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Master’s
Certificate in Sales
Management
STRATEGY
Nick’s Bio - Highlights
Career:
ComputerLand Canada
◦ 8 Years in Sales and Sales Management
◦ Director of Marketing
Softchoice Corporation
◦ VP of Sales
◦ VP of Marketing
◦ SVP of HR
◦ SVP of Business Development
CultureByBrand
Personal:
Volunteering
◦ Led teams to Ghana, Rwanda, Bali,
Sri Lanka, Kenya, Uganda and
Guatemala
◦ Board Member for The Strongest
Oak
Fitness
◦ Master’s Swim Club member for 22
years
◦ Club President
Married with one daughter
Agenda
Today – Strategy!
Context
Learn a framework for leading strategy and differentiation
discussions
How a strong Purpose can inspire action and differentiation
The role that Sales Leaders have in building healthy workplace
cultures
How to set up the strategic planning cycle for more successful sales
outcomes
Tomorrow: The 5 Worst Errors of Sales Strategy!
1. Why we shouldn’t treat all customers the same
2. Why we need to adjust the sales people and management
processes when the sales cycle gets longer
3. Why a good sales forecast review is a strategic investment
4. How sales incentives and compensation are not everything
5. Why managing leading indicators is more strategic
Two ways to drive company financials:
Decrease
Costs
Increase
Revenue
Leverage
(Creates Financial Health)
Revenue
Expenses
Productivity
What Challenges are you Facing Today?
Internally and Externally
Integrated
Aligned
Strategy
Purpose
Culture
Leadership
Performance
Systems
Execution
Where is your biggest
problem?
What is Your Unique Advantage?
How meaningful and clear is
Your Why?
How well does Your culture*
Support Your Brand and Strategy?
*How we do things around here
Are Your Leadership Behaviours
aligned with the Desired Culture?
What Systems get in the way
of Your performance?
How Effective are You at
Achieving Desired Outcomes?
Integrated
Aligned
Strategy
Purpose
Culture
Leadership
Performance
Systems
Execution
Corporate
Strategy
Learn a framework for leading strategy and differentiation discussions
Do you have a Strategy?
Are you growing
faster than your
competition?
Perform an
Archeological Dig
Congratulations!
Keep Going!
Hire a Strategy
consultant
Focus on
Execution if
Strategy seems
right
Do you have
a clear focus?
Yes
Yes
No
No
Strategy
Differentiation
Focus (Choices)
Value-Based
Positioning
Alignment
Operational
Excellence
Static
A Budget
Product Strategy
What it is: What it isn’t:
Examples
Dell (circa 1990)
◦ Cut out the Middleman
◦ Low Cost
◦ Just in Time Manufacturing
Apple
◦ Beautiful design
◦ Revamp ecosystems
◦ Fun, Utility
Tim Horton’s
◦ Soup and Sandwiches
◦ Always Fresh coffee
◦ Homestyle lunches
What is your Strategy?
What is unique about what you offer?
Is there a unique focus that your company has?
Are your resources and processes aligned to enable your strategy?
Strategy Canvas
Strategy Canvas
Master's certificate in sales management   day 1 (march 2016)
Time to Practice
(strategycanvas.org)
Pick one of your companies
Inform the Group
What do you do?
Who are your customers?
What makes you different
Create the Factors of Competition for your industry
Plot your company on the Strategy Canvas
Plot at least one competitor
Pick a presenter
Time: 45 minutes
Groups
Name Group 1 Group 2 Group 3 Group 4 Group 5
Reports from Workgroups
Four Actions Framework
Break the Trade-off Between Low Cost and Differentiation
Eliminate Create
Raise
Reduce
Which Factors
should be reduced
well below the
Industry’s standard?
Which Factors
should be created
that the industry
Has never offered?
Which Factors that
the industry has
long competed on
should be eliminated?
Which Factors
should be raised
Well above the
Industry’s standard?
New
Value Curve
Four Actions Framework
(Southwest Airlines)
Break the Trade-off Between Low Cost and Differentiation
Eliminate Create
Raise
Reduce
Which Factors
should be reduced
well below the
Industry’s standard?
Which Factors
should be created
that the industry
Has never offered?
Which Factors that
the industry has
long competed on
should be eliminated?
Which Factors
should be raised
Well above the
Industry’s standard?
New
Value Curve
Speed
Friendly Service
Seat Selection,
Lounges, Meals,
Frequent Flyer
Workgroups
What Actions would you recommend for your Workshop Company?
Next Steps
Take the Time to do this exercise for your company – it is worth it!
Strategy AND Execution
95% of employees cannot
articulate their company’s strategy
2/3 of IT and HR initiatives do not
support corporate strategy
 Strategy is not cascaded to
Marketing, Sales, etc.
