Sales Management: Assessing your team

Are you ready to be world Class?

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The Situation• $1B+ Technology firm faces:– Low quota attainment– Anemic sales pipelines– Abnormally low turnover in Sales

Management• VP Sales wants:– Sales Management assessment with go

forward plan to increase quota attainment and pipeline worldwide

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What Did Not Work• Leveraged external recruiters to source

better sales management talent• Increased sales management training to

3 weeks per year

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What Did Work• Performed a Sales Management

assessment to identify root cause• Produced a plan to address root cause • Established quarterly audits

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Sales Management Assessment• Discovery• Data analysis• Interviews• Field observations• Surveys• Procedure reviews

• Benchmark• Select relevant metrics• Compare to industry peers• Score on sales management maturity model

• Recommendations

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Sales Management Maturity ModelMaturity

& Efficiency

Risk & Waste

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Survey Extract - ChallengesQ1-2. What are the top 3 things that interfere with your performance as a sales manager?

0%

5%

10%

15%

20%

25%

30% Key Messages• Internal processes, complexity and

reporting consume valuable coaching time.

• Streamlining processes will improve productivity

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Survey Extract – Field Time Q1-5. On average, how many meetings do you attend each week with the Decision Maker of a Customer/Prospect?

Key Messages• Customers are a

low manager priority compared to time devoted to forecasting and reporting

• 52% of of all Sales Managers attend 1.5 Field Rides with a Sales Rep per week

• Not enough opportunity to observe sales Reps

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Span of Control - Reps Managed

Key MessageSpan of Control impedes management effectiveness

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Interview Summary1. No consistent method for developing managers

• Every Director uses their own methods• No consistent use of our internal resources• Some prefer external training resources, but budget is a problem• Monthly Staff Meetings and One on Ones with Mgrs.

2. No sales manager onboarding program• Manager skills training used as a substitute• Directors provide little support or help during process

3. Value vs. Volume• Product portfolio includes transactional and complex sale type products• One size does not fit all

4. Conflicting priorities across product teams and geo teams5. Directors do not recognize the strain on their managers

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BenchmarksBiggest Gaps to World Class of the Metrics Benchmarked:

• Lack of sales process discipline results in conflicting metrics (Win/Loss Ratio of 86% conflicts with Pipeline/Quota Ratio of 1.7 and Quota Attainment of 32%)

• Ramp Failure Rate of 59% points to poor onboarding and role corruption• Turnover Rate of 9% indicates poor performers do not leave• Selling time allocation of 46%; Admin requirements reduce selling time

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Recommendations

Finding Importance1. Sales Manager Acceleration #1 Priority 2. Sales Leadership Coaching #2 Priority3. Basic Sales Skills Training 4. Adv. Sales Mgmt. Skills Training #4 Priority5. Inward-out View Cultural change required6. Span of Control Complex org. changes required7. Flaws in Matrix Structure Complex org. changes required8. Need for Hunter Reps #3 Priority9. Lack of Sales Mgmt Tools Customized for each team

10. Sales Process and CRM Gap System changes required11. Misaligned Quota Setting #5 Priority

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The ResultMetric Before AfterManagement Turnover *

9% 11%

Pipeline to Quota Ratio

1.7 3.2

Quota Attainment 32% 58%

* NOTE: Assessment identified poorly performing managers

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Learn More

Contact us to hear the rest of the story...

Email - info@salesbenchmarkindex.com

Phone - 1-888-556-7338

Web: http://www.salesbenchmarkindex.com/