Watch this presentation for an analysis of the 2014 Miller Heiman Sales Best Practice Study and highlight the strategic issues facing sales leaders. Learn the three core behaviors and 12 sales activities that drive world-class sales performance.
37. Thank you
For more information
SAVO Web Site: www.savogroup.com
Sales First Nation: www.savogroup.com/sales-first-nation/
SAVO Products: www.savogroup.com/products/
SAVO Phone: 312-276-7700
Hinweis der Redaktion
We live in a competitive world. We compete for silly things like overhead bin space, tables at the restuarant. At the dawn of man, We compete for shelter, food and mates. Then man learned that you can hunt larger game when they worked together as a team and tribes formed. The ancient greeks started the Olympics, with events. Turned the skills of the warrior into sport and that is where athletic competition began.
Xxx people watched the superbowl
Xxx people wateched
Xxx people watched
We like sports because there are rules for winning. In the original basketball rules, rule 13 states that the person who
We love our sports because it gives us a structure for winning.
Sports have rules for winning.
We compete as individuals. We compete as a team. Sales is like a sport because it has rules. For the sales leader it is expense plan and headcount, and winning is based on the rule for the rep it is their compensation plan
For the sales professional it is their account or territory
Only in sales do you have a opponent who is trying to deter you from winning.
Strategy tells you how to win a certain game. In the dawn of time, man learned how collaborating as a team to take down the
Sales is a sport because we keep score. But we also keep stats. Stats are important in sports. They are different in sales.
Last year study identified the three attributes of WCSOs. It also clearly identified that WCSO leverage and benefit from the use of sales technology
In 2014, what you see is the pursuit of performance. The score in 2014 is 22% - world-Class outperformed all by 22%.
In 2014 we want to connect the individual behaviors that tie backe to organizational attributes.
The organizational attribute of having the customer at the core, is that individuals provide perspective.
The organizational
Now let’s get back to the story and pick up where we left off. Let’s look at the behaviors that we attribute to World Class Sales Performance
Let’s talk about a performance driven culture.
The organizational attributes on the left were defined in the 2013, and the individual behaviors are on the right. What connects them is the culture of an organization.
We’ll get into detail on each of these., but first let’s look at the cultural component for each of these
The cultural component tied to any culture.
When we look at the individual behaviors, The most important decision a sales leader makes is how we connect and engage with our customers.
The next element of your culture is how do you work together. We think it’s about conscious collaboration.
What do you as an organization measure, recorgnize and reward.
Let’s look at Behaviors that
Pitch: hire someone, give them a product pitch ( and get put of the way - Challenger)
Presentation: teach and train a sales rep the knowledge and competencies to deliver a market presentation
Perspective: Coach sales professionals on customer management strategies to provide a customer perspective
Providing perspective
Concept – What the customer is trying to Solutiion Image
When you apply the customers world to this, that is where perspective comes out.
It starts with collaborating with the cusomter.
You have
We have a commona strategy, commane manad knowledge of our capabilities and Knowledge that we’re
Common strcture
Talk about messaging, messages we have
How do we share internal intelligence
Because that that leads to is the concept of the sales community. Every organization has the sales community. We want to elevate that to have shared intelligence and shared best practices.
The last element is that Calirated Success What do we measure recogn and reward as a company. That influeces you decision making and connects to te endtire organization.
The question that connects I
We see the all category
Accounability is the core of what
Ultimately the sales professional is accountabilie for their customer and their customers’ success
Ultimately, what are your sales professionals accountable for.
This is the path for sustainable success.
What we want you to do is think about your sales system. Every organization has the customer at the center. Let’s look first at customer management stratgies
Now let’s tie back the metrics to the sales system.
Increasing the number of qualified opportunities is achieved through a variety of prospecting tactics, including cold calling, reference selling, email campaigns and now, social selling. Regardless of which sales role is applying them, prospecting strategies and tactics require a value message that appeals to the context of the targeted Buying Influence. Value statements, which connect industry, role and business challenges or opportunities, set the context for customer engagement.
