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How to Achieve a Culture of High Performance Selling
How to Achieve a Culture of High Performance Selling
How to Achieve a Culture of High Performance Selling
How to Achieve a Culture of High Performance Selling
How to Achieve a Culture of High Performance Selling
How to Achieve a Culture of High Performance Selling
How to Achieve a Culture of High Performance Selling
How to Achieve a Culture of High Performance Selling
How to Achieve a Culture of High Performance Selling
How to Achieve a Culture of High Performance Selling
How to Achieve a Culture of High Performance Selling
How to Achieve a Culture of High Performance Selling
How to Achieve a Culture of High Performance Selling
How to Achieve a Culture of High Performance Selling
How to Achieve a Culture of High Performance Selling
How to Achieve a Culture of High Performance Selling
How to Achieve a Culture of High Performance Selling
How to Achieve a Culture of High Performance Selling
How to Achieve a Culture of High Performance Selling
How to Achieve a Culture of High Performance Selling
How to Achieve a Culture of High Performance Selling
How to Achieve a Culture of High Performance Selling
How to Achieve a Culture of High Performance Selling
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How to Achieve a Culture of High Performance Selling

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  • 1. How to Achieve a Culture of High Performance Selling Eric Gist, Accenture Beth Boettcher, Accenture Joe Demmler, Aon Track: Large Enterprise Deployments
  • 2. Agenda <ul><li>Characteristics of a High Performing Sales Force </li></ul><ul><li>Sales Enablement for the Enterprise: A Year in Review </li></ul><ul><li>A Focus on Human Performance & Talent Management </li></ul><ul><li>Client Case Study: Aon’s Global Sales Transformation Program </li></ul>
  • 3. Eric Gist Sales Enablement Lead [email_address]
  • 4. Accenture’s High-Performance Workforce Study Percentage of executives citing each function as one of their company's three most important <ul><ul><li>Sales Force tops the list for the third consecutive year. </li></ul></ul><ul><ul><li>Strategic Planning and Marketing follow closely. </li></ul></ul>High Performance Workforce Study, 2003, 2004, 2005; Interviews with CEOs, COOs, and senior vice presidents conducted by Accenture Sales Customer Service Human Resources Strategic Planning Finance Marketing R&D Manufacturing Information Technology Training/Development Engineering Logistics
  • 5. Growth, Growth, Growth <ul><li>Over 63% and 45% of CEOs felt that Growth and Innovation, respectively was more important in 2006 than 2005 </li></ul><ul><li>The top priority to Sales Executives is Top Line Revenue Growth </li></ul><ul><li>“ Driving Revenue” is the Top Priority for CMOs </li></ul>Source: CMO RealityCheck. CMO, The resource for Marketing Executives, June 2005, n=311 Source: CSO Insights – Sales Performance Optimization – 2006 Survey Results and Analysis Source: Economist Intelligence Unit Interim Accenture Innovation and Profitable Growth Results
  • 6. Increasing revenue and improving productivity is top of mind for CSOs; 1600 interviews yielded the following: <ul><li>We are focused on this: </li></ul><ul><li>Increasing Revenue: </li></ul><ul><li>Increase Market Share </li></ul><ul><li>Improve Customer Loyalty/Satisfaction </li></ul><ul><li>Improve Margins </li></ul><ul><li>Increase Channel Sales Effectiveness </li></ul><ul><li>Improving Productivity: </li></ul><ul><li>Increase Sales Effectiveness </li></ul><ul><li>Reduce Sell Cycle Time </li></ul><ul><li>Improve Margins </li></ul><ul><li>Improve Communications </li></ul><ul><li>Reduce Administrative Burden </li></ul><ul><li>Improve Team Selling </li></ul><ul><li>We don’t do this well: </li></ul><ul><li>Sales Process </li></ul><ul><li>Sales Productivity </li></ul><ul><li>Account Planning </li></ul><ul><li>Strategic Acct Program </li></ul><ul><li>Customer Analytics </li></ul><ul><li>Sales Tools </li></ul><ul><li>Cross Functional Collaboration </li></ul><ul><li>Talent Management </li></ul>
