Selling strategically

D R . A N D R E W S A K O L A A
A A
THE IMPORTANCE OF STRATEGIC SALES
MANAGEMENT
IN A COMPANY’S COMPETITIVENESS
1st SALES LEADERSHIP BREAKFAST SERIES
July, 2018
aakolaa@oceanstarconsulting.com

THE ROLE OF SALES LEADERSHIP
Lead the
planning of
the roadmap
to the
numbers
Give direction as to
where the numbers will
come from
Value/Volumes
Which Brand
Which Sales Territory
Lead the
entire
organization

Determines your Egypt and your Canaan!!!
Deliver the
numbers, beat
competition
and win the
market war.
Market Share
Stock
Availability
Market
Coverage
Customer Stock
Cover

Deliver the
Sales
Agenda
Define/
Deliver
Resources
Deploy
The
Resources
Effectively

STRATEGIC SALES MANAGEMENT
 Strategic Sales Management is the deployment
of a firm resources human and material to deliver
competitive value.
 It defines and communicate the strategic direction
of sales for their organization, manage sales and
distribution, recruit and develop sales talent, and
budget for these activities.

1 SALES FORCE ORG STRUCTURE AND CAPABILITY ANALYSIS
2 YOUR ROUTE TO MARKET ANALYSIS
3 PARTNER CAPACITY AND CAPABILITY
4 KEY COMPETITOR ANALYSIS
5 SALES FORCE COMPENSATION PLANS
6 AVAILABLE RESOURCES TO DELIVER ON YOUR STRATEGY
INTERNAL FOCUS AREAS IN YOUR STRATEGIC
SALES MANAGEMENT REVIEW

STRATEGIC SALES MANAGEMENT AND
COMPETITIVENESS

DEEPER UNDERSTANDING OF INDUSTRY
AND BUSINESS
• Where your strengths are
• Where are your weak links
area
• Is there opportunity for one
more truck or CAN or Stick
• Opportunity for one more
SIM Card

BETTER RESOURCE ALLOCATION or RE-
ALLOCATION
 Number of sales force required to deliver on the sales
agenda- the matrix
 Territories, quotas and headcount metrics
 What logistics are required for effective delivery
 What amount of resources should go into
partnership development
 The best sales compensation plans for your team

GET ORG OWNERSHIP AND ALIGNMENT
EVERYONE SELLS OR HELPS TO SELL!
SALES MANAGEMENT
IS EVERYONE’S
BUSINESS!
• Sales day outs?
• Adopt an outlet or
customer?
• Cross brand teams?
Share the
sales
roadmap!

YOU NEVER LOOSE SIGHT OF
COMPETITION
“In a competitive sales environment, be worried
about which dog is barking it might bite”!
A. A Akolaa
Set a system that picks real time market intelligence including competition.
Sales Impact Teams, war rooms to monitor every competitive activity
They can disrupt
your strategy

UNDERSTANDING THE COMPETITIVE
LANDSCAPE- DO WE KNOW??
Direct
Integrated
Indirect
Use of technology?
etc
Number of vans RTM- structure
Distributors
Per division
Per sales territory
Capability
Competence
Financial Resources
Logistics
Sales force
How many feet on ground
Structure
Capability
Per Territory
.
YOU BEAT THEM
TO THE GAME

BUILD A BETTER PARTNER RELATIONSHIPS
WITH FOCUS THAN COMPETITORS
1 Agree the partnership for growth with each partner
2 Share your numbers and strategy roadmap with each partner
3 Agree the “how” with each partner
4 Incentivice your partner with resources, to deleiver the numbers
5 Agree milestones with your partner to measure performance
P4Gaakolaa@oceanstarconsulting.com

TO ALIGN THE SALES STRUCTURE TO
FIT YOUR SALES STRATEGY
PERFORMANCE
Data revenue grew by 21%
in 3 months
SALES ORG
STRUCTURE-
regional data leads,
data sales team,
incentive
CONDUCT.
Mind set Change
• Should sales org be fixed
or strategy driven?
• Is your sales org fit for
purpose in this strategy
• What sales org fits your
current strategy?
.
• Sales leadeship conduct
• Field salesforce conduct .
Market share
Profitabilty
Innovation success
Price compaliance
Distribution penetrartion
Market coverage

DEFINE THE RIGHT PEOPLE FOR
THE JOB
 The sales journey is tough and
rough
 A Salesman is like a vampire bat
between boss and client
 Performance easily measured
 Only the tough gets going in sales
 Come with fun
 Rewards and recognition
 Fat purses
 Glamorous personalities
Get the people!!!
Get involved!

FOCUS ON THE RIGHT SALES DRIVERS
Quality In Channel Delivery??
Availability and Stock Cover??
Visibility or Price complaince in Trade?

THE RIGHT INCENTIVES AND
COMPENSATION
 Base Pay.
 Commissions.
 Overtime Pay.
 Bonuses, Profit Sharing, Merit Pay.
 Stock Options.
 Travel/Meal/Housing Allowance.
 Benefits including: dental, insurance, medical,
vacation, leaves, retirement, taxes...

EXECUTION EXCELLENCE
How to turn the drivers of each
strategy into executable plans
How to use different sales activity
tools and templates
How to test and predict the
accuracy of the sales forecast
How to translate the sales activity
plans into monthly sales synopsis
IT MUST BE
GRANULAR

UNDERSTAND
TERRAN
EMOTIONALY
CONNECTED
ANALYTICAL AND
MICRO
STRATEGIST.
ABILITY TO DEAL WITH PARTNERS WITH
BIG EGOES TO DELIVER NUMBERS
MAWULI OCLOO- MIDDILE BELT
FMCG
CAPABILITY
GET TO KNOW YOUR TEAM AND BUILD A
CULTURE
TONY BOTWE HEAD OF
IMPACT
ANDREWS AKOLAA
NORTHERN
SECTOR
JACINTA ASSIEDU
BEERS
Which team memberer
Plays where??

IT IS GREAT TO WORK HERE!

A PERFORMANCE DASHBOARD TO
MEASURE RESULTS
Day by day
Week to date
Month to date
Year to date
By brand
By territory
By sales person
We can
measure
Results

AVOID POLITICAL SALESMEN
• These are the guys who
don’t focus on their job
• Discuss irrelevant issues
that does not add to
numbers
• Always managing your
expectations only to end
sales cycle poorly
• Objectives is to have
favours
Manage with the
numbers
They don’t lie!

ALLOWS YOU TO SHOW LEADERSHIP WITH
INSIGHTS WHEN
THE BOAT ROCKS

BUILD A TEAM WITH A TO WIN MIND SET
WITH NUMBERS IN FOCUS!
with clear
road map
and message

Selling strategically

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