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Integration Can Deliver Results Across Commercial Organizations
CONSTRUCTING A FOUNDATION FOR SALES ORGANIZATIONAL SUCCESS
Core Principals, Beliefs, & Activities
CHELSEA MARKETING ADVISORS 1
TAKEAWAY’S FROM THIS PRESENTATION
Philosophies Environment Mindset Direction Activities
CHELSEA MARKETING ADVISORS 2
POSITION FOR SALES ORGANIZATIONAL SUCCESSSteps in the Process
Focus Prioritize Plan Execute Evaluate Re-Load Coach Train Develop Re-Load
CHELSEA MARKETING ADVISORS 3
EMPHASIZE A ONE TEAM - ONE GOAL MINDSET
Create & Develop An Elite Sales and Support Team Local Consultants
▪ Inform; Educate; Persuade Lead The Charge
▪ Emphasize Impact On Improving Customer Metrics Integrate With Customer Team
▪ Champion Change; Focus On Details Tenacious In Pursuit
▪ Nothing Less Than Account Adoption Execute At High Level
▪ Continued Quest For Personal Improvement
CHELSEA MARKETING ADVISORS 4
LIVE BY A STRATEGIC VISION
ONE EXAMPLE: Create Team Passion for Success Create Sales and Support Approaches That
Create Value for the Customer Differentiate the Firm’s Sales Team From Others Communicate Meaningful and Actionable
Information With Perceived Utility to the Customer
Manage Resources to Maximize Stakeholder Value
Demonstrate Respect the Internal Team, Colleagues, and Customers
CHELSEA MARKETING ADVISORS 5
DEVELOP AN ORGANIZATIONAL MISSIONDrives Organizational Activities & Decisions
ONE EXAMPLE: To Obtain the Informed, Appropriate, and Sustained Usage of the Firm’s Family of Products While Establishing a Collegial and Symbiotic Sales
Organization
CHELSEA MARKETING ADVISORS 6
CREATE AN ORGANIZATIONAL GOAL
ONE EXAMPLE: To Implement and Execute The Right
Activities at the Field-Based Level . . . .
To Ensure the Likelihood of Accelerating Market Penetration for the Firm’s Product Family Within its Targeted and Served Core Markets
CHELSEA MARKETING ADVISORS 7
IMPLEMENT ORGANIZATIONAL OBJECTIVES
ONE EXAMPLE:
Aspire To “Best In Class” Industry Position Strive for Breadth and Depth of Product Family Usage Enhance Market Credibility Of the Firm by Building Account
Relationships Raise The Organization’s Performance Bar Effectively Navigate Organizational Growth Seamlessly Integrate With Strategic Partners
Internal/External
CHELSEA MARKETING ADVISORS 8
IDENTIFY STRATEGIC SALES IMPERATIVES
ONE EXAMPLE: Effectively Target and Prioritize the Account
Base Establish Awareness and Usage of the Firm’s
Product Family in Key & Influential Accounts Utilize Internal Company Assets to Focus and
Enhance Likelihood of Market Success Staff and Develop a Highly Evolved Sales and
Support Team
CHELSEA MARKETING ADVISORS 9
ESTABLISH FIELD-BASED“TRENCH” OBJECTIVES Example for a Life Sciences Specialty Sales Team
Provide A Consistent, Credible, & Reliable Sales Presence
Effectively And Appropriately Sell the Firm’s Product Family Science & Technology Short Term Clinical Benefits Longer – Term Outcomes
Make The Hospital/Office Total Call All Health Care Professionals Play A Role In
Patient Care Operate As Team Players
Work Synergistically With Others Within & Outside Of Olerup
Effectively Adapt To And Manage Change
CHELSEA MARKETING ADVISORS 10
ACCOUNT STRATIFICATION“Plan the Work – Work the Plan”
Example for a Business to Business Sales Team
Rationale Many Accounts in Large Territories Need to Manage Time and Maximize Field ROI Formal Approach to Targeting Accounts is
Necessary Drives Field Activities
Two Dimensional Criteria Existing Account Status With the Firm
▪ Anchor, Growth, Development Demographics of Account
