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Managing Sales Productivity

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This is from a breakout session presentation that I'm running at a conference. It's about using sales analytics to identify areas where sales managers can get the greatest lift from their team. Then I offer basic yet effective models for training, conducting check-ins and coaching to close performance gaps and realize get the most dramatic improvements in their sales team's performance.

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Managing Sales Productivity

  1. 1. managing sales productivity ::mike kunkle :: ::transforming sales results :: analytics + people = growth
  2. 2. agenda sales growth through… analytics –data: what, why, how (tools) people –issues: diagnosing root causes –solutions: train, coach, counsel, manage, change :: mike kunkle :: transforming sales results :: 2Connect the Dots
  3. 3. sales analytics
  4. 4. managing sales productivity sales analytics & data what –activity lead indicators lag indicators –quality how wellare they doing the activity :: mike kunkle :: transforming sales results :: 4
  5. 5. managing sales productivity sales analytics what –activity lead indicators lag indicators :: mike kunkle :: transforming sales results :: 5 dials appointments connects contacts conversations appointment funnel % % % %
  6. 6. managing sales productivity :: mike kunkle :: transforming sales results :: 6 sales analytics what buying process buying methodology buying process map example of process map from http://www.salesbenchmarkindex.com
  7. 7. managing sales productivity :: mike kunkle :: transforming sales results :: 7 sales analytics what sales process map sales methodology buying process there are lead and lag indicators throughout there are exit criteria for each process stage the quality of methodology determines forward movement there are conversion ratios for each stagepresentqualifydevelopclosevalidateresearch salesprocess example of process map from http://www.salesbenchmarkindex.com % % % % %
  8. 8. managing sales productivity sales analytics what :: mike kunkle :: transforming sales results :: 8 sales process: stages /conversion
  9. 9. managing sales productivity sales analytics why :: mike kunkle :: transforming sales results :: 9 sales process: stages /conversion find the biggest opportunities for growth
  10. 10. managing sales productivity sales analytics why :: mike kunkle :: transforming sales results :: 10 sales process: stages /conversion
  11. 11. managing sales productivity sales analytics why :: mike kunkle :: transforming sales results :: 11 Rep 2
  12. 12. managing sales productivity sales analytics why :: mike kunkle :: transforming sales results :: 12 sales process: stages /conversion
  13. 13. managing sales productivity sales analytics why :: mike kunkle :: transforming sales results :: 13 Rep 1
  14. 14. managing sales productivity :: mike kunkle :: transforming sales results :: 14 sales analytics & data how (tools) http://www.gartner.com/newsroom/id/2730317 sfdc–16% sap –13% oracle –10% msft–7% ibm–4% others –50% crmoptions big players names/percentages are links
  15. 15. managing sales productivity sales analytics & data how (tools) crmoptions by market presence & satisfaction https://www.g2crowd.com/categories/crmhttp://i.marketingprofs.com/assets/images/daily-data-point/crm-L-G2-101014.jpg 15 :: mike kunkle :: transforming sales results ::
  16. 16. managing sales productivity sales analytics & data how (tools) :: mike kunkle :: transforming sales results :: 16 crmoptions a few others to review logos are links http://marketingprofs.com/charts/2014/26203/the-top-rated-crm-software-systems-by-users
  17. 17. managing sales productivity sales analytics & data how (tools) :: mike kunkle :: transforming sales results :: 17 BI / analytics logos are links
  18. 18. managing sales productivity BI / analytics by scale & satisfaction (one of several charts, see links below) :: mike kunkle :: transforming sales results :: 18https://www.g2crowd.com/categories/sales-intelligencehttps://www.g2crowd.com/categories/demand-generation/productshttps://www.g2crowd.com/categories/business-intelligence/research sales analytics & data how (tools)
  19. 19. people
  20. 20. managing sales productivity people sales productivity through people –issues: diagnosing root causes –solutions: matching the right solution to the issue train coach counsel manage consequences change something :: mike kunkle :: transforming sales results :: 20 .