Joe’s Notes: On all the data charts, you can review the text or provide your perspective on why this matters to your customer or audience.
Sales Enablement still means different things to different people.
It has different maturity levels in different industries and organizations. What‘s the relevant strategic issue? It‘s the question how will sales enablement evolve from a often short term focused tactical initiative to a strategic disicpline for the entire sales force to create significant impact on business results?
How many sales enablement leaders are here in the room? Did you ever take your calendar and looked how you spend your time each day, each week?
I‘m sure you are pretty busy with activities like this: Dealing with content creators, negotiating with technology and training providers, creating and managing budgets, etc. Much time is spent conducting cross-functional meetings, orchestrating different, often siloed views to aligning critical messaging, market insights and customer requirements into meaningful enablement services. And the list goes on and on.
It’s not only your list, it was my list as well, leading global sales enablement at T-Systems in my previous role.
Sales enablement leaders often feel like executive cross-functional program managers or as VPs for Internal Selling.
If we want to change and evolve our discipline, we have to change our thinking first.
Let‘s change our thinking to develop sales enablement to the next level.
Looking at many current sales enablement approaches, different maturity levels, in different industries, there are four key elements that are missing:Those missing elements impede sales enablement from creating greater value.
It‘s customer core – remember all the internally focused activities we just talked about – how should we keep the customers at the core of our work? More than challenging, if we are honest with ourselves, especially if you work with an enablement framework that doesn‘t know the word „customer“.
The result of all these internal alignment activities are product focused services that are mapped to the customer‘s need on the last mile – unfortunately that‘s what customers feel. One of the reasons that they are not that satisfied with the value of meeting a sales person.
Front line sales managers – They are not even a target group in sales enablement. They are sometimes informed, but that‘s not what makes a difference in terms of results. If their sales coaching approach is disconnected from the enablement approach, or if coaching doesn‘t happen at all - that means to put the initial enablement investment itself at risk. Think about the value an excellent front line sales coach can create and think about the damage a not equipped and disconnected FSM can create? Your funnel has the answers.
Sales Operations – Sales enablement is more than sales and marketing alignment. In fact, sales ops is not really existing in many sales enablement approaches. And that has nothing to do where sales enablement sits within the organization.
Sales Ops provides the skeleton for a sales organization – think about customer management strategies, performance management, funnel management, sales process and technology. Enablement has to equip the muscles to create movements in the right direction. There are areas to build on, and areas to collaborate with each other.If both functions are not aligned – we face another source for disconnection.
Content is still focused on portfolio content, and training is still perceived as product training
Often, both topics are in different teams, in different functions, but they adress the sames needs to the same resources. That creates confusion within the sales force, because the services doesn‘t appear to be all of a piece, and it‘sa waste of resources.
Overall, we face a serious execution gap.
We have to close that.
Looking at many current sales enablement approaches, different maturity levels, in different industries, there are four key elements that are missing:Those missing elements impede sales enablement from creating greater value.
It‘s customer core – remember all the internally focused activities we just talked about – how should we keep the customers at the core of our work? More than challenging, if we are honest with ourselves, especially if you work with an enablement framework that doesn‘t know the word „customer“.
The result of all these internal alignment activities are product focused services that are mapped to the customer‘s need on the last mile – unfortunately that‘s what customers feel. One of the reasons that they are not that satisfied with the value of meeting a sales person.
Front line sales managers – They are not even a target group in sales enablement. They are sometimes informed, but that‘s not what makes a difference in terms of results. If their sales coaching approach is disconnected from the enablement approach, or if coaching doesn‘t happen at all - that means to put the initial enablement investment itself at risk. Think about the value an excellent front line sales coach can create and think about the damage a not equipped and disconnected FSM can create? Your funnel has the answers.
Sales Operations – Sales enablement is more than sales and marketing alignment. In fact, sales ops is not really existing in many sales enablement approaches. And that has nothing to do where sales enablement sits within the organization.
