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Sales Consulting Firm Focused exclusively on Sales Force Effectiveness

Leverages the benchmarking method to generate client results

Sales Productivity Benchmark

What is it?
Environmental Scan of Sales
Reveals strength and weakness areas Identifies best return for sales effort Provides sales benchmarks against relevant peers Generates improvement recommendations Uses diagnostic techniques and empirical data to improve accuracy of assessment Relies on best practices for means to close sales gaps

Compensation Planning Territory Design

Lead Generation Sales Process

Talent Management

Key Account Management

Sales Force Sizing

Sales Force Structure

Performance Management

Sales Production

Quota Setting

Sales Force Assessment Framework


STEP

Account Segmentation
Segment accounts by Ideal Customer Profile

Lead Management
Generate MQL/SAL/SQL

1
Sales Process
Map customer/prospect buying process to custom built sales process

Develop Sales Strategy

Channels
Determine optimal route to market

2 3

Develop Go-to-Market Plan

Sales Force Structure


Organizational model effectiveness vs. efficiency

Sales Force Size


Match selling capacity to market demand

Design Sales Force

Sales Infrastructure
Create performance conditions for optimal results

Build Infrastructure

How to Get Started?


Phase 1

Phase 2
Assess Sales Force Determine Sales Force Maturity

Phase 3

Conduct Discovery

Conduct Sales Benchmark

Prioritize Possible Remediation Actions

Present Findings

Means
1. 2. 3. 4. 5. 6. 7. 8. Exec Interviews Mystery Shopping Documentation Metric Data Customer Survey Sales Rep Survey Sales Rep DILO Expert Panel

Results
Assess Sales Performance Drivers Identify Key Drivers to improve
1. Capture Current State 2. Show End State Possibilities 3. Make Recommendations 4. Quantify Impact

Performance Drivers
1. 2. 3. 4. 5. 6. 7. Channel Management Compensation Planning Key Account Management Lead Generation Quota Setting Sales Force Structure Sales Force Size 8. Sale Management 9. Sales Performance Management 10. Sales Process 11. Sales Strategy 12. Talent Management 13. Territory Design

Phase 1

Day in the Life of (DILO) reviews

Exec Interviews CEO / CFO / CSO / CMO

Metric
Revenue Growth Rate Sales Expense Rate

Client
-16.2% 14.7%

World Class
6.7% 11.9%

Gap
-341% -19%

Operating Margin
Revenue Per Sales Professional ($K) Quota Attainment Sales Turnover Rate Average Annual Quota ($K) Pipeline to Quota Ratio Sales Cycle Length (days) Average Deal Size ($K) Expense Per Sales Professional ($K) Customer Churn Rate Customer Value ($K) Ramp Failure Rate Ramp Time to Full Sales Productivity (months) Customers Per Sales Rep Variable Compensation Per Sales Rep ($K) Sales Reps to Sales Manager Ratio Breakeven Point ($K) Lead to Close Cycle Length (Days)

31.0%
$1,225.3 56.0% 11.3% $1,773.0 1.5 132.0 $50.0 $179.9 12.6% $274.6 97.1% 9.0 35.5 $65.0 9.3 $143.4 135.0

23.2%
$1,902. 76.5% 12.5% $2,351.5 5.1 145.1 $112.7 $169.0 3.9% $361.2 12.6% 6.1 34.3 $91.3 7.3 $112.7 169.2

34%
-36% -27% 11% -25% -71% 10% -56% -6% -69% -24% -87% -32% -3% -29% 28% -21% 25%

Customer Survey Findings (Trust)


When you buy these types of services, where do you place your trust?
Economic Buyer
40.0% 35.0% 30.0% 25.0% 20.0% 15.0% 10.0% 5.0% 0.0% Service Offering Salesperson Acme Maintenance Services 15.9% 27.9% 20.7% 35.5% 35.0% 30.0% 25.0% 20.0% 15.0% 25.0% 33.2% 30.3%

User Buyer

10.0%
5.0% 0.0% Service Offering Salesperson

11.5%

Acme

Maintenance Services

Takeaway
MORE economic buyers place their trust in the rep The company itself is of little importance to the decision maker or user

Services (offering + maintenance) are what user buyers primarily trust

Customer Survey Findings (Frequency)


How often do you communicate with your sales representative?
Economic Buyer
40.0% 35.0%
34.8% 31.7%

User Buyer
30.0% 25.0%
33.2% 33.2%

35.0%
30.0% 25.0% 20.0% 15.0% 10.0% 5.0% 0.0%
Weekly Monthly Quarterly Semi-Annually Annually

20.0%
15.0%
12.8% 12.8%
7.9%

10.0% 5.0% 0.0%


Weekly Monthly Quarterly

13.0% 7.7%

13.0%

Semi-Annually

Annually

Takeaway
The communication frequency is surprisingly low for a community of buyers who desire F2F interaction with their vendor Over 50% of EBs communicated with their reps quarterly or LESS frequently

Customer Survey Findings (Mode)


