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Sales Methodology Implementation Journey


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Sales Methodology Implementation Journey

  1. 1. Sales Methodology Implementation: A Personal Journey James Naro
  2. 2. Agenda  What I’ve learned  What works  Mission  Strategy  Resources 2
  3. 3. What I’ve learned  Change in behavior takes time & more change takes more time  Peers have the biggest influence on behavior change  People adapt differently to change  People have to choose to change  People learn in different ways  People need to be managed situationally  Demonstrate value vs dictate methodology
  4. 4. What I’ve learned (con’t)  Grass roots adoption is critical  Common language is powerful  Reward mechanisms drive new behaviors  The control of process is threatening  Strong line management and group support is key to creating a learning a environment
  5. 5. What I’ve learned (con’t)  Executive buy-in is critical  Day-to-day management implementation is also critical  Performance planning is crucial to feedback loop  Compensation planning should not be overlooked
  6. 6. What works  Top down leadership  Special incentive plans  Quality of training programs  Teaming in workshops is a great start  Implementation tools created helped drive implementation  Field leadership is key - leading & showing  Recognition of sales peoples efforts
  7. 7. Mission  Transition Sales, Marketing, and Support to a powerful team environment with a common language and methodology focused on helping buyers achieve key business objectives with your products and services SiriusDecisions, “… best-in-class organizations that integrate sales and marketing outperform those that do not by as much as 24% in average revenue growth.”
  8. 8. Strategy 1:  Utilize sales operation reviews to provide means of measuring key selling skills, providing feedback, and managing operations  Align hiring practices with methodology  Align compensation with methodology  Create environment of shared ownership of methodology  Demonstrate executive commitment to methodology  Identify management development areas
  9. 9. Strategy 2:  Provide feedback from ops reviews to adjust behavior  Continually demonstrate value to sales force through success stories and recognition programs  Create incentive programs to drive appropriate behaviors  Integrate methodology with Sales Force Automation for ease of use
  10. 10. Strategy 3:  Create environment of shared ownership  Demonstrate executive commitment  Provide continuous support and knowledge transfer programs
  11. 11. Strategy 4:  Develop methodology expertise in Marketing, Sales, Support as input point to toolkits  Continue developing Go-to-Market strategies as hard links connecting Sales, Marketing, and Support activities using the sales methodology  Continue developing sales messaging and leverage sales enablement platform  Create closed loop process between product management and buyers
  12. 12. Strategy:  Use sales messaging and sales enablement to transfer situational and capability knowledge  Leverage enablement platform for distributing material/knowledge transfer  Contract with outside firm for “formal” methodology training  Create train the trainer program using enablement platform
  13. 13. Resources  Executive Sponsors, CEO, President, VP of Sales  Project Director  Training & Consulting (Vendor)  Administrator  Enablement Project Coordinator  Content Developers, product marketing managers  HR Training Development Support
  14. 14. Resources  Marketing - collateral supporting go-to-market strategies, etc.  Human Resources - align hiring model and core competencies  Finance - align commissions with methodology  Program developer - drive programs  Operations support for SFA
  15. 15. Need help on your implementation journey? Contact: Jim Naro President The Naro Group Business Partner, CustomerCentric Selling® Tel: 603.881.7712 ©2013 The Naro Group 15