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Sales Acceleration - Commercial Excellence Forum 2017

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Typische Herausforderungen im Sales, Einführung Sales Excellence / Sales Acceleration, ausgewählte Tools und Inhalte

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Sales Acceleration - Commercial Excellence Forum 2017

  1. 1. 1 Sales Acceleration 7. NOVEMBER 2017 Commercial Excellence Forum 2017
  2. 2. 2 Commercial Excellence Forum 2017 – Sales Acceleration Typische Herausforderungen im Sales - Inputs durch Teilnehmer Seite 3 Einführung Sales Excellence / Sales Acceleration Seite 4 Fallbeispiel ‘Leaseplan’ – ausgewählte Tools Seite 10 Fallbeispiel ‘Grundfos’ – ausgewählte Inhalte Seite 17 Ausgewählte Tools - Beurteilung durch Teilnehmer Seite 27 Haupterkenntnisse der Teilnehmer Seite 28
  3. 3. 3 Typische Herausforderungen im Sales - Inputs durch Teilnehmer Fokussierung auf Target Kunden Mindset Mitarbeiter Hohe Wachstums- ziele Passiver Verkauf Mehr Verkauf (Abschluss) statt Beratung Qualifizierte Leads Richtige Ansprech- person beim Kunden Mehr Aktivitäten mit weniger Ressourcen Käuferkreis erweitern, Kunden gewinnen
  4. 4. 4 Einführung Sales Excellence / Sales Acceleration Anders Rehfeld
  5. 5. 5 We meet our customers later in their decision process Customer Decision Process Begins Customer Purchase Decision • Negotiate price • Give extra services Customer’s First Outreach to Supplier 57% Complete Customer Purchase Timeline Source: CEB Sales Leadership Council’s Rep Skills Diagnostic
  6. 6. 6 The Buying Experience is the main driver for customer loyalty Contribution to Customer Loyalty* Company and Brand Impact Product and Service Delivery Sales Experience Value-to- Price Ratio 53% 19% 19% 9% *Defined as will buy again, will buy more, and will advocate on your behalf Source: CEB Sales Leadership Council’s Rep Skills Diagnostic (N = 4,960)
  7. 7. 7 We therefore need to change the way we are selling Our customers are changing – and we need to change the way we are selling We need to challenge our customers to change their current perspectives
  8. 8. 8 Moving from demand management to demand creation is one of the key levers for growth Executives Commercial agenda Management Operational manager Operational agenda Procurement WHO? Demand Management Demand Creation HOW? Reactive requests Proactive challenge Growing faster than the market – above average profit Growing with the market – average profit
  9. 9. 9 Long term acceleration of sales require a combination of strong sales leadership and few operational sales tools Sound sales leadership is when... • Top management are involved and clearly express the strategic direction of the sales organization • Sales management act as ”front-runners” and are actively involved through executive selling • Sales management support and coach sales people in how to win key deals Sales tools are excellent when... • They are ”hands-on” and designed for operational usage • Focus is on few mandatory tools • They are being constantly evaluated High HighLow Low Methods, processes and tools Leadership Lasting but little effect Significant and lasting effect Short-lasting effectNo effect Combined, we see potential unleashed
  10. 10. 10 Fallbeispiel ‘Leaseplan’ – ausgewählte Tools Matthias Dopslaff
  11. 11. 11 Sie steigern Grösse der Leads / Aufträge Sie erhöhen Kunden- bindung / Retention Rate Gezielte Aktivitäten und Sales Coaching führen zu mehr und zu grösseren Fischen im eigenen Netz Verkäufer werden aktiver Verkäufer verbessern Herangehens- weise, Lead- Bearbeitung Sie erhöhen die Anzahl ihrer Verkaufs- chancen Sie verbessern Gewinn- / Abschluss- rate Sales Manager führen Team Meetings in Win- Rooms und coachen Verkäufer Fangen grössere Weniger springen zurück ins Meer Fangen mehr
  12. 12. 12
