Drive Sales Growth with Intensity and Convergence

SALES TRIAL is the
process of approaching
potential customers to sell
the product.
SALES OFFER is when
customers are interested
and committed to follow up.
SALES HITS is when the
sales is closed and
contract is signed.
Sales Stage

• Improve sales trial(sales intensity)
• Improve converging rate from sales trial to sales offer
• Improve converging rate from sales offer to close deal
How to Drive Sales Growth

Improve Sales Intensity
• HR investment in sales
• Effective Sales tracking
• Strategy focus on improving sales intensity in a
shorter period of time
• Effective sales Incentive
• Sales culture
The question is:
What will get your people go out to sell?

Invest HR in sales activities
How many sellers do you have?
How many performing sellers do you have?
Is it supporting you to achieve your goal?
In order to build core-performer capacity, we need to recruit
and allocate proper HR in sales activities.

Invest HR in sales activities
Validate your talent plan with back-ward planning
If we need to have 1785 sales
call to raise 60 TNs(based on our
converging rate) , if the level of
intensity you want is 1 member
10 calls a week:
--1 member in 6 weeks=60 sales
calls.
--1785 sales calls=30 sales
members
If we plan to have 1785 sales call
in order to have 60 TN raise, and
you have 10 members:
--1785 sales calls for 10 sales
members = 179 calls/member
-- 179 call/member in 6 weeks =
30 calls/week/member

Effective Sales Tracking
Do you know how many sales meeting happening in your LC/country?
Do you know how many sales calls/meetings you need to raise a TN?
Are you tracking activities or only goal achievement?
Your sales goal is closely linked with sales intensity

Case Study: AIESEC Hong Kong Sales Growth
Starting to break down and track sales goal with LCVP is a big
reason of their growth in Spring 2013. It pushes sales
activities and allows MCVP to provide consultancy and
feedbacks in time.

Effective Sales Tracking
Break down your sales goal:
1/14 is the average rate from sales call to a company
meeting
1/6 is the rate from company meeting to a close deal.
Meaning:
In order to have 10 RA you need to do ___ meetings and
___ calls
60
840

• The sales pipeline is a micro-management
toolkit for internal usage among all LCs.
• All members are evaluated on their performance
through the record of sales pipeline
measurement on starting from coldcalls to deals
• Effective Sales GCPs are captured and shared
through the national plenary

Weekly Phone call and email checking on
important aspects, including:
• Sales Pipeline and volume of sales within LCs
• High potential partners and coaching on key
account management
• Assistance on current matching forms and keep
track on visa application situation

Strategy to drives sales intensity in shorter
period of time
GIP has very long timeline and each stage takes time.
Membership needs milestone where they can see a finishing
line. Short term sales challenge or campaign is a common
solution in the network to drive sales intensity in 6—8 weeks.
Usually if managed well, it boosts excitement among
membership and lead to higher commitment and sales growth
in 6-8 weeks.

Case study: AIESEC Russia Sales Growth
AIESEC Russia is very clear where is
their battle(Education sector) all the time.
They designed raising campaign in sales
peak to motivate membership and to
improve sales result. Focus and intense
sales efforts lead to 100% sales growth of
AIESEC Russia.
Key of implementation: Sales update with
point system every 2 days

Case study: AIESEC Canada Sales Growth
Starting from 2011, AIESEC Canada was able to double their
sales activities. The key of success is to break one year
calendar into periodic sales campaign, create sales
excitement and recognize sellers in time.
Key of implementation:
• Sales force to track sales activities on time
• Effective incentive system associated with campaigns
• Sales education supports the campaign

Effective Sales Incentive System
Right incentive can drive right behavior and boost sales
activities. However, it is important to be aware that incentive
should be customized to best fit the target audience. In general,
the sales incentive should be different for starters, core formers
and star sellers.

Case study:
AIESEC Czech Republic Sales Incentive
Sales Killer in Czech Republic is a clear example of
incentive for core-performers. Everyone can be a sales
killer! And it is so cool to be a sales killer. They get
recognition at national level (MC wall of fame, newsletter,
Coca-Cola jersey, books, company shadowing etc)
Result: 129% growth in raise, 311 meetings(60% growth)

AIESEC Brazil divide sellers into Junior seller, pleno seller, senior
sellers. Sellers can overcome challenge and be upgraded to next
level sellers if they fulfill certain criteria. MC Brazil connects the
criteria with sales intensity, re-raising strategies, product and
market strategy. Moreover, they provide different training and
empowerment for different level sellers!
The concept is simple, fun and strategic at same time. In last
months, AIESEC Brazil successfully created tons of sales
excitement and they achieved more than 100% growth.
Case study:
AIESEC Brazil Sales Incentive

Junior
Seller
Sales
education I
12 sales
meeting
per month
Minimum
2 raises
Pleno
Seller
Sales
education II
20 sales
meeting
Minimum 6
raises during
seller
experience
Track Account
manager
3 re-raises or
account
expansion

Senior
Seller
Sales
education III
25 sales
meeting per
month
Minimun 12
raises/partn
ers during
seller
experience
Sell more
than one
product to
same
customer
Achieve 6
raises
through
sales team
Participation
in
corporative
events

Sales Culture
Culture is the story that people tell in the organization. To drive
sales, people should talk about sales, get excited for
achievement and progress of sales, have role-models in sales.
Every strategy we implement and every conversation we
facilitate shape the culture of the organization.