Differentiated
Strategy
ExecutionC M
Purpose
HOW A STRONG PURPOSE CAN INSPIRE ACTION
AND DIFFERENTIATION
Did You Notice?
This morning we talked a lot about WHAT you do:
Price
Delivery
Features
Support
Services
But, we haven’t talked much about WHY you do it!
“People don’t buy what you do,
They buy why you do it”
Start with Why
Why you do it
can be more compelling and more
of a differentiator than any of the
specific things you do.
Culture
THE ROLE THAT SALES LEADERS HAVE IN BUILDING
HEALTHY WORKPLACE CULTURES
1. Learn how sales drives the Culture of an organization
2. Recognize Culture as a competitive advantage
3. Commit to 2 actions from dialogue today to help you
strengthen your organizational culture.
Our goals for this topic
30
Master's certificate in sales management   day 1 (march 2016)
And more proof!
What is your 1-degree shift?
THE WHY
& WHAT
HOW WE DO
THINGS
GETTING IT
DONE!
Why is Culture important?
-Peter Drucker, Management & Strategy Guru
Opening exercise - Brands you LOVE?
Purpose:
Explore GREAT brands you LOVE (or don’t!) and WHY
Process (Groups of 4):
1. Brainstorm brands/companies you love (consumer or business brands)
2. Choose one you all (mostly) agree with….
3. WHY– what is it the people/brand DO/SAY to make that happen?
4. What is link between BRAND & CULTURE/VALUES?
Timing:
5 minutes
35
Brands we love are purposeful about
their VALUES & cultures they create
Ten Tenets of Culture:
1. Culture of learning
2. Culture of trust
3. Culture of interdependency
4. Culture of integrity
5. Culture of transparency
6. Culture of loyalty
7. Culture of respect
8. Culture of belonging and oneness
9. Culture of caring
10. Culture of fun
Definition of Values
Values - A shorthand method
of describing our individual
and collective motivations and
what is important to us.
Values can be positive
or potentially limiting.
Positive Values: trust,
creativity, passion, honesty,
integrity, clarity
Potentially Limiting Values:
power, blame, greed, being
liked
Values Drive Culture
Values Behaviours
Culture Brand
Me
We
Internal External
39
Our Choices &
behaviours
BeliefsExperiences
Our choices are rooted in deeper
values, beliefs
Values
Personal Values drive choices
Decision Exercise
40
Drivers of Decisions?
Purpose:
Explore key drivers of a recent important decision you have made
Process:
In pairs:
1. Think about an important/tougher decision you have made in past 30 days (personal
or at work)
2. What were the KEY DRIVERS, VALUES behind that decision?
3. Share decision & drivers with your partner
4. Be prepared to share 1 example/story with large group
Timing:
5 minutes – small group discussion
5 minutes – present back a couple examples
41
Maslow’s Needs to Barrett’s Consciousness
Needs Consciousness
Self-Actualization
Richard Barrett
Safety
Love & Belonging
Self-esteem
Physiological
Safety
Love & Belonging
Self-esteem
Know and
Understand
Abraham Maslow
SELFLESS SERVICE
Being your purpose. Compassion, humility, forgiveness.
Caring for humanity and the planet.
MAKING A POSITIVE DIFFERENCE IN THE WORLD
Living your purpose. Empathy, alliances, cooperation,
intuition, mentoring and focus on wellbeing (physical,
emotional, mental, spiritual)
FINDING MEANING IN EXISTENCE
Finding your purpose. integrity, honesty, authenticity,
passion, enthusiasm, creativity and humour & fun.
LETTING GO OF FEARS
Finding the courage to grow and develop Adaptability, life
long learning, continuous renewal and personal growth.
FEELING A SENSE OF SELF WORTH
Confidence, competence, self-reliance.
Fear: I am not enough.
Leads to need for respect and recognition and power,
authority or status seeking.
FEELING PROTECTED AND LOVED
Family, friendship, loyalty, safety.
Fear: I am not loved enough.
Leads to jealousy, blame and discrimination.
SATISFYING PHYSIOLOGICAL & SURVIVAL NEEDS
Health, security, financial stability.
Fear: I do not have enough.
Leads to control, domination, demanding and impatience.
Barrett’s Seven Levels of ConsciousnessPersonal Values
www.valuescentre.com © Barrett Values Centre
SelfinterestCommonGood
YOUR PERSONAL VALUES?
