Sales Methodology Implementation:A Personal Journey

James Naro

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Agenda

What I’ve learned What works Mission Strategy Resources

What I’ve learned Change in behavior takes time & more

change takes more time Peers have the biggest influence on behavior

change People adapt differently to change People have to choose to change People learn in different ways People need to be managed situationally Demonstrate value vs dictate methodology

What I’ve learned (con’t)

Grass roots adoption is critical Common language is powerful Reward mechanisms drive new behaviors The control of process is threatening Strong line management and group support

is key to creating a learning a environment

What I’ve learned (con’t)

Executive buy-in is critical Day-to-day management implementation is

also critical Performance planning is crucial to feedback

loop Compensation planning should not be

overlooked

What works Top down leadership Special incentive plans Quality of training programs Teaming in workshops is a great start Implementation tools created helped drive

implementation Field leadership is key - leading & showing Recognition of sales peoples efforts

Mission Transition Sales, Marketing, and Support to

a powerful team environment with a common language and methodology focused on helping buyers achieve key business objectives with your products and services

SiriusDecisions, “… best-in-class organizations that integrate sales and marketing outperform those that do not by as much as 24% in average revenue growth.”

Strategy 1: Utilize sales operation reviews to provide

means of measuring key selling skills, providing feedback, and managing operations

Align hiring practices with methodology Align compensation with methodology Create environment of shared ownership of

methodology Demonstrate executive commitment to

methodology Identify management development areas

Strategy 2: Provide feedback from ops reviews to adjust

behavior Continually demonstrate value to sales force

through success stories and recognition programs

Create incentive programs to drive appropriate behaviors

Integrate methodology with Sales Force Automation for ease of use

Strategy 3:

Create environment of shared ownership Demonstrate executive commitment Provide continuous support and knowledge

transfer programs

Strategy 4: Develop methodology expertise in

Marketing, Sales, Support as input point to toolkits

Continue developing Go-to-Market strategies as hard links connecting Sales, Marketing, and Support activities using the sales methodology

Continue developing sales messaging and leverage sales enablement platform

Create closed loop process between product management and buyers

Strategy:

Use sales messaging and sales enablement to transfer situational and capability knowledge

Leverage enablement platform for distributing material/knowledge transfer

Contract with outside firm for “formal” methodology training

Create train the trainer program using enablement platform

Resources Executive Sponsors, CEO, President, VP of

Sales Project Director Training & Consulting (Vendor) Administrator Enablement Project Coordinator Content Developers, product marketing

managers HR Training Development Support

Resources Marketing - collateral supporting go-to-

market strategies, etc. Human Resources - align hiring model and

core competencies Finance - align commissions with

methodology Program developer - drive programs Operations support for SFA

©2013 The Naro Group 15

Contact:Jim NaroPresidentThe Naro GroupBusiness Partner, CustomerCentric Selling®Tel: 603.881.7712jnaro@thenarogroup.comwww.TheNaroGroup.comhttp://www.linkedin.com/in/thenarogroup/

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