Build your Sales Force
Typical Sales Force Composition
20% Stars70% Core Performers10% Laggards
• No stars or very few stars• Stars are not performing in their best way • Poor capacity of core performers
Bottleneck of AIESEC Sales Force
Create More and Better Stars
Do you know who are your Sales Star?What do you do with them?
Create More and Better Stars
Provide the Environment that Stars will stand out and grow up
Successful Practice:•MC sell GIP and coach stars•Design special challenge for team of stars •Focus on empowering stars •Incentives for stars
Create More and Better Stars
Case study 1: MC Sell GIP and Coach STARs
In AIESEC Czech Republic, the brand for STAR sellers is Sales Killers. MC VP personally coaches the Sales Killers and support them in company meeting and other selling activities.
The brand Minimum criteria –2 meetings/week + 1 RA/sales wave 5 sales waves in half a year
Create More and Better StarsCase study 2: Design challenges for team of stars
In AIESEC Mainland of China, they design sales team challenge for potential sales stars. In summer 2012, they bring sellers to a brand new market-Qingdao. Sales stars live together and work full time for 1 month. They work for same team purpose and eventually this team of 6 people raised 60 TN forms.
Result 6 weeks:1500 Calls; 50 Company meetings20 Networking events participation60 Forms oral raised with 20 TN takers
Create More and Better StarsCase study 3: Focus on empowerment of stars
In NAFTA region, they work together to build sales culture, sales capacity and to utilize the economy connection in the region. Their target audience is top sales in the region.
Criteria of participants:Sellers who at least raised one TN.
Create More and Better Stars
4: Incentive for Stars
It is important to set incentives for Stars for achieving mission important. They can achieve more with right incentives. Don’t stay recognize them being top sales. Set incentive for them to go further.
Build Up Core Performer Capacity
Do you have sufficient sellers?Do you have enough sales activities?What do you do to improve the capacity of the sellers?
Build Core-Performer Capacity
HR
Intensity
Incentive
Coaching & Training
Critical Areas to improve capacity of core performers
Culture of Sales*
Build Core-Performer Capacity
Step 1: Have sufficient and qualified sellers
How many sellers do you have?How many performing sellers do you have?Is it supporting you to achieve your goal?
In order to build core-performer capacity, we need to recruit sufficient and qualified sellers.
Build Core-Performer CapacityStep 1: Have sufficient and qualified sellers
a. Specific plan for recruitmentValidate your talent plan with back-ward planningIf we need to have 1785 sales call to raise 60 TNs(based on our converging rate) , if the level of intensity you want is 1 member 10 calls a week:--1 member in 6 weeks=60 sales calls.
--1785 sales calls=30 sales
members
If we plan to have 1785 sales call in order to have 60 TN raise, and you have 10 members:
--1785 sales calls for 10 sales
members = 179 calls/member
-- 179 call/member in 6 weeks =
30 calls/week/member
Build Core-Performer CapacityStep 1: Have sufficient and qualified sellers
b. Recruit right profileWhat makes a good sales?-Competency building based on your reality: Interview 10-15 your top sellers in the history. Recruit someone like them.Key words:• Goal orientation• Big picture combined with ability to get things
done/executer• Emotional Intelligence and empathy (to be able to put
themselves in other shoes, to identify emotions in others and to act regardless of emotions)
• Independent and self-driven
Build Core-Performer Capacity
Bigger Purpose
Career Path
Recognition
Being listened
Challenges
Step 1: Have sufficient and qualified sellers
c. Design product and development path for sellersWhat does sellers like? Interview 10-15 your top sellers in the history.
Build Core-Performer Capacity
Step 1: Have sufficient and qualified sellers
d. Align talent process to attract, retain and develop sellers
Talent Planning
Talent Marketing
Talent Recruitment
Talent Selection
Talent Allocation
Talent Induction
Talent Education &
TrainingCoaching R&R
Talent Tracking & pipeline
mgmt.
