Virtual Education - Sales Development Program

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  • A typical sales force has a clear majority of “core performers, a small but elite group of starts, and a group whose performance trails.
  • Not enough care for stars
  • Session Objectives
  • Session Objectives
  • iGIP Team Experience Flow
  • No sales activities mean no sales result, no member empowerment, no impact
    Do you know how many sales meeting happening in your LC?
    Do you know how many sales calls/meetings you need to raise a TN?
    Are you tracking activities or only goal achievement?
    Your sales goal is closely linked with sales intensity

    In the end, it doesn’t matter how many calls your members are making. Instead, it matters how many meetings they’re getting that lead to TNs Ra.
  • It is easy to attribute the failure in sales to lack of proper sales education. However, sales training is definitely not the only important thing. Two key principles in designing sales coaching and training.
  • Showcase aiesec app state
  • Sales


  • 1. November 2013- Live Training W Delivered by- Tala Mansi, MC VP TM 2013-2014
  • 3. Objectives: 1. To understand howto make yoursales forcestronger, better, bigger! 2. To understand howTalent Management can grow iGIP!
  • 4. What is the Sales Development Program? The SalesDevelopment Program is a program designed tobuild national salescapacitythrough a designed team experience flowthat includesresourcesandactivitiesfor ICX and TM teams to work together to buildcore capacity. By followingthisprogram youwillbe ableto deliver high quality ICX team experiences and achieve collaborativesynergy ona locallevel.
  • 5. How many of you think… •The market isvery difficulttotackle, businessculture •Lack of educationand training •Lack of goodsellers •Notenough sales activities •Lack of experience…
  • 6. These are just (excuses), not the reasons behind our national decrease in iGIP.
  • 7. Where does our performance come from? 20% Stars 70% Core Performers 10% Laggards
  • 8. Sales Capacity July August September October November TotalNumber ofMeetings 30 32 66 194 47 TotalNumber ofPeople w/ 1+Meetings 16 19 40 108 38 TotalNumber ofPeople w/ 4+Meetings 2 2 2 10 0 TotalNumber ofLCsw/ 1+Meetings 13 13 10 30 16 Sales Capacity Despite the growth in sellers, thereis tillonly 10 active sellers (active is defined as attending a minimumof 4 sales meetings per month).
  • 9. Core Performer Capacity 80%
  • 10. Create more andbetter stars 20%
  • 11. Bottleneck of Sales Force • No stars or very few stars •Starsare not performing in their best way • Poor capacityof core performers • Toomany laggards
  • 12. Strategy 1 – Create more and better stars!
  • 13. Create More and Better Stars • Do you know who are your Sales Stars? • Whatdo you do with them?
  • 14. 1. Highstandards for membership 2. Strict accountability 3. Performance-based coaching 4. Connectto the WHY How to Create Stars in your LC
  • 15. Strategy 2 – Build up core performers capacity
  • 16. igip team experience flow (icx & tm) iGIP Team Experience Flow!
  • 17. Build Core-Performer Capacity HR Intensity Incentive Coaching & Training Culture of Sales* • How many sellers do you have? • How many performing sellers do you have? • Is it supporting you to achieve your goal?
  • 18. Build Core-Performer Capacity Break down your sales goals: Backwards Planning- Exchange goals: 4 TNsraised, 3 matched, 3realized IT focused sub team with 4members 5.5meetings in IT industry = 1TN 10cold calls= 1meeting Total: 220cold calls22meetings Each week: 36.7calls3.7meetings Permembereach week:10calls1meeting End goal should always be TNs raised
  • 19. Understanding what a sales profile is What to look for and what to avoid? Resultsoriented Modest & Humble Reliable Problem Solvers Good planners Curious Independent Easily discouraged People pleasers Easily embarrassed Uncommitted What makes a good sales Person? -Competency building based on your reality: Interview your top sellers in the history. Recruit Members like them.
  • 20. How to identify them Results oriented Modest & Humble Reliable Problem Solvers Good planners Curious Persuasive Grades area good proxy Ask about strengths and weaknesses Consistent extra-curricular - Assessment Center Situational questions and activities in AC Ask to improvise a budget - ask if they useagenda Consistent extra-curricular - AC Senseof humor andcharisma. Fast sales pitch.
  • 21. Early success window for new members •Sales members need to feel successful, confident •Have sales meetingsready for themto attend whenthey join •Give themtrainingfast so they can raise first sales meetingsin first two weeks •Should attendone meetingof their own with positive and constructive feedback after one month
  • 22. Build Core-Performer Capacity Coachand train your sellers Principle1: 70% Practice+20%Feedback+10% Training Principle2: 70% Product/Market knowledge+30% soft salesskills
  • 23. Hard skills Soft skills Educationalcycle LEAD Learning & Development
  • 24. • ICXProcess,Objection Management, Lead Generation, Cold Calling, etc. • Sub-product & Market knowledge • J1 Visa Training • CustomerLoyalty • How to lead and manage teams • Coaching • Self awareness& awarenessofothers • Communication styles • Personaldevelopment planning Learning & Development Hard skills Soft skills
  • 25. • “Own our promise” for iGIP • Every team and every member raises meetings for iGIP • iGIP sales trainings for members for allmembers of the LC • Competition againstother LCs Creating LC ownership of iGIP
  • 26. • Highstandards and strict accountability • Transparency of performance for all team members • Coachingbased on performance Sales team leadership
  • 27. •What are the expectationsyouhave from your ICXteam members? How many meetings a week? How many TNs raised? • Nosales activitiesmean no salesresult, no member empowerment, no impact • Do you know how many salesmeeting happening in your LC? • Do you know how many salescalls/meetings you need to raise a TN? •Are you tracking activities or only goal achievement? • Yoursalesgoal isclosely linked withsalesintensity Increase Sales Activity
  • 28. •MinimumKPI for membership inthe sales team, based on thegoal •If KPIsaren’t achieved continually,member given“two-weeks notice” •If performance doesn’t change, member shouldbe dismissed or movedto anotherteam High Standards for Accountability
  • 29. •Number of activesalesmembers •% of active salesteams •Retention rate in salesmembers •Applicants for higher leadership salespositions •Number of right Raisesmade through salesdevelopment program implementation Track by TM Track by iGIP KPIs Measures of Success
  • 30. Talent Management: • High level sales induction with external trainers • Career Plan for sales members • Assessment of skills and competency gained through specific tests to work on individual development • Leadership development for ICX Team Leader • Midterm and post team evaluations of the experience Incoming Exchange: • Customer loyalty (re-raising and up scaling) Both: • External professionals for training on keyindustries and market knowledge Tips & Tricks
  • 31. So what is the next step for your LC? Your LC is already implementing the SDP? Are you considering implementing the SDP? Congratulations!Go throughtheSDP Strategy Framwork and reviewyour processestofind thegaps and improve yourresults! Now is thetime to start,tomorrow will be tolate! Review the steps and strategyframeowrk and grow GIP throughSDP!
  • 32. Check out the strategy framework: gram
  • 33. QUESTIONS?
  • 34. •What were your key learning'sfrom thissession? •What are the behavioralchanges youneed to make to make this strategy successful? •What are your actionsteps when you get back to your LCs? Debrief
  • 35. Thank you 