  21. 21. managing sales productivity people diagnosing :: mike kunkle :: transforming sales results :: 21 condition reason solutions don’t know something whatto do training coaching why to do it how to do it *adapted from Ferdinand F. Fournies the 16 reasons why employees don’t do what they are supposed to do *
  22. 22. managing sales productivity :: mike kunkle :: transforming sales results :: 22 condition reason solutions incorrect thinking their way is better coaching counseling your way won’t work something else is more important they are doing it (lack of feedback) *adapted from Ferdinand F. Fournies people diagnosing the 16 reasons why employees don’t do what they are supposed to do *
  23. 23. managing sales productivity :: mike kunkle :: transforming sales results :: 23 condition reason solutions misalignedconsequences a negative consequence for doing it manage consequences no negative consequence for not doing it a positive consequence for not doing it no positiveconsequence for doing it *adapted from Ferdinand F. Fournies people diagnosing the 16 reasons why employees don’t do what they are supposed to do *
  24. 24. managing sales productivity :: mike kunkle :: transforming sales results :: 24 condition reason solutions constraints obstaclesbeyond their control counsel change transfer terminate personal limits (incapacity) fear (anticipating failure) personal problems no one could do it *adapted from Ferdinand F. Fournies people diagnosing the 16 reasons why employees don’t do what they are supposed to do *
  25. 25. managing sales productivity :: mike kunkle :: transforming sales results :: 25 *adapted from Ferdinand F. Fournies people diagnosing the 16 reasons why employees don’t do what they are supposed to do * condition reason solutions don’t know something whatto do training coaching why to do it how to do it incorrect thinking their way is better coaching counseling your way won’t work something else is more important they are doing it (lack of feedback) misalignedconsequences a negative consequence for doing it manage consequences no negative consequence for not doing it a positive consequence for not doing it no positiveconsequence for doing it constraints obstaclesbeyond their control counsel change transfer terminate personal limits (incapacity) fear (anticipating failure) personal problems no one could do it
  26. 26. managing sales productivity a simple method that workstell show do review 1 2 3 4     tellshowdoreview123     4 #  order understandingcheck people training & coaching :: mike kunkle :: transforming sales results :: 26
  27. 27. managing sales productivity a simple method that workstell show do review 1 2 3 4     tellshowdoreview123     4 #  order understandingcheck people training & coaching :: mike kunkle :: transforming sales results :: 27coachingtraining the initial training | coaching plan summary I tellthem they tellme I showthem they showme (roleplay) I do& they observe they do& I observe we review(coach) their performance together
  28. 28. managing sales productivity extending the reviewphase with check-ins I tellthem they tellme I showthem they showme (roleplay) I do& they observe they do& I observe we review(coach) performance together people :: mike kunkle :: transforming sales results :: 28review check-in check-in check-in
  29. 29. managing sales productivity people :: mike kunkle :: transforming sales results :: 29extending the reviewphase: conducting check-ins who coach& sales rep what phonecall or face-to-face meeting review ofactivity, results, and methods set goals, develop solutions, create an action plan why even the best players need a good coach to improve How review activity reviewresults discuss methods set goals explore possible solutions select the best solutions create an actionplan
  30. 30. managing sales productivity once the basictraining and coaching is done, you can evolve coaching to: this is for the already-trained, already- coached, self-guided, seasoned rep. consider it a “ongoing check-in.” diagnoseplandoreview123     4 people :: mike kunkle :: transforming sales results :: 30
  31. 31. diagnose| plan| do | review diagnose: assess the situation for improvement possibilities continue to use arm (activities, results, methods) through reports/results, observation and discussion, identify “what is” (a) through questions and discussion, jointly determine “what should be” (b) understanding check: summarize for mutual understanding  managing sales productivity 1 people :: mike kunkle :: transforming sales results :: 31
  32. 32. diagnose| plan| do | review plan: agree on the plan to close the gap between a & b lead by questions to engage, foster involvement and gain commitmentdiscuss options, gain consensus on which to try, and create an action planyou are the guide or Sherpa –your rep must be engaged, thinking & participating understanding check: summarize for mutual understanding managing sales productivity people  2 :: mike kunkle :: transforming sales results :: 32
  33. 33. diagnose| plan| do | review do:execute the plangive the rep room to try their plan and make mistakes and/or succeedkeep the door open for the to reach out for help before you meet againobserve or conduct field coaching as requested or necessary, to assist understanding check: summarize for mutual understanding managing sales productivity people  3 :: mike kunkle :: transforming sales results :: 33
  34. 34. diagnose| plan| do | review review: meet specifically to review plan outcomes/resultslisten to details, ask questions, gather information, understand what happeneddetermine whether to cycle again through dpdror consider other alternatives use the previous review/check-in model understanding check:summarize for mutual understanding managing sales productivity people 4  :: mike kunkle :: transforming sales results :: 34
