The Sales Productivity Benchmark: Rate your Sales Force Against World Class


Published on

Sales management must produce a sales strategy based on an understanding of their sales force strengths and weaknesses. A sales consulting firm can assess your go to market strategy utilizing benchmarks to determine where you should invest in sales performance improvement projects. A presentation by Sales Benchmark Index.

Published in: Business, Technology
1 Comment
No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

The Sales Productivity Benchmark: Rate your Sales Force Against World Class

  1. 1. Sales Productivity Benchmark<br />
  2. 2. What is it? Environmental Scan of Sales<br /><ul><li>Reveals strength and weakness areas
  3. 3. Identifies best return for sales effort
  4. 4. Provides sales benchmarks against relevant peers
  5. 5. Generates improvement recommendations
  6. 6. Uses diagnostic techniques and empirical data to improve accuracy of assessment
  7. 7. Relies on best practices for means to close sales gaps</li></ul>2<br />
  8. 8. Sales Force Assessment Framework<br />STEP<br />Develop Sales Strategy<br />Account Segmentation<br />Segment accounts by Ideal Customer Profile<br />Lead Management<br />Generate MQL/SQL/SAL<br />1<br />Sales Process<br />Map customer/prospect buying process to custom built sales process<br />Develop<br />Go-to-Market Plan<br />Channels<br />Determine optimal route to market<br />2<br />Sales Force Structure<br />Organizational model effectiveness vs. efficiency<br />Design<br />Sales Force<br />Sales Force Size<br />Match selling capacity to market demand<br />3<br />Sales Infrastructure<br />Create performance conditions for optimal results<br />Build Infrastructure<br />4<br />
  9. 9. 4<br />
  10. 10. Phase 1Discovery Process & Sample Data <br />
  11. 11. Exec Interviews:<br />CEO / CFO / CSO / CMO<br />
  12. 12.
  13. 13. Customer Survey Findings (Trust)<br />Q#10: When you buy these types of services, where do you place your trust?<br />Acme<br />Acme<br />Takeaway<br />MORE economic buyers place their trust in the rep <br />The company itself is of little importance to the decision maker or user<br />Services (offering + maintenance) are what user buyers primarily trust<br />
  14. 14. Customer Survey Findings (Frequency)<br />Q#17: How often do you communicate with your sales representative?<br />Takeaway<br />The communication frequency is surprisingly low for a community of buyers who desire F2F interaction with their vendor<br />Over 50% of EBs communicated with their reps quarterly or LESS frequently<br />
  15. 15. Customer Survey Findings (Mode)<br />Q#16: Which method of engagement do you prefer with your sales rep? <br />Takeaway<br />Established customers prefer F2F interaction, even for follow-on procurements<br />
  16. 16. Sales Rep Survey Findings<br />#3: Within your existing accounts how many accounts have bought from you within the last 18 months? <br />Takeaway<br />Increased acct mgmt activity supports increased customer value; closing the gap of 24% between Ryder & WC<br />
  17. 17. Sales Rep Time Study<br />
  18. 18. Phase 2Benchmark & Sample Analysis<br />
  19. 19. Sales Management Maturity Model<br />Level 5:<br />Predictable<br /><ul><li> Predictable Results
  20. 20. Change tolerant
  21. 21. Exceed World-Class
  22. 22. External Benchmark</li></ul>Level 4:<br />Managed<br /><ul><li>Leading Indicators
  23. 23. Early Problem </li></ul> Detection<br /><ul><li> Best Practices
  24. 24. Continuous</li></ul> Improvement begins<br />Capability<br />Level 3:<br />Reportable<br /><ul><li>Adopted Processes
  25. 25. Behavior changing
  26. 26. Limited Predictability
  27. 27. Lagging Indicators</li></ul>Level 2:<br />Defined<br /><ul><li> Documented Process
  28. 28. Not fully adopted
  29. 29. Some Repeatability
  30. 30. Varied Success
  31. 31. Limited Perf Tracking</li></ul>Level 1:<br />Chaos<br /><ul><li> Ad Hoc Efforts
  32. 32. Ill-defined processes</li></ul>- Unpredictable result<br />Maturity<br />
  33. 33. Phase 2Best Practices Identification<br />Lead Management<br /><ul><li>Marketing defines an Ideal Customer Profile (ICP) using firmographic/psychographic info
  34. 34. A formal Demand Generation process takes contacts from a suspect state to a Sales Qualified Lead (SQL) status
  35. 35. Leads are scored (to reflect activity), nurtured (in accordance with the process), and graded (to reflect ICP match)
  36. 36. Marketing Automation software is used to establish accountability, increase cycle speed, and improve effectiveness
  37. 37. Etc….</li></li></ul><li>Phase 2Best Practices Artifacts<br />
  38. 38. Phase 3Presentation & Sample Recommendations<br />
  39. 39. Phase 2Findings<br />Determine which ‘deficient’ drivers are ‘critical’<br />
  40. 40. Recommendation: 4 focus areas<br />Phase 3<br />Very High<br />Channel Optimization<br />Phase 2<br />Key Account Management<br />Degree of Difficulty <br />Sales Performance Management<br />Phase 1<br />Sales Force Sizing<br />High<br />Sales Mgr and Sales Rep Talent Dev<br />Compensation<br />Lead Management<br />Sales Process<br />Moderate<br />Org Change Management<br />Sales Manager Assessment<br />Medium<br />Low<br />High<br />Focus Area<br />Value<br />