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Grow	
  By	
  Choice.	
  Not	
  By	
  Chance.	
  
How	
  Buyer	
  Behaviors	
  Have	
  Changed	
  And	
  Why	
  Your	
  
Sales	
  Team	
  Can’t	
  Do	
  Anything	
  About	
  It.	
  
™	
  
Today	
  
2	
  ©2006-­‐2015	
  The	
  Floriss	
  Group	
  LLC	
  |	
  All	
  rights	
  reserved	
  	
  
You	
  can	
  Take	
  Control	
  of	
  Growth™.	
  
You	
  are	
  ready,	
  willing	
  and	
  able	
  to	
  change.	
  
You	
  know	
  how	
  to	
  get	
  started.	
  
þ
þ
þ
Goals:	
  
Bad	
  News.	
  Good	
  News.	
  
3	
  
Since	
  2010	
  nearly	
  every	
  
industry	
  has	
  experienced	
  dramaMc	
  changes	
  
in	
  the	
  buying	
  habits	
  of	
  execuMve	
  and	
  
mid-­‐level	
  decision-­‐makers.	
  	
  
Unfortunately,	
  83%	
  of	
  sales	
  and	
  
business	
  development	
  organizaMons	
  have	
  
failed	
  to	
  adjust,	
  and	
  76%	
  of	
  sales	
  people	
  have	
  
lost	
  control	
  of	
  their	
  sales	
  process.	
  	
  
©2006-­‐2015	
  The	
  Floriss	
  Group	
  LLC	
  |	
  All	
  rights	
  reserved	
  	
  
Source:	
  ObjecEve	
  Management	
  Group	
  and	
  The	
  Floriss	
  Group	
  
Sales	
  OrganizaMons	
  
©2006-­‐2014	
  The	
  Floriss	
  Group	
  LLC	
  |	
  All	
  rights	
  reserved	
  	
   4	
  
R	
  
T	
  
83%	
  
Only	
  the	
  top	
  17%	
  of	
  sales	
  
managers	
  and	
  execuMves	
  
have	
  the	
  potenEal	
  to	
  
perform	
  for	
  your	
  
company.	
  
A-­‐	
   A	
   A+	
  B	
  
Very	
  few	
  businesses	
  can	
  count	
  on	
  their	
  sales	
  leaders	
  to	
  drive	
  growth.	
  
Sales	
  People	
  
©2006-­‐2014	
  The	
  Floriss	
  Group	
  LLC	
  |	
  All	
  rights	
  reserved	
  	
   5	
  
A-­‐	
   A	
   A+	
  
R	
  
T	
  B	
  
74%	
  
Only	
  the	
  top	
  26%	
  of	
  sales	
  
and	
  customer-­‐facing	
  people	
  
have	
  the	
  potenEal	
  to	
  
perform	
  for	
  your	
  
sales	
  team.	
  
Very	
  few	
  sales	
  teams	
  have	
  more	
  than	
  one	
  or	
  two	
  A-­‐players,	
  if	
  they	
  have	
  any.	
  
What’s	
  changed?	
  
6	
  ©2006-­‐2015	
  The	
  Floriss	
  Group	
  LLC	
  |	
  All	
  rights	
  reserved	
  	
  
Decision-­‐makers	
  today	
  …	
  
§  Do	
  more	
  research	
  on	
  their	
  own	
  
before	
  engaging	
  sales	
  people.	
  
§  Make	
  buying	
  decisions	
  before,	
  or	
  
soon	
  aSer,	
  engaging	
  sales	
  people.	
  
§  Click	
  to	
  engage	
  a	
  global	
  
marketplace	
  of	
  alternaEves.	
  
§  Expect	
  demos	
  and	
  capabiliEes	
  
presentaEons	
  early	
  and	
  oSen.	
  
§  Have	
  more	
  digital	
  connecEon	
  
points	
  and	
  more	
  daily	
  distracEons.	
  
§  Require	
  buying	
  consensus	
  from	
  
more	
  people.	
  
§  Have	
  greater	
  access	
  to	
  your	
  
product,	
  pricing	
  and	
  reference	
  info.	
  
§  Must	
  seek	
  funding	
  and	
  approval	
  
from	
  higher	
  levels	
  in	
  their	
  org.	
  
§  Prone	
  to	
  incorrectly	
  self-­‐diagnosing	
  
needs	
  and	
  soluEons.	
  
