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The Science behind a Winning Sales Culture

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Presentation outlining the different types of salespeople and how a top performing salesperson is impacted by their strengths, skills & severity of weaknesses. Provides a brief summary of the sales assessment we have used on almost 1million salespeople around the world to determine whether they will sell. More details at www.evolutionpartners.com.au

Published in: Sales

The Science behind a Winning Sales Culture

  1. 1. The Science Behind a Winning Sales Culture
  2. 2. MONEYBALL
  3. 3. DISC Dominance - Aggressive vs Passive! Influence - Ability to influence others! Steady - Work in a consistent manner! Compliant - Follow rules
  4. 4. DISC D I S C D I S C Salesperson Accountant
  5. 5. Salesperson! High! High! Low! Low Accountant! Low! Low! High! High DISC Dominance! Influence! Steady! Compliant
  6. 6. Judging a fish on his ability to climb a ladder
  7. 7. Different types of salespeople Hunter / Rainmaker! Account manager! Consultative seller! Farmer!
  8. 8. Different types of sales Transactional! Contract! Direct! Staged!
  9. 9. Different types of transaction Small! Medium! Large!
  10. 10. The right mix for the role
  11. 11. Skills The right mix for the role The will to sell Sales DNA Sales Quotient (SQ) Competencies Strengths Weaknesses
  12. 12. DISC D I S C Salesperson High DI is insufficient to draw a correlation that they will sell
  13. 13. More complex
  14. 14. Hunter (Rainmaker) competency
  15. 15. Supply & demand
  16. 16. 30% Demand - the 3% rule Jeremy Miller of Stick Branding 7% 30% 30% Not interested in you at all Content definitely won’t change Irritated, but not enough to change Intend to change 3% Active buyers
  17. 17. 30% Jeremy Miller of Stick Branding 7% 30% 30% Not interested in you at all No matter what you do, they will never choose you. Demand - the 3% rule
  18. 18. 30% Jeremy Miller of Stick Branding 7% 30% 30% Content definitely won’t change Maybe recently purchased or too small. Messages fall on deaf ears Demand - the 3% rule
  19. 19. 30% Jeremy Miller of Stick Branding 7% 30% 30% Irritated, but not enough to change Currently experience pain, but have other problems. Unlikely to take action until issue becomes a priority. Demand - the 3% rule
  20. 20. 30% Jeremy Miller of Stick Branding 7% 30% 30% Intend to change Passive buyers. Respond to well timed marketing or cold call. Not shopping for options Demand - the 3% rule
  21. 21. 30% Jeremy Miller of Stick Branding 7% 30% 30% 3% Active buyers Actively shopping for vendors and want to purchase within 90 days. Demand - the 3% rule
  22. 22. Marketing can only impact 10% of the B2B market
  23. 23. Our analysis of sales people1989 research - factors responsible for sales failures.! Rexer analytics Previous research only benchmarked - look at success factors.
  24. 24. Our analysis of sales people1. Severity of weakness! 2. Absence of crucial elements! ! ! ! Rexer analytics
  25. 25. Crucial elements 1. Desire! 2. Commitment! 3. Outlook! 4. Responsibility!
  26. 26. Major weaknesses 1. Need for approval! 2. Tendency to become emotionally involved! 3. Self limiting beliefs! 4. Non Supporting buy cycle! 5. Uncomfortable discussing money!
  27. 27. Our analysis of sales people 25 years! ~ 980,000 sales people! All industries & sizes! ! Rexer analytics 172 criteria! 22 million variations!
  28. 28. Analytics & Predictive validity 94% likelihood in the top half of the sales force within 6 months if recommended ! ! 70% likelihood if not recommended left within 6 months! Rexer analytics
  29. 29. 74% Supply - the 26% Objective Management Group results 20% 6% Weak Capable Elite
  30. 30. 74% 30% Elite 6% draw from 40% of the market 20% 6% Capable Elite7% 30% 30% Prospects Salespeople Not interested in you at all Content definitely won’t change Irritated, but not enough to change Intend to change 3% Active buyers Weak
  31. 31. Elite salespeople can impact 40% of the B2B market
  32. 32. 74% 30% Capable 20% draw from 10% of the market 20% 6% 7% 30% 30% Prospects Salespeople Not interested in you at all Content definitely won’t change Irritated, but not enough to change Intend to change 3% Active buyers Weak Capable Elite
  33. 33. 74% 30% Weak 74% draw from 3% of the market 20% 6% 7% 30% 30% Prospects Salespeople Capable Elite Not interested in you at all Content definitely won’t change Irritated, but not enough to change Intend to change 3% Active buyers Weak
  34. 34. It’s not just that the weak are competing against the elite, the elite deal with 6 times as many prospects.
  35. 35. Major factors influencing success The will to sell Sales DNA Sales Quotient (SQ) Competencies Development Skills Strengths Weaknesses
  36. 36. Major factors influencing success The will to sell Sales DNA Sales Quotient (SQ) Competencies Development Skills Strengths Weaknesses Desire Commitment Outlook Responsibility Motivation Enjoy selling
