Ten Slides in Ten Minutes - Thinking about the Sales Phase of the SDLC
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Transcript of Ten Slides in Ten Minutes - Thinking about the Sales Phase of the SDLC
S S Ten Slides in Ten Minutes: Thinking about ‘The Sales Phase of the SDLC*’ [Capturing the Hearts and Minds of Prospects & Clients]
Presented by:
Bill Graham CP.APMP
December, 2014
* Service Delivery Life Cycle [SDLC]
Source: Various
The Service Delivery Life-Cycle [SDLC]:
End of Sales & Bid Management Phases
Start of Delivery & Commissioning Phases
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Start of Sales Phase
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Client Value Strategic
Alignment
Sales Management Value-Based Sales
•Business Strategy •Market Strategy •Compensation •Solutions/Products
•Processes •Support Tools •Relevant Solutions •Client Benefits
•Drive Processes •Situational Analysis •Opportunity Scout •Mentor Resources
•Execution/Delivery •Within Budget •Value Derivation •Mutual Roadmap
The Sales Value Continuum is an Imperative for ALL Stakeholders
Underpinned by People, Processes and Systems
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1. Marketing: • Develop a relevant Go-To-Market Strategy • Develop a strong Brand in the marketplace • Continuously integrate new business offerings
2. Sales: • Build a world-class sales conversion capability • Capture, Develop (grow) and Retain anchor clients
3. Organisation: • Develop a positive organisational culture relevant to South Africa • Infuse Marketing / Sales into the organisation
4. Partnerships: • Build relationships with Strategic partners • Develop partnerships with anchor clients • Define channel strategy
5. Service Delivery • Ensure ongoing best practice service delivery supported by world-class services
capabilities • Align with anchor clients’ requirements
Know your Organisation’s Value Drivers for focused Sales Support activities
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Support of Successful Sales is Embedded Across the entire Organisation
A holistic organisational view, skills, knowledge, experience and integrated processes & systems are required
Bid
Management
Review Sales
Strategy &
Plan
Client
Management Sales
Tools Client
Interaction
Closure
An investigation is required to identify any (potential) breakpoints in the sales phase
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Lim
it v
aria
bili
ty f
or
succ
ess
Success depends on ‘Complacency & Familiarity’ versus ‘Positive Continuous Client Interactions’
Potential failure points in the Sales Phase
Submission Review Sales
Strategy &
Plan
Client
Management Sales
Tools Client
Interaction
Close
An investigation is required to identify any (potential) breakpoints in the sales phase
Potential failure points in the Sales Phase
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Lim
it v
aria
bili
ty f
or
succ
ess
Success depends on Complacency & Familiarity versus Positive Continuous Client Interactions
• Unmanaged salesforce during a growth era
• Missed opportunities
• Weak – or missing - Bid Management
• Poor opportunity cost derivation
• Inaccurate risk identification
• Data inconsistency across support systems
• Role clarity & ambiguity
• Visibility of sales-related information across the
organisation
• Misalignment of solutions to client needs
• Ignoring of best practice(s)
• Management’s will to invest in long sales cycles
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Problem Indicators
Inaccurate forecasting Poor client submissions Unknown opportunities Poor client feedback Sales GAP increasing
Possible Reasons
Non-Conformance to process
Lack of discipline No professional Bid
Management Incorrect salesforce Lack of sales leadership Overpaid salesforce Unmotivated salesforce Contract not driving
required behaviour Weak/unknown brand Territory mis-alignment No RIP No client/industry
knowledge Unfocused salesforce Company takeover
• The unknown?
Interventions
Micro-management Re-evaluate salesforce Direct sales leadership Weekly sales meeting
• Salespeople to present product value props.
• Industry knowledge Bid Reviews Performance letters Review collateral Product training
• Plus development targets
Territory allocation review • Restructure
Client technology updates • Based on industry • Relevance to client
Presentation to client boards
Ideal Situation
Salesforce • Well equipped • Motivated • Passionate • Pro-active
Compensation contract • Defines territory • Defines remuneration • Drives behaviour
Sales Service support • Sales Operations • Bid Management • Collateral • Systems • Methodology & policies • Marketing
Metrics • Solid qualified pipeline • Win/Loss ratio > 80% • Well crafted submissions
(with clear crafted value props)
• Target achievement
Problem Indicators must be Identified in order to move to the Ideal Each organisation will have their own unique points…
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Reality: Bad People, Processes and Systems are at the Heart of All Problems
1. Non Team-Players: Unhelpful, Unapproachable, Negative, Apathetic, Uncaring, Caustic 2. Political Animals: Self-Absorbed, Personal Ambitions Conflict with Organisational Needs 3. Unskilled Resources: Poor Recruitment Practices, Nepotism, Cronyism, Poor Decision-making, lack of business agility 4. Dated Resources: Mis-Aligned to Marketplace, Irrelevant, Ineffectual 5. No Positive Organisational Culture: Poor Recruitment Practices, Deadwood, 6. Guerrillas in the Midst: Competitor’s Ally, Disruptive, Disgruntled 7. Corporate Tourists: Retired at work, Focused on Personal Interests, Time-Wasters
1. Dated: Irrelevant, Administrative Overhead, Mis-Aligned to Best Practices 2. Bureaucratic: Cumbersome, Time-Wasting, Soul-Destroying 3. Silo’d: Disconnects across Business Units, Mismatched Data, Revenue Leakage 4. Business Unit Relevance Only: Meaningless to Organisation, Manual Interventions 5. Informal: Confusion, Optional, Irrational 6. Over-Governance: Debilitating, Regulatory Strangulation, Stagnation
1. Outdated: Irrelevant, Administrative Overhead, Burdensome 2. Non-Integrated: Manual Interventions, Revenue Leakage, Time-Wasting 3. Monolithic: Feeding the Monster, Indivisible, Slow to Change, Glacial Inactivity 4. Inability to eBond: Islands of Data, No Linkage to Clients’ Systems, Insular Elements 5. Proprietary: Inability to Support International Standards; Challenged, Restrictive Growth and Evolution
People:
Processes:
Systems:
In many sales organisations there are People, Processes and Systems that inhibit effective and efficient sales activities.
Without good People, Processes and Systems an organisation becomes a Cliché
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The Cliché Corporation Eventually Collapses…
'Every man is a creature of the age in which he lives; very few are able to raise themselves
above the ideas of the time.' - Voltaire
People, Processes & Systems
Progress
Collapse
Status Quo
Fear Management
Positive Climate & Culture
Share Price and Credibility
New Business Growth