§  Compete	
  for	
  funding	
  which	
  is	
  
oSen	
  allocated	
  late.	
  
§  CulEvate	
  buying	
  techniques	
  that	
  
disrupt	
  tradiEonal	
  sales	
  methods.	
  
§  Learn	
  from	
  examples	
  set	
  by	
  poor	
  
sales	
  people	
  (for	
  be[er	
  or	
  worse).	
  	
  
What’s	
  the	
  impact?	
  
©2006-­‐2015	
  The	
  Floriss	
  Group	
  LLC	
  |	
  All	
  rights	
  reserved	
  	
  
Sales	
  people	
  today	
  …	
  
§  “Push”	
  or	
  sell	
  harder,	
  which	
  
strengthens	
  buyer	
  resistance.	
  
§  Demonstrate	
  and	
  educate	
  products	
  
and	
  services	
  too	
  early	
  and	
  oSen.	
  
§  Depend	
  more	
  upon	
  high	
  volumes	
  of	
  
unqualified	
  markeEng	
  leads.	
  
§  Fail	
  to	
  establish	
  economic,	
  strategic	
  
and	
  personal	
  value	
  for	
  the	
  buyer.	
  
§  Fall	
  into	
  the	
  “capability	
  comparison”	
  
trap	
  and	
  never	
  make	
  it	
  out.	
  
§  Build	
  personal	
  brands	
  that	
  block	
  
access	
  to	
  funders	
  and	
  approvers.	
  
§  Allow	
  price	
  to	
  be	
  an	
  early	
  
differenEator	
  and	
  margin	
  killer.	
  
§  More	
  likely	
  to	
  lose	
  deals	
  to	
  
incumbents	
  or	
  “no	
  decisions.”	
  
§  Know	
  more	
  about	
  “what”	
  they	
  sell	
  
than	
  “why”	
  customers	
  buy.	
  
§  Lower	
  their	
  effecEveness	
  and	
  raise	
  
“cost	
  of	
  sales”	
  for	
  their	
  employers.	
  
§  Never	
  learn	
  how	
  to	
  disrupt	
  
tradiEonal	
  (bid/quote)	
  buy-­‐cycles.	
  
§  Unwifngly	
  promote	
  role	
  
specializaEon	
  and	
  lower	
  comp.	
  	
  
 	
  
	
  	
  
	
  	
  
Under	
  Water	
  
8	
  ©2006-­‐2013	
  The	
  Floriss	
  Group	
  LLC	
  |	
  All	
  rights	
  reserved	
  	
  
60%	
  70%	
  
?	
  
MANAGERS
INDIVIDUAL	
  
CONTRIBUTORS	
  
NEED	
  /	
  	
  
SOLUTION
PROPOSAL	
  	
  
DECISION	
  
Deal	
  
Died	
  
60%	
  of	
  the	
  buying	
  decision	
  is	
  made	
  and	
  70%	
  of	
  the	
  buying	
  process	
  is	
  complete	
  
by	
  the	
  Eme	
  sales	
  is	
  engaged.	
  Source:	
  Sirius	
  Decisions	
  
	
  
APPROVAL	
  
People	
  buy	
  when	
  they	
  are	
  ready,	
  
willing	
  and	
  able	
  to	
  change.	
  
–	
  The	
  Floriss	
  Group	
  	
  	
  
People	
  buy	
  when	
  they	
  are	
  ready,	
  
willing	
  and	
  able	
  to	
  change.	
  
–	
  The	
  Floriss	
  Group	
  	
  	
  
Rule	
  #1	
  
9	
  ©2006-­‐2015	
  The	
  Floriss	
  Group	
  LLC	
  |	
  All	
  rights	
  reserved	
  	
  
Sales	
  people	
  sell.	
  We	
  don’t	
  take	
  orders.	
  
Rule	
  #2	
  
10	
  
Complacency	
   Crisis	
  
Control	
  
Curiosity	
  
Comfort	
  
©2006-­‐2015	
  The	
  Floriss	
  Group	
  LLC	
  |	
  All	
  rights	
  reserved	
  	
  
There	
  are	
  two	
  paths	
  to	
  change.	
  
Control	
  
O	
  
T	
  
People	
  sell	
  when	
  they	
  are	
  ready,	
  willing	
  
and	
  able	
  to	
  lead	
  change.	
  
–	
  The	
  Floriss	
  Group	
  	
  	
  
People	
  sell	
  when	
  they	
  are	
  ready,	
  willing	
  
and	
  able	
  to	
  lead	
  change.	
  