Case study: AIESEC Germany Sales Growth
From Mar to Jun, AIESEC Germany witnessed outstanding
growth in sales. The main reasons are:
• Recruitment for Sellers
• Project to increase sales intensity
• Sales education
• Sales incentive

Selection Incentives
Education Intensity
CAPACITY ACTIVITY
Youth Talent Social Sales
A TXP PACKAGE SPECIFICALLY
CREATED TO RECRUIT SELLERS
 TO CREATE PIPELINE FOR
FUTURE SALES TALENT
 TO CREATE A CULTURE OF
SALES IN THE ORGANIZATION

Education Intensity
CAPACITY ACTIVITY
Global Talent Spring Sales
A CAMPAIGN BASED ON BOTTOM UP
COMMITMENTS, FOCUSING ON
DIRECTLY VISIBLE BEHAVIOR
(CALLS, MEETINGS)
 TO GROW GIP SALES IN THE
WIDE MAJORITY OF OUR LCS
 TO LAY THE FOUNDATION FOR
THE FUTURE OF WAVE-BASED
SALES≈≈

Education Intensity
CAPACITY ACTIVITY
Sales Trainer Education
TRAININGS TO SPECIFICALLY
PREPARE GOOD SELLERS TO
EDUCATE OTHERS
 TO INCREASE THE QUALITY AND
QUANTITY OF OUR SALES
EDUCATION
 TO ESTABLISH A CULTURE OF
SALES IN EVERY LC OF GERMANY

Education Intensity
CAPACITY ACTIVITY
Sales Conference „Sellebrations“
A CONFERENCE ONLY FOR OUR
TOP SELLERS (1 PER LC)
 TO MOTIVATE, EDUCATE AND
COMMIT OUR TOP SELLERS
 TO DRIVE COMPETITION TO
BECOME TOP SELLER

Spring Sales Award for Winning
• 6 members invited to the special
Deutsche Post DHL Event
• 8th of August 2013
• Deep inside about DP DHL‘s Strategy
2015
• Travel costs covered by MC (80€/person)
• Meet current AIESEC interns @ DP
DHL
• Presentations from Top-Level Speakers
• DP DHL‘s elite event for future leaders

Improve Converging Rate
• Clear marketing positioning
• Product and market knowledge of sellers
• Effective sales education
• Proactively use resources to sell
----From Sales Trial to Sales Offer----

Clear Market Positioning
The aim of marketing is to know and understand the customer
so well the product or service fits him and sell itself. Choosing
the right battle increases the success rate of sales significantly.
3 ways to find right market:
-Evaluate previous successful cases and conduct partner
interview
-Competitor research and analysis
-Study other AIESEC entities’ cases(especially those who share
similar external reality.

Product and Market Knowledge
The chances of getting customers interested increase with the
better understanding of product among membership. If our
sellers understand the real benefits of our product and how that
fits for the customers, if they are able to speak in customers’
language of those benefits, it should not be difficult to converge
sales trial to sales offer.

Product and market knowledge
-Provide sales tool for each sub product
-Conduct education for product and market
Our members should know for targeting market and sub
product,
-Our product benefits
-Our sample JD
-Our supply capacity
-Our timeline of delivery
-Successful case of the product in the market

Product and Market Knowledge
The key questions to answer:
• Which kind of GIP talents we can provide?
• Why customer will buy AIESEC GIP interns?

AIESEC provides 16 types of interns.

There are 121 detailed backgrounds
Advertising + Public Relations
Brand & Trademark Management
Consumer + Buyer Behavior
Customer Relationship Management
Import & Export
International Marketing
Introductory Marketing
Market Research & Evaluation
Product Planning, Development & Control
Retail + Sales Marketing
Marketing
Example:

Our ability of offering different product varies

Go to GIP Wiki to learn more of each product:
http://www.myaiesec.net/content/viewwiki.do?contentid=1024008
5

Use customer research output as basis of market
knowledge education
-Evaluate previous successful cases and conduct
partner interview
-Competitor research and analysis
-Study other AIESEC entities’ cases(especially those
who share similar external reality.

Effective sales education
Principle 1:
70% Practice+20% Feedback+10% Training
Principle 2:
70% Product/Market knowledge+30% soft sales skills
We easily blame lack of sales education as reason
for low sales performance. However, the key is
usually how we educate our sellers.

Case study: AIESEC Taiwan Sales Growth
with quality sales
In order to improve quality of sales activities, AIESEC Taiwan
evolve their sales education to be more practical and effective.
They use company meeting report, TN case case report and
GIP book to improve the knowledge of their sellers. The quality
of basic sales activities are significantly improved.

