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Sales Management For Extreme Sales Results
1. Sales Management
for
Extreme Sales Results
Presented by
Nancy Stephens, Vice President
PI Worldwide
www.piworldwide.com
800-832-8884
Copyright 2007 PI Worldwide 1
2. Who We Are
• International consulting organization specializing in
management development & sales development since
1955
• Help companies be more successful by focusing on their
human capital assets
• 52 years of success:
– 44 Locations around the world
– 211 Consultants
– 6712 Client companies
– 42,092 Trained Analysts in client companies
– 141 Countries – active clients
Copyright 2007 PI Worldwide 2
4. Product Knowledge
Are they ready to succeed?
Are your reps ready to sell:
• Do your reps know how to
• Do your sales reps know their
position their products and
core products and services?
services in the marketplace
• Do your sales reps know today?
additional products and • Do they understand their fit in
services you want them to up- the marketplace?
sell or cross-sell? • Can they answer the Key
• Do you test them on product Question on every decision-
maker’s mind?
knowledge?
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5. What T Do About It
o
How to increase Product Knowledge:
• Self assessment: comfort & confidence
• Continuous product training
• Measurement & evaluation
How to increase Positioning:
• Competitive landscape intelligence
• Presentation best practices
• Sales management coaching
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7. Sales Process Management
Where is your team: Advantages:
• Do you have one defined • Create common
sales process for your language
sales force? • Increase strategic
• Do each of your sales thinking
reps have their own • Enhance sales efficiency
process? Bonus:
• Are you comfortable with • Consistent in customer
the current state of experience
affairs?
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8. PI Worldwide Process Model
Customer-Focused Selling
Open
Build Trust & Credibility
Position
Build Long-term
Relationships
Investigate
Identify the Motivating
Prospect/ Buying Factor
Client
Confirm
Gain Agreement
Present
Apply Judgment &
Offer Solutions
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9. Sales Process Management
A simple method to define your sales process:
• Form SME group of 5-6 top producers who emulate process
best practices
• Individual documentation of process
• Discussion of each process
• Negotiation of best process
• Agreement on best process
• Communication of best process to reps by SME team
• Implementation of process into SFA
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11. The Sales Training “Industry”
• U.S. alone; over $4B per year on training sales professionals
• 50% of investment spent with third-party training firms*
• Less than 10% is spent with the largest training firms*
• 41% of respondents reported that their companies did not
use any sales methodology at all rather employed their own
“style of selling”*
• Trends: Evolution of Buying Method; Technology; Selling
Methodology; Sales Performance Measurement*
• Budgets are Loosening: Of 900 respondents, most expect
an increase in L&D budgets by an average of 19% in next 2
years**
• 2004-2007 forecast is 6.6% growth**
Source:
*ES Research Group. “Understanding, Defining and Meeting your Sales Methodology and Training Requirements.” March, 2006.
**Harvard Business School. “HBSP Research on Corporate Learning and Development Market.” Harvard Business School Publishing. February 2005.
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12. Sales Skills Mastery
Where to start to increase skills mastery:
• Benchmark
• Rep - Custom sales training
• Manager – Sales management training
• Reinforce training
• Measure
Skills Mastery Goal: Shift from a “thing to
do” to a “way of operating”
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13. Selling Skills Assessment Tool
(SSAT)
• SSAT is a diagnostic instrument used to benchmark and
measure sales skills.
• Developed in 2001 at Global Sales Alliance and acquired in
2006 by PI Worldwide.
• SSAT output: Statistical analysis of three levels of data:
– Entire sales organization
– Client defined groups
– Individual participants
• The SSAT has been delivered to thousands of participants
in North America, Europe, and Asia.
• Fully web-based, the SSAT is currently available in 18
versions both role specific and industry specific.
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14. Executive Summary
• At Sample Company, the Selling Skills Assessment Tool was
administered to 26 employees with representative distribution across
all groups. All surveys were returned to PI Worldwide for centralized
scoring.
• This assessment process effectively differentiates selling skills based on
how the respondent currently deals with specific selling situations
(versus how they think they should respond). Individual scores ranged
from 36.0% to 92.0%, with an average of 63.8%.
• The tool consists of 25 questions, broken down into groups of five for
each of the five areas of the sales process:
1. Presenting (3.7 out of 5 ) Above 4.5 Excellent (Role Model)
2. Opening (3.5 out of 5 ) 4.0 to 4.4 Strong
3. Positioning (3.2 out of 5 ) 3.5 to 3.9 Acceptable
4. Investigating (2.8 out of 5 ) 3.0 to 3.4 Need focused skill enhancement
5. Confirming (2.7 out of 5 ) Below 3.0 Need broad skill development
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19. Individual Results
Reflection Guide
Results in Line with Your Expectations:
Surprises You See in the Data:
Potential Explanation of Surprises:
Actions:
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20. Sales Skills Mastery - Now what?
Based on the skills data:
• Reps: Provide customized sales training,
leverage strengths and build the surround
• Sales Managers: Provide data for targeted
coaching and professional development
plans for reps
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21. What’s out there?
• There are hundreds of sales training
companies out there today
• Range from single shingle to global entities
• What’s important:
– Proven track record
– Adult learning design
– Customization
– Reinforcement
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22. Customer-Focused Selling
• Flexible Format: 1, 1 ½ , & 2-day
• Flexible Delivery:
– Instructor led (CFS)
– Train-the-trainer (CFS T3)
• Streamlined Research & Customization
• Outcome-based Learning
• Proven Track Record: Since 1992 in North
America, South America, Europe, the Middle
East and Asia
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23. Measuring Learning & ROI*
Level of Data Type of Data
1 Satisfaction/ reaction
2 Learning
3 Application/ Implementation
4 Business Impact
5 ROI
*Source: McGraw-Hill. How to Measure Training Results, Phillips & Stone, 2002
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25. From Knowledge to Execution
Key Question:
• Now that your reps know what to do… how do your sales
managers get the to do it day after day, week after week,
for maximum sales performance?
• Knowledge into Execution is an individual equation
• We know that 20-25%of performance is based on
personality*
• Data demystifies performance
“Personality and Performance at the Beginning of the New Millennium: What Do We
Know and Where Do We Go Next?” By Murray Barrick, Michael Mount and Timothy
Judge. International Journal of Selection and Assessment, published in June, 2001
issue.
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26. What out there?
• Approximately 60-80 behavioral
assessments
• What’s important:
– Validity
– Reliability
– EEOC Standards
– Application to the business objective
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27. Sales Management:
The Predictive Index (PI)
• PI measures the motivation and drive of your people
• Validated, Reliable, and full EEOC compliance – no
adverse impact based on age, gender or race.
• Over 400 validity studies
• Full time in-house Research team under Dr. Todd Harris
• Used equally effectively across jobs, organizational
levels and industries
• Extremely strong customer loyalty , 97% retention
• Built on knowledge transfer basis, client company is
self-sufficient with unlimited internal use
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29. Sales Management with Data
Reflection Guide
Results in Line with Your Expectations:
Surprises You See in the Data:
Potential Explanation of Surprises:
Actions:
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