Is your sales force a dinosaur?
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Is your sales force a dinosaur?

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Benchmark your sales organisation against best practices revealed by world class sales benchmarking research.

Benchmark your sales organisation against best practices revealed by world class sales benchmarking research.

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Is your sales force a dinosaur? Is your sales force a dinosaur? Presentation Transcript

  • IS YOUR SALES FORCE A DINOSAUR?
    “The rumours of my death have been greatly exaggerated”
    Mark Twain
  • WORLD CLASS SALES FORCES
  • BENCHMARK 1CUSTOMER DRIVEN CULTURE
    OBJECTIVE :
    A sales organisation that is focused on the needs of the customer and is capable of satisfying those needs in a manner that meets or exceeds the customers’ buying expectations.
  • OTHER CUSTOMER DRIVEN ACTIVITIES
    CREATE A CUSTOMER ADVISORY BOARD
    INVITE KEY CUSTOMERS TO SPEAK TO YOUR STAFF
    CUSTOMER SATISFACTION SURVEYS
    TRAIN STAFF TO INTERVIEW CUSTOMERS
    INVITE CUSTOMERS TO SHARE YOUR SALES TRAINING
    HAVE CUSTOMERS SPEAK AT YOUR SALES CONFERENCES
    LEARN TO UNDERSTAND YOUR CUSTOMERS BUYING PROCESS
    CONDUCT WIN/LOSS REVIEWS
  • DELIVERING VALUE
    Ultimately customers interact with salespeople for only one reason. They expect them to create some type of business value through the implementation of their products and services. Successful companies have developed processes and tools to communicate that value in explicit and credible terms.
  • BENCHMARK 2RECRUITING AND SELECTION
    OBJECTIVE :
    Improve productivity and reduce turnover in the sales force by recruiting and selecting the right sales people with the right skill set for the right sales roles.
  • BENCHMARK 3TRAINING AND DEVELOPMENT
    OBJECTIVE :
    Provide training and develop programmes that are relevant to the sales force’s objectives and maximise the organisation’s return on its training investment.
  • BENCHMARK 4 MARKET SEGMENTATION
    OBJECTIVE:
    Target clearly defined market segments so the sales force can cater to their distinct buying needs and invest an appropriate amount of effort in each customer group
  • BENCHMARK 5SALES PROCESSES
    OBJECTIVE :
    Design and implement formal sales processes that
    1) inform your sales force of the way you want them to sell, 2) provide sales management with a framework from which to manage, and 3) enable measurement and continuous improvement of the sales force’s performance
  • BENCHMARK 6INFORMATION TECHNOLOGY
    OBJECTIVE :
    Design and implement information technology that supports and improves the way salespeople sell and customers buy
  • BENCHMARK 7ORGANISATION INTEGRATION
    OBJECTIVE :
    Leverage the capabilities of other organisation functions to maximise the productivity of the sales force and create a memorable buying experience.
  • The 7 Customer Rules For Becoming The New Sales Professional
    Salespeople take personal accountability for customers’ desired results.
    In order to personally manage a customer account, salespeople must understand the customer’s business.
    Customers expect salespeople to be their representatives within the seller’s organisation.
    Customers want salespeople to think beyond features and benefits to applications
    The ongoing expansion of corporate boundaries has been accompanied by a corresponding growth in customer demand for local, accessible sales representatives.
    Customers expect salespeople to not only solve their problems during the transaction itself, but throughout the full term of the business relationship.
    Because change is the only constant in today’s business-to-business environment, customers expect salespeople to respond with proactive continuous innovation to their spoken and unspoken needs.