–	
  The	
  Floriss	
  Group	
  	
  	
  
Rule	
  #3	
  
11	
  ©2006-­‐2015	
  The	
  Floriss	
  Group	
  LLC	
  |	
  All	
  rights	
  reserved	
  	
  
There	
  are	
  two	
  paths	
  to	
  change,	
  but	
  only	
  one	
  path	
  to	
  control.	
  
Why	
  so	
  weak?	
  
Asset	
  Inventory	
  
13	
  
You	
  Have	
  The	
  Sales	
  People	
  You	
  Deserve	
  
©2006-­‐2015	
  The	
  Floriss	
  Group	
  LLC	
  |	
  All	
  rights	
  reserved	
  	
  
POTENTIAL	
  	
   PERFORMANCE	
  
Desire	
  
+	
  
DNA	
  
Systems	
  
+	
  
Skills	
  
Growth	
  MulMpliers	
  are	
  defined	
  by	
  their	
  PotenEal	
  and	
  Performance.	
  Instead	
  of	
  hiring	
  for	
  potenEal	
  
and	
  firing	
  for	
  performance,	
  develop	
  tools	
  that	
  help	
  you	
  evaluate	
  and	
  hire	
  for	
  BOTH.	
  	
  
Asset	
  Inventory	
  
14	
  ©2006-­‐2015	
  The	
  Floriss	
  Group	
  LLC	
  |	
  All	
  rights	
  reserved	
  	
  
The	
  Will	
  to	
  Sell	
  	
  
Desire	
  for	
  Success	
  	
  
Commitment	
  to	
  Success	
  	
  
MoEvated	
  	
  
Good	
  Outlook	
  
Takes	
  Responsibility	
  
Trainable	
  	
  
No	
  Need	
  for	
  Approval	
  
Controls	
  EmoEons	
  
SupporEve	
  Beliefs	
  
SupporEve	
  Buy	
  Cycle	
  
Comfortable	
  with	
  Money	
  
RejecEon	
  Proof	
  
Coachable	
  
+	
  
What	
  level	
  of	
  DESIRE	
  and	
  DNA	
  are	
  required	
  for	
  the	
  role?	
  What	
  percent	
  of	
  each	
  do	
  they	
  bring?	
  Is	
  
the	
  candidate	
  trainable	
  and	
  coachable?	
  Do	
  you	
  have	
  Eme/can	
  they	
  learn	
  the	
  rest?	
  
PotenMal	
  
Desire	
   DNA	
  
Asset	
  Inventory	
  
15	
  ©2006-­‐2015	
  The	
  Floriss	
  Group	
  LLC	
  |	
  All	
  rights	
  reserved	
  	
  
Goal	
  Sefng	
  
Accountability	
  
Process	
  &	
  Playbook	
  
Pipeline	
  &	
  Performance	
  	
  
Recruit,	
  Ramp,	
  Retain	
  
Coaching	
  &	
  Training	
  
CRM	
  Savvy	
  
HunEng	
  
Posturing	
  
ConsultaEve	
  Selling	
  
Qualifying	
  	
  
PresentaEon/Demo	
  	
  
RelaEonship	
  Building	
  
Closing	
  
Performance	
  
Systems	
   Skills	
  
What	
  systems	
  does	
  the	
  candidate	
  bring?	
  Are	
  they	
  aligned	
  with	
  your	
  best	
  pracEces?	
  What	
  skills	
  
can	
  they	
  demonstrate?	
  How	
  well	
  do	
  they	
  fit	
  the	
  role?	
  Can	
  you	
  teach	
  them	
  the	
  rest?	
  
+	
  
Growth	
  MulMpliers	
  
©2006-­‐2015	
  The	
  Floriss	
  Group	
  LLC	
  |	
  All	
  rights	
  reserved	
  	
   16	
  
Sales	
  people	
  who	
  …	
  
§  Don’t	
  require	
  a	
  dominant	
  corporate	
  brand,	
  glossy	
  markeEng	
  
collateral,	
  marquee	
  customer	
  logos,	
  reference	
  accounts	
  or	
  
manipulaEve	
  tacEcs	
  to	
  create	
  new	
  opportuni3es.	
  
