer Core Internally focused alignment activities Customer focus lost Product pitches Sales Operations Sales operations missing Ops & Enablm. disconnected Integrated Services Content & training siloed Product focus Sales frustration Waste of resources Execution Gap
  • Copyright 2014 Miller Heiman, Inc. A