Contemporary Sales Management Practices That        Drive Business Development
Agenda Sales Management Impact on Business Development What is ‘Best-in-class’? What do ‘Best-in-class’ do? Proactive ...
Sales Management Impact on Business Development6 Research Studies:2. Aberdeen Group- Sales Training 2011 Uncovering How th...
What is ‘Best in Class’?Aberdeen Study970 end-user organizations: 87% average overall attainment of sales quota in the la...
What do ‘Best in Class’ do?                         Provide Sales Managers                          customized training &...
Proactive Sales ManagementIdentify sub-set competencies – Managers can’t coach what they don’t know
Coach the Coaches                     52% of Sales Leaders believe one-on-one coaching is their                     No. 1 ...
Best-in-Class Invest in Management Development to Demonstrate Significant Year-over-Year Success
Sales Manager Business Pressures                  Besides the obvious ‘Meet my                  targets!’ there are import...
Enabling Technology to Enhance Business Development         CORE TRAINING        FIELD PERFORMANCE   CRM TRACKING   COACHI...
Conclusions To become ‘Best-in-Class’ (leading industry in Business Development performance indicators) requires Senior M...
Quota® CoordinatesQuota® Head Officewww.quotagame.com  inquiry@quotagame.com                   .       (905) 601-2880
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Contemporary Sales Management Practices That Drive Business Development

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Contemporary Sales Management Practices That Drive Business Development

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Contemporary Sales Management Practices That Drive Business Development

  1. 1. Contemporary Sales Management Practices That Drive Business Development
  2. 2. Agenda Sales Management Impact on Business Development What is ‘Best-in-class’? What do ‘Best-in-class’ do? Proactive Sales Management vs. Reactive Sales Management Coach the Coaches Best-in-Class invest in their Sales Managers Sales Management Business Pressures Enabling Technology to Maximize Business Development Efforts Conclusions
  3. 3. Sales Management Impact on Business Development6 Research Studies:2. Aberdeen Group- Sales Training 2011 Uncovering How the Best-In-Class Sustain, Reinforce &Leverage Best Selling Practices- Lead to Win 2012 Managing People, Process and Technology to Optimize theLast Mile of the Sales Cycle- Sales Performance Management 2012 Managing People, Process andTechnology to Optimize the Last Mile of the Sales Cycle- Sales Performance Management: Managing People, Process and Technologyto Optimize the Last Mile of the Sales Cycle• Sales for Life – Sales Survey 2010• Canadian Federation of Independent Business – Canada’s Training Ground:SME’s $18 billion Investment in the Nation’s Workforce• Rabemananjara, Parsley: Relations between employee’s training decisions andbusiness strategies and human resource management practices: a study by sizeof business (Industry Canada)• Lieb: Principles of Adult Learning• Thomas International 2011 - Sales Performance Study: A review of high-performing sales professionals in North America
  4. 4. What is ‘Best in Class’?Aberdeen Study970 end-user organizations: 87% average overall attainment of sales quota in the last measured year, compared with 49% among Industry Average firms and 4.0% within Laggard companies. 9.5% average year-over-year increase in average number of proposals, quotes or RFP responses delivered to customers/prospects,per sales rep, per month, versus a 2.2% Increase for Industry Average firms and 1.8% reduction among Laggards. 4.5% year-over-year increase in lead conversion rates (sales accepted lead to close), vs. 1.1% within Industry Average and 2.4% decrease for Laggard companies.
  5. 5. What do ‘Best in Class’ do?  Provide Sales Managers customized training & content, distinct from that offered to sales representatives  Maintain a focus on frequent training activities for both sales reps and managers  Embed sales training content into both easily accessible knowledge repositories, as well as linking it to defined CRM sales stages  Ensure an aggressive approach to ongoing reinforcement and refreshment of sales training skills and content provided  Gain and retain executive-level sponsorship for sales training initiatives
  6. 6. Proactive Sales ManagementIdentify sub-set competencies – Managers can’t coach what they don’t know
  7. 7. Coach the Coaches 52% of Sales Leaders believe one-on-one coaching is their No. 1 training tool – while only 24% of Sales Performers rate their manager’s one-on-one Coaching as effective.* Sales Leaders rate their coaching as the No. 1 tool for developing sales performers while 47% of sales performers rate their managers coaching as ‘Needs Improvement’**• 67% of respondents stated they do over 90% of their sales calls without any management feedback• 25% of respondents stated they receive 0 days of training/year.• 62% of respondents stated they receive between 0-5 days of training/year.• Conclusion: Sales Managers require training in contemporary Coaching Practices and need to spend more time in the field coaching!
  8. 8. Best-in-Class Invest in Management Development to Demonstrate Significant Year-over-Year Success
  9. 9. Sales Manager Business Pressures Besides the obvious ‘Meet my targets!’ there are important sub-set pressures most sales managers face. In each case, reps that are performing at peak significantly reduce the pressure on both the Manager and the Company In particular, prospecting for new business with both new accounts and cross-selling in existing accounts can make/break target acquisition
  10. 10. Enabling Technology to Enhance Business Development CORE TRAINING FIELD PERFORMANCE CRM TRACKING COACHING• Tracking of sales performers mustinclude the ‘inputs’ (where in thesales process), as well as, the‘outputs’ (results)• Pro-active Sales Managersconcentrate their coaching efforts onthe ‘inputs’ - where does their repneed specific coaching...• Tracking tools (paper & pencil, crm,etc.) are only as good as the datasubmitted. Therefore, input time andinformation must be kept to aminimum.
  11. 11. Conclusions To become ‘Best-in-Class’ (leading industry in Business Development performance indicators) requires Senior Management Committment ‘Best-in-Class’ recognize the extraordinary importance of the Sales Manager role Regular Field Coaching is critical to ongoing Sales Rep Development and use of proper business development skill sets Field coaching needs to be ‘proactive’ vs. ‘reactive’ Sales performers are under-impressed with their manager’s coaching capabilities Organizations that invest in training their Sales Managers and Reps have lower turnover - and subsequent higher performance Using Technology (eg. CRM) will provide Sales Managers with proactive coaching priorities Organizations need to tie their sales cycle content into their knowledge repositories
  12. 12. Quota® CoordinatesQuota® Head Officewww.quotagame.com inquiry@quotagame.com . (905) 601-2880
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