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Changing Sales Force Behavior To Achieve High Performance

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Slides from an AMG Executive Briefing that revisits "Changing Sales Force Behavior to Achieve High Performance" originally published by Accenture in September, 2003

Slides from an AMG Executive Briefing that revisits "Changing Sales Force Behavior to Achieve High Performance" originally published by Accenture in September, 2003

Published in: Business, Education

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  • 1. Changing Sales Force Behavior to Achieve High Performance An AMG Executive Briefing
  • 2. An outline… Where to begin?
  • 3. An outline… Where to begin? How to align sales force behavior with business goals
  • 4. An outline… Where to begin? How to align sales force behavior with business goals Supportive programs to help manage change
  • 5. An outline… Where to begin? How to align sales force behavior with business goals Supportive programs to help manage change Accenture High Performance Workforce Study/Changing Sales Force Behavior
  • 6. Business success: Winning new customers is key Sales critical role: Delivering the promise Sales Leadership: Management and the missing links
  • 7. Business success: Winning new customers is key Sales critical role: Delivering the promise
  • 8. Business success: Winning new customers is key Sales critical role: Delivering the promise Sales Leadership: Management and the missing links
  • 9. Research shows sales is a critical but under-performing function…
  • 10. The Sales Challenge “Our sales managers do not leverage the new sales processes and tools to manage their teams”
  • 11. The Sales Challenge “Our salespeople sell products not solutions to our customers”
  • 12. The Sales Challenge “Our people are not sufficiently trained in prospecting and closing sales opportunities”
  • 13. The Sales Challenge “We lack adequate metrics to monitor the performance of our sales force”
  • 14. Lemons or lemonade?
  • 15. Enabling the Sales Force • Effective recruitment • Advanced s training • Performance management • Metrics • Compensation and rewards
  • 16. Enabling the Sales Force • Effective recruitment • Advanced s training • Performance management • Metrics • Compensation and rewards
  • 17. Enabling the Sales Force • Effective recruitment • Advanced sales training • Performance management • Metrics • Compensation and rewards
  • 18. Enabling the Sales Force • Effective recruitment • Advanced sales training • Performance management • Metrics • Compensation and rewards
  • 19. Enabling the Sales Force • Effective recruitment • Advanced sales training • Performance management • Metrics • Compensation and rewards
  • 20. Enabling the Sales Force • Effective recruitment • Advanced sales training • Performance management • Metrics • Compensation and rewards
  • 21. Setting New Objectives: Does everyone know what is expected of them?
  • 22. Setting New Objectives: Create links between corporate goals and personal performance
  • 23. Accenture research points to seven key performance objectives common to high-performance sales organizations… …yep, seven.
  • 24. Accenture research points to seven key performance objectives common to high-performance sales organizations… …yep, seven.
  • 25. 1: Increase the Value of Selling Time • Goal time
  • 26. 1: Increase the Value of Selling Time • Goal time • Clock time
  • 27. 1: Increase the Value of Selling Time • Goal time • Clock time • Paid activities
  • 28. 1: Increase the Value of Selling Time • Goal time • Clock time • Paid activities • Unpaid activities
  • 29. 2: Increase Customer Retention • Relationships
  • 30. 2: Increase Customer Retention • Relationships • Customer loyalty
  • 31. 3: Increase New Product Market Share Provide the necessary support to ensure products’ success
  • 32. 4: Sell High Margin Stuff Focus on premium products/services that have high margin
  • 33. 5: Win the War for Sales Talent • Recruit to profile
  • 34. 5: Win the War for Sales Talent • Recruit to profile • Engage and motivate
  • 35. 5: Win the War for Sales Talent • Recruit to profile • Engage and motivate • Training and development
  • 36. 6: Organize the Sales Function • Efficiency and effectiveness
  • 37. 6: Organize the Sales Function • Efficiency and effectiveness • Optimize time to add value
  • 38. 7: Minimize Ramp-up Time • Reduce time to learn required skills
  • 39. 7: Minimize Ramp-up Time • Reduce time to learn required skills • Shorten the glide path
  • 40. Align behaviors to each of these seven key performance objectives
  • 41. "Goals are not achieved by accident… Salespeople need know not only what is expected of them, but also what they have to do to reach those goals."
  • 42. Three Keys to Changing Behavior
  • 43. Ability. Motivation. Context.
  • 44. Ability Product knowledge
  • 45. Ability Job-related knowledge
  • 46. Ability Customer-related knowledge
  • 47. Motivation Goal setting: What’s expected?
  • 48. Motivation How is performance measured?
  • 49. Motivation Are people getting feedback?
  • 50. Motivation How are people compensated?
  • 51. Context Workplace environment
  • 52. Context Systems, process and people
  • 53. Context Collaboration
  • 54. Accenture found that a typical $1 billion company can generate millions of dollars in additional revenue simply by addressing critical human performance issues such as motivating and rewarding people, improving selling skills, and attracting and retaining quality individuals. WHAT’S ON YOUR AGENDA?
  • 55. Thank you! http://amgadvisors.net/events (561) 283-4744 | info@amgadvisors.net