How Sales Teams Succeed

Brian Lambert b ASTD

• • • • 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

January 2008 .The Economist.

“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 Today’s Business Challenges • 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 . 2008 .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.

0% 28.0% 20.4% 24.0% 16.3% 23.9% .Challenges to improving the company s innovation performance company’s Rank 1 2 3 4 5 6 7 8 9 10 Description Acquiring/developing the right talent Improving customer relationships Visible commitment from top leaders Brand recognition Establishing/promoting an innovation culture Establishing/promoting an innovation culture Increasing market share through new products/services Knowledge transfer among employees Improvement in original products/processes I i i i l d / Completely new products/services Strategic mergers and acquisitions Source: Conference Board’s CEO Challenge 2007: Top 10 Challenges N=769 CEO’s Top Innovation Challenges “of greatest  concern concern” 31.2% 13.9% 15.5% 15 5% 14.3% 22.

org .salestrainingdrivers.How Has the Sales Organization Evolved? http://www.

Evolution of the Sales Process Yesterday  (li ) (linear) Today ( l ) (non‐linear) Prospecting  Pre approach Pre‐approach Approach Presentation Overcoming Objections Closing Following‐up Customer Retention Database/Knowledge mgt Database/Knowledge mgt Relationship Selling Marketing  Problem Solving Adding Value Relationship Maintenance Adapted from: W. Marshall / Industrial Marketing Management 34 (2005) 13–22 .W. Moncrief.C. G.

. Understand d l t t 2 U d t d and relate to our business b i • Understand our industry and our team 3.Changing Expectations. Be more professional • Take responsibility and show accountability 10 . g g p 1.. Take more responsibility • Make the right decisions for our business 2.

.Changing Expectations. 4. Be Productive • Set appropriate expectations • Gather and share real insight with us .. Listen More • Articulate the value 5.

April 2008 . T+D .Evolution of Sales Focus The Time Period Th Ti P i d Late 1800’s ‐1920 1920 – 1945 1945 – 1985 1985 – 2005 2005 – ?? Era of… E f Sales Science Sales Process Sales Relationship Sales Technology Sales Competency With a Focus On… 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 1890’s.

How Have Sales Team Members Coped? .salestrainingdrivers.

5 Biggest Challenges facing Sales VPs in 2600 organizations. 2005 .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.

Trends in WLP Leadership Development Business Skills Talent Management Organizational Investments Better  Execution Senior Leadership Engagement Sell something? thi ? 15 .

   get with this customer What happened to building  relationships?” “The profits from these  accounts  don’t even pay for  the calls. to target better” “I closed the deal.” .” “I d ’t k ” Sales Manager  Thinks: “Why did you leave without  at least scheduling a  at least scheduling a follow‐up call?” “It may be the last sale you  get with this customer.  You need  to target better.” Salesperson Says: Salesperson Says: “I don’t know. didn’t I?” “I noticed that 20% of your  calls were on C accounts. so I call on  them when I can.The Sales Rep-to-Manager Disconnect i Sales Manager  Says: “Do you think the customer  will buy from us? What are  ill b f ? Wh t the next steps?” “You pushed the buyer You pushed the buyer  pretty hard.” “I was in the area and they  like to see me.

” “We need to focus on We need to focus on  account planning and  territory management” We ll have to start with a  “We’ll have to start with a proper needs analysis” “Most of our budget is tied  up in leadership  up in leadership development training. but I  will see what I can do…how  soon do you need it?” “Maybe I will just out‐ Maybe I will just out source this” “I will run the training  myself” .The Sales Trainer-to-Sales Manager Disconnect Di t Sales Manager  Says: Sales Trainer Says: Sales Trainer Says: Sales Manager  Thinks: “Uh‐oh” “Uh h” “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 activity management case?” “I need to get some training  for our reps that helps them  build relationships.

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 Effectiveness • Building Business Skills • Solving Problems • Embracing Diversity • Making Ethical Decisions • Managing Knowledge Using Technology • Using Technology • Accelerating Learning •Executing Plans • Maximizing Personal Time • Aligning to the Sales Process Partnering • Spanning Boundaries • Communicating Effectively • Aligning to Customers • Setting Expectations • Negotiating Positions • B ildi R l i hi Building Relationships Insight • Analyzing  Organizational Capacity • Understanding Business Context • Evaluating Customer Experiences • Gathering Intelligence • Prioritizing Stakeholder Needs • Identifying Options Identifying Options • Building a Business Case Solution • Facilitating Change • Formalizing Agreements • Resolving Issues • Managing Projects • Leveraging Success • Articulating Value Articulating Value Foundation Competencies .


Thank You! Brian Lambert Brian Lambert .salestrainingdrivers. ASTD Sales Training and Sales Training Driver g O: 703‐683‐8100 F: 703 894 2784 F: 703‐894‐2784 E: blambert@astd.