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CPS Food for Thought Breakfast Talk by Dr Brian Lambert -The Fortune 500 Experience: When Service Organisations Grow Sales
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CPS Food for Thought Breakfast Talk by Dr Brian Lambert -The Fortune 500 Experience: When Service Organisations Grow Sales

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International Guest Speaker and Author of World Class Selling Dr Brian Lambert …

International Guest Speaker and Author of World Class Selling Dr Brian Lambert

The Fortune 500 Experience: When Service Organisations Grow Sales


Driving sales to grow revenue is an important strategic focus for every bank. To do it effectively, of course one needs excellent customer service. But a service culture in itself isn’t enough to drive sales. And bridging the gap is a real challenge for banking leaders and support professionals. Professionals need to be able to visualise and drive the journey from a service culture to a sales culture, and avoid many of the pitfalls and frustrations that go along with it.

Dr Brian Lambert, internationally acclaimed ‘Sales Enablement’ author and consultant, shares his invaluable insight into the most significant challenges faced by Fortune 500 companies, and the approaches that have proven most effective in overcoming them.

Published in: Business

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  • 1. When  Service  Organisa'ons  Grow  Sales   Brian  Lambert,  PhD   Knowledge.    Performance.  Impact.   Confiden'al  &  Proprietary  to  GP  Strategies  Corpora'on  
  • 2. Work has changed dramatically in last 100 years • Work  has  changed  drama'cally  in  last  100  years   From: INDUSTRIAL AGE To: INFORMATION AGE Type of Work To: CROSS-FUNCTIONAL ENDEAVORS From: SILOED EFFORTS How Work Gets Done What’s the impact to you? It means the definition of “adding value” to your CEO has evolved too.
  • 3. Many converging forces are at work: transforming how you go-to-market STAKEHOLDER  FORCES   Improve  shareholder  value     109.98   +.14   Share  Price   Directors   Analysts   I   6%   R   Profit  Margins   Investors   MARKET  FORCES   INDUSTRY  FORCES   Expanding  role  of  purchasing   Evolving  buying  pa[erns   Increased  buyer  op.ons   Commodi.za.on   Increasing  power  of  suppliers   Technology  Disrup.ons   New  /  Evolving  Trends   Compe.tors   CEO   Adjust  Go  To  Market    strategy   Create  new   capabili.es   Improve  customer   rela.onships   Source:  Forrester  Research   Increase    efficiency/cut  costs  
  • 4. Creating New Macro Level Dynamics 4
  • 5. 5  
  • 6. Changing  business  strategy  require   new  ways  of  working   Current State New Business Strategies 1 Think  Differently   2 Act  Differently   3 Impact  Differently   NEW  EXECUTION   Future State
  • 7. New Execution Across the Organization Cross-­‐Func.onal  Work   Leadership   R&D   Groups   Marke.ng   Groups   Sales   Groups   Customers   Need  to     have  be[er   Managers!   Need   More     innova.on!   Need   be[er   marke.ng!   Those   salespeople   need  to  sell!   Customers   Demand   More   7
  • 8. How do we address the reality in the Sales Force? D&E   C   A  &  B   Reps   Reps   Reps   Our     Hot     Solve  a   products   topics   problem   E D Companies   Example Rep Behavior “Shows up and “Generates Func'onality   throws up” activity” C Departments   Project     “Develops relationships” Details   B A Agreement   Network   “Adds more Vision   a vision” “Sells value”
  • 9. The Challenge: Retool the system “We just had $16M USD out of our centralized learning budget shifted over to the sales organization – that includes headcount.” Learning Executive Major Technology Company January 10, 2013 “On our go-to-market strategy what I would say simply, we had talented people everywhere in the world really working hard but that our system doesn't work, or probably better said — we don't have a system. Our process, our technology, the tools we have, our knowledge management — our salesforce is not empowered and freed up to sell.”   Steve Bennett Symantec President and CEO – January 23, 2013 Q3 Earnings and Strategy Direction Conference Call LEARNING PERSPECTIVE SALES PERSPECTIVE
  • 10. Services Firms are Value Engines
  • 11. Selling isa a system
  • 12. Emerging Operating Models: Organise to how your internal customers think about you “Expectation Setting” “Delivering” ??   “Visioning” 12
  • 13. A lot of initiatives are designed to “help sales sell” PRODUCTS / SERVICES MARKETING SALES Value Messages Messenger COMPLEXITY Customers Conversations 13
  • 14. APPROACH  1:   Go  To  Market   Product   Place   Promo.on   Price   APPROACH  2:   Go  To  Customer   Problem (for whom?) Pattern (business, complexity, industry) Path (over time, stakeholders) Proof (stories, measures, ROI)
  • 15. What is a relevant sales conversation? Buyer: Why should I care? Seller: Who are we selling to specifically? Positioning Value Buyer: Why should I choose you? Seller: What are we really selling? Buyer: What impact will I realize? Seller: How do I explain what role we play? 15
  • 16. Sales Conversations Have Evolved RELEVANT  SALES  CONVERSATION   Positioning Value Sellers  want   to  sell  products   and  capabili'es     “Let  me  tell  you  about  us”   Buyer  problems   need  to  be  defined   and    then  solved   SELLER   BUYER   “Bring  me  insights  about  a   problem  I  can’t  define  well”   •   Complex   •   Mul'-­‐faceted   •   Provoca've   • Implica.on:  “Non-­‐Linear”   16
  • 17. Precise, Problem-Centric Conversations are Required “Problem  Stack”   Positioning Value Responsible  for  root-­‐causes   ONGOING   IMPACT   Positioning Value Focus  on  selling     Sustainable  Outcomes   “Outcome   Orchestrator”   NEEDS   Focus  on  selling     CUSTOMER   One-­‐Time  Results   “Specialist”   Focus  on  selling   Task-­‐related  Impacts   RESULTS   “Capability   Consultant”   PROBLEMS   COST   Positioning Value Responsible  for  symptoms  
  • 18. Content, Tools, and Behaviors Must Align to the Right Buyer Audience RELEVANCE       Tools         Content         Behaviors           CONVERSATIONS   SALES  OBJECTIVES   BUYER  AUDIENCE   Building  a     Tailored  Point   of  View   Positioning Value Connec.ng   with    the   Right  People   Problem   Owner   Having   Successful    Mee.ngs   Problem   Driver   Establishing   the  Defini.on   of  Success   Making   the  Value     is  Tangible   Problem   Manager  
  • 19. gpstrategies.com   For  addi'onal  informa'on  please  contact   Brian Lambert, PhD t 703-447-5865 blambert@gpstrategies.com CONNECT WITH ME: http://www.linkedin.com/in/brianlambert/ @DrBrianLambert ©  2012  GP  Strategies  Corpora'on.  All  rights  reserved.  GP  Strategies,  GP  Strategies  and  logo  design,  PMC,  Sandy,  Bath  Consultancy  Group,  Academy  of  Training,  Martonhouse,  Via  Training,  Beneast  Training,  Ultra,  RWD,  Communica'on  Consul'ng,   Op'on  Six,  Milsom,  Clu`erbuck  Associates,  PerformTech,  Smallpeice  Enterprises,  GPiLEARN,  GPCALCS,  GPSteam,  EtaPRO,  and  VirtualPlant  are  trademarks  or  registered  trademarks  of  GP  Strategies  Corpora'on  in  the  U.S.  and  other  countries.  All   other  names  or  products  are  trademarks  or  registered  trademarks  of  their  respec've  owners.   Confiden'al  &  Proprietary  to  GP  Strategies  Corpora'on  

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