  • 7. Increasing revenue and improving productivity is top of mind for CSOs; 1600 interviews yielded the following: Revenue ($M) SG&A ($M) Sales Expense ($M) B2B $1,364,110 B2C $1,139,196 B2B2C $949,227 Total $3,452,532 B2B $174,774 B2C $133,239 B2B2C $139,944 Total $447,957 B2B $87,684 B2C $79,508 B2B2C $58,747 Total $225,939
  • 8. Characteristics of a High Performing Sales Force Accelerate Desired Competencies, Behaviors, and Motivation Sell Solutions Based on Deep Understanding of Customer Needs and Business Objectives Integrate and Enhance Performance of the Partner Channel Deliver Enhanced Sales Support/Operations Cost Effectively by Utilizing Alternative Sourcing Strategies Enable Real-time Management Visibility and Resource Alignment Leverage Customer Analytics and Insight to Deliver Customer-Specific Solutions and Interactions Utilize Technology/Tools to Enhance Productivity
  • 9. Sales Enablement for the Enterprise: A Year in Review <ul><li>Providing a centralized customer repository with ultimate flexibility is NOT enough </li></ul><ul><li>Implementing On Demand solutions is very different from implementing On Premise solutions </li></ul><ul><li>Implementing sales solutions for the enterprise is very different from implementing for the mid-market </li></ul><ul><li>On Demand is NOT about enabling the sales force for half the budget in a quarter of the time </li></ul><ul><li>Rapid releases of enhanced functionality is NOT always the right approach to drive user adoption </li></ul>
  • 10. Beth Boettcher Salesforce.com Practice Lead [email_address]
  • 11. Performance Drivers Behavior Context Motivation Ability Behavior, and their gaps, are driven by only three factors: Ability, Motivation, and Context. Right Skills to Perform Target Behaviors Right Knowledge to Perform Target Behaviors Right Performance Specified and Measured Right People to Perform Target Behaviors Motivated to show Target Behaviors Right Work Assigned to the Right People Right Processes & Methodologies Feedback from the Right Tools and People Right Tools and Reporting To fill behavior gaps through these 3 drivers, we have many buttons we can push.
  • 12. Shifting Mindsets <ul><li>What we were hearing…… </li></ul><ul><li>How do I lower my costs? </li></ul><ul><li>How do I reorganize my people? </li></ul><ul><li>How do I implement sales automation to incrementally improve productivity? </li></ul><ul><li>What we are hearing now…… </li></ul><ul><li>How do I become a High Performance Organization? </li></ul><ul><li>What do “World Class” capabilities look like and how far away are we? </li></ul><ul><li>What is the path to “Premier” and what will it take to get there? </li></ul>Companies want to evolve from making incremental improvements to driving transformational change
  • 13. Defining the High Performance Journey Performance & Value +180 Days +90 Days +270 Days +365 Days Achieving Desired Sales Tool Usage & Behaviors Achieving High Performance Behaviors Successful Deployment, Take-up & Initial Usage of Sales Tool Achieving Business Outcomes & Results Logins Opportunity records Account profiles Contact records Plus… Tasks assigned Time spent preparing for sales calls Plus… Cross-sell deals Up-sell deals Opportunities withdrawn Plus… New offerings Increased sales Systems retired Accurate forecasts Sample Metrics
  • 14. Goal: Transform Behaviors Fundamental Unit of VALUE Better Information Solutions that Meet Customer Needs More Predictable Outcomes from Each Customer Interaction = Imagine if … We consistently and predictably gain maximum value for each type of customer interaction. No guessing. No interpretation. Transformation must fundamentally change the interaction between us and the customer
