How Sales Teams Succeed

BrianLambert b ASTD

http://www.salestrainingdrivers.org

Agenda
Today sBusinessChallenge Todays Business Challenge EvolutionofSelling RoleofWorkplaceLearning&Performance l f k l i & f HelpingYourSalesTeamSucceed

The Economist, January 2008

Nothing happens in BUSINESS until somebody til b d sells something g

sogosellsomethingorhelp someonesellsomething ll h

Today s Todays Business Challenges

Economic Issues EconomicIssues
Increasetheneedfor
Effectiveness Efficiency

Everyone needs/wants better information Everyoneneeds/wantsbetterinformation

AccordingtoIBM,by2010theamountofdigital informationonearthwilldoubleevery11hours Currentamountofdigitalinformationequals45GBof dataforeverypersononearth

People agenda - CEOs priority list

Percentagewhostronglyagree:

Thepeopleagendaisoneofmytoppriorities: 58% Myleadershipteamhasthecapabilityand confidencetoleadsignificantchange:29% confidence to lead significant change: 29% Mytimeisbestspentonthepeopleagenda: 22%

Source: PricewaterhouseCoopers 11th Annual Global CEO Survey, 2008

Challenges to improving the company s innovation performance companys

Rank 1 2 3 4 5 6 7 8 9 10 Description Acquiring/developingtherighttalent Improvingcustomerrelationships Visiblecommitmentfromtopleaders Brandrecognition Establishing/promotinganinnovationculture Establishing/promoting an innovation culture Increasingmarketsharethroughnewproducts/services Knowledgetransferamongemployees Improvementinoriginalproducts/processes I i i i l d / Completelynewproducts/services Strategicmergersandacquisitions
Source: Conference Boards CEO Challenge 2007: Top 10 Challenges N=769

CEOs Top Innovation Challenges

ofgreatest concern concern 31.0% 28.4% 24.3% 23.3% 22.0% 20.0% 16.9% 15.5% 15 5% 14.2% 13.9%

How Has the Sales Organization Evolved?

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Evolution of the Sales Process

Yesterday
(li ) (linear)

Today
( l ) (nonlinear)

Prospecting Pre approach Preapproach Approach Presentation OvercomingObjections Closing Followingup

CustomerRetention Database/Knowledgemgt Database/Knowledge mgt RelationshipSelling Marketing ProblemSolving AddingValue RelationshipMaintenance

Adapted from: W.C. Moncrief, G.W. Marshall / Industrial Marketing Management 34 (2005) 1322

Changing Expectations... g g p
1. Take more responsibility Make the right decisions for our business 2. Understand d l t t 2 U d t d and relate to our business b i Understand our industry and our team 3. Be more professional Take responsibility and show accountability

10

Changing Expectations...
4. ListenMore

Articulatethevalue
5. BeProductive

Setappropriateexpectations Gatherandsharerealinsightwithus

Evolution of Sales Focus

TheTimePeriod Th Ti P i d Late 1800s 1920 1920 1945 1945 1985 1985 2005 2005 ?? Eraof E f Sales Science Sales Process Sales Relationship Sales Technology Sales Competency WithaFocusOn With F O The transaction itself Facilitating transactions The transaction decision All transaction steps The buying experience

Source: Is Your Sales Training Stuck in the 1890s, T+D , April 2008

How Have Sales Team Members Coped?

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5 Biggest Mistakes Salespeople Make k

Notfollowingsoundsellingprocesses Nothoningandbuildingessentialskills g g Notmaintainingproperfocus Notbuildinganddisplayingconfidence Not building and displaying confidence Notgrowingintoagoodleader

Source: AMI survey, 5 Biggest Challenges facing Sales VPs in 2600 organizations, 2005

Trends in WLP
Leadership Development Business Skills Talent Management

Organizational Investments

Better Execution

Senior Leadership Engagement

Sell something? thi ?

15

The Sales Rep-to-Manager Disconnect i

SalesManager Says:
Doyouthinkthecustomer willbuyfromus?Whatare ill b f ? Wh t thenextsteps? You pushed the buyer Youpushedthebuyer prettyhard.

SalespersonSays: Salesperson Says:

Idontknow. I d t k

SalesManager Thinks:
Whydidyouleavewithout atleastschedulinga at least scheduling a followupcall? Itmaybethelastsaleyou getwiththiscustomer. get with this customer Whathappenedtobuilding relationships? Theprofitsfromthese accounts dontevenpayfor thecalls.Youneed totargetbetter. to target better

Iclosedthedeal,didntI?

Inoticedthat20%ofyour callswereonCaccounts.

Iwasintheareaandthey liketoseeme,soIcallon themwhenIcan.

The Sales Trainer-to-Sales Manager Disconnect Di t

SalesManager Says: SalesTrainerSays: Sales Trainer Says: SalesManager Thinks:
Uhoh Uh h

Doyouhaveanythingthat Howwouldyoudefineand willhelpoursalesrepswith ill h l l ith measureactivityinthis ti it i thi activitymanagement case? Ineedtogetsometraining forourrepsthathelpsthem buildrelationships. We need to focus on Weneedtofocuson accountplanningand territorymanagement We llhavetostartwitha Well have to start with a properneedsanalysis Mostofourbudgetistied upinleadership up in leadership developmenttraining,butI willseewhatIcandohow soondoyouneedit?

Maybe I will just out MaybeIwilljustout sourcethis

Iwillrunthetraining myself

The Sales Profession Competency Model

Thedefinitionofworldclass Thedefinitionofworld selling ll

Sales Competency Model Advisory Panel Representation

19

Administrator Analyst Consultant Developer Manager Strategist

SalesRoles
CreatingandClosingOpportunities ProtectingAccounts DefiningandPositioningSolutions SupportingIndirectSelling SettingSalesStrategy Setting Sales Strategy ManagingwithintheSalesEcosystem DevelopingSalesForceCapability DeliveringSalesTraining CoachingforSalesResults BuildingSalesInfrastructure DesigningCompensation D i i C i MaintainingAccounts RecruitingSalesTalent

SalesAreasofExpertise
Effectiveness
BuildingBusinessSkills SolvingProblems EmbracingDiversity MakingEthicalDecisions ManagingKnowledge UsingTechnology Using Technology AcceleratingLearning ExecutingPlans MaximizingPersonalTime AligningtotheSalesProcess

Partnering
SpanningBoundaries CommunicatingEffectively AligningtoCustomers SettingExpectations NegotiatingPositions B ildi R l i hi BuildingRelationships

Insight
AnalyzingOrganizationalCapacity UnderstandingBusinessContext EvaluatingCustomerExperiences GatheringIntelligence PrioritizingStakeholderNeeds Identifying Options IdentifyingOptions BuildingaBusinessCase

Solution
FacilitatingChange FormalizingAgreements ResolvingIssues ManagingProjects LeveragingSuccess Articulating Value ArticulatingValue

FoundationCompetencies

Thank You!
BrianLambert Brian Lambert
Director,ASTDSalesTraining andSalesTrainingDriver g

O:7036838100 F:703 894 2784 F: 7038942784 E:blambert@astd.org

http://www.salestrainingdrivers.org