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Sales transformation that works


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In this paper, Browne & Mohan consultants share the approach used for sales transformation.

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Sales transformation that works

  1. 1. Browne & Mohan Board & CEO Advisors, Management consultantsSales Transformation That Works… R Ganapathy and Dr TR Madan Mohan
  2. 2. IntroductionSales organization is one of the few areas where manyinnovations are attempted in terms of structuralchanges, reporting and review systems, and yet theoutcomes are never closer to expectations? (Rogers,2007). Wondered why? In our consulting experience withvery large and SME’s the causes and symptoms arebroadly the same. Companies approach sales Figure 1: Sales transformation frameworkmanagement changes in a piece-meal approach, carryput changes in absence of any formal framework, pursue The underlying tenet of sales transformation framework istoo many changes within a certain period without that right structural alignment, adherence to process togaining from the experience of walking through some capture the activity at each sales stage, and appropriatechanges (Piercy and Lane, 2005). Senior managementwishes to see immediate result without addressing the incentive systems help a company realize right salesfundamental structural, process and procedural issues. outcomes (LaForge et al., 2009). Structural change mayHence, they continue to suffer from the following include creating a three-pronged sales engine consisting ofcommon symptoms indicating they are the right inside: indirect: direct resources. Inside sales resources maycandidates for sales transformation. identify suspects and qualify their needs to be further 1) Unpredictable revenues month and quarter-on- explored by direct sales resources. Indirect sales resources quarter wise engage the market with the partner network. Structural 2) Redundant and ineffective layers of change may also include the size and engagement model management, adding to cost woes and dragging for acquisition vs. account mining team. Segregating profits. customers into a) regional or national, b) relationship 3) Fewer newer customer acquisitions accounts or opportunity led accounts may further bring the 4) Account mining revenues either negligible or focus into the structure. With respect to sales process, the below expectations 5) High sales resource attrition, low morale change could be in terms of adopting a sales stage-gate 6) Picking of low quality orders under revenue framework such as SPENCO (suspect-prospect- pressures. engagement-negotiation-closure-order) or SPDNO 7) Sales majorly from one or few customers (suspect-propose-demo-negotiate-order) to track and 8) Sales majorly from a particular segment: report the sales activities within an organization. The government, SME, etc advantage of the process framework is targets can be set 9) Renewals rate few and far with respect to each intermediate stage, not just the finalCompanies with above symptoms continue to have low outcome. Incentives, rightly aligned, help the organizationsales process visibility, inadequate operational controls to motivate and stretch the sales people to perform.and misalignment of sales structure and process. Sales Incentives could be individual, group based, absolute orprocess at various levels are diffused, information about capped incentives, specific to acquisition or accountthe state of sales engagement is incomplete orsubjective, and prediction of sales behaviour highly mining, etc. Correct alignment amongst all the threeimprobable. Sales reviews are at best rudimentary, often parameters is required to bring out increased ownershippersonalised, subjective and opinion driven. Sales amongst sales resources, increased Organizationalstructure and strength in terms of direct: indirect: inside responsiveness, and goal congruency across theis not optimized and effectiveness low. organization (Storbacka,2009).Sales transformation framework The key objectives of sales transformation are to:Drawing from world class manufacturing framework a) increase the profitability of the business, b) build sales(Schonberger, 1986), we use the following framework for revenues that are predictable quarter-on-quarter so thatsales transformation. planning for resources is smooth and cost if optimized,
