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Qstream and RAIN Group: Creating a Top-Performing Sales Organization – Your Roadmap for 2016

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For sales reps and managers alike, getting to – and staying at – the top of the leaderboard is a constant battle. To discover exactly what top-performing sales organizations are doing differently to reach their goals, the RAIN Group Center for Sales Research conducted a global survey. In this exclusive webinar, Qstream CEO Duncan Lennox and RAIN Group President Mike Schultz review the research findings, outline the traits and best practices of top-performers, and offer actionable tips that can help any sales team create a roadmap for success in 2016.

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Qstream and RAIN Group: Creating a Top-Performing Sales Organization – Your Roadmap for 2016

  1. 1. Creating a Top-Performing Sales Organization: Your Roadmap for 2016 Mike Schultz | President, RAIN Group Duncan Lennox | CEO & Co-Founder, Qstream
  2. 2. Twitter •  @RAINSelling •  @Qstream •  @dlennnox •  @mike_schultz Hashtag •  #TopSales2016 Sharing Today’s Presentation
  3. 3. 3 Mike is author of the Wall Street Journal bestseller Rainmaking Conversations & groundbreaking Insight Selling. He and RAIN Group have worked with clients such as Hitachi, BNY Mellon, Lowes, SAP, Boeringer Ingelheim, Deloitte, Harvard Business School, and hundreds of others to unleash sales performance. Mike is director of the RAIN Group Center for Sales Research, adjunct professor at Brandeis University International Business School, and a frequently quoted expert in publications such as Inc., Forbes, & Business Week. Mike Schultz is President of RAIN Group, a sales training and consulting firm with offices around the globe.
  4. 4. 4 © RAIN Group Introduction to the Top-Performing Sales Organization Demographics Revenue §  13% less than $10M §  24% $10M to $50M §  38% from $50M to $1B §  27% from $1B or more Geography §  57% Americas §  28% EMEA §  15% APAC Roles §  80% management and leadership §  20% sellers We studied responses from 472 participants across 26 industries (Professional/Business Services, Financial, Technology, and others) with the following demographics: What do the top-performing sales organizations do differently than the rest?
  5. 5. 5 © RAIN Group Elite, Top Performers, & Rest Defined Elite Performers top 7% of respondents Top Performers top 20% of respondents The Rest Average proposal win rate 50% or greater 40% or greater Those who didn't meet the Elite or Top Performer criteria Annual revenue and profitability Increase year-to-year N/A Organization annual sales goal Met Same as Elite Organization annual sales goal Challenging (Strongly Agree/Agree/Neutral) Same as Elite Pricing strategy Maximum prices in line with the value provided (Strongly Agree/Agree) Maximum prices in line with the value provided (Strongly Agree/Agree/Neutral) We categorized respondents into 3 performer groups:
  6. 6. © RAIN Group 6 Private and confidential. Do not distribute without written consent of RAIN Group. Sales Performance Wheel SM 1.  Ad Hoc 2.  Emerging 3.  Defined 4.  Managed 5.  World-Class Sales Organization Maturity Model We studied participants across the categories on the Sales Performance WheelSM based on where they scored on a 5-point scale following RAIN Group’s Sales Organization Maturity Model.
  7. 7. 
 How do we balance the need for reps to be agile in response to customer needs, while still achieving the benefits of following a formal, measurable sales process?
  8. 8. 8 © RAIN Group Trend Against Sales Process Good idea? “Sales leaders have long fixated on process discipline...But recently sales has been caught off guard by a dramaGc shiH in customers’ buying behavior. Even as leadership has Gghtened compliance with the processes that have served so well, sales performance has grown increasingly erraGc… “The sales machine is stalling…. Leaders must abandon their fixa4on on process compliance and embrace a flexible approach to selling driven by sales reps’ reliance on insight and judgment.”
  9. 9. 9 © RAIN Group More Process Focus, Better Results OrganizaGons with more mature and more customer-focused sales processes achieve stronger results. 57% 52% 44% 0% 20% 40% 60% 80% WIN RATE (%) Figure 22. Win Rates by sales process maturity Figure 23. Sales process is customer-focused and maps buying processes 74% 64% 44% 0% 20% 40% 60% 80% STRONGLY AGREE/AGREE (%) 74% 67% 50% 0% 20% 40% 60% 80% STRONGLY AGREE/AGREE (%) Figure 24. Sales process is flexible to apply to buyers’ various roles & situaGons
  10. 10. 80% of elite performers agreed their sellers had the knowledge and skills to win, compared to just 39% of the rest. Why such a big gap?
  11. 11. © RAIN Group 11 Boost Learning Retention with RAIN Group Reinforcement 90% 10% 20% 50% 901Days: exposed to idea six times with short intervals in between >90% Retention* exposed to idea one time <10% Retention RAIN MailSM Coaching eLearning Virtual & Live Training Drive retention through spaced repetition and interval reinforcement. * Mehrabian, Albert. “Silent Messages” Wadsworth Publishing, California 1971.
