1. Transforming A Sales Organization
Christy Aronson
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2. Why is change necessary?
Underperformance or a change of strategy due to market dynamics is often the
impetus for change.
Examples
Christy Aronson
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Stagnant or declining
market share
Weak management
oversight and expertise
Value propositions
that don’t resonate with
customers
Channel confusion
Misalignment
of sales and marketing
Poor alignment of
roles & objectives
Lack of visibility and/or
predictability
in sales results
Poor
customer retention
Low
win rates
Lack of
lead generation
capabilities
Time management
Individual Performance
Sub-optimized
cost of sales
Sales process &
CRM adoption
Attracting and retaining top
sales talent
Low rate of
cross-sell

3. Sales Transformation Levers
One or more of these areas may need to be addressed to enable transformation
Customer strategy
Channel strategy
Product strategy
Field messaging (value prop)
Marketing & sales strategy
Develop and execute
sales strategies that align
to business priorities
Vision
Business priorities & macro goal setting
Community. collaboration & transparency
Leadership involvement & visibility
Communications & change management
Establish a strong sales
culture that is reinforced
by leadership
Organization structure & role
Customer/channel alignment
Account planning
Lead generation
Marketing/sales alignment
Engage the customer
with the right resources
and planning
Sales process
Territory/segment management
CRM
Analytics tools
Other enablement tools
Embed the right
processes and tools to
create a repeatable
formula for success
Onboarding
Talent development
Reporting & metrics
Activity management
Compensation &
recognition
Oversee team
performance and
development by setting
and monitoring goal
achievementChristy Aronson
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4. A misaligned go-to-market strategy means that we may not be delivering the right products to
the right customers via the right channels. Our strategy must take into account the competitive
landscape and regulatory environment in which we operate, and it should not ignore
downstream impacts to the sales team.
Defining Go-to-Market Strategy
Possible downstream impacts
• Resource deployment
• Customer engagement methods
• Talent development
• Metrics & management
• Motivation
• Supporting tools & technology
Customer
Strategy
Channel
Strategy
Product
Strategy
Sales
Strategy
Christy Aronson
christy_aronson@yahoo.com
www.linkedin.com/in/christyaronson/

5. Customer Strategy
Hunter Farmer
Segment D
Segment C
Segment B
Segment A
Win
Opportunity
Prospect
Customer
Segmentation
Sales Role
Alignment
Customer
Strategy
Sales
Pipeline
New
Existing
Acquisition
Retention &
Penetration
A
B
Customer strategy in a B-to-B environment relies on a well defined segmentation, sales
role alignment, and our position with current and prospective customers.
Tactics Tailored to
Customer Situation
Christy Aronson
christy_aronson@yahoo.com
www.linkedin.com/in/christyaronson/

6. Product Strategy
Value
Proposition
Feature
1
Feature
2
Feature
3
Feature
4
• Industry
• Geography
• Size
Considerations for
Product Selection & Configuration
Existing Customers & Prospects
Product strategy involves understanding how your products and services fulfill customer
needs and what customization may be required to address the specific needs of a
given customer.
Selection
Customer Alignment
Configuration
q Option A
q Option B
q Option C
q Option D
Feature 1
Product A
Who we are
What we do
Why we are different
Why it matters
Feature
1
Feature
2
Feature
3
Feature
4
Feature
1
Feature
2
Feature
3
Feature
4
Feature
1
Feature
2
Feature
3
Feature
4
q Product A
q Product B
q Product C
q Product D
q Option A
q Option B
q Option C
q Option D
Feature 2
q Option A
q Option B
q Option C
q Option D
Feature 3
q Option A
q Option B
q Option C
q Option D
Feature 4
• Market dynamics
• Competitive landscape
• Regulatory environment
(for appropriate industries)
Christy Aronson
christy_aronson@yahoo.com
www.linkedin.com/in/christyaronson/

7. Completion of a channel assessment helps uncover strengths and weaknesses as well
as opportunities to better leverage direct/indirect relationships.
Channel Strategy
Indirect
• What activities does a channel partner perform?
• How is the role of channel partners evolving in this industry?
• How do we work with partners and deliver the right level of support to customers?
• What actions are required to build the necessary relationships with those who influence
customer decision-making?
Channel Assessment
Direct
Product – customized products X X
Product – broad range of products X X
Services – breadth of services provided X X
Access to customers X X
Shares market and competitive info X
Responsiveness to customer needs X X
Conveys our value proposition X X
Transparent interactions with customer stakeholders X X
Risk of disintermediation X
Provides up-to-date forecasting X X
Additional Considerations
Field Sales Third PartyInside Sales
Christy Aronson
christy_aronson@yahoo.com
www.linkedin.com/in/christyaronson/

8. Relationship Mapping: Target Stakeholders
A relationship mapping exercise begins with an in-depth understanding of key customer
stakeholders, influencers and the networks of our sales and leadership teams.
Sue
Smith
Vice
President
Carol
White
Board
Member
Chris
Jones
Board
Member
Sam
Brown
Vice
President
Joe
Jones
Chief
Execu8ve
Officer
John
Smith
Chief
Financial
Officer
Target
Customer
Key
Influencer
Working
Rela3onship
Network
Rela3onship
Christy Aronson
christy_aronson@yahoo.com
www.linkedin.com/in/christyaronson/

9. Thank you.
Please contact me for more information
Christy Aronson
christy_aronson@yahoo.com
www.linkedin.com/in/christyaronson/