  • 15. Success Factors to Driving Transformation PREPARE PERSEVERE PERFORM <ul><li>Understand the scope of change </li></ul><ul><li>Be open to a new culture and new expectations </li></ul><ul><li> … ..flexibility is key. </li></ul><ul><li>Acquire new skills </li></ul><ul><li>Practice new behaviors </li></ul><ul><li>… ..even when it feels uncomfortable. </li></ul><ul><li>Use new tools and skills to WIN in the marketplace </li></ul><ul><li>Don’t just learn </li></ul><ul><ul><li> … ..Lead! </li></ul></ul>
  • 16. Joe Demmler VP of Marketing Operations, Aon [email_address]
  • 17. Aon Business Context <ul><li>Fortune 250 Company with over $10B in revenue </li></ul><ul><li>Aon is the world’s: </li></ul><ul><ul><li>Largest risk & insurance broker </li></ul></ul><ul><ul><li>Largest captive insurance company manager </li></ul></ul><ul><ul><li>Largest reinsurance broker </li></ul></ul><ul><ul><li>Third largest employee benefits consultant </li></ul></ul><ul><li>46,000 employees across 500 offices in more than 120 countries </li></ul><ul><li>Aon is Gaelic for “Oneness” </li></ul><ul><li>Third largest Salesforce.com client with 5,500 users </li></ul>
  • 18. Sales Effectiveness Program Overview <ul><li>One global pipeline and opportunity management platform and process to increase the level of successful client acquisition and penetration </li></ul><ul><ul><li>Provides cross business units visibility with consistent, real-time Account information </li></ul></ul><ul><ul><li>Improves effectiveness of the Sales Force </li></ul></ul><ul><ul><li>Builds a foundation for interactive marketing capabilities </li></ul></ul><ul><ul><li>Enables better allocation of scarce resources to the appropriate opportunities </li></ul></ul><ul><ul><li>Supports management in: </li></ul></ul><ul><ul><ul><ul><li>Determining the effectiveness business development and marketing activities </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Forecasting pipeline and communicating with financial markets </li></ul></ul></ul></ul>
  • 19. <ul><li>Global CEO, COO and CMO are the executive sponsors </li></ul><ul><li>CEOs and Executive Sales Leaders in each Country are engaged and accountable </li></ul><ul><li>Weekly Executive Steering Group Meeting to review: </li></ul><ul><ul><li>Key utilization metrics & action plans for improvement </li></ul></ul><ul><ul><li>Forecast accuracy of Sales pipeline </li></ul></ul><ul><ul><li>Global Program Issues </li></ul></ul>Lesson Learned #1: Executive Sponsorship
  • 20. <ul><li>Set clear direction and maintain focus on the achievement of specific business objectives </li></ul><ul><li>Deploy a globally consistent solution allowing for geographical variances where necessary </li></ul><ul><li>Implement a release management process to implement “out of scope” requests in a timely manner </li></ul>Lesson Learned #2: Clearly Defined Scope
  • 21. Global Sales & Pipeline Management Process Level 1 (Global) Level 0 (Global) Level 2 (BU/Geo) Marketing Strategy Product/Service Portfolio Sales Strategy Client/Account Portfolio Opportunity Management Product/Service Delivery Billing & Accounting Qualify Leads Qualify/ Evaluate Opportunity Develop Proposal Negotiate Decision Lesson Learned #2: Clearly Defined Scope
  • 22. <ul><li>Initial BU was live in three months with 1,200 users </li></ul><ul><li>Develop consistent processes, tools, training & communications that are leveraged for each deployment </li></ul><ul><li>Sales professionals want to know “What’s in it for me?” </li></ul><ul><ul><li>Gather success factors and lessons learned to continually refine the deployment approach </li></ul></ul><ul><ul><li>Articulate long-term vision for SFDC </li></ul></ul>Lesson Learned #3: Quick Wins build Momentum
  • 23. Accelerated Deployment Approach Lesson Learned #3: Quick Wins build Momentum

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