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Sales Transformation Path

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Create and implement a B2B sales process that helps your organisation stand apart from competitors and win more business.

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Sales Transformation Path

  1. 1. Sales Transformation Path Developed by:
  2. 2. WHY... Despite
job
cuts
and
economic
slowdown,
it
remains
imperative
for
companies
to
develop
more
 efficient
ways
to
generate
revenue,
and
increase
profitability.
To
achieve
these
improvements,
you
 need
to
know
how
best
engage
and
motivate
your
workforce
‐
which
is
easier
said
than
done. To
address
this
need
J.G.
Martin
&
Partners
has
introduced
an
integrated
SALES
TRANSFORMATION
 PATH
designed
to
significantly
improve
the
effectiveness
of
sales
teams
and
sales
management. Learn
how
in
the
next
few
slides. For
immediate
answers
to
your
questions
or
to
get
started,
feel
free
to
contact
Raffaella
Bragazzi: +39
02
93454211 chicca@jgmartin.com© 2011 J.G. MARTIN & PARTNERS
  3. 3. THE STEPS AT A GLANCE© 2011 J.G. MARTIN & PARTNERS
  4. 4. THE STEPS AT A GLANCE ❶ SKILLS
AND
 COMPETENCIES ASSESSMENT© 2011 J.G. MARTIN & PARTNERS
  5. 5. THE STEPS AT A GLANCE ❷ LEADERSHIP
 ENABLEMENT ❶ SKILLS
AND
 COMPETENCIES ASSESSMENT© 2011 J.G. MARTIN & PARTNERS
  6. 6. THE STEPS AT A GLANCE ❷ LEADERSHIP
 ENABLEMENT ❸ ❶ WINNING
 SKILLS
AND
 COMPLEX
SALES COMPETENCIES ASSESSMENT© 2011 J.G. MARTIN & PARTNERS
  7. 7. THE STEPS AT A GLANCE ❷ LEADERSHIP
 ENABLEMENT ❸ ❶ WINNING
 SKILLS
AND
 COMPLEX
SALES COMPETENCIES ASSESSMENT ROI
APPRAISALS
 ❹ –
BUSINESS
 CASES© 2011 J.G. MARTIN & PARTNERS
  8. 8. THE STEPS AT A GLANCE ❷ LEADERSHIP
 ENABLEMENT ❸ ❶ WINNING
 SKILLS
AND
 COMPLEX
SALES COMPETENCIES ASSESSMENT ROI
APPRAISALS
 ❹ –
BUSINESS
 DEAL
 CASES PIT‐STOPS ❺© 2011 J.G. MARTIN & PARTNERS
  9. 9. THE STEPS AT A GLANCE ❷ LEADERSHIP
 ENABLEMENT ❸ ❶ WINNING
 SKILLS
AND
 COMPLEX
SALES COMPETENCIES ASSESSMENT INTEGRATION
IN
 ROI
APPRAISALS
 ❹ YOUR
CRM –
BUSINESS
 DEAL
 CASES ❻ PIT‐STOPS ❺© 2011 J.G. MARTIN & PARTNERS
  10. 10. THE STEPS AT A GLANCE ❷ LEADERSHIP
 ENABLEMENT ❸ INITIATING
NEW
 ❶ WINNING
 BUSINESS SKILLS
AND
 COMPLEX
SALES COMPETENCIES ASSESSMENT ❼ INTEGRATION
IN
 ROI
APPRAISALS
 ❹ YOUR
CRM –
BUSINESS
 DEAL
 CASES ❻ PIT‐STOPS ❺© 2011 J.G. MARTIN & PARTNERS
  11. 11. THE STEPS AT A GLANCE ❷ ACCOUNT
 LEADERSHIP
 ❽ DEVELOPMENT ENABLEMENT ❸ PLAN INITIATING
NEW
 ❶ WINNING
 BUSINESS SKILLS
AND
 COMPLEX
SALES COMPETENCIES ASSESSMENT ❼ INTEGRATION
IN
 ROI
APPRAISALS
 ❹ YOUR
CRM –
BUSINESS
 DEAL
 CASES ❻ PIT‐STOPS ❺© 2011 J.G. MARTIN & PARTNERS
  12. 12. THE STEPS AT A GLANCE ❷ ACCOUNT
 LEADERSHIP
 ❽ DEVELOPMENT ENABLEMENT ❸ PLAN INITIATING
NEW
 ❶ WINNING
 BUSINESS SKILLS
AND
 COMPLEX
SALES COMPETENCIES ASSESSMENT ❼ INTEGRATION
IN
 ROI
APPRAISALS
 ❹ YOUR
CRM –
BUSINESS
 DEAL
 CASES ❻ PIT‐STOPS ❺© 2011 J.G. MARTIN & PARTNERS
  13. 13. ASSESSING SKILLS and COMPETENCIES Gene
Chart Definition
of
required
skills
and
competencies
to
succeed
in
today’s
markets Sales
DNA®
Analysis
 Design gives
sales
leaders
an
 insight
into
the
skills
 On‐line
self‐assessment
by
individual
salespeople
against
defined
competencies
 Self‐scan to
identify
potential
gaps and
competencies
of
 their
sales
team
and
 helps
leverage
this
 Management On‐line
assessment
of
the
individual
salesperson
by
their
direct
manager
to
 insight
in
recruitment
 Perspective identify
differences
in
perceived
capability and
performance
 management. Individual
 Comparison
of
the
results
of
the
self‐scan
and
manager
assessment
to
visualise
 and
highlight
skill
development
areas 
It
creates
insight
into
 Scorecards the
required
behaviors
 to
address
your
 Consolidation
of
individual
scorecards
to
provide
insight
into
overall
 market
place,
 Dashboard organisational,
or
group,
competency
and
skill
gaps identifies
the
current
 status
of
the
sales
 Competency
 Sales
leaders
equipped
with
skills
to
provide
constructive
feedback
and
leverage
the
 force
and
offers
 Coaching sales
DNA
scorecards
to
initiate
performance
development
and
measure
change effective
tools
for
the
 management
team
to
 Sales
leaders
integrate
sales
DNA
in
recruitment
interviews
and
use
it
to
 provide
guidance
and
 Recruitment reorganize
the
sales
team
as
needed direction
in
effectively
 leading
this
change
 process. Learning
 Assessment
results
used
to
tailor
the
contents
of
development
programs
‐
 Customisation building
on
strengths
and
eliminating
weaknesses© 2011 J.G. MARTIN & PARTNERS
  14. 14. LEADERSHIP ENABLEMENT Deeper
understanding
of
how
successful
sales
organisations
overcome
 Change
Drivers resistance
to
implement
changes
effectively Sales
Leadership
 Enablement™
 Coaching
 Identification
of
each
salesperson’s
challenges
in
executing
the
sales
process
 workshops
help
sales
 leaders
to
improve
 Situations and
when
to
coach coaching
skills
and
 style,
and
to

