I genium sales manager sales person survey results
| Executive SummarySales Teams are they Average at BEST?With over 40 years of experience in sales, marketing and behavioural science our experience demonstrates that sales teams rarelyachieve the success they desire. Sales organisations talk about their unique “value proposition” and “differentiation” yet onaverage they grow at the same rate. Smaller organisations are more flexible and have the capacity to effectively articulate theirvalue proposition but once they grow to a significant level, they lose this capacity.There are numerous reasons for this, eg financial restraints, operational capability, product development and market forces.However the primary reason that most managers explain this lack of growth capability is the due to sales teams performance.As you’ll see from the following report, Pareto’s principle (80/20 rule) applies to the majority of sales teams, that is 80% of salescomes from 20% of customers, or 80% of sales comes from 20% of their sales people. Within a sales team 20% are highperformers, the rest are AVERAGE AT BEST. However, Sales People have a completely different point of view. So where’s thetruth? Are sales people in the main “Average at best” or is it the in-effective systems such as: recruitment practices, salesprocess, strategy, messaging, incentive plans, products and managements capability to lead that cause this impact onperformance?iGenium address these issues through undertaking baseline analysis of sales teams and developing coaching interventions to suit.We ask our customers a series of questions to determine the health of their sales teams providing our clients with significantopportunities to lift performance. These questions not only form a baseline but also enable us to determine areas to focus onhow to really challenge the 80/20 principle.The most compelling evidence from the following slides is: 1) The significant discrepancy between Managements view of sales performance and that of Sales People. 2) Market awareness is a weakness when it comes to predictive sales performance. 3) A larger proportion of sales people are simply not “Energised” to perform in their roles.We see real opportunities to those sales teams who choose to address these core issues and seek to challenge the 80/20 rule totheir favour . The content provided in this document is the property of iGenium Pty Ltd. All rights reserved.
| Section 1 - PerformanceProficiency (Management View) Sales Team Proficiency - What % of your sales people would you categorise into the following three levels of proficiency? 50 40 30 20 10 0 Highly Capable: Proficient, requires Capable: Requires supervision and Building Capability: Requires significant little to no supervision to get the job support to get the job done supervision and support to get the job done done ~70% of sales people require ongoing management
| Section 1 - PerformanceTarget Performance - (Management View) Sales Team Target Performance - What percentage of your sales people would you categorise into the following three levels of target performance? 45.00 40.00 35.00 30.00 25.00 20.00 15.00 10.00 5.00 .00 Consistently achieves above target Consistently achieves between 80% - 100% of Consistently performs below 80% of target target 80% of sales people regularly achieve < their sales target
|Performance - Conclusions Summary1. Managers view their sales teams as significantly less capable than sales individuals view themselves.2. Sales managers believe that only 18% of their team perform above target vs 85% of sales individuals who believe they perform above target3. Sales Managers begrudgingly accept that a significant proportion (40-60%) of their sales team wont deliver on targets and rely on high performers to make up the difference. Opportunities1. Large opportunity for those managers who seek to address core performance issues within their teams.2. Accurate score-card analysis will allow sales managers to address core issues on sales target performance.3. Filtering processes during recruitment will enable behavioral issues which effect performance to be either filtered or managed through the employment life-cycle.4. Tailored coaching interventions will enable sales managers to address specific individual needs as opposed to a one-size fits all approach
|Section 2 – Market AwarenessFunnel Accuracy (Management View) 75% of Sales Manager report sales Funnel is NOT accurate
|Section 2 – Market AwarenessFunnel Accuracy (Individual View) 55% of sales people view their funnel as accurate
| Section 2 – Market AwarenessFunnel Coverage (Management View) • 33% of Sales Managers have a funnel coverage of <3. • 15% Don’t know what funnel coverage they do have.
|Section 2 – Market AwarenessFunnel Coverage (Individual View) Majority of sales people believe they have better than a 3:1 funnel coverage
|Section 2 – Market AwarenessWin ratio (Management View) 22% of Sales Managers Don’t know their win ratio.
| Section 2 – Market AwarenessWin ratio (individual View) 82% of sales people believe their win ration is better than 3:1 or better
| Market Awareness ConclusionsSummary• There is a massive discrepancy between the expectations of management and that of their sales people.• Quick opportunities to track success leads to quick wins.• Many organisations don’t know these metrics.• Lack of adoption of CRM/OMS (eg SalesForce) is a primary cause.• Lack of measurement.Opportunities• Understanding why adoption does/does not occur is key to driving behavior.• Link data visibility to key motivators & want de-motivates.• Focus on critical few.