Company meeting report
 Count meeting number as performance
 Every meeting require a report
 Every one is able check every meeting
 record on-line
 Include the asked question, problem,
 how to get the meeting, and meeting result

TN case report
 Every new raise require a report
 Update the report when Realize
 Include Raise success factor, learning point,
EP profile, cooperation update
 Every one can check all the reports and
make it to GCP easily.

SOP Book
• Small GIP book for all ICX-GIP
• Set up a SOP for ICX-GIP process
• Include SOP, reference, and basic education in it
• Save time from repeating same thing and put focus
high value activity

Proactively use resources to sell
LinkedIn
Partners
BoA
Other
Organizations
Alumni

http://www.myaiesec.net/content/viewwiki.do?contentid=10258666#show
Use LinkedIn in Sales

Product Awareness
Platform
Raise TN
from
Alumni
Connect
resources
through
Alumni
Alumni
Use Alumni in Sales
Global Alumni TN raise channel:
aiesec.org/alumni

Use Alumni in Sales
Global campaign to drive Alumni TN raise

To close a deal, it needs certain experiences, skills and
personality. There are people who have better sales
talent than others.
• Star Sellers Strategy
• Recruit and retain sales talents
• Re-raise and upscale existing partnership
----From sales offer to sales hits----

Star Sellers Strategy
There are people who are proved to be good in sales.
Tip 1: Let your star sellers always stay in sales frontline.
Tip 2: Bring your Star Sellers to your potential clients to support
closing deal.
Tip 3: Coach and train your Star Sellers to be even better.

Case study: AIESEC MoC Sales Growth
In AIESEC Mainland of China, they design sales team
challenge for potential sales stars. In summer 2012, they bring
sellers to a brand new market-Qingdao. Sales stars live
together and work full time for 1 month. They work for same
team purpose and eventually this team of 6 people raised 60
TN forms.
Result 6 weeks:
1500 Calls; 50 Company meetings
20 Networking events participation
60 Forms oral raised with 20 TN takers

Case study: NAFTA GIP Summit
In NAFTA region, they work together to build sales culture,
sales capacity and to utilize the economy connection in the
region. Their target audience is top sales in the region.
Criteria of participants:
Sellers who at least raised one TN.

Case study: MC Coaching Star Sales in
Czech Republic
In AIESEC Czech Republic, the brand for STAR sellers is
Sales Killers. MC VP personally coaches the Sales Killers
and support them in company meeting and other selling
activities.
The brand Minimum criteria
–2 meetings/week + 1 RA/sales wave
5 sales waves in half a year

Recruit and Retain Sales Talent
1.. What makes a good sales?
-Competency building based on your reality: Interview 10-15 your
top sellers in the history. Recruit someone like them.
Key words:
• Goal orientation
• Big picture combined with ability to get things done/executer
• Emotional Intelligence and empathy (to be able to put
themselves in other shoes, to identify emotions in others and to
act regardless of emotions)
• Independent and self-driven

2. Design product and development path for sellers
What does sellers like?
Interview 10-15 your top sellers in the history.
Bigger
Purpose
Career
Path
Recogniti
on
Being
listened
Challeng
es

3. Align talent process to attract, retain and develop sellers
Talent
Planning
Talent
Marketing
Talent
Recruitment
Talent
Selection
Talent
Allocation
Talent
Induction
Talent
Education &
Training
Coaching R&R
Talent Tracking &
pipeline mgmt.
Sellers profile based

Global Recognition for Top Sales
Two awards: Global Top 30 Sales; National Top 3 Sales
Duration of result: Jan-Jun; Jul-Dec
When to recognize: Jul, Jan
http://www.myaiesec.net/content/viewwiki.do?contentid=1025469
7

Re-raising and Upscaling Strategy
70-30 Rule
70 percent of revenue is generated
by 30 percent of your clients.
The other 70 percent of customers
that generate the other 30 percent
of revenue are simply less
engaged.
Lesson If you are able to manage
and retain your partners they will
invest more inAIESEC and they will
recommend you to other
organisations.

Pre
selling
Selling Delivery
Retention
of
Partners
Partnership
Management Flow
The retention of partners depends on the satisfaction of entire process
Re-raising and Upscaling Strategy

• Demand analysis: Identity with your partners where is
the organisation is going in the next year and what will their needs
be.Ask them how canAIESEC be part of their strategy.
• Quarterly report: Create a report every quarter, every
semester or on a yearly basis depending on the services/products
delivered.
• Quarterly meeting: Have a quarterly meeting with your
partners so you can discuss constantly how can we improve our
services.
Pre
selling
Selling Delivery
Retention
of Partners

• Partner involvement: Involve your partners in you
national and local initiatives.
• Create champions! Make sure that you engage more
people in the organisation.
• Recognition: Recognise their support toAIESEC.
Pre
selling
Selling Delivery
Retention
of Partners

Management implication:
-Identify key accounts and set target for re-raising and up-
scaling per account
-National/local HR for partner management and up-scaling
-Account management system
-Local office knowledge and practice in retaining and upscaling
partnership

Drive Sales Growth with Intensity and Convergence

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