Values Plot September 30, 2015Copyright 2015 Barrett Values Centre
I = Individual
R = Relationship
Black Underline = PV & CC
Orange = PV, CC & DC
Orange = CC & DC
Blue = PV & DC
P = Positive
L = Potentially Limiting (white circle)
O = Organisational
S = Societal
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7
6
5
4
3
2
1
Values Drive Culture
Values Behaviours
Culture Brand
Me
We
Internal External
Barrett’s CVA (Culture Values assessment) – 3 Dimensions
Values Plot September 30, 2015Copyright 2015 Barrett Values Centre
I = Individual
R = Relationship
Black Underline = PV & CC
Orange = PV, CC & DC
Orange = CC & DC
Blue = PV & DC
P = Positive
L = Potentially Limiting (white circle)
O = Organisational
S = Societal
Cultural Entropy:
Current Culture
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7
6
5
4
3
2
1
Company Example #1 – Higher Entropy,Weaker Culture
profit 171 1(O)
safety 171 1(O)
cost reduction (L) 164 1(O)
confusion (L) 122 3(O)
results orientation 96 3(O)
customer satisfaction 95 2(O)
bureaucracy (L) 92 3(O)
productivity 91 3(O)
teamwork 87 4(R)
blame (L) 86 2(R)
customer satisfaction 211 2(O)
accountability 169 4(R)
teamwork 131 4(R)
quality 130 3(O)
continuous improvement 119 4(O)
customer collaboration 103 6(O)
employee engagement 97 5(O)
employee recognition 90 2(R)
efficiency 88 3(O)
coaching/ mentoring 87 6(R)
Values Plot September 30, 2015Copyright 2015 Barrett Values Centre
I = Individual
R = Relationship
Black Underline = PV & CC
Orange = PV, CC & DC
Orange = CC & DC
Blue = PV & DC
P = Positive
L = Potentially Limiting (white circle)
O = Organisational
S = Societal
Matches
PV - CC 0
CC - DC 2
PV - DC 1
Cultural Entropy:
Current Culture
29%
accountability 162 4(R)
honesty 161 5(I)
family 125 2(R)
respect 119 2(R)
positive attitude 103 5(I)
humour/ fun 101 5(I)
continuous learning 99 4(I)
leadership 98 6(I)
pride 97 3(I)
trust 94 5(R)
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7
6
5
4
3
2
1
IRS (P)=6-4-0 IRS (L)=0-0-0 IROS (P)=0-1-5-0 IROS (L)=0-1-3-0 IROS (P)=0-4-6-0 IROS (L)=0-0-0-0
Company Example #2 – Lower Entropy, Strong Culture
customer satisfaction 53 2(O)
brand image 48 3(O)
employee engagement 37 5(O)
employee recognition 37 2(R)
results orientation 33 3(O)
cost reduction (L) 32 1(O)
teamwork 32 4(R)
accountability 31 4(R)
continuous improvement 29 4(O)
environmental awareness 27 6(S)
teamwork 54 4(R)
accountability 44 4(R)
employee engagement 38 5(O)
continuous improvement 36 4(O)
customer satisfaction 36 2(O)
coaching/ mentoring 34 6(R)
cross group collaboration 32 6(O)
continuous learning 28 4(O)
employee recognition 27 2(R)
adaptability 25 4(I)
information sharing 25 4(O)
leadership development 25 6(O)
Values Plot October 7, 2015Copyright 2015 Barrett Values Centre
I = Individual
R = Relationship
Black Underline = PV & CC
Orange = PV, CC & DC
Orange = CC & DC
Blue = PV & DC
P = Positive
L = Potentially Limiting (white circle)
O = Organisational
S = Societal
Matches
PV - CC 1
CC - DC 6
PV - DC 2
Cultural Entropy:
Current Culture
14%
accountability 65 4(R)
positive attitude 50 5(I)
commitment 35 5(I)
continuous learning 35 4(I)
family 34 2(R)
honesty 34 5(I)
respect 34 2(R)
integrity 33 5(I)
humour/ fun 32 5(I)
trust 30 5(R)
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7
6
5
4
3
2
1
IRS (P)=6-4-0 IRS (L)=0-0-0 IROS (P)=0-3-5-1 IROS (L)=0-0-1-0 IROS (P)=1-4-7-0 IROS (L)=0-0-0-0
Current State Culture Desired State Culture
• 10 key themes/descriptors of
our CURRENT culture?
• How many/which ones are
potentially limiting?
• 10 themes/descriptors of our
DESIRED culture?
• What are 3-5 key themes?
• What do you feel is the #1
theme to “move on” in the
next 12 months? Why?
Your Organization/Team Culture:
A Framework
Core Values & “Coachable” Behaviours –
Example
Pursue
your
Potential
Deliver
on
Customer
promises
Listen &
Connect
Cross group
collaboration
What it looks like:
• Mistakes are Ok
but Learn!