▪ Tier 1, 2, 3
CHELSEA MARKETING ADVISORS 11
ACCOUNT STRATIFICATION MATRIXWorks Well Across Most Industries Types of Customer Focus
Acct. Status/Acct. Position
Anchor Growth Development
Tier 1 Primary Primary Secondary
Tier 2 Primary Secondary Secondary
Tier 3 Primary Tertiary Tertiary
CHELSEA MARKETING ADVISORS 12
CUSTOMER ROUTING SCHEDULES Derived From Account Stratification Matrix
ONE EXAMPLE:
Primary (Key) Accounts 2 – 4 Times Per Month
Secondary Accounts 1 – 2 Times Per Month
Tertiary Accounts 1 Time Per Month
▪ Typically in Conjunction With Visits to Primary & Secondary▪ Example: Same City
CHELSEA MARKETING ADVISORS 13
ACCOUNT ENGAGEMENTComprehensive ApproachExample for a Life Science Sales Team
One on One Calls Core Presentations Attendance at Hospital/Organization Events Attendance at Hospital Programs VIP Visits Demonstrations/Product Training Customer Care Proactive Contact Speaker Programs KOL Development Grant Support Industry Conferences
CHELSEA MARKETING ADVISORS 14
15
ACCOUNTS HAVE DREAM TEAMSIdentifying Players & Roles Enhances Focus
Product Champion
Advocate
Supporter
Connector
Mole
Saboteur
Product User
Leads the Charge/Get’s it Done
Positions You With Champion
Use in Low Risk Situation
Introduces to Other Txp. Team Members
Use for Recruitment of Others
Neutralize – Competitor Champion
Use as Account Reference
CHELSEA MARKETING ADVISORS
ORGANIZATIONAL SUCCESS What Can it Look Like?
Drive and Accelerate Revenues Increase Sales Team Productivity - $/Rep Increase Reach/Frequency in Key Accounts Establish Account Breadth and Depth Open New Accounts Grow Existing Accounts Create Account Champions and Advocates Develop Regional and Nationwide Accounts Firm’s Product Family Continually Moves Along
the Account Adoption Process Create Individual Account Usage “Factories”
CHELSEA MARKETING ADVISORS 16
SALES ORGANIZATIONAL TEAMS
“Teams are Means of Achieving Goals That are Two Big for Any One Individual . . . . and Great Teams are Built Over Time”
Sales Organizations are a Part of and Play on Many Teams Both Internally and Externally
CHELSEA MARKETING ADVISORS 17
CHELSEA MARKETING ADVISORS 18
GUIDING PRINCIPLES OF SUCCESSFUL SALES TEAMS & ORGANIZATIONS
Leverage the Energies and Talents of the Members
Embrace Proven Practices and Champion New One’s
Encourage a “Swing the Bat” Mentality Portray Sensible Confidence &
Demonstrate Enthusiasm in All Interactions
ALIGNING THE SALES ORGANIZATIONAL TEAM Drivers for Success
GOOD FUNCTIONING TEAMS SHOULD BE:
Versatile Adaptable Proactive Have Complementary Skill Sets Have a Common and Understood
Purpose/Mission Have Clearly Defined Goals and Objectives Have Unified Approach Roles are Clear
CHELSEA MARKETING ADVISORS 19
THE SALES ORGANIZATIONAL TEAMHow Should it Function?
Interactive Participation at All Levels Collegial Environment Ongoing and Constructive Communications Decisive, Timely, and Effective Problem Solving Mutual Accountability for Achievement Measurement Against Goals Members Understand Individual and Joint
Responsibilities Willingness to Advance Skill Sets Willingness to Help Other
CHELSEA MARKETING ADVISORS 20
THE SALES ORGANIZATIONAL TEAMHow Will it Dysfunction?
Goals and Initiatives are Not Prioritized in the Same Way by Members
Members are not Perceived to Support and Routinely Implement the Working Approach of the Team
Members are Not Perceived to Contribute Equivalent Amounts of Work and Effort
Members Focus on the Problems and Not the Solutions
CHELSEA MARKETING ADVISORS 21
THE SALES ORGANIZATIONAL TEAM Phrases Uttered by Successful Teams !!
