Webinar | Sustaining Sales Transformation Value

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smartma&ers Sustaining Sales Transformation Value

Transcript of Webinar | Sustaining Sales Transformation Value

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Sustaining Sales Transformation Value

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Before We Begin 1 You will receive a link to the recording of today’s webinar.

Watch for it in email.

2 The recording will also be available on our website thetasgroup.com, in the Resources section.

3 Enter your questions in the Questions box or tweet to @thetasgroup.

4 Join the conversation on Twitter: #SmartSalesTransformation

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Karen Neely-Reed Director Strategic Consulting

Michael Campbell Vice President Global Sales Operations

JP Knapp Director, Sales Enablement

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Staying On The Path to Success

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Today’s Focus ….

Best practices on how to: •  Enable front-line sales managers to lead the change •  Help sales teams understand the ‘why’ and the

benefit to them •  Entice engagement (not force compliance)

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Poll #1 What is the #1 obstacle to sales initiatives succeeding in your organization/company? A.  Lack of coaching B.  Communication challenges C.  Not training managers D.  Lack of operationalization E.  I don’t know Source: Interviews conducted with corporate executives by John Kotter

1997 for Leading Change and research by McKinsey in 2013.

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The Question on Everyone’s Mind Reasons Why New Sales Behaviors Are Not Adopted

Source: CEB Sales Leadership Council Member poll, 2013. n = 83

24% Unclear

Communications

24% Coaching/ Training

52% Failure To

Operationalize

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How Organizations Miss the Mark Reliance on On-The-Job Coaching to Enable Front-Line Manager Success (no formal training)

Sales Training Limited to Sellers & Senior Leadership – Ignoring Front-Line Managers

Too Much Focus on Product Training over the skills to manage opportunity and account plan development

Failure to reinforce classroom training with Comprehensive program to operationalize

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Change Curve

Performance, Motivation and

Competence

Time

Unconscious Incompetence

1

Conscious Incompetence

2

Conscious Competence

3

Unconscious Competence

4

Denial

Fear

Anger

Resistance

Acceptance

Openness

Testing

Relearning

Integration

RISK

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Components for Successful Change

Source: Adapted from – Psychology of Change Management, McKinsey Quarterly

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Change Execution Process

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Leading the Change Executive Alignment

Where Are We Today?

•  Set the agenda, activities and expectations for this session

•  Review Change Execution Process and progress made to-date on the Customer Success Charter

What Does Success Look Like? •  Understand the vision for this initiative and set

the measurement regime by which you will deem the program a success

How Are We Going to Achieve Success?

•  Create your plan to embed the methodologies and tools into the work practices of the organization

How Are We Going to Sustain and Grow Our Results?

•  Agree the process of Success Checkpoints for the initiative

1

2

3

4

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Management Checklist Once a week...

Review the success metric map, objectives and the transition strategy and ask yourself: §  Are we making visible progress against the objectives? §  What gaps / risks are now priority over the next 7 days? §  Is the transition scheduling on track ?

Once a month...

Focus on the success metric map and the transition plan and ask yourself: §  Are the objectives still valid? §  What risks have emerged? §  Do we need to adjust the plan to reflect unexpected events? §  Can we accelerate the plan? How?

Once a quarter...

Review the success metric map and the overall initiative plan with your team and ask yourself: §  Do we need to revise the success metric map? §  Do we need to recalibrate the overall plan? How? §  What priorities will we set based on the progress during the 1st quarter?

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Staying On Track •  Have a Plan

•  Define expectations by group

•  When to use

•  What to use •  Qualifications for what Opportunities / Accounts get peer reviews

Tasks Outcome Deliverable Escalation Stakeholders

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Activity Reporting •  Establish expectations during alignment

•  Opportunity Profile •  Size, Type, Product, etc…

•  Usage expectations for each opportunity profile •  Playbook only •  + Political Map •  + Insight Map & Buyer Roles

•  T&I Expectations (i.e. usage by managers) •  Technically incorporate into SFDC so that you can report against these tailored

expectations

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Impact Reporting

•  Identify and Baseline Key Revenue Metrics •  Average Deal Size

•  Length of Sales Cycle

•  Win Rate

•  Track by Geo / Unit •  Enable Front-Line Managers with ability to monitor

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Sales Manager Challenge

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The Sales Manager Balancing Act

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Significant List of Competing Priorities

Sales Coaching

Hiring

Deal Reviews

Travel

1:1 Forecast

Territory Plans Customer Calls

CRM Compliance

Compensation

Read Reports

Team Calls

Learning Report to HQ

1:1 Pipeline

Account Plans

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Month @ Start of Quarter ….  Week 1   Clean Pipeline