 Coaching
 Acceleration
of
behavioural
change
by
applying
the
appropriate
techniques
 recognise
«coaching
 Techniques for
each
coaching
situation situations»
in
day‐to‐ day
sales
activity. Funnel
Review Proficiency
in
preparing
and
conducting
effective
funnel
reviews Managers
learn
how
 to
apply
the
 Opportunity
 Adding
value
to
the
sales
team
through
more
effective
opportunity
reviews
 appropriate
 coaching
technique
 Review (conducting
a
«Deal
Pit
Stop») to
each
situation
to
 move
the
 Identifying
and
institutionalising
best
practices
through
structured,
 salesperson’s
 Win‐loss
Analysis comprehensive,
and
blame
free
win‐loss
analyses behaviour
toward
 the
desired
state.
 Workshop
 Managers
fully
prepared
with
skills
and
tools
to
coach
and
guide
sales
teams
 Coaching in
executing
team
assignments
during
future
workshops Identification
of
sales
tools
and
templates
which
must
be
aligned
with
the
 Alignment sales
process,
and
an
action
plan Coaching Action
plan
to
implement
workshop
concepts
in
daily
business 
Plan© 2011 J.G. MARTIN & PARTNERS
  15. 15. OPPORTUNITY MANAGEMENT Resources
are
focused
on
the
best
opportunities
‐
risks
are
identified
and
 Qualification mitigated Winning
Complex
 Sales™
workshops
help
 sales
teams
to
improve
 Correct
assessment
of
and
access
to
the
key
people
in
the
customer’s
buying
 Buying
Center process the
chances
of
winning
 their
«must‐win»
deals
 by
analysing
their
 The
right
team
is
aligned
with
the
Buying
Center
and
conveys
a
unified
 current
position
and
 Selling
Team message eliminating
sales
 process
deficits. Understanding
individual
business
goals
and
decision
criteria
–
inputs
to
 Needs
Analysis value
proposition Team
selling
is
enabled
 through
a
common
 understanding
of
the
 Positioning
the
benefits
and
differentiators
of
the
solution
in
customer‐ sales
process. Value
Proposition relevant
areas Your
sales
approach
 becomes
a
competitive
 Competitive
 Differentiating
your
solution
and
engaging
the
customer
in
strategy
 differentiator
by
 Strategy deployment becoming
more
 customer‐centric. Business
Case Quantifying
the
benefits
of
your
solution
to
motivate
and
justify
investment Team‐based
plan
to
win
and
Joint
Action
Plan
to
synchronise
buying
and
 Action
Planning selling
process Agreed
list
of
key
activities
to
optimise
performance
and
make
success
 Ideal
Sales
Process repeatable© 2011 J.G. MARTIN & PARTNERS
  16. 16. LEAD GENERATION Customer
 Work
smarter
by
focusing
on
things
that
motivate
customers
to
grant
an
 Insight appointment Initiating
New
 Business™
workshops
 help
salespeople
fill
the
 Research Analysis
methods
to
identify
potential
needs pipeline
with
qualified
 leads
and
target
new
 markets.
 Approach
 Success
in
obtaining
appointments
at
management
level Participants
learn
how
 Strategy to