“I See and Believe in the Benefit of Doing it This Way”
“I Want to Achieve the End Results That are Expected”
“Achieving the Expected End Results are Worth My Efforts”
“I Believe I can Achieve My Goals and Objectives”
“We Need to Operate With a Sense of Urgency”
CHELSEA MARKETING ADVISORS 22
CHELSEA MARKETING ADVISORS 23
WHAT DO SUCCESSFUL SALES TEAMS DO?
Assimilate Into the Right Customer Teams Identify Best Practice Account Approaches &
Share With Colleagues Develop Close Alignment With Internal Company
Groups Consistently Make the Total Customer Call Share Successes – Celebrate Successes! Monitor, Measure, Motivate, and Incentivize
Success
CHELSEA MARKETING ADVISORS 24
WHAT MANAGEMENT SHOULD EXPECT FROM FIELD SALES PROFESSIONALS
Challenge Yourself, Colleagues, Customers, and Management
Continually Look for Marketplace Opportunities and Seize Them
Consistently and Effectively Make the Total Customer Call
Present, Present, Present The Story Share Successes and Best Practices With the Team Share Lowlights With Management - First Demonstrate an Interest in Professional and Personal
Development Create a Life Balance Between the Profession and You
the Person
CHELSEA MARKETING ADVISORS 25
WHAT FIELD SALES PROFESSIONALS SHOULD EXPECT FROM MANAGEMENT
Advocate of the Group and Individual Promote Individuality Within the Team Concept Timely, Responsive, and Insightful
Communication Ongoing Coaching and Counseling Encourage/Support New Ideas and Approaches Facilitate Performance and Progress of the Team Provide Professional Developmental
Opportunities Decision Making is a Function of the Situation and
“Stakes”
26
Performance Management CycleSeamless Integration
Pre-Call Plan
Customer Visits
Strategic/Tactical
Dialogue
Professional Development Discussions
Agree on Next Steps & Action
Items
Field Trip Assessments
(MCR’s)
Post Call Plan
Ongoing Dialogue & Follow-up
CHELSEA MARKETING ADVISORS
Management Coaching
Plan
Execute
27
KEEPING THE ORGANIZATION ON TRACKFIELD SALES OVERSIGHT MUST HAVE A PURPOSE Requires A Multi-Dimensional Approach
CHELSEA MARKETING ADVISORS
Frequency Report/Activity Purpose/Objective/Metric• Daily Sales Orders Monitor/Measure
Sales Rep Communications Monitor/Motivate
• Weekly/ Sales Rep Call In’s Monitor/Motivate Bi-Weekly Sales Reports Monitor/Measure
Flash Reports Monitor/Motivate/Acct. Dev.New Hire Training Monitor/Measure/Motivate
- Mentor Assessment_________________________________________________________________________________________________
• Monthly Teleconferences (and as needed) Monitor/MotivateAssess Rep % to Goal Monitor/Measure
T & E Reports Monitor/Measure Field Visits Monitor/Motivate Account Utilization Report Measure/Monitor/Productivity_________________________________________________________________________________________________
• Quarterly Review Incentive Plan Motivate/Measure/Drive Util.Review Rep % to Goal Measure/Monitor/Drive Util.Sales Rep Training/Development Motivate/Raise Performance BarAccount Utilization Report Measure/Monitor/Productivity/ProfitsBusiness Plan Review Measure/Monitor/Acct. Dev.
_________________________________________________________________________________________________
• Semi – Annual National Sales Meeting Motivate/Drive Util.“Pencil” Performance Appraisals Measure/Raise Performance BarSales Rep Rankings Measure/Productivity
SUMMARY
High Performing Sales Teams Should be Constructed With a Solid Foundation of Core Principals, Beliefs, and Activities
Communicating the “Nuts and Bolts” to the Sales Team Better Ensures Success and Performance Clear Roadmap
The Foundation Presented has Portability Across Many Industries and Markets Served
Ongoing Management Oversight Across Numerous Areas Reinforces Team & Individual Expectations
CHELSEA MARKETING ADVISORS 28
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