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© Copyright 2016, A Division of Miller Heiman Group
Sales Managers: Overwhelmed and Underdeveloped2017 Sales Manager Enablement Report | Highlights@pascalehall | Partner @ Minds&More, Sales Performance Consultant
© Copyright 2016, A Division of Miller Heiman Group
Agenda
Pascale HallSales Performance ConsultantPartner@Minds&More
• Sales Execution challenges• The SRP Matrix and sales manager maturity a
winning duo (assessment of your sales organization)
• Clarity of task (pipeline in practice)• High Impact sales activities, metrics and
standards (workshop)• Key Take Aways• Q&A
Twitter: @pascalehall
LinkedIn: https://www.linkedin.com/in/pascalehall/Email: [email protected]
© Copyright 2016, A Division of Miller Heiman Group
Quota attainment is decreasing
• Quota attainment is decreasing over years
• Quotas are raised year by year
Ø What‘s done to equip salespeople to hit their quota?
Ø Why is attainment decreasing?
© MHI Global, Inc. All Rights Reserved
© Copyright 2016, A Division of Miller Heiman Group
Why?
• Customers’ behaviors have changed and continue to change
• Dynamic, ever-changing environment
• Increasing product portfolios, mergers and acquisitions
• Increasing number of decision makers and stakeholders
• Longer sales cycles
• Product benefits have to be translated into customer business value
© Copyright 2016, A Division of Miller Heiman Group
B2B SALES LEADERS: TOP SALES OBJECTIVES 2016
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Sales managers are always under pressure…
• Ongoing pressure during daily “sales rush hours”
• Many competing first priorities at the same time
• Numerous requests from many departments
© Copyright 2016, A Division of Miller Heiman Group
…but they are underdeveloped
Key role with huge leverage factor
• Not properly defined
• Poorly developed and enabled
• Lack of investment
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Sales manager have the key role in sales.
Sales managers who lead quota-carrying salespeople lead on average between six and ten salespeople.
Nobody else in sales has such a leverage effect!
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…to improve quota attainment
• Aligning the sales process to the customer‘s journey is one of the essentials
• Only a dynamic alignment improves quota attainment above average of 55.8% up to 63.4%:+ 13.6%
Study’s average quota attainment: 55.8%
© MHI Global, Inc. All Rights Reserved
© Copyright 2016, A Division of Miller Heiman Group
Defining and formalizing coaching
Awareness Need to change
Define Situation
BuyingEvaluate Options Select Best Implement Assess
Value
Implementation & Adoption
Customer's Journey
Internal Processes Marketing | Sales | Service
Opportunity Coaching
Funnel Coaching
Coaching on Skills and Behaviors
Lead Coaching Lead Coaching
Account and Territory Coaching
© 2016 MILLER HEIMAN GROUP. ALL RIGHTS RESERVED.
Source: CSO Insights Research Note Designing a Sales Coaching Framework
© Copyright 2016, A Division of Miller Heiman Group
RELATIONSHIPS AND PROCESS MATURITY
RelationshipLevel
ProcessMaturity
Productivity
Performance
© Copyright 2016, A Division of Miller Heiman Group
Sales RELATIONSHIP/PROCESS MATRIXTrusted Partner
Strategic Contributor
Solutions Consultant
Preferred Supplier
Approved Vendor
Random Process
Informal Process
Formal Process Dynamic Process
© Copyright 2016, A Division of Miller Heiman Group
LEVELS OF CUSTOMER RELATIONSHIP
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LEVELS OF SALES PROCESS
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Why it Matters
© Copyright 2016, A Division of Miller Heiman Group
Why it Matters
© Copyright 2016, A Division of Miller Heiman Group
Sales coaching defined
Coaching is a leadership skill to develop each salesperson's
full potential.
© Copyright 2016, A Division of Miller Heiman Group
Assess your current sales management maturity
Proficient Sales Manager
Professional Sales Manager
Adaptive Professional
Sales Manager
Required Recommended World-ClassRandom
“Laissez-faire”Sales Manager
Source: CSO Insights Research Note Sales Manager: Maturity Assessment Model
© Copyright 2016, A Division of Miller Heiman Group
Coaching maturity levels
Informal Formal DynamicRandom
• No coaching process defined
• Coaching is left up to each manager
• Coaching guide-lines available
• No formal coaching process
• Managers should coach, but there is no monitoring or measurement in place
• Coaching areas and coaching process defined and implemented
• Coaching skills are developed
• Sales managers are expected to coach based on the coaching process
• Periodic reviews to optimize the process
Formal plus:• Coaching process
connected to the enablement framework to ensure reinforcement
• Sales managers are required to coach, they are measured and compensated accordingly.
• Ongoing reviews to optimize the process.
Source: CSO Insights 2016 Sales Enablement Optimization Study
The path to high performance!
© Copyright 2016, A Division of Miller Heiman Group
The approach to sales coaching mattersCoaching approach still not structured
• Majority (47.5%) leaves coaching up to each manager
• Only formal coaching approaches impact performance
Ø Informal and random coaching is useless!
© MHI Global, Inc. All Rights Reserved
Source: CSO Insights 2016 Sales Enablement Optimization Study
© Copyright 2016, A Division of Miller Heiman Group
Why coaching is key to performance
Source: CSO Insights 2016 Sales Enablement Optimization Study
Who can ignore win rate improvements* of
• 12.9 percentage points or
• 27.9% improvement
* Compared to average win rate of 46.2%
© Copyright 2016, A Division of Miller Heiman Group
Example of high Impact activity to coach
Awareness Need to change
Define Situation
BuyingEvaluate Options Select Best Implement Assess
Value
Implementation & Adoption
Customer's Journey
Internal Processes Marketing | Sales | Service
Opportunity Coaching
Funnel Coaching
Coaching on Skills and Behaviors
Lead Coaching Lead Coaching
Account and Territory Coaching
© 2016 MILLER HEIMAN GROUP. ALL RIGHTS RESERVED.
Source: CSO Insights Research Note Designing a Sales Coaching Framework
© Copyright 2016, A Division of Miller Heiman Group
Workshop:Share per table 3 examples of high Impact activities
Awareness Need to change
Define Situation
BuyingEvaluate Options Select Best Implement Assess
Value
Implementation & Adoption
Customer's Journey
Internal Processes Marketing | Sales | Service
Opportunity Coaching
Funnel Coaching
Coaching on Skills and Behaviors
Lead Coaching Lead Coaching
Account and Territory Coaching
© 2016 MILLER HEIMAN GROUP. ALL RIGHTS RESERVED.
Source: CSO Insights Research Note Designing a Sales Coaching Framework
© Copyright 2016, A Division of Miller Heiman Group
Take-awaysThe hardest role in sales
The business case
Assess SRP & sales manager maturity
Sales manager enablement program
Formalizecoaching
Leverage technology
• Sales managers are overworked, their role is overwhelming and they are underdeveloped
• Enabled sales managers achieve sales performance above average (e.g., 11% win rate improvement)
• Assess your sales managers’ maturity and skill levels
• Design holistic sales manager enablement program that covers customers, business, people (the triangle!)
• Coaching framework to drive sales performance, such as > 20% win rate improvement, >10% quota attainment
• Technology for sales manages goes beyond CRM; covers sales analytics & intelligence, mobile coaching apps, etc.