Changing Sales Force Behavior To Achieve High Performance

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Slides from an AMG Executive Briefing that revisits "Changing Sales Force Behavior to Achieve High Performance" originally published by Accenture in September, 2003

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Changing Sales Force Behavior To Achieve High Performance

  1. 1. Changing Sales Force Behavior to Achieve High Performance An AMG Executive Briefing
  2. 2. An outline… Where to begin?
  3. 3. An outline… Where to begin? How to align sales force behavior with business goals
  4. 4. An outline… Where to begin? How to align sales force behavior with business goals Supportive programs to help manage change
  5. 5. An outline… Where to begin? How to align sales force behavior with business goals Supportive programs to help manage change Accenture High Performance Workforce Study/Changing Sales Force Behavior
  6. 6. Business success: Winning new customers is key Sales critical role: Delivering the promise Sales Leadership: Management and the missing links
  7. 7. Business success: Winning new customers is key Sales critical role: Delivering the promise
  8. 8. Business success: Winning new customers is key Sales critical role: Delivering the promise Sales Leadership: Management and the missing links
  9. 9. Research shows sales is a critical but under-performing function…
  10. 10. The Sales Challenge “Our sales managers do not leverage the new sales processes and tools to manage their teams”
  11. 11. The Sales Challenge “Our salespeople sell products not solutions to our customers”
  12. 12. The Sales Challenge “Our people are not sufficiently trained in prospecting and closing sales opportunities”
  13. 13. The Sales Challenge “We lack adequate metrics to monitor the performance of our sales force”
  14. 14. Lemons or lemonade?
  15. 15. Enabling the Sales Force • Effective recruitment • Advanced s training • Performance management • Metrics • Compensation and rewards
  16. 16. Enabling the Sales Force • Effective recruitment • Advanced s training • Performance management • Metrics • Compensation and rewards
  17. 17. Enabling the Sales Force • Effective recruitment • Advanced sales training • Performance management • Metrics • Compensation and rewards
  18. 18. Enabling the Sales Force • Effective recruitment • Advanced sales training • Performance management • Metrics • Compensation and rewards
  19. 19. Enabling the Sales Force • Effective recruitment • Advanced sales training • Performance management • Metrics • Compensation and rewards
  20. 20. Enabling the Sales Force • Effective recruitment • Advanced sales training • Performance management • Metrics • Compensation and rewards
  21. 21. Setting New Objectives: Does everyone know what is expected of them?
  22. 22. Setting New Objectives: Create links between corporate goals and personal performance
  23. 23. Accenture research points to seven key performance objectives common to high-performance sales organizations… …yep, seven.
  24. 24. Accenture research points to seven key performance objectives common to high-performance sales organizations… …yep, seven.
  25. 25. 1: Increase the Value of Selling Time • Goal time
  26. 26. 1: Increase the Value of Selling Time • Goal time • Clock time
  27. 27. 1: Increase the Value of Selling Time • Goal time • Clock time • Paid activities
  28. 28. 1: Increase the Value of Selling Time • Goal time • Clock time • Paid activities • Unpaid activities
  29. 29. 2: Increase Customer Retention • Relationships
  30. 30. 2: Increase Customer Retention • Relationships • Customer loyalty
  31. 31. 3: Increase New Product Market Share Provide the necessary support to ensure products’ success
  32. 32. 4: Sell High Margin Stuff Focus on premium products/services that have high margin
  33. 33. 5: Win the War for Sales Talent • Recruit to profile
  34. 34. 5: Win the War for Sales Talent • Recruit to profile • Engage and motivate
  35. 35. 5: Win the War for Sales Talent • Recruit to profile • Engage and motivate • Training and development
  36. 36. 6: Organize the Sales Function • Efficiency and effectiveness
  37. 37. 6: Organize the Sales Function • Efficiency and effectiveness • Optimize time to add value
  38. 38. 7: Minimize Ramp-up Time • Reduce time to learn required skills
  39. 39. 7: Minimize Ramp-up Time • Reduce time to learn required skills • Shorten the glide path
  40. 40. Align behaviors to each of these seven key performance objectives
  41. 41. "Goals are not achieved by accident… Salespeople need know not only what is expected of them, but also what they have to do to reach those goals."
  42. 42. Three Keys to Changing Behavior
  43. 43. Ability. Motivation. Context.
  44. 44. Ability Product knowledge
  45. 45. Ability Job-related knowledge
  46. 46. Ability Customer-related knowledge
  47. 47. Motivation Goal setting: What’s expected?
  48. 48. Motivation How is performance measured?
  49. 49. Motivation Are people getting feedback?
  50. 50. Motivation How are people compensated?
  51. 51. Context Workplace environment
  52. 52. Context Systems, process and people
  53. 53. Context Collaboration
  54. 54. Accenture found that a typical $1 billion company can generate millions of dollars in additional revenue simply by addressing critical human performance issues such as motivating and rewarding people, improving selling skills, and attracting and retaining quality individuals. WHAT’S ON YOUR AGENDA?
  55. 55. Thank you! http://amgadvisors.net/events (561) 283-4744 | info@amgadvisors.net

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