What You'll Learn:
- How leading companies enable data-driven decision making by their sales forces
- How to isolate the sales activities where coaching will make the biggest impact
- How to create clear linkages between sales coaching, CRM data, and those daily activities
- How to transition from performance gap coaching (like the GROW or GAINS model) to process coaching that enables consistent execution
- How to integrate CRM and other enabling technologies into traditional skill-based coaching
5. Š Vantage Point Performance, Inc.
Vantage Pointâs Unique Value
Sales
MANAGEMENT
Training
Research-Based
Best Practices
6. Š Vantage Point Performance, Inc.
Focus on
Execution
A âNewâ Source
of ROI
30% Revenue
20% Reps at Quota
15% Pipeline
20% Win Rate
Vantage Pointâs Unique Value
8. Š Vantage Point Performance, Inc.
Since the 1800âsâŚ
The
National
Cash
Register
Company
9. Š Vantage Point Performance, Inc.
Everyone Wants It
1. Coaching
2. Setting standards
and goals
3. Recruiting and
selection
1. Business Planning
2. Coaching
3. Setting the right
measures 1. Coaching
2. Strategic Planning
3. Performance
Management
10. Š Vantage Point Performance, Inc.
And Companies Invest in It⌠Heavily
124 Sales Managers
401 Courses on Coaching
> 5,000 Hours
11. Š Vantage Point Performance, Inc.
Survey Says?!
Hours per Month Sales Managers
<3 7%
3-5 55%
>5 38%
12. Š Vantage Point Performance, Inc.
Survey Says?!
Hours per Month Sales Managers
<3 7%
3-5 55%
>5 38%
Sales Reps
56% + 49%
32% - 23%
12% - 26%
13. Š Vantage Point Performance, Inc.
Even Worse
25% Win Rate
âIt was very frustrating. We knew what we were doing
wasnât working, but we didnât know how to fix it.â
14. Š Vantage Point Performance, Inc.
One Issue: Definition
Iâm coaching
you right now This doesnât feel
like coaching
Trust me,
this is coaching
15. Š Vantage Point Performance, Inc.
Another Issue: Generic Models
G oal
R eality
O ptions
Way Forward
G oal
A ssessment
I deas
N ext Steps
S upport
16. Š Vantage Point Performance, Inc.
Yet Another: Bad Assumptions
Yep, THATâs where I
coachâŚ
out thereâŚ
during ride-alongsâŚ
every 8 weeksâŚ
17. Š Vantage Point Performance, Inc.
We Need Sales Coaching ThatâŚ
⢠Is clearly defined
⢠Is linked to seller activity
⢠Improves performance today
⢠Happens where and when itâs needed
26. Š Vantage Point Performance, Inc.
Revenue
Customer Satisfaction
Market Share
Pipeline SizeVolume
Ramp-Up Time
IT InvestmentCoaching
Account Plan Completion
Tool Usage
Segment of Customer
Call Volume
Up/Cross-Selling
Number of AccountsTime Allocation
Quota Achievement
Share-of-Wallet
Process Usage
Skill Level
Territory Coverage
New/Existing CustomersCall Outcomes
Customer Retention
Deal Size
Prospect Type
New/Existing Product
Starting from Scratch... 306 Pieces of Chaos
27. Š Vantage Point Performance, Inc.
Our Eventual Metrics Framework
Salesperson and manager activities
that can be proactively managed
Objectives that require âconsentâ
but can be influenced
Organizational outcomes that can
not be âmanagedâ whatsoever
28. Š Vantage Point Performance, Inc.
Aha Moment: We Can Only Manage Activities!
Salesperson and manager activities
that can be proactively managed
Objectives that require âconsentâ
but can be influenced
Organizational outcomes that can
not be âmanagedâ whatsoever
29. Š Vantage Point Performance, Inc.
Sales Activities
What We Learned about Sales Activities
Plan Calls Qualify Deals Service Customers
Prioritize Prospects Strategize Deals
Call Customers Allocate Time Complete Account Plans
Make Calls Mine TerritoriesAcquire / Grow
Accounts
Pursue Opportunities
30. Š Vantage Point Performance, Inc.
The 4 Sales Processes
Territory Management
Allocate effort efficiently across different
types of customers and prospects
Account Management
Maximize the long-term value
of a single customer
Call Management
Improve individual customer
interactions
Opportunity Management
Strategically navigate and win
complex, multi-call sales cycles
31. Š Vantage Point Performance, Inc.
THESE Are What You Measure & Coach
Making
Calls
Mining
Territories
Growing
Accounts
Pursuing
Opportunities
32. Š Vantage Point Performance, Inc.
Different Processes Require Different Coaching
Making
Calls
Mining
Territories
Growing
Accounts
Pursuing
Opportunities
33. Š Vantage Point Performance, Inc.
How Sales Coaching Varies
⢠Sales Process
⢠Target Outcomes
⢠Nature of Interaction
⢠Frequency
⢠Metrics
⢠Tools
⢠OthersâŚ
34. Š Vantage Point Performance, Inc.
Sample Metrics
⢠% call plan completion
⢠% calls advancing
Nature of Coaching
⢠Tactical
⢠Interpersonal
Common Tools
⢠Call plans
⢠Coaching guides
Common Coaching Rhythm
⢠As-needed
â High-risk calls
â Prospecting calls
Coaching Call Management
35. Š Vantage Point Performance, Inc.
Sample Metrics
⢠# of opportunity plans
completed
⢠Sales cycle length
⢠Win rates
Nature of Coaching
⢠Strategic
⢠Contextual
Common Tools
⢠Opportunity plans
⢠Coaching guides
⢠Pipeline reports
Common Coaching Rhythm
⢠Opportunity-driven
⢠1-4 times per month
Coaching Opportunity Management
36. Š Vantage Point Performance, Inc.
Sample Metrics
⢠% account plans completed
⢠Account KPIs
⢠Share of wallet
Nature of Coaching
⢠Strategic
⢠Project management
Common Tools
⢠Account plans
⢠âBusiness plansâ
Common Coaching Rhythm
⢠Annually (bad, bad, bad)
⢠Quarterly
⢠Monthly
Coaching Account Management
37. Š Vantage Point Performance, Inc.
Coaching Territory Management
Sample Metrics
⢠# of sales calls made
⢠% of targets contacted
⢠Territory growth
Nature of Coaching
⢠Analytic
⢠Tactical
Common Tools
⢠Segmented and prioritized
customer lists
⢠Call patterns
⢠Territory mapping software
Common Coaching Rhythm
⢠Periodic analysis and
prioritization
⢠Constant execution
38. Š Vantage Point Performance, Inc.
Quick Case Study
56% ZERO Coaching 25% Win Rate
39. Š Vantage Point Performance, Inc.
Step 1: Establish the Goal
Improve Win Rates!
40. Š Vantage Point Performance, Inc.
Step 2: ID the Key Processes
Territory Management
Account Management Call Management
Opportunity Management
41. Š Vantage Point Performance, Inc.
Step 3: Define the Coaching Conversation
42. Š Vantage Point Performance, Inc.
Step 4: Support It with Data
Avery Johnson
43. Š Vantage Point Performance, Inc.
The Impact of Deliberate Coaching
91% Coached56% ZERO Coaching
44. Š Vantage Point Performance, Inc.
The Impact of âAppliedâ Coaching
25%
37%
54%
0%
20%
40%
60%
6 Months Prior 6 Months Post 18 Months Post
Win Rates