Sales strategy and leadership
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Bijdrage Sales Leadership Masterclass Rotterdam School of Management. Sales naar een strategisch niveau brengen door de sales strategie te formuleren. Invulling geven aan het sales leiderschap dat nodig is om deze sales strategie te realiseren.
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- Sales Strategy and Leadership Sales Leadership Diploma
Programme Ed Peelen
- Objective Kick off: Start formulating your sales agenda (for
this program): Formulate the strategic sales challenge Explore type
of leadership this requires from sales
- Your sales challenge What was different five years ago? What
challenges you now? What will be different in five years from
now?
- A rapidly changing landscape Commodization of products; focus
on solutions Professionalization of purchasing Focus on core
suppliers Demand partnership, act transactional Ask for solutions,
buy commodities Competitive pressure Economic crisis Disruptive
business models
- Changing landscape - customer requirements Be personally
accountable for our desired results Understand our business Be on
our side Design the right applications Be easily accessible Solve
our problems Be creative in responding to our needs Source: The
Chally World Class Sales Excellence Report
- Changing landscape - corporate requirements Marketing vacuum
Increased sales productivity Sales expenditures 10% of sales
Largest commercial cost component Reshaping and repositioning
traditional functions Away from silos, bureaucracy, inward focus
Organizing around core processes, f.e.: customer, supply, strategic
integration (Kraft) Do you recognize these changes in your
organization?
- Imperatives for the strategic sales organization Strategic
sales organization Involvement Putting sales back into strategy
Intelligence Customer knowledge Integration Getting your act around
customer valueInternal marketing Selling customer to company
Infrastructure Alligning sales processes with business
- Imperatives for the strategic sales organization Strategic
sales organization Involvement Putting sales back into strategy
Intelligence Customer knowledge Integration Getting your act around
customer valueInternal marketing Selling customer to company
Infrastructure Alligning sales processes with business
International Inspiration Integrity Influence
- Matching the buyers perspective 9 Customer focus? Changes? One
customer, more positions Multi channel ? Capabilities? How to
recognize? Value propositions?
- Differentiate - Sales competences
- Differentiate allocate resources
- Bridging the leadership gap The voice of the customer Strategic
dialogue Changing the infrastructure (alignment) From outcome based
models towards behaviour based models (inputs from sales what
customers want) Internal promotion
- Leadership vs management The myths The realities Role of the
manager Authority Interdependency Source of power Formal authortiy
Everything else Desired outcome Control Commitment Managerial focus
Managing one-on- one Leading them Key challenge Smooth operation
Make changes that all the team to perform better
- Leadership How would you approach this challenge?
- The promotor Entrepreneurial skills Opportunity driven
Experiments Incremental, take new paths step by step Will beg,
borrow, steal resources from wherever they can be found Flat
structures, open communication Decentralized decision making The
trustee Manages existing resources as efficiently as possible Moves
slow on opportunities, want guarantees before action Analytical,
conservative Feels uncomfortable to borrow, share or temporarily
use resources Seeks control Resource control reflect status and
influence Leadership styles
- Leadership Sales executive being distant from the company How
to live up to your responsibilities? Participation in related
activities Playing a role in a company top team
- Leadership Managing/ leading in a paradoxal context? How would
you approach this challenge?
- Managing/leading in a paradoxal context Critical success
factors Impact the capacity to add value Intimacy close, trusted,
mutual relation Vision compelling picture of what can be achieved
Role model People practices people with collaborative attitudes and
abilities Informal networks communities of practice Reward
potential mostly a barrier Leadership external