Chuck  Ellison  -­‐  Snapshot  

•  Deputy  Chairman,  NewSat  Ltd  •  SVP  Sales  &  Marke@ng,  ON24  •  SVP  Sales  &  Marke@ng,  Camstar  •  EVP  Sales  &  Marke@ng,  Asymetrix  •  EVP  Sales  &  Marke@ng,  Gupta  Technologies  •  VP  Sales,  Ashton-­‐Tate  •  Na@onal  Manager,  GEMM,  MicrosoI  •  Federal  Branch  Manager,  Canon,  USA  

 

Topics  

•  Sales  Leadership  •  Managing  Your  Sales  Manager  •  Measuring  Ac@vi@es  •  Rewarding  Results  •  Anything  else?    

Sales  Leadership  Sales  Managers  bring  the  rest  of  the  team  to  their  level…good  or  bad  

VS  

Sales  Leadership  -­‐  Hiring  •  Clarify  the  role  with  a  precise  descrip@on,  including  KPI’s  

•  Research  and  prepare  for  the  interview    •  2  degrees  of  separa@on  on  reference  check  •  Don’t  promote  •  Don’t  under-­‐invest  in  this  hire  •  Look  for  a  strong  bias  toward  problem-­‐solving  and  test  problem  solving  skills  

 

Or  Make  it  Easy  and  Hire  This  Mouse  

Managing  Your  Sales  Manager  

•  Don’t  focus  on  results  –  focus  on  the  ac@vi@es  that  produce  results  

•  Establish  and  maintain  a  formal  mee@ng  structure  and  schedule  for  sales  reviews  

•  Review  KPI’s  and  update  them,  as  needed  •  Ground  the  conversa@on  mainly  on  data  pulled  from  the  CRM  system,  limit  anecdotes  

•  Pipeline,  pipeline,  pipeline…  

Previous  slide  notwithstanding,  don’t  accept  excuses  –  missed  sales  targets  require  an  appropriate  response  

Managing  Your  Sales  Manager  –  Danger  Signs  

•  Blame  cas@ng  •  Product  •  People  •  Marke@ng  

•  Broken  commitments  •  Missed  mee@ngs  •  Late  reports  

•  Poorly  trained  staff  •  Product,  Pricing,  Procedures,  etc.  

•  Low  ac@vity  level  

sf.com  -­‐  what  you  think  you’re  ge\ng    

sf.com  –  what  you’re  actually  ge\ng  

sf.com  •  Complete  a  business  review  to  determine  which  features/func@ons  are  relevant  –  Input  from  key  stakeholders  –  Clarify  and  priori@ze  KPI’s  –  Iden@fy  current  pain  points  – Define  sales  funnel  workflow  

•  Roles  •  Ac@vi@es  •  Documents  

•  Quickly  complete  implementa@on  based  on  the  results  of  the  business  review  

Measuring  

•  Define  a  measurable  sales  process  that  fits  your  business  in  your  CRM  System  

1.  Legi@mate  need  confirmed  2.  Decision  making  process                    defined  3.  Budget  available  4.  Inten@on  to  purchase            within  120  days  confirmed  

Measuring  

•  Define  minimum  selling  ac@vi@es  for  each  stage  in  your  CRM  System  

1.  Send  mee@ng  summary  2.  Schedule  presenta@on  3.  Twice  weekly  contact  4.  Send  press  release  sent  5.  Send  case  study  

Measuring  

•  Define  maximum  @me  for  each  stage  in  your  CRM  System  

 14  Days  

15  Days  

30  Days  

20  Days  

30  Days  

Execu@ve  Dashboard  

Execu@ve  Dashboard  

Execu@ve  Dashboard  

•  Sugges@ons  – Aging  by  account,  by  stage  – Ac@vity  report  by  stage,  by  account  – Ac@vity  report  by  rep,  by  team  total    – Pipeline  growth  –  net  of  losses  and  wins  – Excep@on  reports  by  rep  – Loss  report  – Win  report  

Rewarding  Results  

•  Pay  on  receipts  •  No  cap  commission  plan  •  Accelerate  over  quota  commissions  – Only  against  the  annual  quota  

•  Discre@onary  rewards  build  morale  – Dinner  for  two  – Theatre  @ckets  – Green  fees  – Spa  day  

•  Anything  else?  – Ques@ons?  Comments?  Cri@cisms?