identify
potential
 needs
in
new
and
 existing
accounts;
 First
Impression Excellent
preparation
and
execution
of
first
meetings obtain
first
 appointments
at
the
 right
level;
and
improve
 Needs
Analysis Needs
uncovered
and
qualified;
potential
benefits
quantified the
way
they
prepare
 and
conduct
first
 meetings. Customer‐centric
communication
that
gives
the
feeling
of
“test‐driving”
the
 Positioning solution A
consultative
 approach
is
used
to
 quickly
gain
trust
and
 credibility. Objections How
to
prevent
and
handle
objections Commitment Mutually
agreed
action
plan
synchronising
customer
and
vendor
activities Professional
meeting
follow‐up
with
an
Individual
Value
Proposition
and
next
 Last
Impression steps© 2011 J.G. MARTIN & PARTNERS
  17. 17. ACCOUNT DEVELOPMENT Customer
 Understanding
the
customer’s
goals
and
objectives,
and
the
current
“health
 Interviews status” Managing
Strategic
 Accounts™
workshops
 help
account
teams
 Team
definition
of
how
they
want
to
be
perceived
by
the
customer
in
12
 increase
revenue
by
 Vision months
time developing
and
 executing
a
 Identification
of
customer
challenges
and
opportunities
where
you
can
add
 collaborative
customer
 Value
Areas the
greatest
value development
plan. Participants
gain
 deeper
insight
into
the
 Opportunities Concrete
sales
opportunities
and
their
prioritisation
for
action business
of
their
key
 account
and
analyse
 the
strengths
and
 Programs Activities
to
address
issues
identified
in
the
“health
status”
interviews weaknesses
of
their
 company’s
current
 position. Contact
plan
to
expand
relationships
with
key
decision
makers
and
 Relationship
Map influencers They
develop
a
1‐2
year
 plan
to
grow
the
 business.
 Business
Plan Quantification
of
revenue
potential
and
required
resource
investments Account
development
plan
approved
by
internal
management
and
the
 Approval customer Action
Plan Concrete
activities
defined
to
execute
the
plan
and
review
progress© 2011 J.G. MARTIN & PARTNERS
  18. 18. IMPLEMENTATION SUPPORT The
goal
of
the
Pit‐Stops
 “Must‐Win
Deal”
Pit‐Stops is
to
provide
a
structured
 support
for
the
 implementation
of
sales
 ➲
Deal
Pit‐Stop
=
90‐min
Opportunity
Review
 methodologies
in
the
 daily
working
 • Conducted
via
WebEx
every
3‐4
weeks environment.
 • Complete
opportunity
team
participates Ongoing
review
is
not
 only
a
good
«check»
 • Objective
is
knowledge
transfer
in
team
and
getting
 mechanism
to
review
 methodology
 new
people
up‐to‐speed
quickly implementation,
but
to
 involve
management
 • Initially
conducted
by
the
facilitator

