sales acceleration - commercial excellence forum: october 2015
TRANSCRIPT
Sales Acceleration through sales leadership
Commercial Excellence Forum, October 2nd
2
Commercial Excellence Forum 2016
Planned Meetings in 2016
January 29th 2016
World Class Key Account Management
April 29th, 2016
Option 1: TBD based on survey
September 30th, 2016
Option 2: TBD based on survey
Revenue growth through sales leadership
Hellerup, 2 October 2015
ComEx Forum
4
Limited but
sustainable impact
No impact
Significant &
sustainable impact
Unstainable Impact
SA
LE
S L
EA
DE
RS
HIP
÷
+
SALES EXECUTION TOOLS ÷ +
What are the characteristics of excellent sales leadership?
What are the main struggles of a sales manager?
6
Classic challenges in B2B sales execution
WHAT BUYING PROCESS?
AUTONOMOUS SALES
APPROACH
SALES
EXECUTE!
LEADERS MANAGE PRODUCT
PUSH
IT IS EASY – JUST GO
DO! ”RECIEVERS END”
FRUSTRATION
7
4 KPIs are driving revenue growth
NEW
REVENUE
GROWTH
Win-rate # of sales
opportunities
Average deal
size
Average sales
cycle length
8
Small improvements – major results
5%
10%
5%
5%
New
Revenue
Growth
# of sales opportunities
Win-rate
Average deal size
Sales cycle length
• 100 sales opportunities
• 10% win-rate
• € 150.000 average deal size
• 6-months sales cycle
Annual revenue = € 3.000.000
Before
• 105 sales opportunities (+5%)
• 11% win-rate (+10%)
• € 157.500 average deal size
(+5%)
• 5,7-months sales cycle (-5%)
Annual revenue = € 3.829.737
After 28%
9
Key levers to influence KPIs
• SALES APPROACH
• CUSTOMER PRIORITIZATION
• UP- AND CROSS SELLING
• VALUE PROPOSITION
• PRICING POLICIES
New
Revenue
Growth
# of sales opportunities
Win-rate
Average deal size
Sales cycle length
• LEAD GENERATION
• MESSAGES
• FACE TIME
10
The different roles of a sales manager
SALES MANAGER
Performance
Manager
Sales mentor
Sales coach Change agent
11
Source: Corporate Executive Board
Sales coaching is a key role
• 42% of sales managers effectiveness is
related to coaching
• Sales rep goal attainment is 19% higher
with top coaches
• Sales reps of top coaches are much more
inclined to stay with the company
• Already 2-3 hours of coaching per rep
per month increases coaching
effectiveness significantly
12
Sales managers are rarely the coaches they think they are
0 100
SOURCE: SURVEY CONDUCTED AT A FORTUNE 500 COMPANY BY SCOTT EDINGER
79th
38th
Coaching ability percentile
Where sales reps rank them
Where sales managers rank themselves
13
It´s about changing conversations
WHY DID YOU LOOSE? HOW CAN WE WIN?
DID YOU REACH YOUR TARGET? HOW CAN WE REACH THE TARGET?
HOW DID THE MEETING GO? HOW CAN WE BEST USE THE MEETING?
HOW CAN WE IMPROVE BALANCE? WHAT WILL YOU CLOSE THIS MONTH?
14
Three types of sales coaching
DEAL
COACHING
SKILLS
COACHING
PIPELINE
COACHING
15
Learnings from sales leadership transformations
7.
Visual
performance
management
2.
Let sales
managers
drive
5.
Focus on
opportunities
4.
Co-create final
design
6.
Few core tools
3.
Create valid
pipeline
1.
Visible
leadership
from day 1
7 key
learnings from
sales leadership
transformations
16
Sales Leadership and Acceleration in TNT
• Mature market
• Commoditized
services
• Sales managers
internally focused
• 13 operating units
• 250 sales managers
• 3500sales reps
• 135 citys
• Change in the way
they led sales
• Owned by sales
leadership
• Kick-off in Ronda,
Spain
Change with Impact.
Hugo Koppelaars
At the time: Director Sales TNT Germany
Today: Managing Partner BusinessAcceleration
Commercial Excellence Forum, Copenhagen, October 2nd, 2015
6. Conclusion and reflection
This presentation is about a remarkable sales acceleration process at TNT
1. Introducing TNT and me
2. Where was TNT?
3. What about Germany?
5. Making it work
4. The vision
22
This is a story from TNT, a 7 billion Euro global Express company
23
TNT the People Network ... 24
In my 20 years at TNT, I have spent 15 in Sales Management, the last two years as Sales Director for TNT Germany
25
6. Conclusion and reflection
This presentation is about a remarkable sales acceleration process at TNT
1. TNT is a 7 bln € global Express company
2. Where was TNT?
3. What about Germany?
5. Making it work
4. The vision
26 26
TNT was going through many changes in management/strategy and was in a challenging situation