• Dare to Dream
• Plan for Failure
• Learn & Grow
What it looks like:
• Be a true
partner
• Be clear on
expectations
• Customize
solutions
• Customer
driven in all we
do
What it looks like:
• Connecting to
others views
• Acknowledging
differences
• 2 way
communication
• Putting yourself
in others shoes
What it looks like:
• Team=beyond
silos
• Align
expectations
• “Share the ball”
• Leverage
Strengths
• Share credit
What it is not:
• Playing Safe
• Repeated Failure
• Living in the Past
• “We Tried that
Before”
What it is not:
• “Handcuffs”
• Internal before
Customer
metrics
• “That’s the way
it’s always been “
What it is not:
• Being self-
centred
• Non-caring
• Being
condescending
• Interrupting
someone
What it is not:
• Pointing Fingers
• Silos
• Throwing People
under the bus
• Going Rogue
Own the
Solution
What it looks like:
• Picking up the
Garbage
• Do what you
Say
• Find a remedy
vs a fault
• Bear the
Consequences
What it is not:
• Blaming others
• Letting others
off the hook
• “Not My Job”
What are you tolerating?
51
JUST WHEN THE GATES CLOSE,
THIS IS HOW THE TRAFFIC LOOKS.
When I was in India in 2015:
DRIVERS START OCCUPYING THE
FAR LANE AS WELL WITH UTTER
DISRESPECT TO TRAFFIC RULES.
After a while…
3 Unwanted Culture Impacts:
People choose one of three tactics if you don’t manage the worst
behaviour:
1. Engage in the same bad behaviour - the Aggressive approach
“Why should I obey the rules if there are no consequences?”
2. Disengage – become a Passive disengaged employee
“Why should I make any extra effort – only the people that break the rules are
getting ahead.”
3. Become Passive/Aggressive about the bad behaviour
“I will go out of my way to avoid working with any of the people who are
breaking the rules.”
1. Create values that resonate (avoid “motherhood & apple pie!) and
support strategy
2. Craft specific “coachable behaviours” that support the values
3. Be highly intentional and use values day – to –day to coach,
recognize, shape culture
4. Integrate values into performance reviews & have a variable
compensation piece to reinforce them
5. Conduct leadership assessments, development that integrate with
values (strategic leadership development)
What is 1 best practice from above you want to activate?
5 Culture/Values best practices
55
Action Plan
What are 2
things you can
take away/apply
from today?
Who can you
share it with to
help activate?
What is your Culture?
Is it Unique?
What are your Company’s Values?
What Behaviours do you manage?
When Sales People are destructive to your culture what do you do?
What did we learn?
How does your culture help you to differentiate?
Cascading
the
Strategy
HOW TO SET UP THE STRATEGIC PLANNING CYCLE
FOR MORE SUCCESSFUL SALES OUTCOMES
Strategy and Planning
Strategic
Plan
Marketing
Plan
Sales Plan
Customer
Plan
Marketing – often a big gap!
The Marketing View
“Having Sales People is a strategic choice. We spend money
on sales people because it is the best way to get our
message to market. The number of sales people and the
role they play is a choice related to strategy!”
•Revenue Growth
•SGA as % or
RevenueKPI
•Cost of Customer
Acquisition
•Business MixKPI
•Sales % of Plan
•Growth Rate
•Sales Comp as % of
Revenue
KPI
•Customer
Retention
•Customer
Satisfaction
KPI
Planning
Strategic
Plan
Marketing
Plan
Sales Plan
Customer
Plan
Vision
Overall Business View
3-5 Year Horizon
Financial Goals
Company Structure
Leverage
Investment
Market-Centric
- 1 Year Horizon
What Segments?
What Offers?
What Competition?
Differentiation
Marketing Spend
Execution-Centric
- 1 Year Horizon
Territories
Coverage
Sales Comp
Business Mix
Biz plan for each market
Customer-Based
- Quarterly or Annually
Customer Value Proposition
Growth Goals
Objectives
Marketing Plan Elements
Section 1: Market Analysis
Section 2: Situation Analysis
Section 3: Marketing Strategy
Section 4: Implementation
Section 5: Financial Summary - Outcomes
Marketing Strategy
What are
we Selling?
• Products
• Services
• Mix and Lifecycle
• Portfolio Analysis
Who do
we sell it
to?
• By Product
• By Segment
• By Geography
• By Channel
Value
Proposition
• Pricing Strategy
• Margin Objectives
• Angel Customers
• Demon Customers
How do we
Sell it?
• Sales Force
• Social Media Plan
• Website
• Advertising
Glancing Back and Forward
Today – Strategy!
 Context
 Learn a framework for leading strategy and differentiation
discussions
 How a strong Purpose can inspire action and differentiation
 The role that Sales Leaders have in building healthy workplace
cultures
 How to set up the strategic planning cycle for more successful sales
outcomes
The 5 Worst Errors of Sales Strategy!