  3. 3. c) sustain the customers gained, segments and marketsin a period such that Total cost of sales & Marketing(TCSM) is optimised over the customer life-cycle or salesorganization has sufficient resources to consistentlyprovide the sales leads and d) the sales funnel isde-risked. Profitability is the major sales outcomewherein the expectations are that the sales marginsimprove, business opportunities with low andunsustainable revenue streams are contained andoptions to increase profitability are explored.Sustainability refers to the ability to service particularsegments of business, required investments (in terms of Figure 3: Sales transformation –Plan to roll outmanpower, technology, etc) to keep the relationshipgoing, etc. Predictability refers to the Qtr on Qtrpredictability of business in terms of closures, billing and Data and analyses stage consists of collecting data fromreceivables. De-risking refers to mitigation across multiple sources, in both subjective and objective form, andproduct segments, customer groups, regional markets, across different functions. Typical financial data we analyzemarket segments (enterprise vs. SMB), etc. includes sales targets, sales structure, no of customer facing Vs others, sales incentives, partner bonus and rebates, key accounts, account mining targets, etc. We also capture data about sales volume, domestic Vs international revenues, their growth in last 3 yrs, no of new customers acquired in each quarter/year, Margins achieved , Number of sales Partners, Predictable Sales, Country Spread, Market Share by Segment, Sales through Channels, etc . Data about customers such as Customer Satisfaction, Percent of Repeat business, % of revenue by the biggest customers, etc is analyzed. To create and configure appropriate solutions, we interpret the data and analyse the same using PSPD framework. Initially several solutions are generated and grand solutions are brainstormed using either Delphi or any other system Figure 2: PSPD framework dynamics approach. Teams consisting of both client and consultant representative are explicitly probed to seek outSales transformation: roll out opportunity for efficiency by adopting any of the following strategies: consolidation, elimination, outsourcing andThe sales transformation process at client organization creation.consists of four stages as shown in Figure 1. In the firststage, the emphasis is on collecting the appropriate data Optimal solutions are discussed and vetoed by therequired to diagnose the current state of the sales transformation committee and the implementationorganization. Based on the data, using PSPD framework committee consisting of members across functions and atappropriate solutions are configured with participation different levels within organizations draw theirof key actors at all levels. Next a workshop to brief the implementation plans, seek investments and other approvalschanges in process, structures and measures is and own roll outs. To ensure all across the organization theconducted for all stake holders involved at multiple understanding of what to do and to own “what next steps”,levels. Next a beta roll out of the changes is carried out, we conduct a sales workshop inviting all stake holders. Thesemeasurements and feedback is captured continuously. workshops discuss the most probable approach, theFinally, the outcomes are measured, newer interventions implications for the current approach and teams and involveare planned and transformation is extended to cover the participants to come out with suggestions and solutionshigher horizons and larger scope. that can be incorporated into the sales transformation plan (Malshe, 2009).
  4. 4. With stake holder agreement, implementation plans, Browne & Mohan white papers are for information and knowledgeincluding the tracking and review mechanisms are update purpose only. Neither Browne & Mohan nor its affiliates, officers, directors, employees, owners, representatives nor any of its data ordetailed and a beta roll out is carried out. Results of content providers shall be liable for any errors or for any actions taken inBeta roll out are presented to the transformation reliance thereon.committee and the other stake holders to initiate finalroll out.Post a predetermined period, the roll out effects areaudited and shared with all concerned. Anyimprovement or alterations are followed to improve theefficacy of sales operations. © Browne & Mohan, 2012. All rights reserved Printed in IndiaReferencesLaForge, R.W, Ingram, T.N. and Cravens, D.W (2009),Strategic alignment for sales organizationtransformation, Journal of Strategic Marketing, Vol 17,No3-4, 199-219.Malshe, A, (2009). Sales Buy-In of Marketing Strategies:Exploration of Its Nuances, Antecedents, and ContextualConditions, Marketing Faculty Publications. Paper 3,accessed on 27th Jan 2012,, N.F. and Lane, N (2005), Strategic imperatives fortransformation in the conventional sales organization,Journal of Change Management, Vol 5, Iss 3, 249-266.Rogers, B. (2007), Rethinking Sales Management: AStrategic Guide for Practitioners, John Wiley & Sons.Schonberger, R (1986), World Class Manufacturing: TheLessons of Simplicity Applied, Simon & Schuster.Storbacka,K. Ryals,L. Davies,I. A and Nenonen, S. (2009).The changing role of sales: viewing sales as a strategic,cross-functional process, European Journal ofMarketing, Vol. 43 Iss: 7/8, 890 - 906