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Best Practices in World-Class Sales Forces
Best Practices in World-Class Sales Forces
Best Practices in World-Class Sales Forces
Best Practices in World-Class Sales Forces
Best Practices in World-Class Sales Forces
Best Practices in World-Class Sales Forces
Best Practices in World-Class Sales Forces
Best Practices in World-Class Sales Forces
Best Practices in World-Class Sales Forces
Best Practices in World-Class Sales Forces
Best Practices in World-Class Sales Forces
Best Practices in World-Class Sales Forces
Best Practices in World-Class Sales Forces
Best Practices in World-Class Sales Forces
Best Practices in World-Class Sales Forces
Best Practices in World-Class Sales Forces
Best Practices in World-Class Sales Forces
Best Practices in World-Class Sales Forces
Best Practices in World-Class Sales Forces
Best Practices in World-Class Sales Forces
Best Practices in World-Class Sales Forces
Best Practices in World-Class Sales Forces
Best Practices in World-Class Sales Forces
Best Practices in World-Class Sales Forces
Best Practices in World-Class Sales Forces
Best Practices in World-Class Sales Forces
Best Practices in World-Class Sales Forces
Best Practices in World-Class Sales Forces
Best Practices in World-Class Sales Forces
Best Practices in World-Class Sales Forces
Best Practices in World-Class Sales Forces
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Best Practices in World-Class Sales Forces

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presented by Jason Jordan of Mercer at the TrueConnection 2008 Sales Performance Management Conference, hosted by Callidus Software

presented by Jason Jordan of Mercer at the TrueConnection 2008 Sales Performance Management Conference, hosted by Callidus Software

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  • 1. World-Class Sales Force Benchmark Research Jason Jordan Washington, DC
  • 2. Mercer Co-Sponsored Research with H.R. Chally <ul><li>In 2006, Chally interviewed 2,500 B2B buyers </li></ul><ul><li>Collected data on 4,500 salespeople from 1,500 companies </li></ul><ul><li>Identified only 4 companies who were deemed ‘World-Class’ by their customers </li></ul><ul><li>Chally and Mercer interviewed dozens of people from each winner (Sales, IT, HR, Executives, etc.) </li></ul><ul><li>Mercer wrote the 2007 research report </li></ul>
  • 3. Industry Rankings
  • 4. 2007 Winners Global Imaging Systems Applied Industrial Technologies Corporate Express Insight Computing
  • 5. 2007 Best Practice Categories <ul><li>Customer-Focus </li></ul><ul><li>Recruiting and Selection </li></ul><ul><li>Training and Development </li></ul><ul><li>Sales Process </li></ul><ul><li>Information Technology </li></ul><ul><li>Organizational Integration (new entrant) </li></ul>
  • 6. <ul><li>Customer-Focused Culture </li></ul>
  • 7. Common Practice: Hire Industry Experience
  • 8. Best Practice: Ensure that Your Salespeople Know Their Customers’ Business WORLD CLASS SALES FORCES GO OUT OF THEIR WAY TO TRAIN ON CUSTOMER ISSUES
  • 9. Common Practice: Create Value for Your Customers
  • 10. Best Practice: Demonstrate the Value You Create for Your Customer WORLD CLASS SALES FORCES EXPLICITLY QUANTIFY THE VALUE OF THEIR PRODUCTS
  • 11. <ul><li>Recruiting and Selection </li></ul>
  • 12. Common Practice: Recruit and Hire Natural-Born Sellers
  • 13. Best Practice: Recruit and Hire Specialists WORLD CLASS SALES FORCES REALIZE THAT SELLING IS A SPECIALIZED PROFESSION
  • 14. <ul><li>Training and Development </li></ul>
  • 15. Common Practice: Train Extensively at Onboarding
  • 16. Best Practice: Provide Just-In-Time Training that is Easily Digestible WORLD CLASS SALES FORCES PROVIDE TRAINING AS SPECIFIC SKILLS ARE REQUIRED
  • 17. Common Practice: The Best Salespeople Make the Best Managers STEP 1 Train On Selling Skills STEP 2 Promote
  • 18. Best Practice: Teach Managers How to Manage WORLD CLASS SALES FORCES RECOGNIZE THAT ‘MANAGING’ SKILLS ARE DIFFERENT THAN ‘SELLING’ SKILLS, AND THEY TRAIN ACCORDINGLY STEP 1 Train On Selling Skills STEP 2 Promote
  • 19. <ul><li>Sales Processes </li></ul>
  • 20. Common Practice: Measure Inputs and Outcomes
  • 21. Best Practice: Measure and Manage Inside the Pipeline WORLD CLASS SALES FORCES MONITOR THE PROGRESS OF LEADS THROUGH THE PIPELINE TO I.D. OPPORTUNITIES FOR IMPROVEMENT
  • 22. <ul><li>Information Technology </li></ul>
  • 23. Common Practice: Buy ‘Best-of-Breed’ CRM Tools and Methodologies
  • 24. Best Practice: Customize Technology to Your Business … Not Visa Versa WORLD CLASS SALES FORCES BEGIN BY DESIGNING THE PROCESSES THEY NEED, THEN THEY DEVELOP INFORMATION SYSTEMS TO ENABLE THE TASKS
  • 25. Common Practice: Implement Large-Scale CRM or SFA
  • 26. Best Practice: Avoid ‘Big Bang’ System Development WORLD CLASS SALES FORCES SHY AWAY FROM LARGE-SCALE CRM PROJECTS IN FAVOR OF MORE ORGANIC TECHNOLOGY DEVELOPMENT
  • 27. <ul><li>Organizational Integration </li></ul>
  • 28. Common Practice: Seek Assistance from Other Functions (or not)
  • 29. Best Practice: Imbed Functional Resources Inside the Sales Organization and Field Offices WORLD CLASS SALES FORCES BRING OTHER FUNCTIONS INSIDE THEIR ORGANIZATION TO LEARN THEIR BUSINESS AND BETTER SERVE THEIR NEEDS
  • 30. In Sum … <ul><li>World Class Sales Forces are not mired in the past </li></ul><ul><li>They do not look to their peers for inspiration </li></ul><ul><li>They treat their sales forces like other business functions … with discipline and rigor </li></ul><ul><li>They measure and re-measure everything </li></ul><ul><li>They expect continuous improvement </li></ul><ul><li>Their customers love them for it </li></ul>
  • 31. For More Information or Questions … <ul><ul><li>Jason Jordan </li></ul></ul><ul><ul><li>703-405-4813 </li></ul></ul><ul><ul><li>[email_address] </li></ul></ul>

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