Marketing Update   Acct Dev. Strategy   Performance Team Call  

1:1 Sales Performance   HQ Reporting  

Week 2   Learning Huddles   Deal Review   Pipeline 1:1   Call Prep and Debrief   HQ Reporting  Pipeline  

Week 3   Customer Health Dashboard   Deal Review   Forecast 1:1   Call Prep and Debrief   HQ Reporting  

Forecast  

Week 4   Learning Huddles   Deal Review   Pipeline 1:1   HQ Reporting  Pipeline  

Month @ End of Quarter ….  Week 9   Clean Pipeline

Marketing Update   Acct Dev. Strategy   Performance Team Call  

1:1 Sales Performance  

HQ Reporting Forecast

Week 10   Learning Huddles   Deal Review   Forecast 1:1   Call Prep and Debrief   HQ Reporting Forecast

Week 11   Customer Health Dashboard   Deal Review   Forecast 1:1   HQ Reporting

Forecast

Week 12   Learning Huddles   Deal Review   Daily Results Call  

HQ Reporting Forecast

Your cadence might look like this …

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Vocera Communications JP Knapp, Director Sales Enablement

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Who •  Global sales team

•  US 55 and 10 Int’l (4-Continents)

•  Direct sales model (US)

•  Partner sales model (Int’l)

•  12-18mth sales cycle

•  200K-2M deal size; capital expense

Why •  No deal context and detail

•  WHY in stage, WHO engaged with, EVIDENCE of closure date accuracy

•  No way of identifying existing customer white space

What

January

2015

January

2015

May 2015

NYSE: VCRA

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Improving Sales Team Effectiveness •  Enable front-line sales managers to lead the change

•  Dedicated in-person manager training (2 days) •  Heavy tool usage; Team views; Overcome obstacles •  Find the budget & Find the time

•  Help sales teams understand the ‘why’ and the benefit to them •  “I wish I had this two years ago. I would have realized the customer

didn’t have a real project at the time” – Account Manager •  Executive team publicizes wins

•  Entice engagement (not force compliance) •  Focused on high-impact areas first •  Political Map, Sales Process, Insight Map •  Created and published adoption dashboard

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Adoption Dashboard 1.  Identified leading metrics of adoption 2.  Tracked and published top 5 in each category every week

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Diebold Michael Campbell, Vice President, Global Sales Operations

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Who •  North American sales team

•  Direct sales associates

•  Regional, National & Global accounts

•  6-9 month sales cycle

•  20K-150K average deal size

•  Services average $7K-80K

Why •  No common language for deal

reviews

•  Account planning 1x/year

•  All reviews happened outside Salesforce.com

•  Establish & Simplify coaching and review rhythm

•  Struggle to identify whitespace opportunity and visibility on objectives

•  Deal qualification & prioritization for limited proposal support resources

What

Aug 2014

July 2014

July 2014

NYSE: DBD

Diebold, Inc. – Confidential 28

Strategies•  New Customer Acquisition•  New Solution Penetration•  Existing Business Growth•  Takeovers / Pilot Programs

Strategies•  Customer Account Development•  Strategic Business Alignment•  Existing Business Growth•  Outsourcing Services

Strategy  • This  is  an  example  text.    •   Go  ahead  and  replace  it  with  your  own  text.  

Tac$cs  •  Prospecting & Lead Development•  Business Development•  Channel Growth•  New Industry Penetration•  Take Competitor Marketshare

Actions•  Assess & qualify opportunities•  Navigate buyer’s organization•  Visualize business problems•  Create customer focused solutions•  Align with buyer’s decision criteria•  Select optimal competitive strategy

TAS Dealmaker Smart Opportunity Manager & Playbook Commercial National & Enterprise Accounts

TAS Dealmaker Smart Account Manager Financial & Strategic Commercial Accounts

Tac$cs  •  Account Penetration•  New Solution Development•  Diebold Solution Growth•  Take Competitor Marketshare

Actions•  Properly assess & segment•  Prioritize “what” & “where” to sell•  Conduct better business discovery •  Uncover critical decision criteria•  Effectively navigate political structure and

optimal strategy

Diebold Electronic Security Team Dealmaker Launch Approach

Diebold, Inc. – Confidential 29

Zero  Base  Account  Plan  •  Defined  as  accounts  that  have  done  no  business  with  Diebold  over  the  last  3+  years  across  our  por@olio  of  products  and  services  (excluding  billed  work).    

Example:      Account  may  or  may  not  have  ES  soluGons  installed,  but  they  have  not  had  any  spend  with  us  over  the  last  3  +  years  

Wallet  Share  Account  Plan  •  Defined  as  Diebold  having  at  least  one  line  of  business  today  with  the  account,  but  we  want  to  grow  our  wallet  share  within  the  account  penetraGng  other  lines  of  business  

 Example:      

Selling  intrusion  alarms  &  monitoring  today,  but  not  selling  video,  access  or  services;  therefore  it’s  an  opportunity  to  grow  our  wallet  within  the  account.      

