In 2006, Mercer and H.R. Chally conducted research identifying four 'world-class' B2B sales organizations based on interviews with buyers and salespeople. Key best practices highlighted include focusing on customer understanding, specialized recruitment, just-in-time training, and integrating technology effectively into sales processes. These organizations emphasize continuous improvement and rigorous measurement to enhance their sales performance.

1. World-Class Sales Force Benchmark Research Jason Jordan Washington, DC

2. Mercer Co-Sponsored Research with H.R. Chally In 2006, Chally interviewed 2,500 B2B buyers Collected data on 4,500 salespeople from 1,500 companies Identified only 4 companies who were deemed ‘World-Class’ by their customers Chally and Mercer interviewed dozens of people from each winner (Sales, IT, HR, Executives, etc.) Mercer wrote the 2007 research report

3. Industry Rankings

4. 2007 Winners Global Imaging Systems Applied Industrial Technologies Corporate Express Insight Computing

5. 2007 Best Practice Categories Customer-Focus Recruiting and Selection Training and Development Sales Process Information Technology Organizational Integration (new entrant)

6. Customer-Focused Culture

7. Common Practice: Hire Industry Experience

8. Best Practice: Ensure that Your Salespeople Know Their Customers’ Business WORLD CLASS SALES FORCES GO OUT OF THEIR WAY TO TRAIN ON CUSTOMER ISSUES

9. Common Practice: Create Value for Your Customers

10. Best Practice: Demonstrate the Value You Create for Your Customer WORLD CLASS SALES FORCES EXPLICITLY QUANTIFY THE VALUE OF THEIR PRODUCTS

11. Recruiting and Selection

12. Common Practice: Recruit and Hire Natural-Born Sellers

13. Best Practice: Recruit and Hire Specialists WORLD CLASS SALES FORCES REALIZE THAT SELLING IS A SPECIALIZED PROFESSION

14. Training and Development

15. Common Practice: Train Extensively at Onboarding

16. Best Practice: Provide Just-In-Time Training that is Easily Digestible WORLD CLASS SALES FORCES PROVIDE TRAINING AS SPECIFIC SKILLS ARE REQUIRED

17. Common Practice: The Best Salespeople Make the Best Managers STEP 1 Train On Selling Skills STEP 2 Promote

18. Best Practice: Teach Managers How to Manage WORLD CLASS SALES FORCES RECOGNIZE THAT ‘MANAGING’ SKILLS ARE DIFFERENT THAN ‘SELLING’ SKILLS, AND THEY TRAIN ACCORDINGLY STEP 1 Train On Selling Skills STEP 2 Promote

19. Sales Processes

20. Common Practice: Measure Inputs and Outcomes

21. Best Practice: Measure and Manage Inside the Pipeline WORLD CLASS SALES FORCES MONITOR THE PROGRESS OF LEADS THROUGH THE PIPELINE TO I.D. OPPORTUNITIES FOR IMPROVEMENT

22. Information Technology

23. Common Practice: Buy ‘Best-of-Breed’ CRM Tools and Methodologies

24. Best Practice: Customize Technology to Your Business … Not Visa Versa WORLD CLASS SALES FORCES BEGIN BY DESIGNING THE PROCESSES THEY NEED, THEN THEY DEVELOP INFORMATION SYSTEMS TO ENABLE THE TASKS

25. Common Practice: Implement Large-Scale CRM or SFA

26. Best Practice: Avoid ‘Big Bang’ System Development WORLD CLASS SALES FORCES SHY AWAY FROM LARGE-SCALE CRM PROJECTS IN FAVOR OF MORE ORGANIC TECHNOLOGY DEVELOPMENT

27. Organizational Integration

28. Common Practice: Seek Assistance from Other Functions (or not)

29. Best Practice: Imbed Functional Resources Inside the Sales Organization and Field Offices WORLD CLASS SALES FORCES BRING OTHER FUNCTIONS INSIDE THEIR ORGANIZATION TO LEARN THEIR BUSINESS AND BETTER SERVE THEIR NEEDS

30. In Sum … World Class Sales Forces are not mired in the past They do not look to their peers for inspiration They treat their sales forces like other business functions … with discipline and rigor They measure and re-measure everything They expect continuous improvement Their customers love them for it

31. For More Information or Questions … Jason Jordan 703-405-4813 [email_address]