Published on November 25, 2008
How Sales Teams Succeed Brian Lambert b ASTD http://www.salestrainingdrivers.org
Agenda • Today s Business Challenge Today’s Business Challenge • Evolution of Selling • Role of Workplace Learning & Performance l f k l i & f • Helping Your Sales Team Succeed
The Economist, January 2008
“Nothing happens in BUSINESS until somebody til b d sells something” g … so go sell something … or help someone sell something ll h
Today’s Business Challenges Today s • Economic Issues Economic Issues – Increase the need for • Effectiveness • Efficiency – Everyone needs/wants better information Everyone needs/wants better information • According to IBM, by 2010 the amount of digital information on earth will double every 11 hours • Current amount of digital information equals 45 GB of data for every person on earth
People agenda - CEOs’ priority list Percentage who strongly agree: • The people agenda is one of my top priorities: 58% • My leadership team has the capability and confidence to lead significant change: 29% confidence to lead significant change: 29% • My time is best spent on the people agenda: 22% Source: PricewaterhouseCoopers 11th Annual Global CEO Survey, 2008
CEO’s Top Innovation Challenges Challenges to improving the company s innovation performance company’s “of greatest Rank Description concern concern” 1 Acquiring/developing the right talent 31.0% 2 Improving customer relationships 28.4% 3 Visible commitment from top leaders 24.3% 4 Brand recognition 23.3% 5 Establishing/promoting an innovation culture Establishing/promoting an innovation culture 22.0% 6 Increasing market share through new products/services 20.0% 7 Knowledge transfer among employees 16.9% 8 I i i i l Improvement in original products/processes d / 15.5% 15 5% 9 Completely new products/services 14.2% 10 Strategic mergers and acquisitions 13.9% Source: Conference Board’s CEO Challenge 2007: Top 10 Challenges N=769
How Has the Sales Organization Evolved? http://www.salestrainingdrivers.org
Evolution of the Sales Process Yesterday Today (li ) (linear) ( l ) (non‐linear) Prospecting Customer Retention Pre‐approach Pre approach Database/Knowledge mgt Database/Knowledge mgt Approach Relationship Selling Presentation Marketing Overcoming Objections Problem Solving Closing Adding Value Following‐up Relationship Maintenance Adapted from: W.C. Moncrief, G.W. Marshall / Industrial Marketing Management 34 (2005) 13–22
Changing Expectations... g g p 1. Take more responsibility • Make the right decisions for our business 2 U d t d and relate to our business 2. Understand d l t t b i • Understand our industry and our team 3. Be more professional • Take responsibility and show accountability 10
Changing Expectations... 4. Listen More • Articulate the value 5. Be Productive • Set appropriate expectations • Gather and share real insight with us
Evolution of Sales Focus Th Ti The Time Period P i d E Era of… f With a Focus On… With F O Late 1800’s ‐1920 Sales Science The transaction itself 1920 – 1945 Sales Process Facilitating transactions 1945 – 1985 Sales Relationship The transaction decision 1985 – 2005 Sales Technology All transaction steps 2005 – ?? Sales Competency The buying experience Source: Is Your Sales Training Stuck in the 1890’s, T+D , April 2008
How Have Sales Team Members Coped? http://www.salestrainingdrivers.org
5 Biggest Mistakes Salespeople Make k • Not following sound selling processes • Not honing and building essential skills g g • Not maintaining proper focus • Not building and displaying confidence Not building and displaying confidence • Not growing into a good leader Source: AMI survey, 5 Biggest Challenges facing Sales VPs in 2600 organizations, 2005
Trends in WLP Leadership Development Business Talent Skills Management Better Senior Organizational Leadership Investments Execution Engagement Sell something? thi ? 15
The Sales Rep-to-Manager Disconnect i Sales Manager Sales Manager Salesperson Says: Salesperson Says: Says: Thinks: “Do you think the customer “Why did you leave without ? Wh t will buy from us? What are ill b f “I d ’t k ” “I don’t know.” at least scheduling a at least scheduling a the next steps?” follow‐up call?” “It may be the last sale you “You pushed the buyer You pushed the buyer get with this customer. get with this customer “I closed the deal, didn’t I?” pretty hard.” What happened to building relationships?” “The profits from these “I was in the area and they accounts “I noticed that 20% of your don’t even pay for like to see me, so I call on calls were on C accounts.” them when I can.” the calls. You need to target better. to target better”
The Sales Trainer-to-Sales Manager Disconnect Di t Sales Manager Sales Manager Sales Trainer Says: Sales Trainer Says: Says: Thinks: “Do you have anything that “How would you define and will help our sales reps with ill h l l ith measure ‘activity’ in this ‘ ti it ’ i thi “Uh‐oh” “Uh h” activity management case?” “I need to get some training “We’ll have to start with a We ll have to start with a “Maybe I will just out‐ Maybe I will just out for our reps that helps them proper needs analysis” source this” build relationships.” “Most of our budget is tied “We need to focus on We need to focus on up in leadership up in leadership “I will run the training account planning and development training, but I myself” territory management” will see what I can do…how soon do you need it?”
The Sales Profession Competency Model The definition of world‐class The definition of world‐ selling ll
Sales Competency Model Advisory Panel Representation 19
Administrator Analyst Consultant Developer Manager Strategist Sales Roles Creating and Closing Opportunities Protecting Accounts Defining and Positioning Solutions Supporting Indirect Selling Setting Sales Strategy Setting Sales Strategy Managing within the Sales Ecosystem Developing Sales Force Capability Delivering Sales Training Coaching for Sales Results Building Sales Infrastructure Designing Compensation D i i C i Maintaining Accounts Recruiting Sales Talent Sales Areas of Expertise Partnering Insight Solution Effectiveness • Spanning Boundaries • Analyzing Organizational Capacity • Facilitating Change • Building Business Skills • Communicating Effectively • Understanding Business Context • Formalizing Agreements • Solving Problems • Aligning to Customers • Evaluating Customer Experiences • Resolving Issues • Embracing Diversity • Setting Expectations • Gathering Intelligence • Managing Projects • Making Ethical Decisions • Negotiating Positions • Prioritizing Stakeholder Needs • Leveraging Success • Managing Knowledge • B ildi R l i hi Building Relationships • Identifying Options Identifying Options • Articulating Value Articulating Value • Using Technology Using Technology • Building a Business Case • Accelerating Learning •Executing Plans • Maximizing Personal Time • Aligning to the Sales Process Foundation Competencies
Thank You! Brian Lambert Brian Lambert Director, ASTD Sales Training and Sales Training Driver g O: 703‐683‐8100 F: 703 894 2784 F: 703‐894‐2784 E: firstname.lastname@example.org http://www.salestrainingdrivers.org
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