  12. 12. Elite performers were 83% more likely to focus on maximizing sales from existing customers. Why aren’t more organizations tapping into this asset to improve win rates?
  13. 13. 13 © RAIN Group Growing Accounts is a Top Priority of respondents said increasing business with existing accounts is a top priority for the year ahead 50% Sellers have the skills they need to succeed: The RestElite Performers Top Performers 74% 69% 69% 65% 49% 56% 43% 32% 41% 0% 20% 40% 60% 80% STRONGLYAGREE/AGREE(%) Driving account growth Advanced consultative selling Developing executive relationships
  14. 14. What are some of the critical steps leaders should take to create a more value-driven sales organization?
  15. 15. 15 © RAIN Group Making the Value Case “Improve ability to communicate value” is the top initiative priority of sales leaders Sales winners are more than twice as likely as second- place finishers to make the case for why they offer overall superior value 2X The surprising difference between sellers who win the sale and the second-place finishers. WHAT SALES WINNERS DO DIFFERENTLY by Mike Schultz & John Doerr
  16. 16. 16 © RAIN Group Value-Driving Sales Organizations 1 Our sales organization focuses on driving maximum value for the customer 2 Our sales force structure is aligned with the way our customers prefer to buy from us 3 Our sales process is customer-focused and maps to our buyers’ buying processes 4 Our sales process is flexible to apply to our buyers’ various roles and situations 5 Our company leaders prioritize developing sellers to be as valuable to our buyers as possible Everyone says value makes a difference in sales and business results. We wanted to test that assumption, and see what difference it makes. We asked 5 questions related specifically to value and customer focus. 16% of the respondents answered “agree” or “strongly agree” to all 5 questions. We compared that “Value-Driving” group with the remaining 84%.
  17. 17. 17 © RAIN Group Value-Driving Sales Organization Value-Driving Sales Organizations 90% 72% 0% 25% 50% 75% 100% REVENUEGROWTH(%) 54% 45% 0% 25% 50% 75% 100% WINRATE(%) 27% 39% 0% 25% 50% 75% 100% UNDESIREDTURNOVER(%) Non-Value-Driving More Likely to Grow Revenue Higher Win Rate Lower Undesired Turnover Revenue growth of Value- Driving organizations Win rate of Value-Driving organizations Undesired turnover of Value- Driving organizations
  18. 18. How are top performers using metrics & data to understand potential skill gaps within their team and drive decisions for future development?
  19. 19. 19 © RAIN Group Private and confidential. Do not distribute without written consent of RAIN Group. Selling Skills Across Performance Groups Elite and Top Performers have significantly more skilled sellers. Figure 30. The organization’s sellers have the skills they need to find and win business consistently and at a high level 86% 77% 77% 74% 69% 69% 69% 66% 51% 68% 52% 65% 65% 49% 56% 51% 48% 52%50% 37% 41% 43% 32% 41% 32% 31% 43% 0% 25% 50% 75% 100% STRONGLYAGREE/AGREE(%) Driving and winning sales opportunities Filling the pipeline Core consultative selling Driving account growth Advanced consultative selling Developing executive relationships Managing time, focus, personal effectiveness Managing & coaching sellers Sales negotiation The RestElite Performers Top Performers
  20. 20. What did your research show about the impact sales managers can have on organizational performance?
  21. 21. 21 © RAIN Group 63% 43% 29% 0% 20% 40% 60% 80% STRONGLYAGREE/AGREE(%)Sales Management Organizations are more likely to be Elite or Top Performers when sales managers inspire the best performance from their sellers. Figure 25. …get maximum performance from sellers Figure 26. …create and sustain maximum energy from sellers 77% 55% 32% 0% 20% 40% 60% 80% STRONGLYAGREE/AGREE(%) 66% 48% 31% 0% 20% 40% 60% 80% STRONGLYAGREE/AGREE(%) Figure 27. …have the necessary skills to manage and coach sellers Sales managers… The RestElite Performers Top Performers
  22. 22. How are the best performing  teams utilizing sales training and enablement resources to drive seller motivation?
  23. 23. 23 © RAIN Group Sales Training and Motivation Surprisingly, there was a very strong correlation between sales training and motivation of selling teams.
  24. 24. 24 © RAIN Group Sales Training and Motivation Figure 31. Culture drives and support sellers’ motivation to succeed Sales Training EffectivenessSales Training Maturity 82% 72% 52% 41% 26% 0% 25% 50% 75% 100% STRONGLYAGREE/AGREE(%) 80% 62% 37% 26% 0% 25% 50% 75% 100% STRONGLYAGREE/AGREE(%) Sales training maturity and effectiveness correlated strongly with sellers’ motivation to succeed.
  25. 25. Questions?
  26. 26. © RAIN Group 26 Free Download: Increase Win Rates & Beat Your Sales Goals In this free white paper, you’ll learn: §  What your organization needs to do to increase win rates §  5 ideas to strengthen your sales process §  New research on what separates Top-Performing Sales Organizations from The Rest Download now: www.raingroup.com/win
  27. 27. Thank you! Mike Schultz | President, RAIN Group Duncan Lennox | CEO & Co-Founder, Qstream

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