Which method of engagement do you prefer with your sales rep?
Economic Buyer
80.0% 70.0% 60.0% 50.0% 40.0% 30.0% 20.0% 10.0% 0.0% 3.8% Online Phone Face-to-Face 21.4% 74.8% 80.0% 70.0% 60.0% 50.0% 40.0% 30.0% 20.0% 10.0% 0.0% 18.3% 9.1% Online Phone Face-to-Face 72.6%

User Buyer

Takeaway
Established customers prefer F2F interaction, even for follow-on procurements

Sales Rep Survey


Within your existing accounts how many accounts have bought from you within the last 18 months?
Combo
60% 50% 40% 30% 20% 10%

0%
0-10 Accounts 11-25 Accounts 26-50 Accounts 51-100 Accounts 100+ Accounts

Takeaway
Increased acct mgmt activity supports increased customer value; closing the gap of 24% between Acme Inc. & WC

Sales Rep Time Study


Average Hours Spent in Selling Activities
20.0 18.0 16.0 14.0

18.7

12.0
10.0 8.0 6.0 4.0 2.0 0.0

12.7 9.3 5.7 2.0 5.7 2.2 9.3 7.3

Phase 2

Sales Management Maturity Model


Level 5: Predictable Level 4: Managed Capability Level 3: Reportable Level 2: Defined Level 1: Chaos
Ad Hoc Efforts Ill-defined processes Unpredictable result Documented Process Not fully adopted Some Repeatability Varied Success Limited Perf Tracking Adopted Processes Behavior changing Limited Predictability Lagging Indicators Leading Indicators Early Problem Detection Best Practices Continuous Improvement begins Predictable Results Change tolerant Exceed World-Class External Benchmark

Maturity

Phase 2
Best Practice Artifacts
6

A
5

B
Accountabilities 4
Robert Jackson Tom Johnson Richard Miller

Mary Thompson Linda Clark

Joe Garcia

Brian Davis John Smith

C
2 1 1 2

3 Competencies

Phase 3

Recommendation: 4 focus areas


Very High

Degree of Difficulty

Channel Optimization

Key Account Management Sales Performance Management Sales Mgr and Sales Rep Talent Dev Sales Force Sizing Compensation

High
Lead Management

Moderate

Sales Process

Org Change Management

Sales Manager Assessment

High = Focus Area

Medium

Low

Value

Action Plan:
Key Account Management
Tasking
Phase 1: Program Design Objective: Develop a Key Account Management program that protects, grows and rewards ACMEs most valuable customers.

Tasks: Define and calculate Customer Lifetime Value for ACME Assess ACME's customer community with focus on key account possibilities Conduct competitive intelligence on other key account programs in ACME's industry Define Key Account Organization (Structure, Role dentitions, Org Chart, Reporting and matrix relationships)

Action Plan:
Key Account Management
Assess need for possible Account Plan Elements to include Account fundamentals, Strategic account analysis, Competition review, Customer value, Buying analysis, Market segment analysis, Opportunity analysis, Strategic response, tactical actions, accountability methods Develop Key Account Plan (include Template and Guidance, Automation needs, Completed samples from top, bottom and mediocre performing reps, Peer review) Design Key Account sales methodology (Process, Tools, and Measures)

Define Key Account Rep Role (includes Competency Assessment, Accountabilities, and Compensation Plan
Define Key Account Recruitment package ACME services delivered to Key Account (Product Dev, Executive Access, Higher Customer Satisfaction, Flexible Payment Terms, pricing, delivery terms, etc.) Key Account services delivered to ACME

Action Plan:
Key Account Management
Define Key Account Sales Performance Management (SPM) framework (includes reporting, dashboard, and Connection to decision making) Define Key Account Selection criteria Account Attractiveness (10 company rmographic criteria used to assess candidate companies for inclusion in the Major Account program) Account Opportunity Assessment (determines the financial opportunity ACME can capture from the account if it is included in the Major Account program) Account de-selection and Program removal Anticipate and provide recommendations for managing possible disruption

Deliverable: Key Account Recruitment package, Key Account Plan, Key Account Dashboard, and other Key Account Program Artifacts

Assessment Summary
Diagnosis:
24 metric benchmark

3 Day in the Life of (DILO) sales rep ride-alongs


Sales rep survey Customer Survey 6 face-to-face executive interviews Mystery Shop sales team and (3) competitors Documentation review Expert panel

Output:
Capture current state Show end state possibilities Make Recommendations Quantify impact

Duration: 6-10 weeks

Sample Client List

About Sales Benchmark Index


Sales Benchmark Index provides sales consulting services to leading organizations across the private and public sectors. These companies are seeking to increase their rate of revenue growth. Unlike traditional sales improvement approaches, such as software implementations or skills training, we offer superior value because we rely on the benchmarking method to deliver results. This method of sales consulting allows for results to be delivered quickly with little organizational disruption. This is accomplished through the use of best-in-class diagnostic tools and solutions that are supported with verifiable truth. Each project is executed by the most experienced team of advisors in the industry.

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