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Winning Sales Organisations_Rob Hartnett

Winning Sales Organisations_Rob Hartnett

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Published by Rob Hartnett
What makes a winning sales organisation? There are some key differences between organisations that consistently win business and grow their accounts versus those that experience the sales rollercoaster. This article by Sales Performance Specialist Rob Hartnett from www.businessperformance.com.au is based on Miller Heiman's 2008 research and describes in easy to understand language what makes a winning sales organisation.
What makes a winning sales organisation? There are some key differences between organisations that consistently win business and grow their accounts versus those that experience the sales rollercoaster. This article by Sales Performance Specialist Rob Hartnett from www.businessperformance.com.au is based on Miller Heiman's 2008 research and describes in easy to understand language what makes a winning sales organisation.

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Published by: Rob Hartnett on Apr 14, 2009
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www.businessperformance.com.au www.robhartnett.com1
Secrets ofWinning SalesOrgaisations
What are the habits of Winning Sales Organisations and how can you acquire them 
Rob Hartnett
www.businessperformance.com.auwww.robhartnett.com
 
www.businessperformance.com.au www.robhartnett.com2
Every year for the past five years, Miller Heiman a leading salesperformance company has surveyed sales professionals – executives, leaders and representatives – to better understand whatdifferentiates the most effective sales organisations.This global study contains the input of more than 17,000 participantsto date and is considered the world’s largest ongoing study ofcomplex, business-to-business selling and sales managementpractices. Importantly 46% of the respondents were in salesmanagement/leadership positions with the balance spread betweensenior executives 12%, sales people 32% and human resources,learning & development roles making up the balance of 10%.Winning Sales Organisations (WSO) are defined as:• 20 % or more growth in average account billing• 20 % or more growth in revenue compared to previous year• 20 % or more growth in new account acquisitionOf the total number of organizations who submitted information forthe 2008 survey only 7% made the cut of exceeding in all three areasabove. While there are a number organisations that focus on salesmethodologies more than others key industries that seem to do wellas a group are Financial Services, Health and IT&T. Due to the sizeof the financial services industry in Australia I have provided someadditional comments as they relate to this important industrycategory.
Customer Centric Systems
WSO’s excel in the following key areas which are represented in thediagram below.Firstly they have the customer at the centre of everything they do.This is not a clichéd statement. WSO’s understand their customer,their customers customer, their customers competitors and theircustomers key industry issues.
 
www.businessperformance.com.au www.robhartnett.com3
Secondly they also have sales systems that are scaleable andtransportable meaning you can move within divisions or offices anduse the same sales systems which ensures consistency and leads toimprovement in critical areas such as sales forecasting.WSO’s have systems for creating opportunities, managingopportunities they deem worth pursuing and systems for managingrelationships once they have won the account they desire.This is very important in today’s business world where people aremore transient than ever which often results in key accountknowledge walking out the door.WSO’s also have a consistent approach to protecting and growingtheir strategic accounts. This goes way beyond just organising thesales process. WSO’s align key stakeholders, such as sales,marketing, product management, and finance with the strategy.With global organisations this can become a challenge to ensureglobal teams are not frustrated by the competing priorities of localcountry managers however with global executive sponsorship of thesales approach this can be overcome.Learning and Development Manager at leading financial serviceorganization Allianz, Nicola Morley, explained they aligned theirprocesses this way, “Prior to 2003, our four distribution divisions hadeach adopted their own approach to selling. We recognised that togrow the business we needed to break down our divisional silos anddevelop a consistent approach to sales and fulfilment that sat acrossthe whole organisation. The process of standardisation initiallyfocused on four key areas: rewriting job descriptions for key salesroles; reviewing reward and recognition systems; streamlining theAccount Management process and introducing interpersonal skillstraining for all sales people.”
 
An implication for financial services organisations is to maximize vastamounts of customer information to create more effective salescycles. This means an alignment of CRM systems with consistentsales process and methodologies so they act in a seamless waywhich today thankfully should be a thing of the past for those using

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