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Rethinking Sales Force Capability for the Changing Marketplace - CapabilityCafe
The document outlines details for the Capability Café's Sydney unconference set to occur on January 19, 2017, focusing on rethinking sales force capabilities in a changing marketplace. It discusses the importance of adapting sales frameworks and methodologies to accommodate evolving consumer behaviors and emphasizes the need for agile learning approaches in sales training. It also highlights various participating companies and speakers while stressing the significance of coaching and understanding customer needs in sales performance.
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Rethinking Sales Force Capability for the Changing Marketplace - CapabilityCafe
- 1. 1 Thurs, 19th Jan2017, 12-1 PM, Sydney Ways to participate: • Q&A Box - comment, whinge & opinions • Twitter Backchannel - @capabilitycafe #capability Knowledge Sharing Better Practices Experienced Panel Rethinking Sales Force Capability for the Changing Marketplace
- 2. Introductions ANZ BP Coca Cola Amatil Deloitte DomainGroup Elders Insurance (QBE) Fairfax Media GCS Pty. Ltd. GlaxoSmithKline Pharmaceuticals India GrowingBeyond John Swire & Sons Pty Ltd Latitude Financial Services Lion m3 Collective Marketing Nous MCI Solutions NAB Profiling Online QBE Rio Tinto Search4Solutions Pty Ltd Sprout Labs Suncorp Wentworth People Westpac Registrations30+ 25+ Organisations Jac Peters Talent Development Manager – Sales Coca-Cola Amatil Stuart Ayling Sales Strategist & Facilitator Marketing Nous Jeevan Joshi Producer & Founder CapabilityCafé & LearningCafe
- 3. Thought Leadership Webinar Discussions UnConference Blog Magazine Coffee Catch Ups Capability Building Workshops Communityof Professionals with a focus on implementing ideas Building Capability 3
- 4. Sydney UnConference 2017 Limitedto 130 seats only. Early Bird Passes Available @ 440 + GST Register: http://www.learningcafe.com.au/events L&D Teams Attending • Westpac • QBE • Abbvie • Anglicare • DeakinPrime • CEB • Macquarie Bank Limited to 130 seats only. Available @ 440 + GST Discounted rates for Learning professionals in transition.
- 5. Professional Development Framework forthe Next Gen L&D - Where do I start? 5 Business Partnership Project Management L&D Theory Analysis Design Development Implementation Evaluation DigitalAcumen ConsultingApproach BusinessAcumen Agile&DesignThinking Emerging Tech Start Up/ Entrepreneurship Consumer Trends Workforce/HR Trends Emerging Research in Management Industry Knowledge Highest Priority Lowest Priority Recommended for 2017
- 6. How the requiredSales Capabilities have changed and what is driving them? Discussion Questions Have the current selling frameworks and methods to build Sales Capabilities kept pace? Is there a need to change the way Learning is designed and delivered to build Sales Capabilities?
- 8. Observations • In linewith a broader view of experts. • Tools + processes + culture = 70 in 70:20:10
- 10. Observations • Mix ofvendor + in house is popular. • Only 4% used generic even though most frameworks are similar.
- 12. Observations • Identifying customer requirementsis becoming important. Because it is getting more challenging ? • If there is gap in Sales support and leadership is training the easy but wasted solution ?
- 14. Observations • Coaching seemsto be key. Can be made scalable and affordable ?
- 15. JEEVAN JOSHI Founder atLearningCafe & CapabilityCafe
- 16. Companies that investin marketing and sales capabilities drive above-market growth.
- 19. Digital will continue to changeconsumer behaviour more rapidly and unpredictably than ever before. Making the need to constant refresh sales frameworks and methods. Building sales capability needs to be agile which may be missing with current frameworks. Best solution may be to make the Salesforce “really good” learners.
- 20. Talent Development Managerat Coca-Cola Amatil JAC PETERS
- 25. Sales Strategist &Facilitator at Marketing Nous STUART AYLING
- 26. Demographic Shift DrivesIndustry Changes • Customers using online to research. Better info, no pressure • Sellers becoming less comfortable speaking with customers • Reluctant to call • Lack of EQ • Varying impact B2C or B2B • Growth of ‘inside’ sales teams • Combination or marketing and sales • Need to communicate in a remote environment – phone, email, screen sharing – less interpersonal communication cues • Transition away from traditional field-based selling routines such as ‘doughnut runs’ towards more purposeful activities that require strategy and planning • Use of data to inform selling activities • CRM – history, connections, content • LinkedIn • Marketing data from content marketing activities (e.g. lead scoring)
- 27. Buyers Are EngagingWith Sales Later Customer begins due diligence Purchase completed The Buying/Sales Process 2011 57% 2014 70%? 2012 62% 2013 65% 30% of the buying process for sales to engage the customer Source: Sales Executive Council Buying decision trigger: - Unsatisfactory experience - Problem in the business - Change in job role Sellers must be able to relate to these circumstances and hold a business discussion vs product discussion
- 28. Sales Performance ImprovementFramework
- 29. What is SalesTraining? Product knowledge Sales skills 33% 15% 30% 22% Product training Business skills training Sales tools & methodology training Sales skills training Source: Developing Exceptional Sales Professionals, June 2013
- 30. What Does ThisMean for Capability Requirements? • Product knowledge is the bare minimum requirement • Must develop EQ, questioning skills, facilitation, listening, learning • Must be able to understand the customers business (not just products) • B2C sellers must become a “Master of Interaction” to quickly integrate product knowledge with specific benefits for the specific customer • B2B selling frameworks (e.g. Challenger selling) re-interpret the need to add value to the tail-end of the sales process based on providing ‘insights’ or ‘adding value’ to the customers buying decision process • Coaching and sales management is time consuming but essential
- 31. How to Achievea Long-Lasting Impact? Clarity LeadershipAccountability • Company goals • Sales goals • Development goals • How does training ‘fit’ with those goals? • Commitment to vision • Engage & lead the team • Live the values • Develop a plan for change • Sales performance criteria • Hold individuals accountable • Provide structured feedback • Individual coaching • Ongoing learning
- 32. LET US TALKTO THE PANEL AND YOU
- 33. www.capabilitycafe.com @capabilitycafe http://bit.ly/lcafefb blogs capability conversations free resources workshops UnConference2017 Sydney Melbourne Webinar recording, ebooks, capability frameworks Building Effective Employee Social Networks 33 Ideas@work Collaborations
Editor's Notes
- #30 Survey respondents noted ‘understanding customers business needs’ as the most important – yet most training is on products and systems.