  35. 35. discussion: connecting dots analytics training check-in reviews coaching 16 reasons :: mike kunkle :: transforming sales results :: 35
  36. 36. managing sales productivityanalytics + people = sales growth appendix ::mike kunkle :: ::transforming sales results ::
  37. 37. about mike mike is a trainingand organization effectiveness leader with special expertise in sales force transformation. after his initial years on the frontline in sales and sales management, he spent the next 21 years as a corporate manager or consultant, leading departments and projects with one purpose –improve sales results. today, in his role as commercial training & development leader for GE Capital, mike uses his in expertise in best-in-class learning strategies, methods, processes, and change leadership to develop the capabilities of sales representatives and sales managers to drive business results. mike freely shares his own sales transformation methodology, speaking at conferences and writing online (see http://slidesha.re/PerfLevers082011and http://bit.ly/EffectiveSalesLearningSystemsas examples) and can be reached at <mike at mikekunkledotcom>, through his blog at http://www.mikekunkle.com, or on various social media sites. –linkedin –twitter –google+ –slideshare let’s get connected! http://www.mikekunkle.com/about-me the thoughts and opinions expressed here are my own :: mike kunkle :: transforming business results :: 37
  38. 38. appendix: resources crmand analytics research https://www.g2crowd.com/categories/crm(great resource for software research, ratings, selection) http://www.cio.com/article/2386104/customer-relationship-management/4-affordable-small-business-crm-options.html http://www.pcworld.com/article/239095/salesforce_alternatives_5_crm_services_for_small_businesses.htmlhttp://www.forbes.com/sites/quickerbettertech/2013/07/01/11-terrible-crm-systems-for-your-company/ http://marketingprofs.com/charts/2014/26203/the-top-rated-crm-software-systems-by-usershttp://blog.capterra.com/9-cheap-salesforce-alternatives-make-crm-simple-amazon-com/ http://www.gleanster.com/gleansight/2014-crm-for-small-and-midsize-businesseshttp://kusnetzky.net/virtual-worlds/can-mid-market-companies.htmlhttps://www.g2crowd.com/categories/business-intelligence/researchhttps://www.g2crowd.com/categories/demand-generation/productshttp://www.ibm.com/midmarket/us/en/business-analytics.htmlhttps://www.g2crowd.com/categories/sales-intelligencehttp://chandoo.org/wp/2010/01/04/sales-dashboards/ http://www.gartner.com/newsroom/id/2730317 https://www.g2crowd.com/categories/crm :: mike kunkle :: transforming sales results :: 38
  39. 39. appendix: resources crm(bigger players) http://www.oracle.com/us/products/applications/siebel/crm-technology/overview/index.htmlhttp://www.sap.com/pc/bp/crm-customer-engagement/software/sales.htmlhttp://www.microsoft.com/en-us/dynamics/crm.aspx http://www.ibm.com/midmarket/us/en/crm.html http://www.salesforce.com/ other crmoptions to explore https://www.pipelinedeals.com/ http://www.pipelinersales.com/ https://www.zoho.com/crm/ http://www.membrain.com/ https://www.insightly.com/ http://www.nimble.com/ https://getbase.com/ http://velocify.com/ analytics options to explore http://www.sap.com/pc/analytics/business-intelligence.htmlhttp://www-01.ibm.com/software/analytics/cognos/ http://www.qlik.com/us/explore/products/qlikview http://www.tableausoftware.com/ http://www.lattice-engines.com/ http://spotfire.tibco.com/ http://www.sisense.com/ http://www.angoss.com/ http://www.domo.com/ :: mike kunkle :: transforming sales results :: 39
  40. 40. appendix: resources reading and resources for sales coaching –from mikehttp://blogs.richardson.com/2013/07/03/using-tailored-post-program-sales-coaching-to-get-results-from-sales-training/ https://www.linkedin.com/pulse/article/20141020050435-834966-simple-methods-to-improve-sales-rep-performance/ https://www.linkedin.com/pulse/article/20140719203006-834966-sales-coaching-practices-that-get-big-results/ http://www.mikekunkle.com/2013/03/31/improve-your-sales-coaching-with-two-simple-steps-part-1/ http://www.mikekunkle.com/2013/04/02/improve-your-sales-coaching-with-two-simple-steps-part-2/ http://www.mikekunkle.com/2013/04/03/improve-your-sales-coaching-with-two-simple-steps-part-3/ reading and resources for sales coaching –from othershttp://blogs.richardson.com/2012/12/12/evaluative-vs-developmental-feedback-why-sales-leaders-must-understand-the-difference/ http://newsalescoach.com/2013/12/sales-manager-why-dont-you-formally-meet-11-monthly-with-every-salesperson/ http://salestrainingconnection.com/2014/06/18/training-sales-managers-to-coach-the-good-the-bad-and-the-ugly/ http://salestrainingconnection.com/2014/09/22/sales-coaching-what-are-you-doing-for-your-top-sales-people/ http://processspecialist.com/increasesales/sales-training/reason-sales-training-coaching-programs-fail/ http://thesalesblog.com/blog/2012/02/02/the-differences-in-sales-coaching-and-sales-training/ http://thesalesblog.com/blog/2012/02/03/the-differences-in-managing-and-sales-coaching/ https://www.linkedin.com/pulse/article/20141020145914-167224-you-need-a-sales-coach/ http://www.forbes.com/sites/scottedinger/2013/06/25/how-great-sales-leaders-coach/ http://thesalesblog.com/blog/2014/03/24/training-and-coaching-is-not-expensive/ http://www.cmoe.com/blog/where-should-i-focus-my-sales-coaching-efforts.htm/ http://jackmalcolm.com/blog/2011/04/sales-coaching-make-them-work-for-it/ http://thesalesblog.com/blog/2014/02/21/non-directional-coaching-isnt-soft/ http://jackmalcolm.com/blog/2011/06/coaching-salespersons-mindset/ https://www.astd.org/Publications/TD-at-Work/2008/Sales-Coaching http://partnersinexcellenceblog.com/?s=coaching :: mike kunkle :: transforming sales results :: 40

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