1. Why we shouldn’t treat all customers the same
2. Why we need to adjust the sales people and management
processes when the sales cycle gets longer
3. Why a good sales forecast review is a strategic investment
4. How sales incentives and compensation are not everything
5. Why managing leading indicators is more strategic
Contact
Nick Foster
Cell: 416-275-0776
Email:
nick@culturexbrand.com
© 2 0 1 3 B Y N I C K F O S T E R O N B E H A L F O F S C H U L I C H E X E C U T I V E E D U C A T I O N C E N T R E
( S E E C ) . A L L R I G H T S R E S E R V E D . N O P A R T O F T H I S P U B L I C A T I O N M A Y B E
R E P R O D U C E D , S T O R E D I N A R E T R I E V A L S Y S T E M , O R T R A N S M I T T E D I N A N Y F O R M O R
B Y A N Y M E A N S , E L E C T R O N I C , M E C H A N I C A L , R E C O R D I N G , P H O T O C O P Y I N G O R
O T H E R W I S E , W I T H O U T W R I T T E N P E R M I S S I O N O F T H E C O P Y R I G H T H O L D E R .

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Master's certificate in sales management day 1 (march 2016)

  • 2. Nick’s Bio - Highlights Career: ComputerLand Canada ◦ 8 Years in Sales and Sales Management ◦ Director of Marketing Softchoice Corporation ◦ VP of Sales ◦ VP of Marketing ◦ SVP of HR ◦ SVP of Business Development CultureByBrand Personal: Volunteering ◦ Led teams to Ghana, Rwanda, Bali, Sri Lanka, Kenya, Uganda and Guatemala ◦ Board Member for The Strongest Oak Fitness ◦ Master’s Swim Club member for 22 years ◦ Club President Married with one daughter
  • 3. Agenda Today – Strategy! Context Learn a framework for leading strategy and differentiation discussions How a strong Purpose can inspire action and differentiation The role that Sales Leaders have in building healthy workplace cultures How to set up the strategic planning cycle for more successful sales outcomes Tomorrow: The 5 Worst Errors of Sales Strategy! 1. Why we shouldn’t treat all customers the same 2. Why we need to adjust the sales people and management processes when the sales cycle gets longer 3. Why a good sales forecast review is a strategic investment 4. How sales incentives and compensation are not everything 5. Why managing leading indicators is more strategic
  • 4. Two ways to drive company financials: Decrease Costs Increase Revenue
  • 6. What Challenges are you Facing Today? Internally and Externally
  • 8. What is Your Unique Advantage? How meaningful and clear is Your Why? How well does Your culture* Support Your Brand and Strategy? *How we do things around here Are Your Leadership Behaviours aligned with the Desired Culture? What Systems get in the way of Your performance? How Effective are You at Achieving Desired Outcomes? Integrated Aligned Strategy Purpose Culture Leadership Performance Systems Execution
  • 9. Corporate Strategy Learn a framework for leading strategy and differentiation discussions
  • 10. Do you have a Strategy? Are you growing faster than your competition? Perform an Archeological Dig Congratulations! Keep Going! Hire a Strategy consultant Focus on Execution if Strategy seems right Do you have a clear focus? Yes Yes No No
  • 12. Examples Dell (circa 1990) ◦ Cut out the Middleman ◦ Low Cost ◦ Just in Time Manufacturing Apple ◦ Beautiful design ◦ Revamp ecosystems ◦ Fun, Utility Tim Horton’s ◦ Soup and Sandwiches ◦ Always Fresh coffee ◦ Homestyle lunches
  • 13. What is your Strategy? What is unique about what you offer? Is there a unique focus that your company has? Are your resources and processes aligned to enable your strategy?
  • 17. Time to Practice (strategycanvas.org) Pick one of your companies Inform the Group What do you do? Who are your customers? What makes you different Create the Factors of Competition for your industry Plot your company on the Strategy Canvas Plot at least one competitor Pick a presenter Time: 45 minutes
  • 18. Groups Name Group 1 Group 2 Group 3 Group 4 Group 5
  • 20. Four Actions Framework Break the Trade-off Between Low Cost and Differentiation Eliminate Create Raise Reduce Which Factors should be reduced well below the Industry’s standard? Which Factors should be created that the industry Has never offered? Which Factors that the industry has long competed on should be eliminated? Which Factors should be raised Well above the Industry’s standard? New Value Curve
  • 21. Four Actions Framework (Southwest Airlines) Break the Trade-off Between Low Cost and Differentiation Eliminate Create Raise Reduce Which Factors should be reduced well below the Industry’s standard? Which Factors should be created that the industry Has never offered? Which Factors that the industry has long competed on should be eliminated? Which Factors should be raised Well above the Industry’s standard? New Value Curve Speed Friendly Service Seat Selection, Lounges, Meals, Frequent Flyer
  • 22. Workgroups What Actions would you recommend for your Workshop Company?
  • 23. Next Steps Take the Time to do this exercise for your company – it is worth it!