  37. 37. Major factors influencing success The will to sell Sales DNA Sales Quotient (SQ) Competencies Development Skills Strengths Weaknesses Need for approval Controls emotions Supportive beliefs Buy Cycle Comfortable with money Handles rejection
  38. 38. Major factors influencing success The will to sell Sales DNA Sales Quotient (SQ) Competencies Development Skills Strengths Weaknesses Role specific needs Sales process Supportive beliefs Obtains commitments Listening + 16 others
  39. 39. Major factors influencing success The will to sell Sales DNA Sales Quotient (SQ) Competencies Development Skills Strengths Weaknesses Hunter % Consultative seller % Qualifier % Closer % Account Manager % Farmer % Posturing %
  40. 40. Major factors influencing success The will to sell Sales DNA Sales Quotient (SQ) Competencies Development Skills Strengths Weaknesses Trainable Coachable Figure it out Factor
  41. 41. Major factors influencing success The will to sell Sales DNA Sales Quotient (SQ) Competencies Development Skills Strengths Weaknesses % Skills identified against ideal for role
  42. 42. Major factors influencing success The will to sell Sales DNA Sales Quotient (SQ) Competencies Development Skills Strengths Weaknesses % Strengths identified against ideal for role
  43. 43. Major factors influencing success The will to sell Sales DNA Sales Quotient (SQ) Competencies Development Skills Strengths Weaknesses Combination is key Need for approval Non supportive buy cycle Self limiting beliefs Emotional tendency Handles rejection + 10 others
  44. 44. DISC D I S C Salesperson High DI is no correlation that they will sell
  45. 45. How should my firm approach business development?
  46. 46. 1. Understand who is capable 2. Decide on your BD approach
  47. 47. 1. Understand who is capable 2. Decide on your BD approach
  48. 48. 21 Core Competencies Names withheld to protect the innocent
  49. 49. Qualifying Names withheld to protect the innocent
  50. 50. Presenting Names withheld to protect the innocent
  51. 51. Hunters / Rainmakers Capable non selling professionals New opportunities Clients with growth opportunity Clients without growth opportunity Incapable non selling professionals Who is capable?
  52. 52. Hunters / Rainmakers Capable non selling professionals Train on specific hunting skills & strengths deficiencies & weaknesses Don’t train on sales Incapable non selling professionals Train on specific account management skills & strengths deficiencies & weaknesses Who is capable?
  53. 53. Names withheld to protect the innocent Names withheld to protect the innocent Names withheld to protect the innocent Hunter Not a hunter
  54. 54. Names withheld to protect the innocent Names withheld to protect the innocent Names withheld to protect the innocent Account Manager Not account mgr
  55. 55. 1. Understand who is capable 2. Decide on your BD approach
  56. 56. Time Sale occurs Customer Levelofinterest inarelationship
  57. 57. Time Sale occurs Sales Hunter Customer Levelofinterest inarelationship
  58. 58. Time Sale occurs Customer Account Manager Levelofinterest inarelationship
  59. 59. Time Sale occurs Sales Hunter Account Manager Levelofinterest inarelationship
  60. 60. Time Sale occurs Sales Hunter Customer Account Manager Handover Levelofinterest inarelationship
  61. 61. Good rainmakers without account manager capabilities will not keep clients happy.
  62. 62. Time Sale occurs Sales Hunter Customer Account Manager Handover Levelofinterest inarelationship
  63. 63. Time Sale occurs Sales Hunter Customer Account Manager Handover Levelofinterest inarelationship WARNING!! There is too much risk in transferring a relationship!
  64. 64. Firm A
  65. 65. Firm A Everyone sells! 10 Staff! Each know 100 people (total pool 1000)! ! 3% pool =! 30 opportunities “Can you also do 36 billable hours?”
  66. 66. Firm B
  67. 67. Firm B Dedicated BD focus! 10 Staff (2 in BD)! Each know 100 people (total pool 200)! ! 40% pool =! 80 opportunities “Can you grow annual revenue by $50k per month?”
  68. 68. Firm B Dedicated BD focus! 10 Staff (2 in BD)! Each know 100 people (total pool 200)! ! 40% pool =! 80 opportunities Firm A Everyone sells! 10 Staff! Each know 100 people (total pool 1000)! ! 3% pool =! 30 opportunities
  69. 69. Different types of salespeople Focus!
  70. 70. When everyone is responsible for something, no one is.
  71. 71. Who coaches, trains, motivates and holds these people accountable? ?
  72. 72. The sales manager is Yoda not Luke
  73. 73. Manager traits
  74. 74. 0% 20% 40% 60% 80% 100% Debriefs Efficiently Handles Joint Sales Calls Effectively Asks Questions No Need for Approval from Salespeople Controls Emotions Doesn't Rescue the Salespeople Has a Sales Process Knows Why People Buy Knows How People Buy Effective at Getting Commitments Consistently Coaches and Debriefs Beliefs Support Coaching Sales manager coaching skills
  75. 75. Train against individual skill deficiencies and weaknesses
  76. 76. 1. Decide to take action 2. Understand who is capable - assess your team 3. Consider how your team will work in a model - build a process 4. Specific issues training
  77. 77. What is your one thing?
  78. 78. evolutionpartners.com.au

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