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Sales Excellence Framework Ari Kabarganos, MD Ariston Group www.aristongroup.de
What is important to b-2-b customers? 39% 22% 21% 18% Source: The Chally Group 2006
What is important to you? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],?
“ Creating value  for the customer is the only purpose of any company.” Peter Drucker What do others say?
? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? “ Who defines at the end what sales excellence is?"
What do customers want? ,[object Object],[object Object],[object Object],Source: The Chally Group 2006
Translating customer wants to critical sales skills 59% 24% 21% 19% Source: The Chally Group 2006 10% 9% 6%
Solution selling provides the foundational skill set. Value selling provides the extended skill set. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Solution Selling & Value Selling Solution Selling Value Selling
Some of the “obvious” sales competencies?
? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? “ What about the other not that obvious competencies?"
Standards – the building blocks Competency  framework Standards Recognition and  reward structure Career planning  and progression Focused training  and development Individual  performance  and appraisal Role descriptions /requirements ,[object Object],[object Object],[object Object]
Using the Standards ,[object Object],[object Object],[object Object],[object Object],To recognise their strengths, as well as any weaknesses, relevant to fulfilling their potential, not only in their currently foreseen roles, but also in their career development Role descriptions /requirements
Sales support Sales cycle Creating opportunities Effective  communications Know your  markets Customer Management Sales Standards Key purpose To create, build and sustain mutually beneficial and profitable relationships through personal and organisational contact Finance  for sales Plan for  sales success Developing and managing customers Management and team leadership for sales
? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? “ How do we manage all these competencies and our sales excellence program?"
Performance Management standard minimal exemplary Percent of workforce minimal Top Performer Percent of workforce Level of performance new standard Percent of workforce
High Performing Organization Individual Team / Process Organization/ Enterprise The Performance Domains The more alignment that occurs at the individual, team / process, and enterprise level, the greater the chance for high performance! Individual = What will be different at the employee level? Team / Process = How will teams need to behave differently & processes changed? Enterprise = What will the future organization look like, feel like (culture), perform like?
The role of sales management
The Performance Management Process
Performance Management Company Goals Function/Team/ Department Goals Individual Goals ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],3
The Two Parts of  Organizational Change The Hard  Part The Soft  Part   Processes, Procedures  Measurement, Metrics,  Structures, Tools, etc. The Ideas, Fears, Excitement,  Resistance, Attitudes, Buy-in, of the  People  who do the  Hard Part.
MSSSB= Marketing & Sales Standards Setting Bodies

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Sales Excellence

  • 1. Sales Excellence Framework Ari Kabarganos, MD Ariston Group www.aristongroup.de
  • 2. What is important to b-2-b customers? 39% 22% 21% 18% Source: The Chally Group 2006
  • 3.
  • 4. “ Creating value for the customer is the only purpose of any company.” Peter Drucker What do others say?
  • 5. ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? “ Who defines at the end what sales excellence is?"
  • 6.
  • 7. Translating customer wants to critical sales skills 59% 24% 21% 19% Source: The Chally Group 2006 10% 9% 6%
  • 8.
  • 9. Some of the “obvious” sales competencies?
  • 10. ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? “ What about the other not that obvious competencies?"
  • 11.
  • 12.
  • 13. Sales support Sales cycle Creating opportunities Effective communications Know your markets Customer Management Sales Standards Key purpose To create, build and sustain mutually beneficial and profitable relationships through personal and organisational contact Finance for sales Plan for sales success Developing and managing customers Management and team leadership for sales
  • 14. ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? “ How do we manage all these competencies and our sales excellence program?"
  • 15. Performance Management standard minimal exemplary Percent of workforce minimal Top Performer Percent of workforce Level of performance new standard Percent of workforce
  • 16. High Performing Organization Individual Team / Process Organization/ Enterprise The Performance Domains The more alignment that occurs at the individual, team / process, and enterprise level, the greater the chance for high performance! Individual = What will be different at the employee level? Team / Process = How will teams need to behave differently & processes changed? Enterprise = What will the future organization look like, feel like (culture), perform like?
  • 17. The role of sales management
  • 19.
  • 20. The Two Parts of Organizational Change The Hard Part The Soft Part Processes, Procedures Measurement, Metrics, Structures, Tools, etc. The Ideas, Fears, Excitement, Resistance, Attitudes, Buy-in, of the People who do the Hard Part.
  • 21. MSSSB= Marketing & Sales Standards Setting Bodies