  13. 13. 13 TOOL 1: KEY OPPORTUNITY PIPELINE CORPORATE, NEW SALES, GET NEW BUSINESS, WINNING KEY OPPORTUNITIES OPPORTUNITY PIPELINE P5 First visit P4 Define opportunity P3 Proposals & Negotiation P2 Final approval P6 Initial qualification SALES REP. LEASEPLAN ON CUSTOMER SHORTLIST FIRST VISIT SCHEDULED SEGMENT SELECTED VISIT TOOK PLACE – NEXT STEPS AGREED AND DOCUMENTED IN VISIT REPORT PRICE APPROVAL REQUESTED AND RECEIVED PROSPECT LIST ACTIONS THE PROSPECTS I WILL WORK TO PROGRESS TO P6 OR P5 SHORT TERM P1 Close the sale FINAL PROPOSAL SUBMITTED ACTIONS BEFORE NEXT MEETING WIN ROOM BOARD
  14. 14. 14 TOOL 2: OPPORTUNITY STRATEGIZING RADAR CORPORATE, NEW SALES, GET NEW BUSINESS, WINNING KEY OPPORTUNITIES VALUE PROPOSITION & BENEFITS No value of service (to customer) identified 0 Value of service (to customer) identified with primary contact 1 Primary contact agrees to value of LP services 2 Value of service (to customer) identified with DMU 3 DMU agrees to value of LP services 4 DMU confirms that LP value proposition is superior to competition 5 ALIGNMENT No documentation from interactions with customer 0 Follow-up mail (pain, need, value and access to DM) agreed to by contact 1 Follow-up mail (pain, need, value and joint plan) agreed to by DMU 2 DMU invests resources in jointly exploring LP’ value proposition 3 Pre-proposal review conducted with DM 4 Customer signs contract 5 I&E DMU VP&B A SUM IMPLIED & EXPLICIT NEEDS DMUVALUE PROPOSITION & BENEFITS ALIGNMENT IMPLIED & EXPLICIT NEEDS Pain or need cannot be described 0 Primary contact verbally admits pain or implied need 1 Primary contact agrees to documented pain or implied need 2 DMU verbally admits pain or explicit need 3 DMU agrees to documented pain or explicit need 4 DMU agrees to documented and quantified pain or explicit need 5 DMU DMU not identified 0 DMU identified 1 Access to DMU achieved 2 DMUs buying criteria confirmed 3 Next step plan agreed with DMU 4 DMU verbally confirms that LP is preferred 5 PROSPECT: ___________________________________ OPPORTUNITY: ___________________________________ DATE: ___________________________________ SCORE WIN ACTIONS (WHAT AND WITH WHOM?) DEADLINE NOW SCORE FROM RADAR X 5 = SUGGESTED PROBABILITY NEXT WIN ROOM BOARD
  15. 15. 15 TOOL 3: PRE-MEETING PREP SHEET CORPORATE, NEW SALES, GET NEW BUSINESS, WINNING PROSPECT MEETINGS WIN ROOM BOARD MEETING PREPARATION ELEMENTS PREPARATION CHECK LIST 1 Objectives of prospect meeting 3 Anticipated pains & needs of the buyer / prospect 4 Anticipated benefits and value added from relevant LeasePlan services 5 Challenge / insight to be shared with the prospect 6 LeasePlan value proposition for prospect industry 7 Key SPIN questions to be asked at meeting 8 Agenda for meeting + preparation question to the customer 9 Desired next steps with prospect (after meeting) Action points 1. 2. 3. 4. 5. 6. Is it ambitious? Is it specific?, Is it forward looking?, is it about committing the prospect to next steps? Is it pains we have identified with similar, current customers? Is it a personal pain to the person we meet? Are these pains relevant enough for the buyer to act? Is the benefit big enough for the buyer to act upon it? Can we quantify the value? Is this new and valuable knowledge to the buyer? Will this insight reframe how the prospect thinks about their needs? Will this insight lead the prospect towards our strengths? Do we have reference cases proving the value from similar companies? Is our value proposition appealing to the buyer? Is it about real and interesting savings or benefits? Do we ask enough questions to understand them, their situation and their perception of benefits? Are the questions open enough to get the customer to share insights about their situation? Will this be appealing to the prospect ? What can we ask the buyer to prepare before the meeting to engage them? Does it include discussing ways forward/next steps? Are these steps leading the prospect forward towards a decision? Is it joint activities between LeasePlan and prospect? Are these activities committing the prospect to go forward? 2 Participants in the meeting Are we getting the entire DMU to the meeting? Preparation request:
