SalesTransformationtransformPERFORMANCEi n t e r n a t i o n a l

Sales Strategy

Sales Process Sales

Leadership

Sales Skill

Sales CollaborationMessage to

Market

Sales Tools

Customer Centric Culture

SalesTransformation

Model

Our goal is your sales success

TransformSales was designed with one thing in mind – to help organisations sell more

successfully.

By this we mean

• Increasing their share of customer wallet

• Growing their customer accounts through proper strategic and tactical planning

• Continuously improving the nature and style of their customer engagement to win

higher value business

• Developing new channels to market

• Team and cross-functional collaboration focused on ensuring a ‘Total Customer •

Experience’ with enhanced likelihood of customers recommending and repurchasing

• Measurement of people and process performance

• Continuous development of their sales force and management

• Delivering faster integration where new teams come together after mergers or

acquisitions or other changes, when getting teams performing properly needs to take

days or weeks rather than months or years

...and much more.

TransformSales has developed its unique Sales Transformation Model which comprises 8 key areas of focus and where we have targeted the experience and expertise of our people. Together with our clients we believe that we have achieved some great results and we hope that you find many areas of interest on this site and look forward to working with your business in the future.

Overview

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SalesTransformation

Sales Strategy

Sales Process Sales

Leadership

Sales Skill

Sales CollaborationMessage to

Market

Sales Tools

Customer Centric Culture

SalesTransformation

Model

© Transform People International Ltd 2019 1

In today's market environment a well defined strategy for business growth that is clearly understood throughout the enterprise is critical to success. The behaviours of each Business or Service Unit and every person working within them need to be aligned with the agreed strategy. In order to achieve a sound strategy specific questions need to be answered.

Sales Strategy

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For example:

• What customer problems are we trying to address ?

• How do we determine and then communicate our value proposition ?

• What should our Go-to-market model look like ? How do we distribute; through

what channels ?

• How do we differentiate ourselves from the competition ?

• What is the vision of where we want the business to be in five years time ? How will

we know when we get there ?

• What do we want our customers to say about the way we do business and engage

with them ?

• What are the implications of all of these questions for the way in which our

business is organised ?

© Transform People International Ltd 2019 2

Companies that are successful at selling their products and services are unlikely to have achieved sustained growth by accident. Through constant analysis of both successes and failures they know how they win their customers and how to leverage and up-sell existing relationships. They also know exactly what should be happening at each stage of their sales cycle in order to capture best practices, provide benchmark data and to link with other functions. Successful companies define, execute, review and remediate processes continuously. The customer's experience of a company is the sum total of all the processes that have been put in place in order to deliver a product or service. Winning companies ensure they have addressed the need to ensure all of their people understand why process matters and what part every individual plays in creating the "total customer experience".

For example:

• How do you measure the different experiences that

customers have when they engage with the processes

in various parts of your organisation?

• In what ways do your internal processes align with the

desire to be a customer-centric organisation?

• What processes do you have in place to benchmark

sales effectiveness? And how often do you audit the

effectiveness of your sales processes and customer

touch points?

• What is your approach to strategic account planning?

How do you ensure congruent goals for all selling

activities?

• What needs to change in the recruitment processes to

reflect the continuing evolution of your marketplace?

• How swiftly do new recruits become sales ready?

What needs to improve in the onboarding of sales

people?

Sales Processes

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© Transform People International Ltd 2019 3

In order to maximise productivity the sales function has to be properly managed and led. Good managers can be born, but great ones may need some help along the way. Effective management style, performance management, coaching skills......the list goes on......all these have significant impact upon feelings of loyalty, attitude and feelings of belonging in the sales community. Furthermore great management and leadership means knowing how to turn the corporate strategic sales vision into something tangible for people in order that they may then go out and deliver. This is not easy, but it is an essential ingredient in the sales transformation model.

Sales Leadership

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For example:

• How do you ensure consistency in sales leadership

across your organisation to get the best results?

• What are the good leadership and management

behaviours that you expect your sales leaders to

display?

• How is your own sales leadership style affecting your

sales people and teams?

• What tools and approaches do you actively and

repeatedly use to inspire and influence your sales

people and teams?

• How do you spread the standards and best practices of

your sales leader exemplars?

• How well do your sales leaders connect the key

messages to market to the sales people’s efforts?

• How do you align systems and processes to fit your

blueprint for action?

• How do you develop your sales leaders so that they

develop a committed and united team?