  • 24. Strategy AND Execution 95% of employees cannot articulate their company’s strategy 2/3 of IT and HR initiatives do not support corporate strategy  Strategy is not cascaded to Marketing, Sales, etc. Differentiated Strategy ExecutionC M
  • 25. Purpose HOW A STRONG PURPOSE CAN INSPIRE ACTION AND DIFFERENTIATION
  • 26. Did You Notice? This morning we talked a lot about WHAT you do: Price Delivery Features Support Services But, we haven’t talked much about WHY you do it!
  • 27. “People don’t buy what you do, They buy why you do it” Start with Why
  • 28. Why you do it can be more compelling and more of a differentiator than any of the specific things you do.
  • 29. Culture THE ROLE THAT SALES LEADERS HAVE IN BUILDING HEALTHY WORKPLACE CULTURES
  • 30. 1. Learn how sales drives the Culture of an organization 2. Recognize Culture as a competitive advantage 3. Commit to 2 actions from dialogue today to help you strengthen your organizational culture. Our goals for this topic 30
  • 33. What is your 1-degree shift? THE WHY & WHAT HOW WE DO THINGS GETTING IT DONE!
  • 34. Why is Culture important? -Peter Drucker, Management & Strategy Guru
  • 35. Opening exercise - Brands you LOVE? Purpose: Explore GREAT brands you LOVE (or don’t!) and WHY Process (Groups of 4): 1. Brainstorm brands/companies you love (consumer or business brands) 2. Choose one you all (mostly) agree with…. 3. WHY– what is it the people/brand DO/SAY to make that happen? 4. What is link between BRAND & CULTURE/VALUES? Timing: 5 minutes 35
  • 36. Brands we love are purposeful about their VALUES & cultures they create Ten Tenets of Culture: 1. Culture of learning 2. Culture of trust 3. Culture of interdependency 4. Culture of integrity 5. Culture of transparency 6. Culture of loyalty 7. Culture of respect 8. Culture of belonging and oneness 9. Culture of caring 10. Culture of fun
  • 37. Definition of Values Values - A shorthand method of describing our individual and collective motivations and what is important to us. Values can be positive or potentially limiting. Positive Values: trust, creativity, passion, honesty, integrity, clarity Potentially Limiting Values: power, blame, greed, being liked
  • 38. Values Drive Culture Values Behaviours Culture Brand Me We Internal External
  • 39. 39 Our Choices & behaviours BeliefsExperiences Our choices are rooted in deeper values, beliefs Values
  • 40. Personal Values drive choices Decision Exercise 40
  • 41. Drivers of Decisions? Purpose: Explore key drivers of a recent important decision you have made Process: In pairs: 1. Think about an important/tougher decision you have made in past 30 days (personal or at work) 2. What were the KEY DRIVERS, VALUES behind that decision? 3. Share decision & drivers with your partner 4. Be prepared to share 1 example/story with large group Timing: 5 minutes – small group discussion 5 minutes – present back a couple examples 41
  • 42. Maslow’s Needs to Barrett’s Consciousness Needs Consciousness Self-Actualization Richard Barrett Safety Love & Belonging Self-esteem Physiological Safety Love & Belonging Self-esteem Know and Understand Abraham Maslow
  • 43. SELFLESS SERVICE Being your purpose. Compassion, humility, forgiveness. Caring for humanity and the planet. MAKING A POSITIVE DIFFERENCE IN THE WORLD Living your purpose. Empathy, alliances, cooperation, intuition, mentoring and focus on wellbeing (physical, emotional, mental, spiritual) FINDING MEANING IN EXISTENCE Finding your purpose. integrity, honesty, authenticity, passion, enthusiasm, creativity and humour & fun. LETTING GO OF FEARS Finding the courage to grow and develop Adaptability, life long learning, continuous renewal and personal growth. FEELING A SENSE OF SELF WORTH Confidence, competence, self-reliance. Fear: I am not enough. Leads to need for respect and recognition and power, authority or status seeking. FEELING PROTECTED AND LOVED Family, friendship, loyalty, safety. Fear: I am not loved enough. Leads to jealousy, blame and discrimination. SATISFYING PHYSIOLOGICAL & SURVIVAL NEEDS Health, security, financial stability. Fear: I do not have enough. Leads to control, domination, demanding and impatience. Barrett’s Seven Levels of ConsciousnessPersonal Values www.valuescentre.com © Barrett Values Centre SelfinterestCommonGood
  • 44. YOUR PERSONAL VALUES? Values Plot September 30, 2015Copyright 2015 Barrett Values Centre I = Individual R = Relationship Black Underline = PV & CC Orange = PV, CC & DC Orange = CC & DC Blue = PV & DC P = Positive L = Potentially Limiting (white circle) O = Organisational S = Societal Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC) 7 6 5 4 3 2 1
  • 45. Values Drive Culture Values Behaviours Culture Brand Me We Internal External
  • 46. Barrett’s CVA (Culture Values assessment) – 3 Dimensions Values Plot September 30, 2015Copyright 2015 Barrett Values Centre I = Individual R = Relationship Black Underline = PV & CC Orange = PV, CC & DC Orange = CC & DC Blue = PV & DC P = Positive L = Potentially Limiting (white circle) O = Organisational S = Societal Cultural Entropy: Current Culture Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC) 7 6 5 4 3 2 1
