LYFT

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  • ADD TECHNOLOGYADD TRAINING TO SALES
  • LYFT

    1. 1. LYFT Services and Approach 1
    2. 2. Current State of Affairs in Many Organizations Today Typically, 20% of the sales organization produces 80% of results (or some 20% version of this paradigm) 10 True “A” players generate up to 10 times the outcome as average performers 20 “A” management teams typically produce 10X+ the results of a “B” team 1M Sales professional turnover can cost more than $1,000,000 (for each person) $$$ Management turnover costs are exponentially higher (~$15mm+)10% “Poor Leaders” will cost your system 10% of total people expense Source, HBS Research, DW personal experience 2
    3. 3. Current Industry Trends Highlight a Need for Transformation40% Over the past two years, 40% of sales people did not make quota*80% • In 2010, sales organizations in the US overall achieved less than 80% of target. Only 1% of firms said their forecast accuracy was >90%** 63% of Sales Executive Council members say their sales managers do not63% have the skills and competencies they need to evolve their sales model, and nearly 10% do not have the skills they need to be successful in the job today****25% Sales organization turnover continues at a 25% yearly rate***46% of people new to a role fail within 18 months***** Effective sales management has been hijacked and is now often more focused on CRM adherence and revenue forecasting Source: *,**, ***, CSO Insights 2011 and 2012, **** The Challenger Sale,*****HR Chally research 3
    4. 4. Implications for Your Business 9% Only 9% of customer loyalty is attributable to a better price-to-value ratio than competition*53% 53% of customer loyalty is attributable to outperforming the competition on the sales experience itself**Outperforming the competition on the sales experience will result in higher winpercentages, higher margins, increased customer loyalty, and ability to achieve coveted“trusted advisor” status *, **Source: The Challenger Sale, 2011 4
    5. 5. LYFT Value Proposition Provide unique combination of technology, content and consulting that both assesses organizational capability and potential and provides a real solution that results in revenue growth Deliver measurable enhancement of client results through improved sales force and client-facing personnel effectiveness Primary focus on client facing and sales personnel (and we could address other critical roles, for example, unit managers of different geographies) Our team is the difference • Blend of experienced consultants and successful operating executives • Proven tools coupled with proprietary methodologies, leverage technology • Combine theory and research with pragmatic business disciplines • Measurable focus on near term results and sustainable improvement Guarantee the measured improvement is greater than our fees Irresistible client risk/reward model 5
    6. 6. Have you thought about the following?Discussion Points to Drive Your Sales Performance… How close is your business to optimal sales effectiveness? What is the affect of a sub-optimized sales organization on your business? What would be the financial impact of improving your overall front line effectiveness? Can you afford to be satisfied with the status quo when it is possible to significantly improve performance? 6
    7. 7. What Sales Effectiveness Challenges Do You Face Today? Increasing competition  Alignment of sales and operations Struggle to differentiate offerings  Alignment of sales and marketing Solution selling approach  Rise of third party purchasing consultants Decreasing win rates  Rise of consensus-based sale Speed of product/service obsolescence  Greater demand for customization Talent shortages/sales turnover  The need to be global Rise of centralized  Sales management challenges procurement/strategic sourcing and increasing pricing pressure  Global organizations Decline of buyer loyalty  Distributed sales leadership Aging workforce How far are you from one vision, one winning strategy, one team, one standard for superior performance? 7
    8. 8. Our ApproachWe focus on the following questions  What level of capability and capacity exists today within your front line and sales organizations?  What level of success is possible today given the current team, management process, and tools within your business?  What organizational capabilities, roles, selling behavior, compensation, management structure and processes are required to successfully drive step revenue growth?  What leadership and talent are required to effectively execute the strategy?  How do you know the required change is occurring?  How will you become a sustainable high performance organization? Driving more of your sales organization to achieve the level of “trusted advisor” 8