• What culture do you want in your sales teams and how

do you shape it? © Transform People International Ltd 2019 4

In today's market environment a well defined strategy for business growth that is clearly understood throughout the enterprise is critical to success. The behaviours of each Business or Service Unit and every person working within them need to be aligned with the agreed strategy. In order to achieve a sound strategy specific questions need to be answered.

Sales Skill

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For example:

• What reputation do our sales people have in the industry?

• How well do we undertake to benchmark and develop the skills of our customer

facing sales and support people?

• How well do we measure the sales impact of our people?

• How much do we empower our sales people to engage in creative and authentic

ways?

• What do we currently signal as being important capabilities and talents for sales

people to have? Are these the right ones for the future?

• How well do we equip our sales people with tools and processes that support their

continued growth in sales effectiveness?

© Transform People International Ltd 2019 5

The term 'sales team' can mean different things to different businesses. To some it may mean cross-functional client account teams working within global enterprises. To others it may mean small multi-client territory-based salespeople working closely with a sales manager. Whatever 'sales team' means to your business the fact is that building the teams that 'others would like to be a part of' takes commitment and planning. From the initial recruitment processes and induction of new team members, to the remuneration packages and recognition schemes the focus for world-class companies is on how these support the sales strategy.

Sales Collaboration

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Key questions that need to be answered include:

• How do we know what our sales teams are thinking and doing and what

implications does this have in terms of what we sell and how we are selling it ?

• What do our customers think of our sales people ?

• Do we know that our people are working well together, or are certain behaviours

and prejudices having a detrimental effect on our ability to close more business ?

• Do we regularly review our recruitment processes and reward structures in order to

ensure that we are attracting the right calibre of person ?

• Do we manage our recognition programmes as well as we should in order to

maximise their impact on the sales force ?

• Do we make the most of the times when we have the entire sales force together,

for example at sales conferences, by providing learning for all through clear

messaging delivered effectively ?

• What tools and support do we give to our managers in order to spread best

practices to their teams ? Do we really do a good job of letting our teams know

"what a good job looks like" ?

© Transform People International Ltd 2019 6

Without a clear and powerful sales message the sales strategy is less likely to succeed. Successful organisations take the time to define their key messages to market and to communicate value propositions that are meaningful to their target audiences. Whether communicating with C-level executives or functional heads the need for a compelling and action-orientated messaging is clear.

Message to Market

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For example:

• How consistent is your message to market – across different functions? And

channels?

• How skilled are your customer facing people at powerfully articulating the “why” of

the value proposition?

• In what way does your proposition differentiate you in the marketplace?

• How do your sales leaders refresh and vitalise the sales force with a compelling

and strategic message to market?

• How well do we capture feedback market intelligence from our sales people to

improve our message and offering?

© Transform People International Ltd 2019 7

Any business that is serious about long term success knows that its people need world-class tools at their disposal in order to achieve world-class performance. Success is about using high quality information from a wide variety of sources and using it in order to generate best-in-class practices that are then repeated throughout the sales organisation. Key questions need to be answered by any organisation that truly does want to achieve the aggressive goals it has set.

Sales Tools

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For example:

• Do we have the appropriate Management Information that will enable us to take

decisions ?

• How well do we use our customer data in order to generate pipeline business,

competitor information, accurate sales forecasts etc ?

• What methodologies do we employ in order to capture Best Practices within our

organisation and then communicate those across the rest of the business ? What

toolkits, what playbooks have we designed ?

• How do support areas of our organisation e.g. Product Design, Marketing, Finance,

Supply Chain etc. provide information to the sales teams in order that can use it to

best effect in front of customers ? What tools does Sales Management, in

particular, need in order to drive our sales strategy ?

© Transform People International Ltd 2019 8

The likelihood of delivering on the sales strategy is greatly increased when a company focuses on being truly customer centric. Obviously this means understanding the customer's business intimately, but it is more than this. It means making sure that everything within the company is geared to 'adding value' to the customer's experience.

Customer Centric Culture

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It means asking some difficult questions, such as:

• How do we evaluate the experience that customers have when engaging with all

parts of our organisation?

• Does the customer feel that our people throughout the business are enabled to

take empowered decisions that is of benefit to them, without prejudice to us ?

• How do our organisational structures support, or undermine, the customer

engagement?

• Do we demonstrate that we want long term relationships with our customers

where we collaborate on growing business together?

• How much does our corporate language reflect a true customer-centric

orientation?

ContactIan Millsian.mills@transformperformance

mob: +44(0)7979 521531

www.transformperformance.com

© Transform People International Ltd 2019 9