  • 47. Company Example #1 – Higher Entropy,Weaker Culture profit 171 1(O) safety 171 1(O) cost reduction (L) 164 1(O) confusion (L) 122 3(O) results orientation 96 3(O) customer satisfaction 95 2(O) bureaucracy (L) 92 3(O) productivity 91 3(O) teamwork 87 4(R) blame (L) 86 2(R) customer satisfaction 211 2(O) accountability 169 4(R) teamwork 131 4(R) quality 130 3(O) continuous improvement 119 4(O) customer collaboration 103 6(O) employee engagement 97 5(O) employee recognition 90 2(R) efficiency 88 3(O) coaching/ mentoring 87 6(R) Values Plot September 30, 2015Copyright 2015 Barrett Values Centre I = Individual R = Relationship Black Underline = PV & CC Orange = PV, CC & DC Orange = CC & DC Blue = PV & DC P = Positive L = Potentially Limiting (white circle) O = Organisational S = Societal Matches PV - CC 0 CC - DC 2 PV - DC 1 Cultural Entropy: Current Culture 29% accountability 162 4(R) honesty 161 5(I) family 125 2(R) respect 119 2(R) positive attitude 103 5(I) humour/ fun 101 5(I) continuous learning 99 4(I) leadership 98 6(I) pride 97 3(I) trust 94 5(R) Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC) 7 6 5 4 3 2 1 IRS (P)=6-4-0 IRS (L)=0-0-0 IROS (P)=0-1-5-0 IROS (L)=0-1-3-0 IROS (P)=0-4-6-0 IROS (L)=0-0-0-0
  • 48. Company Example #2 – Lower Entropy, Strong Culture customer satisfaction 53 2(O) brand image 48 3(O) employee engagement 37 5(O) employee recognition 37 2(R) results orientation 33 3(O) cost reduction (L) 32 1(O) teamwork 32 4(R) accountability 31 4(R) continuous improvement 29 4(O) environmental awareness 27 6(S) teamwork 54 4(R) accountability 44 4(R) employee engagement 38 5(O) continuous improvement 36 4(O) customer satisfaction 36 2(O) coaching/ mentoring 34 6(R) cross group collaboration 32 6(O) continuous learning 28 4(O) employee recognition 27 2(R) adaptability 25 4(I) information sharing 25 4(O) leadership development 25 6(O) Values Plot October 7, 2015Copyright 2015 Barrett Values Centre I = Individual R = Relationship Black Underline = PV & CC Orange = PV, CC & DC Orange = CC & DC Blue = PV & DC P = Positive L = Potentially Limiting (white circle) O = Organisational S = Societal Matches PV - CC 1 CC - DC 6 PV - DC 2 Cultural Entropy: Current Culture 14% accountability 65 4(R) positive attitude 50 5(I) commitment 35 5(I) continuous learning 35 4(I) family 34 2(R) honesty 34 5(I) respect 34 2(R) integrity 33 5(I) humour/ fun 32 5(I) trust 30 5(R) Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC) 7 6 5 4 3 2 1 IRS (P)=6-4-0 IRS (L)=0-0-0 IROS (P)=0-3-5-1 IROS (L)=0-0-1-0 IROS (P)=1-4-7-0 IROS (L)=0-0-0-0
  • 49. Current State Culture Desired State Culture • 10 key themes/descriptors of our CURRENT culture? • How many/which ones are potentially limiting? • 10 themes/descriptors of our DESIRED culture? • What are 3-5 key themes? • What do you feel is the #1 theme to “move on” in the next 12 months? Why? Your Organization/Team Culture: A Framework
  • 50. Core Values & “Coachable” Behaviours – Example Pursue your Potential Deliver on Customer promises Listen & Connect Cross group collaboration What it looks like: • Mistakes are Ok but Learn! • Dare to Dream • Plan for Failure • Learn & Grow What it looks like: • Be a true partner • Be clear on expectations • Customize solutions • Customer driven in all we do What it looks like: • Connecting to others views • Acknowledging differences • 2 way communication • Putting yourself in others shoes What it looks like: • Team=beyond silos • Align expectations • “Share the ball” • Leverage Strengths • Share credit What it is not: • Playing Safe • Repeated Failure • Living in the Past • “We Tried that Before” What it is not: • “Handcuffs” • Internal before Customer metrics • “That’s the way it’s always been “ What it is not: • Being self- centred • Non-caring • Being condescending • Interrupting someone What it is not: • Pointing Fingers • Silos • Throwing People under the bus • Going Rogue Own the Solution What it looks like: • Picking up the Garbage • Do what you Say • Find a remedy vs a fault • Bear the Consequences What it is not: • Blaming others • Letting others off the hook • “Not My Job”
  • 51. What are you tolerating? 51
  • 52. JUST WHEN THE GATES CLOSE, THIS IS HOW THE TRAFFIC LOOKS. When I was in India in 2015:
  • 53. DRIVERS START OCCUPYING THE FAR LANE AS WELL WITH UTTER DISRESPECT TO TRAFFIC RULES. After a while…
  • 54. 3 Unwanted Culture Impacts: People choose one of three tactics if you don’t manage the worst behaviour: 1. Engage in the same bad behaviour - the Aggressive approach “Why should I obey the rules if there are no consequences?” 2. Disengage – become a Passive disengaged employee “Why should I make any extra effort – only the people that break the rules are getting ahead.” 3. Become Passive/Aggressive about the bad behaviour “I will go out of my way to avoid working with any of the people who are breaking the rules.”