27
Today May 2011
6. Conclusion and reflection
This presentation is about a remarkable sales acceleration process at TNT
1. TNT is a 7 bln € global Express company
2. In 2014 TNT had seen several changes in top management and strategy
3. What about Germany?
5. Making it work
4. The vision
28
In Germany I found (2013) a mature decentralised sales organisation that was ‘mistreated’ and not performing
29
In 2013 we were forced to reorganise the entire sales organisation to reduce FTEs and replace the matrix structure
30
Germany was in a roller coaster …
31
6. Conclusion and reflection
This presentation is about a remarkable sales acceleration process at TNT
1. TNT is a 7 bln € global Express company
2. In 2014 TNT had seen several changes in top management and strategy
5. Making it work
4. The vision
32
3. TNT Germany was looking for growth after a large reorganisation
In 2014 the Head Office started launching several Outlook initiatives and the central Sales team had to follow
33
The Implement approach was based on broad sales leadership involvement in the creation of the program …
34
… it focused on six levers to accelerate growth
35
Key Takeaways: • Focus on Sales
leadership to drive change and performance
• Leaders must become coaches
• Sales executives must become challengers
• Sales approach must be deal focused
6. Conclusion and reflection
This presentation is about a remarkable sales acceleration process at TNT
1. TNT is a 7 bln € global Express company
2. In 2014 TNT had seen several changes in top management and strategy
5. Making it work
36
3. TNT Germany was looking for growth after a large reorganisation
4. Implement helped us shape a sound sales approach and implementation plan
The roll-out in September 2014 involved all of global sales management in a very special and intense way
37
Changing the physical environment and the meeting structure (cadence) was key to drive change
38
At Launch we got sales management hooked, but there was still a lot to do
39
Implement (Lena) did two waves of follow-up, coaching and reviewing our sales leaders
40
Two weeks after the launch we organised a road show and visited 14 teams to ensure that everyone understood what we wanted and could ask questions
41
This presentation is about a remarkable sales acceleration process at TNT
1. TNT is a 7 bln € global Express company
3. TNT Germany was looking for growth after a large reorganisation
5. The implementation was both fast and thorough
4. Implement helped us shape a sound sales approach and implementation plan
42
6. Reflect and next steps
2. In 2014 TNT had seen several changes in in top management and strategy
6. Conclusion and reflection
This presentation is about a remarkable sales acceleration process at TNT
1. TNT is a 7 bln € global Express company
2. In 2014 TNT had seen several changes in top management and strategy
43
3. TNT Germany was looking for growth after a large reorganisation
4. Implement helped us shape a sound sales approach and implementation plan
5. The implementation was both fast and thorough
This big change process was successful thanks to five key ingredients
44
Copenhagen picture
1. Broad leadership involvement in the design of the program (content and planning)
2. Clear view on how to sell more successfully
3. Big launch event with all of sales leadership
4. A lot of after launch support (coaching, review & communication) for several months
5. Road show by the two responsible Sales Directors
At the top sales management changed and CTWWS was deprioritised, productivity became priority 1 again …
45
… however, in Germany (and other countries) the program continued and the results finally followed (as expected)
46
How are the growth figures looking in Q2 2014 vs Q2 2015 in your country (KAM)?
+1.8
How are the growth figures looking in Q2 2014 vs Q2 2015 in your country (TSM)?
+3.7 Looking back, what could have been done differently to even create more sustainable impact with CTWWS?
KAM: ? / TSM: More training
On a scale form 1-5 how much would you say you sales management practices have improved in your country as a result of CTWWS? (5 is high)
4
This presentation is about a remarkable sales acceleration process at TNT
1. TNT is a 7 bln € global Express company
2. In 2014 TNT had seen several changes in top management and strategy
47
3. TNT Germany was looking for growth after a large reorganisation
4. Implement helped us shape a sound sales approach and implementation plan
5. The implementation was both fast and thorough
6. The program delivered good results, despite poor follow through after 4 months
I left TNT in August to help other companies accelerate their results …
The “win-room” as the ritual for change
Hellerup, 2 October 2015
ComEx Forum
50
Win rooms create a frame for structured conversations around how to close
performance gaps, build strong pipelines and win more opportunities
What is going on in a win room?
• Physically meet with the whole sales team
and 1:1 on a regular basis to discuss pipeline
and opportunities
• Motivate and help each other to create
strong pipelines and win more business
• Fruitful coaching sessions that are well
prepare and followed-up upon
• Concrete actions are agreed and
documented
• Brainstorming and strategizing on how to
build pipeline and win projects
51
Core elements in using a win-room
Establish must-win opportunity pipeline
Focussed 1:1 coaching sessions Impact measurement & follow-up
Opportunity coaching tool and win-plan
52
A win room have three working walls consisting of visual
performance boards and working tools
OPPORTUNITY WALL PIPELINE WALL MUST WIN WALL
• Number of prioritised must-win deals
for each sales rep placed at different
stages
• On the board are cards containing
information about the opportunity
• Cards are moved forward as the
project progresses and be taken onto
the Opportunity Radar for coaching
sessions
• Coaching tool for driving
conversations around opportunities.
• 4 dimensions on the radar. (1) Pain
and need, (2) Decision maker (3)
Value proposition and (4) Customer
Alignment.
• Opportunity to be assessed based on
objective criteria and win-plan is
created
• Updated by sales rep bi-weekly
• Tracks progress and distribution of
leads and projects
• Value and number of lead and
projects are captured in the different
phases
• Board show the aggregated value
and number for each sales rep
53
Win room as approach in your own organization
In your groups, please discuss;
What needs to be true in order for your organization to run inspiring, engaging
and constructive ”win-room” sessions?
How to overcome the obstacles related to implementation?
Change with Impact.