  16. 16. 16 TOOL 4: MUST RETAIN ACCOUNTS OVERVIEW CORPORATE, ACCOUNT MANAGEMENT, KEEP EXISTING BUSINESS, RETAINING ACCOUNTS RISK/CHURN INDICATORS RETENTION ACTION PLAN ACTIONS DEADLINEOBJECTIVES MUST RETAIN CUSTOMERS ACCOUNT NAME RESP NURSING ELEMENTS NOT IN PLACE • C-LEVEL RELATIONSHIPS • INTRO TO NEW LEASEPLAN STAKEHOLDERS • RECENT ACCOUNT INNOVATION SUGGESTIONS • CLIENT VALUE STATEMENT CHURN INDICATORS • NEW CONTACT LEASEPLAN OR CUSTOMER • CONTRACT EXPIRY • M&A • NEW STRATEGY • DECREASE IN FLEET COUNT • LOW NPS OR DSS • COUNTRY ESCALATION WIN ROOM BOARD
  17. 17. 17 Fallbeispiel ‘Grundfos’ – ausgewählte Inhalte Henrik Falck
  18. 18. How to turn the pyramid GLOBAL PROCESSES GLOBAL PROCESSES LOCAL PROCESSES LOCAL PROCESSES 9
  19. 19. What do we want from the Sales Excellence implementation? Increase our chances of winning!!!
  20. 20. WHY - We need to help our Sales Engineers even better, in order for us to reach our targets… Winning in the market is not an easy task… …and the best products will not do it alone
  21. 21. After …and smaller changes can impact our growth potential REVENUE GROWTH Win rate # of opportunities in a sales cycle Avg. order size (EURO) Avg. length of sales cycle (in months) 12 months REVENUE GROWTH Small changes to the revenue equation yield significant results, e.g. a 5% improvement per area grows overall revenue by 22% Before 1050 opportunities (+5%) Increase no of opportunities 5% 1000 opportunities The revenue equation Increase win rate 5% 26.25 % win rate (+5%)25% win rate Reduce sales cycle 5% 5,7 months average sales cycle (-5%) 6 months average sales cycle Increase average order size 5% 52.500 EURO avg. order size (+5%)50.000 EURO avg. order size ANNUAL REVENUE 305 M EURO ANNUAL REVENUE 250 M EURO 22% 21
  22. 22. Changing conversations will change the game and enable us to win more together Simpler dashboards to manage sales and opportunities Value-adding conversations & meetings to support prioritisation and remove obstacles 22
  23. 23. Installing “Helping Sales Sell” is done through an accelerated process focusing on 2 meetings which focuses on the right conversations GROW MEETING Performance, Pipeline & Priority coaching Focus on current performance and commercial development of pipeline/account improvement 1 WIN MEETING ACCOUNT AND/OR OPPORTUNITY COACHING Focus is either on improve share of wallet on existing accounts and / or on win rate, order size and moving key opportunities forward 2 23
  24. 24. Click to edit Master text styles 24 Examples Business Impact is driven by Behaviour Behavioural Change Process Change Business Impact Quality in the sales manager conversations with Sales engineers Ability to drive performance Hit rate Sales cycle Size of opportunity Growth Customer Satisfaction
  25. 25. The results have been driven by few but large changes in the way of working Each sales person is the king of own territory Each sales person empowered to take decision within each territory based on a common plan Unstructured dialogues around key opportunities More structured dialogue about how to win key opportunities Each sales person using brining own competencies in place Better utilization of insights and competencies across the sales team to win opportunities Difficult for sales management to play a role on key opportunities Sales Management has a strong role in coaching sales people and personally engaging in winning key opportunities Individual assessment of the strength of own pipeline Structured assessment and dialogue around the quality of each sales persons pipeline From….. To….
  26. 26. IT’S NOT A DIET IT’S NOT A PHASE IT’S A LIFESTYLE CHANGE 26
  27. 27. 27 Ausgewählte Tools - Beurteilung durch Teilnehmer
  28. 28. 28 Haupterkenntnisse der Teilnehmer
  29. 29. Change with Impact.

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