ARS EMEA CASE STUDY - Sales management · ARS EMEA CASE STUDY Michelle Vazzana ... Year 1 Year 2...

© 2015 Vantage Point Performance. All Rights Reserved.

ARS EMEA CASE STUDY

Michelle VazzanaPartner, Vantage Point

Lotta BagerDirector of Sales Operations ARS EMEA

© 2015 Vantage Point Performance. All Rights Reserved.2

Goal

Ambitious Growth in Sales


What is Standing in our Way

• We were not hunters

Client Service Mentality

• No usable data across the region

Lack of Integration Across EMEA (SFDC)

• Each country had a different sales process

No Common Approach


Road Map to Growth

4

Design and Development

Implementation Deliver Results

Year 1 Year 2 Year 3



5





The Path to Growth: The Sales Machine


Sales Funnel and Sales Processes


Rationalizing the Sales Process

• 37 Hours

• 37 Individuals

• 5 Regions

Processes across regions were very similar


Calculating Backwards From Results

9

€1m NN

Revenue

budget for

target sector

= 200

Prospects at

a Lead

generation

rate of 50%

Local Market

Planning

identifies 200

Prospects in

target sector

= 100 Leads

at a Lead to

Conversion

rate of 50%

= 50

opportunities

at 40% CW

rate

= 20 sales at

€50k average

deal size


Roles and Competencies


2 Salesperson Roles and Competencies

Account ExecutiveNew/Existing

Retention

Business DeveloperNew/New

• Knows the Client• Generates Value• Builds Decision-maker Relationships• Delivery Focused• Negotiates to Win

• Confidently Networks• Hunts Enthusiastically• Passionate About the Sales Process• Develops Opportunities• Negotiates to Win


Team Leadership

• Role models sales excellence• Adds value to the sales process

and client interaction• Facilitates regular

communication across the team

Drives Team to Win

• Sets clear individual and team targets and KPIs

• Supports plans for how to achieve targets

• Holds regular pipeline reviews • Provides regular feedback• Clearly explains progress on pipeline

Sales Manager Role and Competencies

Coaching and Team Development

• Provides feedback and coaching to enhance effectiveness and achieve targets

• Supports team members to maintain client and market knowledge

• Coaches others, challenging and asking insightful questions to uncover issues and help colleagues work out the answers for themselves


Implementation

13





New Business Revenue Needed

Retention

New/

Existing

New/New


BusinessResults

SalesObjectives

Desired

Business

Result New Business Revenue

Sales

Activities

Early Stage Opportunity

Qualification: New/New

Pipeline Checkup:Size, contents, progress

Early Stage Opportunity Qualification: New/Existing

Path to Results By Role

Sales

Objectives

Closed/Won rate for New/Existing

Closed/Won rate for New-New

Opportunity Movement

BD AE

AL

IG

N

A

R

O


Retention

New/

Existing

New/New

Pipeline and Performance Management


Remuneration and Training

Account Executive

Business Developer

Sales ManagerSecond-Line Manager

Aon University

Aon Sales Management

Program

Country Managers / Executives

Executive Workshop


Remuneration and Training

Aon University

Aon Sales Management

Program

Executive Workshop

Sales Training

Drive growth through consistent and relevant management practices to be executed via management rhythm

Executive role and commitment to reinforce consistent management practices


Aon EMEA’s Management Rhythm

A R C

3 Coaching Sessions per Month with each AE/BDM

Execute the Activities in a management Rhythm, with structured Conversations


New-New Opportunity Coaching

Coaching FocusEarly Stage New-New Opportunity

Qualification

Frequency Monthly, following Pipeline Health

Checkup

Duration 1 hour

Coaching Objectives • Agree on status of opportunity

qualification and next steps for

qualification (if necessary)

• Agree on opportunity strategy

• Plan for first/next meeting with

future client

AgendaInputs Outputs


New-Existing Opportunity Coaching

Coaching

Focus

Early Stage New Existing

Opportunity Qualification

Frequency Monthly

Duration 1 hour

Coaching

Objectives

• Check progress of activities for in quarter

clients

• Agree on best opportunities to pursue

based on client feedback and Aon

capabilities

• Agree on opportunity strategy

• Plan for meeting with client



E X E C U T E

AL

IGN


E X E C U T E

A R C

AL

IG

N

A

R

O

Health of the Sales Pipeline

Size

ProgressContents

Corrective Activities


Pipeline Health Checkup

Coaching

Focus

Pipeline Health:

Size, Contents,

Progress

Frequency Monthly, 1 hour

Coaching

Objectives

• Agree on health

of pipeline

• Agree on

activities to

improve or

reinforce pipeline

health



Leadership

Retention

New/

Existing

New/New


Second-Line Sale Leader Rhythm

Coaching Observation

Opportunity Management

• Early Stage Opportunity Qualification:

New/New & New/Existing

One-on-One

Pipeline checkup with sales managers:

• Health of the team pipeline

• Challenges and opportunities


Deliver Results

26





Delivering Results

• Countries are seeing the value of a better approach:

In-scope accounts ↑c. 15 percentage points (pp)

% accounts penetrated with ≥ one opportunity ↑ from c. 20 pp

Closed won opportunity ↑ c. 10 pp

Consistent use of sales process and better usage of SFDC to manage sales

• Variations in adoption between countries


Lessons Learned

• Ensure the program links back to the overall sales strategy

• Facilitators Matter

• Action Plan from Introduction to Business as Usual

• KPIs to Measure Progress and Results


Questions and Answers


Michelle, thought at some point you might need the next two slides…


Marketing Data Analytics

Retention

New/

Existing

New/New


Tools and Support

Retention

New/

Existing

New/New


E X E C U T E

AL

IGN


E X E C U T E

A R C

AlignResults,

Objectives, and

Activities

AL

IG

N

A

R

O

Continually assess performance against the expected Results

ARS EMEA CASE STUDY - Sales management · ARS EMEA CASE STUDY Michelle Vazzana ... Year 1 Year 2...

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