➔
handed
over
to
 closely
with
the
execution
 of
the
sales
process
–
and
 managers
as
confidence
grows provide
the
opportunity
 for
«coachable
moments»
 ➲
Funnel
Pit‐Stop
=
90‐min
Funnel
Review to
address
key
individual
 development
areas.
 • Account
manager
participates • Objective
is
to
ensure
that
pipeline
filling
activities
are
 done
effectively
and
continuously© 2011 J.G. MARTIN & PARTNERS
  19. 19. INTEGRATION IN YOUR CRM Interface Single‐click
access
to
our
best‐in‐class
sales
methodology
from
your
CRM
system
 Integrating
the
sales
 methodology
in
your
 CRM
makes
it
easy
for
 Single
data
 Reduces
administration
by
leveraging
existing
customer
data
from
your
CRM
 salespeople
to
apply
 entry system their
best‐in‐class
sales
 process
to
opportunity
 data. Graphical
representation
quickly
highlights
missing
contacts
and
customer
 Buying
Center information Workshop
learning
is
 reinforced
immediately
 Value
 while
facilitating
team
 Positions
the
value
of
your
solution
appropriately
to
each
Buying
Center
member collaboration
and
 Proposition management
coaching
 through
easy
access
to
 Competitive
 Comprehensive
competitive
evaluation
as
the
basis
for
developing
a
winning
 critical
opportunity
 Analysis strategy information.
 Higher
CRM
and
 Qualification More
informed
go/no‐go
decisions
and
early
identification
of
selling
risks methodology
adoption
 equals
better
return
on
 software
and
training
 Ideal
Sales
 investments.
 Expert
guidance
based
on
sales
best
practices
tailored
to
your
business Process Clear
definition
of
required
actions,
ownership
and
deadline
–
synchronised
with
 Action
Plan Outlook Coaching
Tips Ready
reference,
and
examples
to
assist
the
entire
sales
process
when
required© 2011 J.G. MARTIN & PARTNERS
  20. 20. WHAT’S IN IT FOR YOU Improved
Margins Management
Leads
the
Change Leverage
Investment
in
CRM Higher
Sales
Team
Motivation
 Avoid
Deals
Bound
to
Die &
Creativity Forecast
Accuracy Shorten
Sales
Cycle Entering
New
Markets Improve
corporate
information
asset Gain
Access
to
C‐Level Common
Sales
Language...
 Geographical
Expansion Nowadays,
Everyone
is
in
SALES! Maximize
Win
Rate Improve
Coaching
Effectiveness Lower
Sales
Staff
Turnover Effortless
Recruitment
of
Top
Talent Maximise
Revenue
per
Account Revenue
Growth Effective
Resource
Allocation Increase
Deal
Size Greater
Market
Share
and
Penetration© 2011 J.G. MARTIN & PARTNERS
  21. 21. REFERENCE PROJECTSVODAFONE
GLOBAL
ENTERPRISE ‣ Deployment
in
EMEA,
Asia
Pacific
&
Australia
(35
countries,
Primary
goal 1.500
participants)Increase
average
revenue
per
 ‣ Management
coaching
program
to
support
implementationaccount
and
operating
margin GMC
SOFTWARE
TECHNOLOGYAssignment Primary
goal‣ Enable
management
to
lead
the
transformation
of
the
sales To
achieve
sales
excellence
in
their
 team
and
create
accountability
for
execution. European,
Asian,
North
and
South
‣ Focus
on
key
strategic
opportunities
that
need
to
be
closed. American
sales
force‣ Coach
the
Coach
in
deal
Pit‐Stops
and
manage
the
 Assignment knowledge
transfer. ‣ Sales
process
improvement
workshops
worldwide
for
all
‣ Deployment
to
270
biggest
accounts sales
and
pre‐sales
people‣ Integration
into
salesforce.com
(300
users
worldwide) ‣ Definition
of
the
required
sales
competencies
and
their
SAP
 integration
into
performance
evaluation
and
recruitment
 processesPrimary
goalEnable
the
sales
force
to
develop
 ‣ Ongoing
coaching
and
consulting
working
side
by
side
in
and
communicate
compelling
 reviewing
must
win
dealsvalue
propositions ‣ Tailoring
of
customer
communication
e.g.
needs
analysis,
Assignment proposal,
management
summary
and
ROI‣ Understanding
of
key
issues
through
win/loss
analysis ‣ Working
with
management
to
integrate
the
sales
 methodology
into
their
sales
forecasting
system‣ Program
integrated
into
SAP’s
Customer
Engagement
 Lifecycle ‣ One‐to‐One
coaching
for
the
management
team
from
the
 CEO
downwards© 2011 J.G. MARTIN & PARTNERS
  22. 22. Delivery Capabilities© 2011 J.G. MARTIN & PARTNERS

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