    9. 9. The Diagnosis & Tools to Improve Front Line PerformanceAchieving the“trusted advisor” relationship with your customers and clients is a muchhigher bar than existed previouslyThe following ingredients are critical:  Talent acquisition • Formal process and discipline to improve the hiring of strong performers  Identify strengths and development needs of existing team • Assessment and engagement systems • Performance and energy “pulsing”  Implement developmental actions to improve individual and organizational performance • Effective On-Boarding • Compensation aligned to strategy • Ongoing training and development, • Effective sales management/coaching • Proper tools and supporting technologyThe payoff for improving organizational capability in this area is at least 10X theinvestment. 9
    10. 10. LYFT Solution Areas SALES MODEL DESIGN ASSESSMENTS PULSE RECRUITMENT BENCHMARKING TOOLS Process Consulting & PROGRAMS LASTING TRANSFORMATION FOR IMPROVED BUSINESS RESULTS SALES TRAINING COACHING & LEADERSHIP DEVELOPMENT DEVELOPMENT SALES TEAM IMPROVEMENT PROGRAMS LINKAGE TO CRM SYSTEMS SALES COMPENSATION 10
    11. 11. Building a Best-In-Class Sales Force Monitor, Measure & Report on Analyze Business & Sales Strategy Results  Assess Sales Strategy in Context of  Develop Automated Dashboard to Business Goals monitor performance improvements  Analyze Current Systems for  Evaluate Ongoing Performance of Selection, Training & Development and Incumbents and New Hires Performance Management  Reinforce Training Program  Conduct Job Analysis on Sales & Sales  Determine ROI 4 Management Roles  Validate Core & Job Specific LYFT Solutions Competencies 1 Develop Employees Interrelationships Implement Dashboard to Determine Gaps between Current Workforce and Ideal Profile Develop Selection System Provide targeted Sales Training to close  Assess Incumbents using Technology- development gaps – both classroom and driven Valid & Predictive Assessment technology delivered  Determine Ideal Profile for Sales & Development Process Integrate Performance Management 3 Train Sale Managers in On-going Employee Management  Utilize Validated Model within Recruitment & Selection Process Compensation System  Create Structured Interview Protocol Analyze Leadership Potential of Sales Force Develop Succession Planning Process Provide Performance Coaching &  Implement Technology-Driven Recruitment Process 2 Mentoring 11
    12. 12. Shift Performance of Sales and Front Line Personnel Sales Pipeline Dashboard •Execution • Real Time Information •Organization Performance • Stay on Top of Key Issues Lift Variable By-Standers Typical Game Changers Revenue Per Employee $ 500,000 $ 750K $ 3,000,000 - $5,000,000 Profit Per Employee $ ($50K) $ 25K $ $1,000,000+ Shareholder value Per Employee $ ($100K) $ 50K $ 1,000,000 Client Service/’Will recommend you ’ >4% 15% 72% Employee engagement ( % EE ‘engaged’) 21% 25% 37% Turnover – ability to retain the best 32% 18% 4% Your Organization #____________ #___________ #____________ •Execution %___________ %__________ %___________ •Organization PerformanceDrag 12
    13. 13. EXAMPLE OF HOW SOFTWARE CAN PROVIDEVALUE – DASHBOARD THAT DISPLAYS TOTALCOST OF PERSONNEL BY POTENTIALIssue: Poor performers will put drag on any change effort 13
    14. 14. Dan Has Built High Performing Sales Organizations from theGround UpDan has been responsible for architecting and executing the build out of sales organizations that have placed threedifferent companies on the Inc. 500 list 7 times, including the #1 ranking while at Parson Group. He created theconcept, devised the model, hired the team, put in management process and discipline to drive growth, and createdcultures that retained the most effective individuals.His background and credentials in driving rapid growth include: • At General Electric had 5 years of actual sales experience, and 3 years management experience, with an average quota attainment of 130%. Never missed plan as either individual contributor or manager. Promoted 7 times in 8 years. • At Intelogic Trace, built a team comprised of 3 district managers and 22 sales professionals. Top performing person in this role, and in less than three years, this team was generating over $25 million in new business each year. • At ARC, in less than 5 years, built a sales and delivery organization from less than three million in revenue in 1989 to a run rate of over $100mm in early 1994. ARC ranked #13 on the Inc. 500 in 1993 and was the 2nd best performing IPO on NASDAQ in 1994. All organic growth. • At Parson, wrote business plan, raised capital and executed a plan that grew from start-up in July of 1995 to a run rate of $90mm in revenue in 2001. Ranked #1 on Inc. 500 in 2000. All organic growth. • At Capital H Group, starting from near zero in May of 2003, grew to $45mm in run rate revenue in early 2008. Combination of organic growth and acquisitions. • At Caesar’s Entertainment, launched a new business for this enterprise by hiring a team of sales professionals sell high end, customized packages to non-gamers. Worked for the CMO and CEO. 14

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