1. Sales Methodology Implementation:
A Personal Journey
James Naro

2. Agenda
 What I’ve learned
 What works
 Mission
 Strategy
 Resources
2

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. 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. 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. 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. 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. 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. 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. Strategy 3:
 Create environment of shared ownership
 Demonstrate executive commitment
 Provide continuous support and knowledge
transfer programs

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. 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. 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. 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. Need help on your implementation journey?
Contact:
Jim Naro
President
The Naro Group
Business Partner, CustomerCentric Selling®
Tel: 603.881.7712
jnaro@thenarogroup.com
www.TheNaroGroup.com
http://www.linkedin.com/in/thenarogroup/
©2013 The Naro Group 15