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Confidential | ©2015-‐2107 GrowthPlay |1
Who is GrowthPlay
Is a sales effectiveness firm that partners with its clients to drive revenue growth. Our mission is to elevate the act of selling from a transaction to a value-‐added service.
We were formed from five companies—each of them rock stars in their own right. We’re bringing these talents together to deliver our customers a breadth of sales effectiveness offerings tailored to their unique needs and their industry.
We help organizations drive consistent execution of their business strategy at the point of sale through a suite of integrated consulting, training and technology solutions, which elevate sales performance and drive profitable growth.
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Areas We See Challenges
The Buyer The Company
Customer Engagement
Sales Message
Articulating Value& Differentiation
SalesProcess
Qualify, Advancing, andClosing Opportunities
Management Operating Rhythm
Sales Plan
Maximizing Revenue inTerritories & Accounts
SalesTalent
Selecting, On-‐Boarding, andRetaining Top Performers
Field Sales &Support Teams
Inside Sales &Support Teams
SalesManagement
Sales Strategy & Org
Sales Strategy AlignmentConsulting
Aligning Sales Strategyto Business Strategy
Sales OrganizationConsulting
Designing Sales Structure and Sales Roles
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What We Are Hoping Will Happen
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What Typically Happens
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Trends in Sales Organizations Highlight a Problem
In 2014, only 58% of all sellers actually made quota*58%
Sales organizations hire the wrong person for a managerial role 82% of the time**82%
Sales organization turnover in 2014 was 22% with sales organization replacement every four years*22%
81% Sales organizations achieve only 81% of planned revenue*
Effective sales management has been hijacked and is now often more focused on CRM adherence and revenue forecasting
*2015 CSOi Sales Performance Optimization Study** Harter and Beck, HBR 2014
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Hiring and Promoting Incorrectly is Very Expensive
Typically, 20% of the sales organization produces 80% of results (or some version of this paradigm
20%
True “A” players generate up to 10 times the outcome as average performers10
“A” Management teams typically produce 10X+ the results of a “B” team20
Sales professional turnover can cost more than $1,000,000 (for each person)1M
Management turnover costs are exponentially higher (~$15mm+)15M
“Poor Leaders” will cost your system 10% of total people expense10%
Source: Weinfurter. Second Stage Entrepreneurship. Palgrave 2013
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Performance=∫ 𝑬𝒏𝒗𝒊𝒓𝒐𝒏𝒎𝒆𝒏𝒕, 𝑻𝒂𝒍𝒆𝒏𝒕=∫ 𝑬𝒏𝒗𝒊𝒓𝒐𝒏𝒎𝒆𝒏𝒕, 𝑻𝒂𝒍𝒆𝒏𝒕
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Knowledge
Skill
Components of Talent
Values/Mindset
Personality & Intelligence
PerformanceEasier to Change
Harder to Change
Easier to See
Harder to See
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What the heck do I do?
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Begin With the End in Mind
Determine the right sales structure and roles to execute
the business strategy
Identify what attributes contribute to success in each sales role
Create processes and tools to findand hire the right people (Talent)
Determine if the right people are in the right roles
Develop and enable individuals and teams (Tools & Training)
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Align Strategy, Structure & Roles for Maximum Sales Effectiveness
STRATEGYHow well have you identified, prioritized and communicated the Corporate Business Strategy and Growth Objectives for the business? Is the executive team in alignment?
SALES STRUCTUREIs the existing Sales Organization structured in a manner that will support the business in driving
the Business Strategy and helping the company meet and exceed the Growth Objectives?
ROLESWhich selling and sales support roles are necessary in order to engage with customers effectively and drive revenue?
COMPETENCIESWhat are the required competencies an individual needs to possess in
order to function in this role effectively?
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Hiring a Sales Team – Many View the World Like This …
TheHunter
Motivation: New Clients | New Opportunities | New Challenges
Sales Approach: Shortest Path to a Win | Once a deal is complete they immediately move on to the next opportunity
Sales Style: High Energy| Highly Competitive | Strong Willed | Generate High Levels of Excitement and Activity
Company Maturity: Thrive in the early stage where the product or company is not well known. Can also be highly successful in a mature organization provided the proper oversight.
TheFarmer
Motivation: Nurturing Long-‐term Relationships | Finding the Comprehensive Solution
Sales Approach: Consultative | Customer Focused | Develop and then Leverage Trust | Like to get to know all of the Players Personally
Sales Style: Strong Interpersonal Skills | Team Player| Great Follow Up Skills
Sales Impact: Long-‐term Loyalty | Repeat BusinessSales Impact: Immediate
Company Maturity: Ideally suited to a more mature organization where longer sales cycles are required and customer intimacy is key. They will not be a catalyst for short-‐term salesgrowth.
The reality is that getting this right is FAR more nuanced than this simple view.
VS
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Your Roles in the Right Family
SELL
Direct to Consumers
Through a Channel
To Other Businesses
By PhoneIn Person
New Logos
Existing Logos Mix
Consumer Sales
IndirectSales
New Business Development
HybridNBD/AM
More, Smaller
Fewer, Larger
Account Management
Strategic Account Management
Inside SalesInbound
Inside SalesOutbound
Inside SalesHybrid SUPERVISE
Supervise Individual Contributors
Supervise Other Supervisors
First Level Supervisor
Second Level Supervisor
SUPPORT
Direct to Consumers
Through a Channel
Field Sales Engineers
Customer Service Representative
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ThoughtfulResourceful
CuriousAgile
Sense of HumorEmotionally IntelligentExtrovertedAffiliativeDetail OrientedEmpathic
Natural LeaderProblem Solver
CompetitiveAchievement Drive
PersuasiveTrustworthy
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36%Predict sales performance
9%Can’t be measured
55%Don’t impact sales performance
Opinion Can Be Misleading
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Develop and Enable your Sales Team
Recommendation to Improve Capacity:
Talent
Training
Tools
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Predictable Performance
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Five Steps to Predictable Performance
Build a best-‐in-‐class sales force by aligning team capabilities with strategy and structure1
Determine which selling and sales support roles are necessary in order to engage with customers effectively and drive revenue2
Gain insight into the attributes that contribute to selling success for each sales and sales support role3
Implement performance measures that predict sales performance 4
Utilize evidence-‐based data to inform selection, development, training and succession5
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Questions?
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