Sellers profile based
Build Core-Performer Capacity
Step 2: Increase sales activities
No sales activities mean no sales result, no member empowerment, no impactDo you know how many sales meeting happening in your LC/country?Do you know how many sales calls/meetings you need to raise a TN?Are you tracking activities or only goal achievement?
Your sales goal is closely linked with sales intensity
Build Core-Performer Capacity
Step 2: Increase sales activities
Break down your sales goal:
1/14 is the average rate from sales call to a company meeting1/6 is the rate from company meeting to a close deal.Meaning:In order to have 10 RA you need to do ___ meetings and ___ calls
60840
Build Core-Performer Capacity
Step 2: Increase sales activities
Case study 1: Canada sales blitz, Colin Cup and Sellers’ dashboard
Starting from 2011, AIESEC Canada was able to double their sales activities. The key of success is to break one year calendar into periodic sales campaign, create sales excitement and recognize sellers in time.
Build Core-Performer Capacity
Step 2: Increase sales activities
Case study 2: Calling Mania in Colombia
In order to increase sales activities and better coach sellers by giving in time feedbacks, AIESEC Colombia organized different calling manias frequently. The idea of calling mania is bring members together and make sales call together. They also engage very senior sellers and alumni to obverse and give in-time feedbacks.
Build Core-Performer Capacity
Step 3: Build incentive for core-performers
Incentive for core-performers is to recognize members for sales breakthrough. The key of this incentive system is, it has be able to reached by everyone. Everyone can be there as long as they make some efforts.
Sales Killer in Czech Republic is a clear example of incentive for core-performers. Everyone can be a sales killer! And it is so cool to be a sales killer. They get recognition at national level (MC wall of fame, newsletter, Coca-Cola jersey, books, company shadowing etc)Result: 129% growth in raise, 311 meetings(60% growth)
Build Core-Performer Capacity
Step 4: Coach and train your sellers
It is easy to attribute the failure in sales to lack of proper sales education. However, sales training is definitely not the only important thing. Two key principles in designing sales coaching and training.
Principle 1:70% Practice+20% Feedback+10% TrainingPrinciple 2: 70% Product/Market knowledge+30% soft sales skills
Case study: AIESEC Brazil Sales Development Program-The eco-system for both Stars and Core-performers
AIESEC Brazil divide sellers into Junior seller, pleno seller, senior sellers. Sellers can overcome challenge and be upgraded to next level sellers if they fulfill certain criteria. MC Brazil connects the criteria with sales intensity, re-raising strategies, product and market strategy. Moreover, they provide different training and empowerment for different level sellers! The concept is simple, fun and strategic at same time. In last months, AIESEC Brazil successfully created tons of sales excitement and they achieved more than 100% growth.
Junior
Seller
Sales education I
12 sales meeting
per month
Minimum 2 raises
Pleno
Seller
Sales education II
20 sales meeting
Minimum 6 raises during
seller experience
Track Account manager
3 re-raises or account
expansion
Senior Seller
Sales education III
25 sales meeting per
month
Minimun 12 raises/partn
ers during seller
experienceSell more than one
product to same
customer
Achieve 6 raises
through sales team
Participation in
corporative events
Global Resources to support your sales force development
In order to support core-performer capacity building, from global office we develop SDP newsletter to share our experiences and knowledge with sellers on the ground.
Bi-Weekly SDP Newsletter will include:1. Topic video talk by externals2. Sales tips from AI BD team3. Sales inputs from AI GIP Responsible4. GCP from the network
We know sellers like recognition and we want to give global level recognition to top sales in every country and in global network.
Brand: Global Top 30 Sales; National Top 3 SalesDuration of result: Jan-Jun; Jul-DecWhen to recognize: Jul, Jan
We want to give practical support to national and local sales. With the finalized top 100 partnership list, we will-Collect endorsement and testimonials from them and share with the network to upsell in other countries-Support in upscale in TN country-Global recognize top partnerships of AIESEC
Let’s bring AIESEC to the market with better sales force