Sales Ops provides the skeleton for a sales organization – think about customer management strategies, performance management, funnel management, sales process and technology. Enablement has to equip the muscles to create movements in the right direction. There are areas to build on, and areas to collaborate with each other.If both functions are not aligned – we face another source for disconnection.
Content is still focused on portfolio content, and training is still perceived as product training
Often, both topics are in different teams, in different functions, but they adress the sames needs to the same resources. That creates confusion within the sales force, because the services doesn‘t appear to be all of a piece, and it‘sa waste of resources.
Overall, we face a serious execution gap.
We have to close that.
Getting sales enablement to the next level – let‘s change perspective and let‘s really work backwards from the customers.
Customer Core: That means, that the keep the main thing the main design - the customer‘s journey and the stakeholder network are the main design point.
It sounds easy, but it is not. The difference here is changing the way of thinking, and being consequent in executing a customer core enablement approach.
FSMs:
That‘s the easiest issue to overcome. Take a few of your best FSMs, invite them to co-create a coaching map and coaching guidelines that reinforce the methods and principles of your enablement approach.Run a pilot, gather feedback, improve and roll-out
Sales Operations:
Sales enablement should build on sales ops‘s skeleton regrading customer management strategies, processes, technology, performance management and comp plans. It should take care of sales ops‘ training needs, and sales ops should collaborate with sales ops to develop sales technology to a next level. More than than, sales enablement has to build the intrsection between operations and marketing.
Integrated services:
As discussed a minute ago, content and training are often in different silos and reduceed to product content and product training. But there is much more on the agenda for next level sales enablement : skills, knowledge additionally about industry, markets, business acumen, customer management strategies, whatever sales perations is doing, sales enablement has to make sure that things are teached and trained ina consistent way.
Last but not least, decision dynamic expertise is what makes the difference in complex sales, the ability to lead and to orchestrate a large stakeholder network within an account. Advanced sales enablement functions are focused on what differentiates the wheat from the ….
Let‘s look at the main design point – customers at the core.
I couldn‘t say that any better than Stephen Covey: „The main thing is to keep the main thing the main thing.“
The main thing – our customers.
They are at the core of our Miller Heiman sales system – which is your lens to look at your sales organization:If we break that down, it means: the entire customer‘s journey, and the stakeholder network, at each stage and at all levels
Let‘s look at the customer‘s journey and the stakeholder network. This is a general blueprint – it needs to be adjusted to represent your buyer‘s journey.
We distinguish three main phases:
Awareness, the actual Buying process and Implementation & Adoption.
Yes, correct, we don‘t stop after the deal is closed, because we show performance accountbaility not only intrnally but also for the custmer‘s outcomes.
And because we want to create more value for them, we want ot establish a long-term mutually beneficial partnership. Conscious collaboration with customers.
The gates we defined here in general need to be adjusted individually regarding your business, and your customer‘s buying environment.
These gates are the key conenctor to the coaching maps and the coaching guidelines for your front line sales managers.
Now, let‘s keep the customer‘s journey in mind, we will need it right now…
We take the customer‘s journey as the main design point.
We are now building one dimension of a SFE customer core framework, additional dimensions will follow…. This dimension is focused on the sales enablement services – this is about enabling perspectives. We heard about Providing Perspective a few minuts ago from Joe.
Other dimensions will follow… soon, stay tuned.
We design this framework along five criteria:
Focus
Engagement and messaging principle
The role of the sales professional
The content and training services that equip the sales professional.
And last but not least, we don‘t forget that we need a solid foundation on technology and enablement governance
Let‘s look at Focus: the focus is changiung along the customer‘s journey, from their need to change, their specific situation to their results and wins, their desired outcomes. Then, after the deal is closed, it‘s about their value perception.
Engagement & Messaging Principle:That‘s Provoding Perspective, the principle, Joe presented a few minutes ago. It‘s a true customer core principle.
