10. ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? “ What about the other not that obvious competencies?"
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13. Sales support Sales cycle Creating opportunities Effective communications Know your markets Customer Management Sales Standards Key purpose To create, build and sustain mutually beneficial and profitable relationships through personal and organisational contact Finance for sales Plan for sales success Developing and managing customers Management and team leadership for sales
14. ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? “ How do we manage all these competencies and our sales excellence program?"
15. Performance Management standard minimal exemplary Percent of workforce minimal Top Performer Percent of workforce Level of performance new standard Percent of workforce
16. High Performing Organization Individual Team / Process Organization/ Enterprise The Performance Domains The more alignment that occurs at the individual, team / process, and enterprise level, the greater the chance for high performance! Individual = What will be different at the employee level? Team / Process = How will teams need to behave differently & processes changed? Enterprise = What will the future organization look like, feel like (culture), perform like?
20. The Two Parts of Organizational Change The Hard Part The Soft Part Processes, Procedures Measurement, Metrics, Structures, Tools, etc. The Ideas, Fears, Excitement, Resistance, Attitudes, Buy-in, of the People who do the Hard Part.