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Sales strategy and leadership
Sales strategy and leadership
Sales strategy and leadership
Sales strategy and leadership
Sales strategy and leadership
Sales strategy and leadership
Sales strategy and leadership
Sales strategy and leadership
Sales strategy and leadership
Sales strategy and leadership
Sales strategy and leadership
Sales strategy and leadership
Sales strategy and leadership
Sales strategy and leadership
Sales strategy and leadership
Sales strategy and leadership
Sales strategy and leadership
Sales strategy and leadership
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Sales strategy and leadership

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Bijdrage Sales Leadership Masterclass Rotterdam School of Management. Sales naar een strategisch niveau brengen door de sales strategie te formuleren. Invulling geven aan het sales leiderschap dat …

Bijdrage Sales Leadership Masterclass Rotterdam School of Management. Sales naar een strategisch niveau brengen door de sales strategie te formuleren. Invulling geven aan het sales leiderschap dat nodig is om deze sales strategie te realiseren.

Published in: Sales, Business, Education
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  • 1. Sales Strategy and Leadership Sales Leadership Diploma Programme Ed Peelen
  • 2. Objective Kick off: Start formulating your sales agenda (for this program): • Formulate the strategic sales challenge • Explore type of leadership this requires from sales
  • 3. Your sales challenge • What was different five years ago? • What challenges you now? • What will be different in five years from now?
  • 4. A rapidly changing landscape • Commodization of products; focus on solutions • Professionalization of purchasing – Focus on core suppliers – Demand partnership, act transactional – Ask for solutions, buy commodities • Competitive pressure • Economic crisis • Disruptive business models
  • 5. Changing landscape - customer requirements • Be personally accountable for our desired results • Understand our business • Be on our side • Design the right applications • Be easily accessible • Solve our problems • Be creative in responding to our needs Source: The Chally World Class Sales Excellence Report
  • 6. Changing landscape - corporate requirements • Marketing vacuum • Increased sales productivity – Sales expenditures 10% of sales – Largest commercial cost component • Reshaping and repositioning traditional functions – Away from silos, bureaucracy, inward focus – Organizing around core processes, f.e.: customer, supply, strategic integration (Kraft) •Do you recognize these changes in your organization?
  • 7. Imperatives for the strategic sales organization Strategic sales organization Involvement Putting sales back into strategy Intelligence Customer knowledge Integration Getting your act around customer valueInternal marketing Selling customer to company Infrastructure Alligning sales processes with business
  • 8. Imperatives for the strategic sales organization Strategic sales organization Involvement Putting sales back into strategy Intelligence Customer knowledge Integration Getting your act around customer valueInternal marketing Selling customer to company Infrastructure Alligning sales processes with business International Inspiration Integrity Influence
  • 9. Matching the buyer’s perspective 9 Customer focus? Changes? One customer, more positions Multi channel ? Capabilities? How to recognize? Value propositions?
  • 10. Differentiate - Sales competences
  • 11. Differentiate –allocate resources
  • 12. Bridging the leadership gap • The voice of the customer • Strategic dialogue • Changing the infrastructure (alignment) – From outcome based models towards behaviour based models (inputs from sales what customers want) • Internal promotion
  • 13. Leadership vs management The myths The realities Role of the manager Authority Interdependency Source of power Formal authortiy Everything else Desired outcome Control Commitment Managerial focus Managing one-on- one Leading them Key challenge Smooth operation Make changes that all the team to perform better
  • 14. Leadership How would you approach this challenge?
  • 15. The promotor • Entrepreneurial skills • Opportunity driven • Experiments • Incremental, take new paths step by step • Will beg, borrow, steal resources from wherever they can be found • Flat structures, open communication • Decentralized decision making The trustee • Manages existing resources as efficiently as possible • Moves slow on opportunities, want guarantees before action • Analytical, conservative • Feels uncomfortable to borrow, share or temporarily use resources • Seeks control • Resource control reflect status and influence Leadership styles
  • 16. Leadership • Sales executive being distant from the company • How to live up to your responsibilities? • Participation in related activities • Playing a role in a company top team
  • 17. Leadership Managing/ leading in a paradoxal context? How would you approach this challenge?
  • 18. • Managing/leading in a paradoxal context • Critical success factors – Impact – the capacity to add value – Intimacy – close, trusted, mutual relation – Vision – compelling picture of what can be achieved – Role model – People practices – people with collaborative attitudes and abilities – Informal networks – communities of practice – Reward potential – mostly a barrier Leadership external

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