  • 55. 1. Create values that resonate (avoid “motherhood & apple pie!) and support strategy 2. Craft specific “coachable behaviours” that support the values 3. Be highly intentional and use values day – to –day to coach, recognize, shape culture 4. Integrate values into performance reviews & have a variable compensation piece to reinforce them 5. Conduct leadership assessments, development that integrate with values (strategic leadership development) What is 1 best practice from above you want to activate? 5 Culture/Values best practices 55
  • 56. Action Plan What are 2 things you can take away/apply from today? Who can you share it with to help activate?
  • 57. What is your Culture? Is it Unique? What are your Company’s Values? What Behaviours do you manage? When Sales People are destructive to your culture what do you do?
  • 58. What did we learn? How does your culture help you to differentiate?
  • 59. Cascading the Strategy HOW TO SET UP THE STRATEGIC PLANNING CYCLE FOR MORE SUCCESSFUL SALES OUTCOMES
  • 61. Marketing – often a big gap! The Marketing View “Having Sales People is a strategic choice. We spend money on sales people because it is the best way to get our message to market. The number of sales people and the role they play is a choice related to strategy!”
  • 62. •Revenue Growth •SGA as % or RevenueKPI •Cost of Customer Acquisition •Business MixKPI •Sales % of Plan •Growth Rate •Sales Comp as % of Revenue KPI •Customer Retention •Customer Satisfaction KPI Planning Strategic Plan Marketing Plan Sales Plan Customer Plan Vision Overall Business View 3-5 Year Horizon Financial Goals Company Structure Leverage Investment Market-Centric - 1 Year Horizon What Segments? What Offers? What Competition? Differentiation Marketing Spend Execution-Centric - 1 Year Horizon Territories Coverage Sales Comp Business Mix Biz plan for each market Customer-Based - Quarterly or Annually Customer Value Proposition Growth Goals Objectives
  • 63. Marketing Plan Elements Section 1: Market Analysis Section 2: Situation Analysis Section 3: Marketing Strategy Section 4: Implementation Section 5: Financial Summary - Outcomes
  • 64. Marketing Strategy What are we Selling? • Products • Services • Mix and Lifecycle • Portfolio Analysis Who do we sell it to? • By Product • By Segment • By Geography • By Channel Value Proposition • Pricing Strategy • Margin Objectives • Angel Customers • Demon Customers How do we Sell it? • Sales Force • Social Media Plan • Website • Advertising
  • 65. Glancing Back and Forward Today – Strategy!  Context  Learn a framework for leading strategy and differentiation discussions  How a strong Purpose can inspire action and differentiation  The role that Sales Leaders have in building healthy workplace cultures  How to set up the strategic planning cycle for more successful sales outcomes The 5 Worst Errors of Sales Strategy! 1. Why we shouldn’t treat all customers the same 2. Why we need to adjust the sales people and management processes when the sales cycle gets longer 3. Why a good sales forecast review is a strategic investment 4. How sales incentives and compensation are not everything 5. Why managing leading indicators is more strategic
  • 67. © 2 0 1 3 B Y N I C K F O S T E R O N B E H A L F O F S C H U L I C H E X E C U T I V E E D U C A T I O N C E N T R E ( S E E C ) . A L L R I G H T S R E S E R V E D . N O P A R T O F T H I S P U B L I C A T I O N M A Y B E R E P R O D U C E D , S T O R E D I N A R E T R I E V A L S Y S T E M , O R T R A N S M I T T E D I N A N Y F O R M O R B Y A N Y M E A N S , E L E C T R O N I C , M E C H A N I C A L , R E C O R D I N G , P H O T O C O P Y I N G O R O T H E R W I S E , W I T H O U T W R I T T E N P E R M I S S I O N O F T H E C O P Y R I G H T H O L D E R .