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IDC First Line Sales Manager Best Practices


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This presentation provides a high level overview of the findings of IDC's best practices research on the role of the first line sales manager. Commonly considered as "the single most important role in the sales organization" we found that most organizations still have plenty of opportunity to improve the leverage of their first line sales managers. A full report is available detailing the IDC findings and recommendations.

Published in: Business, Education

IDC First Line Sales Manager Best Practices

  1. 1. Best Practices in Sales Productivity Improvement: The First Line Sales Manager Lee Levitt Director, Sales Advisory Practice March 2009
  2. 2. <ul><li>“ The first line sales manager is the single most important person in the organization ” </li></ul>
  3. 3. Agenda <ul><li>Sales Rep Performance </li></ul><ul><li>Organizational Changes </li></ul><ul><li>The Role of the First Line Sales Manager </li></ul><ul><li>Best Practices </li></ul><ul><li>IDC Executive Guidance </li></ul>
  4. 4. Sales Rep Performance Source: IDC Enterprise Panel, January 2009 Thinking of your initial meeting with each rep, what percent of reps were:
  5. 5. Sales Rep Performance What percent of reps did not win your business primarily due to: Source: IDC Enterprise Panel, January 2009
  6. 6. Sales Rep Performance Have you switched vendors during the past year in significant part due to a poor relationship with your sales rep and related teams? Source: IDC Enterprise Panel, January 2009
  7. 7. Sales Rep Performance Source: IDC Enterprise Panel, January 2009 Which one of the following areas do sales reps need to know better to improve the value of your relationship?
  8. 8. Sales Rep Performance Source: IDC Enterprise Panel, January 2009 Which of the following is the number one thing a sales rep can do to improve the value of your relationship?
  9. 9. Organizational Changes in 2009
  10. 10. Sales Headcount Shifts to the Inside Percentage Decreasing vs. Percentage Increasing Q: In what sales areas will you be changing headcount (in your organization) in calendar year 2009? Source: IDC Tech Sales Barometer, 2009
  11. 11. Optimizing the Organization Q: How will your overall sales investments in the following functional areas change in calendar year 2009 compared to calendar year 2008? Percentage Decreasing vs. Percentage Increasing Source: IDC Tech Sales Barometer, 2009
  12. 12. Optimizing the Organization Percentage of Respondents Q: Please identify the sales program investment areas that have received the most increase in funding for calendar year 2009: Source: IDC Tech Sales Barometer, 2009
  13. 13. Sales Management Sales Enablement Customer Intelligence Sales Methodology Talent Management Source: IDC 2009 <ul><li>Staff Planning </li></ul><ul><li>Recruit </li></ul><ul><li>Hiring </li></ul><ul><li>On-boarding </li></ul><ul><li>Training & Development </li></ul><ul><li>Retention, Repurposing & Replacement </li></ul><ul><li>FLSM & Coaching </li></ul><ul><li>Strategy & Planning </li></ul><ul><li>Performance Management </li></ul><ul><li>Quality Improvement & Change Management/ Governance </li></ul><ul><li>Account Planning </li></ul><ul><li>Channel Strategy & Optimization </li></ul><ul><li>Coverage Model </li></ul><ul><li>Content Creation </li></ul><ul><ul><li>Customer Intelligence </li></ul></ul><ul><ul><li>Product Content </li></ul></ul><ul><ul><li>Vertical Marketing Content </li></ul></ul><ul><ul><li>Solution Content </li></ul></ul><ul><li>Content Management </li></ul><ul><li>Content Governance </li></ul><ul><li>Content Delivery </li></ul><ul><li>Role Based </li></ul>The IDC Sales Productivity Framework <ul><li>Purchase & Relationship History </li></ul><ul><li>Share of Wallet </li></ul><ul><li>Role-based Intelligence </li></ul><ul><li>Company-based Intelligence </li></ul><ul><li>Industry/Vertical Intelligence </li></ul>Sales Productivity
  14. 14. FLSM Focus & Impact Laggards Questionables Hopefuls Leaders
  15. 15. Sales Management – FLSM Framework <ul><li>Business Management </li></ul><ul><li>Business Acumen </li></ul><ul><li>Organizational Awareness </li></ul><ul><li>Relationship Management </li></ul><ul><li>Financial Management </li></ul><ul><li>Resource Planning </li></ul><ul><li>People Management </li></ul><ul><li>Recruiting </li></ul><ul><li>Hiring </li></ul><ul><li>Onboarding </li></ul><ul><li>Training </li></ul><ul><li>Coaching </li></ul><ul><li>Retention </li></ul><ul><li>Leadership </li></ul><ul><li>Selling Management </li></ul><ul><li>Opportunity Planning </li></ul><ul><li>Territory Planning </li></ul><ul><li>Quota Management </li></ul><ul><li>Customer Engagement </li></ul><ul><li>Pipeline Management </li></ul><ul><li>Forecasting </li></ul>Source: IDC 2009
  16. 16. FLSM Key Findings <ul><li>Key Findings </li></ul><ul><li>Role not well understood </li></ul><ul><ul><li>Time allocation </li></ul></ul><ul><ul><li>Sourcing/Supporting/Measuring </li></ul></ul><ul><ul><li>Consistency across individuals within organizations </li></ul></ul><ul><ul><li>Span of control </li></ul></ul><ul><li>FLSMs buried in administrivia – pipeline management </li></ul><ul><li>Skill mix – selling versus managerial? </li></ul><ul><li>Relationship versus technical management </li></ul>
  17. 17. FLSM Critical Success Factors Skills & Competencies Source: IDC 2009 Impact and Influence Cross Boundary Collaboration Resource Management Hiring and Staffing Technical Knowledge Market Awareness Problem Solving Positioning and Presenting Development of Direct Reports Pipeline Review Business Acumen Negotiating and Closing Account/Territory Planning Opportunity Planning Customer Engagement Opportunity Qualification Results Orientation Planning & Organizing Business Management Influencing and Negotiating Decision Making Personal Drive Business Ethics Organizational Awareness Coaching Building Relationships Communication
  18. 18. FLSM Critical Success Factors <ul><li>Critical Success Factors: </li></ul><ul><li>Involved in hiring process </li></ul><ul><li>Pivotal to training </li></ul><ul><li>Managing information flow to FLSM </li></ul><ul><li>Key Responsibilities: </li></ul><ul><ul><li>Personnel Development </li></ul></ul><ul><ul><li>Sales methodology as coaching framework </li></ul></ul><ul><ul><li>Win/loss review </li></ul></ul><ul><ul><li>Bottom performer management </li></ul></ul><ul><li>Skills versus competencies </li></ul><ul><li>Community of Peers </li></ul><ul><li>Performance Management </li></ul>
  19. 19. FLSM Next Steps <ul><li>To Improve Your FLSM Performance: </li></ul><ul><li>Determine sales force needs </li></ul><ul><li>Identify current skills & competencies </li></ul><ul><li>Assess time allocation </li></ul><ul><li>Benchmark against IDC framework </li></ul><ul><li>Select critical success factors for improvement & related metrics </li></ul><ul><li>Look for quantitative & qualitative improvement </li></ul>
  20. 20. The Sales Advisory Practice Team Lee Levitt Program Director Sales Advisory Practice Phone: 508-988-7974 Michael Gerard Research Vice President Executive Advisor Group Phone: 508-988-6758