Providing perspectives has a different focus at different stages along the customer‘s journey. It changes from the customer‘s future vision of success, their best buying vision to their own outcome and to increase the value
Now, what‘s the role of the sales professional, that‘s in the center of enablement services:
Their entire set of business awareness needs to be equipped, improved and then reinforced with a connected coaching approach. Business aewareness covers all kind of selling skills, knowledeg in a much broader sense than portfolio knowledge, lots of customer, industry, market and buyer persona and role knowledge is relevant. Then, it‘Äs about an organ ization‘s specific customer management strategies – this is where enablement needs to enable sales operation‘s topics. And the difference makes – decision dynamic expertise. This is the ability to orchestrate and t lead large networks of different stakeholders, of different buying influences. Especially in complex B2B situations,decision dynamic expertise is differentiating.
Content & Training Services:The enablement sercives have two cover two dimensions: the different stages along the customer‘s journey and different stakeholders, and business awareness completely.Then, the biggest challenge is to provide integrated services across all business awareness areas.
Tailoring those services to the different stages along the journey is key to success, to have valuable conversations. Sp, messaging is dynamic, and the different phases are listed here, from value hypothesis, to value rops, to uniqu value props and to value confirmations.
Our foundation: state-of –the –sart technology that powers such a framework, guided by a enablement operations framework
Now, let‘s lok where companies are currently.Many organiszations, especially those who just started with sales enablement cover the middle part, the actual buying process. More mature organizations covers also the first phase, and a very few advanced organizations enrioched their approach to the stages after the deal is closed.
What does that mean for you?
If you are in level 1, focused on the actual buying process,
Shift your focus to the early stages, when the customers dodn‘t see the problem or they dodn‘t understand the entire impact
Switch content to customer situation, don‘t talk about products at this point.
Train business acumen, and decision dynamic expertise. Leading a stakeholder network and creating a shared future vision of success is the most important outcome of the awareness phase.
If you are in level 2, focused on awareness and buying:Focus on the right hand side, on how to grow existing customers
Create analyzing tools for new business ideas, integrate them in account management processes
Run pilots with A Players, challenge every thing you dom with them, and roll out.
If you are in level 3 – you are a rock star!
Create an A Player sounding board – and let‘s share best practices for all of us!
Thank you very much – more will follow on the idea of the SFE customer core framerwork!
Once again, we look at the 12 activities by the elements of the Miller Heiman Sales System. It is a balanced holistic approach that defines World-Class Sales Organizations and their performance.
Speakers notes: Note animation
This chart is a recap of the 12 questions or behaviors we just reviewed in one grid. It shows by element of the Sales System each behavior, the sales performance metric most impacted by that behaviors, and the gap between world class and all. This data is foundational to helping organizations like yours understand how they compare to World-Class Sales Organizations through our benchmarking capabilities. If you want to know how your organization compares, there are a variety of services Miller Heiman Research Institute offers to provide you with insights on your organization.
Next, let’s look at these 12 behaviors, this time in terms of how they align under the 3 attributes of World-Class Sales Organization that we reviewed in the beginning of this presentation: Customer Core, Collaborative Culture and Calibrated Success.
Speaker note: the chart is more for a transition and to reference benchmarking, not to walk through as you’ve already looked at the data points individually.
As we wrap up, here are a few notes on achieving and maintaining “World-Class” status. Going back to our example of world-class athletes, Carl Lewis, who set the world record at 9.93 in the 1988 Olympics, would have finished fifth in London. Underlining the point that yesterday's greatness is today's also ran.....
Speaker note: Note animation
We live in a competitive world. We compete for silly things like overhead bin space, tables at the restuarant. At the dawn of man, We compete for shelter, food and mates. Then man learned that you can hunt larger game when they worked together as a team and tribes formed. The ancient greeks started the Olympics, with events. Turned the skills of the warrior into sport and that is where athletic competition began.
Xxx people watched the superbowl
Xxx people wateched
Xxx people watched