| Section 3 – BehaviourSales Foundations – behaviours that are important to successful sales people.Embracing Change Listening Sales Managers want their Adaptability A weakness sales people to be more A somewhat strength competent in all Sales Sales Resilience A strength Foundations Sales Drive An outstanding strength Sales Confidence 0% 20% 40% 60% 80% 100% Embracing Change Current Listening Adaptability Not essential Somewhat competent Sales Resilience Competent Highly Competent Sales Drive Sales Confidence 0% 20% 40% 60% 80% 100% Desired
| Section 3 – BehaviourSales Cycle – Competencies that are required throughout the sales cycle. Managing and Growing: Satisfying the Customer: Sales Managers want their Closing the Sale: sales people to be more Presenting: A weakness competent in all parts of the Creating Options: A somewhat strength Sales Cycle A strength Building Desire: An outstanding strength Making Contact: Developing a Game… Managing and Growing: 0% 20% 40% 60% 80%100% Satisfying the Customer: Closing the Sale: Current Not essential Presenting: Somewhat competent Creating Options: Competent Building Desire: Highly Competent Making Contact: Developing a Game Plan: 0% 20% 40% 60% 80%100% Desired
| Section 3 – BehaviourWhat motivates Management Individual Management views “recognition” as the biggest impact on Motivation. For sales people this comes in 3rd.
|Section 3 – BehaviourEnergy Individual Management 45% of Sales People are Not Energized
| Section 3 – BehaviourEffects on Energy Management Individual Sales people rank “Landing Deals” as by far the most energizing part of their job
| Motivation and Energy ConclusionSummary• There is a misalignment between what managers believe motivates sales individuals to perform and the actual reality of what drives them to perform.• Almost Half of all sales people are NOT energized.• Without understanding core motivation, incentive programs and commission structures become far less effective.• Sales people are demotivated by reporting (CRM) primary because they believe it will impact their target and autonomy.Opportunities• Once key drivers / motivators are understood, performance review / incentive programs can be tailored to drive performance.• It is essential to understand what de-energizes individuals in order to effect behavior and performance.• Research demonstrates a direct positive correlation between levels of motivation, behavior and performance.
| Recommendations• Motivation drives behavior drives performance• Current Recruitment practices are ineffective. Filter and assess for motivation, competency and behavior at all stages of the employment cycle.• Undertake team analysis to determine they key drivers / de- energizers within your sales team.• De-motivators & de-energizers can be addressed through tailored coaching interventions.• Incremental shifts in energy and behavior lead to consistent incremental shifts in performance.• Do not engage in training until you have undertaken base-line analysis at the individual level.
| Services Out sourced selection Services designed to improve candidate selection. Diagnose and evaluate sales team energy to enable higher levels of performance Tailored development solutions based on Competency & behavioral assessment.
| iGenium Candidate Scorecard 1) Prioritise behaviours & competencyspecific to the sales role. 2) Score candidates through selection process against priorities. 3) Rank candidates on weighted competency. 4) Understand does and doesn’t motivate & energise.
| iGenium Team Scorecard Diagnosis individualbehaviour & salescompetency Look for commonality indevelopmentrequirements.Determine whatmotivates & energises. Mapperformanceto behaviour &competency assessment
| About the AuthorsiGenium has one key vision; to enable organisations to create high performing sales teams that drive commercial success.It is our ability to identify and develop the type of behaviour which leads to optimum performance that drives this success.iGenium combines industry expertise with the science of motivation and performance to find and develop salesprofessionals seen as leaders in their field. - Individuals who are perceived as trusted advisors with a fierce determinationto perform at the highest level. iGenium challenges industry norms by establishing the facts first. We commence eachclient engagement with a discovery session which enables us to determine the current state of play. Once we haveidentified the core issues we can co-create solutions which hit the mark every time. Peter has been involved in sales and marketing for over 20 years. Beginning his career as a Field Sales Engineer, Peter spent many years selling engineered products to some of the worlds largest industrial companies such as BHP, Western Mining and Rio Tinto. After several years of field sales experience Peter was moved into sales and product management. Peter always had a passion for sales & technology and after 10 years of working in the engineering industry made the transition to IT. Within (12) months Peter was appointed Sales Manager for BCA IT. After (4) years with BCA IT Peter moved to Dell where he took on the role as National Sales Manager. In 2007, Peter joined Cisco to take over one of Ciscos latest acquisitions, IronPort as National Sales Manager. Peter has managed 100’s of sales people, attended thousands of sales calls, presented at numerous industry forums and been involved in a considerable amount of sales strategy development. Damian is passionate about helping others to realize their highest potential in the area of sales coaching and human performance. Drawing upon a background in behavioral psychology, he engages with individuals and teams to create long-term sustainable change. Over the past 10 years he has advised leading financial institutions such as the Macquarie Group and Commonwealth Bank on peak performance at both the interpersonal and organisational level. He has developed coaching and performance models with members of the special forces and has run coaching programs on behalf of 3 star Generals within the Australian Defence Forces. He lectures to universities and leading business schools on executive coaching, change and performance. Damian holds Post-Graduate Degrees in Business and Commerce and Masters Degrees in Organisational Change and Business Leadership.