Compe$$ve  Account  Plan  •  Defined  as  an  account  who  splits  their  business  between  us  and  others,  meaning  they  have  a  mix  of  equipment  deployed  across  different  vendors.  

 Example:      

Account  has  200  locaGons  across  their  footprint  –  140  of  those  are  Diebold  and  the  other  60  are  Tyco.  

ES “Growth” Focused Account Plan Requirements North America Electronic Security

Build  an  account  plan  that  focuses  on  breaking  through  new  doors  to  grow  your  

market!  

Build  an  account  plan  that  focuses  on  driving  new  lines  of  business  to  grow  your  market!  

Build  an  account  plan  that  forces  you  to  think  differently  and  crea$vely  to  take  share  in  the  account  and  grow  your  market!  

Diebold, Inc. – Confidential 30

Market & Rep Strategy •  Plan headcount & Changes

•  Identify unbalance

•  Best reps aligned to customers

•  Identify trends & top targets

•  Review spend quarterly

Review: Annually

A Few Strong Targets •  Establish Priorities

•  Set Deadlines

•  Baseline Performance

•  Identify Key Trigger Events

•  Peer review top accounts

Review: Quarterly

Top & Early Pursuits •  Buyer alignment check

•  Understand buyer criteria

•  Validate Assessment

•  Customer centric insights

•  Review PRIME actions

Review: Weekly

The Backbone of Sales Readiness

Territory Plans Account Plans Opportunity Plans Establish strong expectations around the key sales planning rhythms

Diebold, Inc. – Confidential 31

Leading with customer initiatives and how we can affect them builds credibility and deeper relationships

The Power of Leading with Strategic Insights

Financial Customer Wallet Share Account Strategic Insight Map

Diebold, Inc. – Confidential 32

Strategic sales conversations start with demonstrating to the customer we understand their role, challenges and initiatives in their business and are ready to teach them something they don’t know in each interaction.

Sales Team Reminders of Key Insights

Buyer  Insights    

Company  Insights    

Territory  Insigh

ts  

 

Top-­‐of-­‐Mind  Awareness    

Individual  Insights    

“Tell me something I don’t know…”

Diebold, Inc. – Confidential 33

Regular weekly review and monthly team cadence helped drive adoption for sales tools

Sale Team Monthly Review

FI  -­‐  NORTHEAST    BSM  2015  One  on  One  Review   1-­‐Jan   1-­‐Feb   1-­‐Mar   1-­‐Apr   2-­‐Apr   3-­‐Apr   4-­‐Apr   1-­‐May   1-­‐Jun   1-­‐Jul  

       Forecast  Updates                                                                                          Install  OE  Forecast  for  Month                                                                                    Current  Installed  OE  booked  (per  BMW  report)                                          

RMR  OE  Forecast  for  Month                                          Current  RMR  OE  booked  (per  BMW  report)                                          

Reviewed  OpportuniGes  with  Best  Case  and  Commit$                                                  Monthly  Review  (week  2  )                                                                                                  YTD  Install  OE  %                                                              

YTD  RMR    OE  %                                                  Lead(s)                                                                                                                                                                                                #  of  Leads  not  disposiGoned                                                  Ac$vity  Management                                          #  of  Face  to  Face  MeeGngs  Last  4  Weeks                                          

Reviewed  SFDC  Dashboard  for  other  AcGviGes  (  Phone  Calls,  eMails)                                                    Opportunity  Review                                                                                                                            #  of  Past  Due  OpportuniGes                                          

                                                                                                                                           OpportuniGes  with  no  Product  assigned                                                                                                                                                                                                      OpportuniGes  X3  of  Monthly/Quarterly/

Yearly  Target                                                          #  of  SFDC  Opportunity(s)  Created                                          

       Proposal  Review                                                                                                                                                                Proposals  X5  of  Monthly/Quarterly/Yearly  Target                                          

#  of  SFDC  Proposal(s)  Created                                                  Prospect  List  (TA  Report)                            Reviewed  AcGvity  in  SFDC  for  each  account                                          

Review  customer  contact  cadence  for  each  account  (calls/meeGngs/acGons)                                                  Top  150  Regional  Accounts                                                                                  #  of  Top  150  in  Territory                                                      TAS    Reviews                                          #  of  Accounts  IdenGfied  for  Dealmaker  Account  Plans                                          

Account  1  XXXXXXXXXX  %    Complete                                          Account  2  XXXXXXXXXX  %    Complete                                          Account  3  XXXXXXXXXX  %    Complete                                          Account  4  XXXXXXXXXX  %    Complete                                          

           Training  /  Compass                                                                                                                                  Compass  Modules  Past  Due                                          Review  of  Yearly  Goals  (April,  July,  October,  January)                                          

BSM  Feedback  and  Other  Items                                                                                                                                                                                

Keys  to  Success:  •  Establish  expectaGons  •  Constant  Dashboard  Reviews  

&  Monthly  Rep  Reviews  

•  Peer  Reviews  Every  Week  

•  Quarterly  ExecuGve  Review  

Diebold, Inc. – Confidential 34

North America Electronic Security

Account Planning Review Cadence

Sales  Director  Reviews  Plan  Ac$ons  /  Objec$ves  with  Primary  Plan  Contributors  Monthly  for  each  Account  Plan  

Semi-­‐Annual  Account  Plan  Peer  Reviews  (two  or  more  peers  review  your  account  plan  to  provide  feedback)  

Sales  Director  Conducts  Quarterly  Account  Review  with  ALL  Plan  Contributors  

Vice  President  Conducts  Quarterly  Account  Plan  Reviews  with  Sales  Directors  for  Regional/Na$onal  &  Commercial/Enterprise  Plans  

ES  EVP  Conducts  Quarterly  Account  Plan  Review  with  Vice  Presidents  to  review  Top  Regional/Na$onal  &    Top  Commercial/Enterprise  

January  4Q  Account  Plan  Review:                Complete  by  2nd  Week  of  

Month  

4Q  Account  Plan  Review:                                3rd    Week  of  Month  

February  

March   1Q  Account  Plan  Review:                Complete  by  Month  End  

1Q  Account  Plan  Review:                Complete  by  month  end  

April  1Q  Account  Plan  Review:                Complete  by  2nd  Week  of  

Month  

1Q  Account  Plan  Review:                                3rd  Week  of  Month  

May  1st  Half  Account  Plan  Peer  

Review:  Complete  by  Month  End  

June   2Q  Account  Plan  Review:                  Complete  by  Month  End  

2Q  Account  Plan  Review:                Complete  by  month  end  

July  2Q  Account  Plan  Review:                Complete  by  2nd  Week  of  

Month  

2Q  Account  Plan  Review:                                3rd  Week  of  Month  

August  

September   3Q  Account  Plan  Review:                  Complete  by  Month  End  

October  3Q  Account  Plan  Review:                Complete  by  2nd  Week  of  

Month  

3Q  Account  Plan  Review:                                3rd  Week  of  Month  

November  2nd  Half  Account  Plan  Peer  

Review:  Complete  by  Month  End  

December   4Q  Account  Plan  Review:                  Complete    by  Month  End  

For  Peer  Reviews  and  Quarterly  Reviews,  simply  export  your  account  plan  to  a  PowerPoint  deck  for  ease  of  presen$ng  during  your  review  

Diebold, Inc. – Confidential 35

Reports – Compliance Opportunity TAS Plan Status – Opportunity Manager Report Type: Dealmaker Opportunity Information

Custom Field: ‘TAS Plan Status’ (Bucket Field)

Open Opp count per user and status of TAS Plan

Targeted Opps With No TAS Plan – Opportunity Manager Report Type: Dealmaker Opportunity Information

Custom Field: ‘TAS Plan Status’ (Bucket Field)

Shows # of targeted opps without a TAS Plan (per user)

Account Plan Completeness – Account Manager Report Type: Dealmaker Account Information

Custom Fields: Overall Plan Completeness (Account Plan Object)

Open Opp count per user and status of TAS Plan

Diebold, Inc. – Confidential 36

Key  Learnings  using  Account  &  Opportunity  Planning  Process Account Planning Key Take-Aways

“Tell me something I don’t know…”

Keys  to  Driving  Successful  Strategic  Account  Planning    

Lead  with  a  Top  Down  Culture  •  Move  from  opportunisGc  to  strategic  •  Expect  leaders  to  follow  the  process  with  Peer  Review  scheduled  for  each  team  every  week  –  

publish  it!  •  Jump  on  as  many  reviews  as  possible    

It  all  starts  with  the  right  Objec$ves  •  Do  they  have  and  are  they  focused  on  3-­‐4  key  objecGves  •  AcGons  should  validate  or  flush  risks/weaknesses  in  their  strategy  and  tests  poliGcal  

awareness  from  Strategy  (Insight  Map)  

Use  Objec$ves,  Strategy  &  Ac$ons  to  Coach  Directors  •  Coach  them  up…not  beat  them  down  •  Use  plans  to  understand  their  team’s  handle  on  business  to  drive  territory  awareness  and  

opportunity  pursuit  prioriGzaGon  

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Sustaining Sales Transformation Value