§  Don’t	
  require	
  high-­‐growth	
  markets,	
  disrupEve	
  offerings,	
  first-­‐
mover	
  advantage	
  or	
  sophisEcated	
  pricing	
  and	
  negoEaEng	
  
rules	
  to	
  protect	
  profit	
  margins	
  and	
  raise	
  deal	
  values.	
  
§  Don’t	
  require	
  mulEple	
  educaEonal	
  presentaEons,	
  mulEple	
  
bids	
  or	
  proposal	
  rewrites,	
  complex	
  negoEaEng	
  tacEcs	
  or	
  the	
  
ability	
  to	
  modify	
  terms	
  to	
  improve	
  win	
  rates.	
  	
  
§  Don’t	
  require	
  prospects	
  who	
  have	
  already	
  defined	
  their	
  needs	
  
and	
  soluEon,	
  calculated	
  their	
  ROI,	
  established	
  a	
  budget	
  and	
  
idenEfied	
  a	
  decision-­‐maker	
  to	
  shorten	
  sales	
  cycle	
  3me.	
  
Growth	
  MulMpliers	
  
17	
  
Last	
  YTD	
   This	
  YTD	
   Change	
  
(#)	
  	
  OpportuniMes	
   26	
   28	
   +7%	
  
($)	
  	
  Deal	
  Value	
   $127,000	
   $135,890	
   +7%	
  
(%)	
  Win	
  Rate	
   34.6%	
   37%	
   +7%	
  
(T)	
  	
  Cycle	
  Time	
   191	
  days	
   178	
  days	
   -­‐7%	
  
Monthly	
  Sales	
  Flow	
   $179,449	
   $237,273	
   +32%	
  
OpMmize	
  Sales	
  Flow	
  
Sales	
  Flow	
  =	
  ($	
  Ÿ	
  #	
  Ÿ	
  %)	
  /	
  T	
  	
  
©2006-­‐2015	
  The	
  Floriss	
  Group	
  LLC	
  |	
  All	
  rights	
  reserved	
  	
  
How	
  did	
  we	
  do?	
  
18	
  ©2006-­‐2015	
  The	
  Floriss	
  Group	
  LLC	
  |	
  All	
  rights	
  reserved	
  	
  
Can	
  you	
  Take	
  Control	
  of	
  Growth™?	
  
Are	
  you	
  ready,	
  willing	
  and	
  able	
  to	
  change?	
  
Do	
  you	
  know	
  how	
  to	
  get	
  started?	
  
þ
þ
þ
Goals:	
  
Your	
  GPS	
  
19	
  ©2006-­‐2015	
  The	
  Floriss	
  Group	
  LLC	
  |	
  All	
  rights	
  reserved	
  	
  
h[ps://florissgroup.com/how-­‐we-­‐work/	
  
Your	
  Goal,	
  Plan	
  Scorecard	
  (GPS):	
  
 	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  invite	
  me	
  to	
  connect	
  
	
  
James	
  C.	
  Rores	
  	
  
Founder	
  and	
  CEO,	
  The	
  Floriss	
  Group	
  LLC	
  
614-­‐620-­‐2200	
  |	
  james@florissgroup.com	
  
Recruit	
  Smarter	
  
21	
  
NO	
   YES	
  
	
  	
  B	
  
YES	
  NO	
  
Growth	
  MulMpliers	
  
©2006-­‐2015	
  The	
  Floriss	
  Group	
  LLC	
  |	
  All	
  rights	
  reserved	
  	
  
POTENTIAL	
  
A	
  
D	
   C	
  
	
  PERFORMANCE	
  
The	
  best	
  Eme	
  to	
  hire	
  an	
  Growth	
  MulEplier	
  is	
  when	
  you	
  find	
  one.	
  Stop	
  gambling	
  with	
  your	
  future.	
  
Learn	
  how	
  to	
  predict	
  your	
  candidate’s	
  POTENTIAL	
  and	
  PERFORMANCE.	
  	
  
Ramp	
  Faster	
  
22	
  
Goal	
  Sheet	
  
AcMon	
  Plan	
  
Scorecard	
  
ExecuMon	
  
PreparaMon	
  
MoMvaMon	
  
FOCUS	
   ACCOUNTABILITY	
  
©2006-­‐2015	
  The	
  Floriss	
  Group	
  LLC	
  |	
  All	
  rights	
  reserved	
  	
  
GROWTH	
  
Implement	
  your	
  own	
  Discipline	
  of	
  Winning™	
  
Retain	
  Longer	
  
23	
  
Last	
  YTD	
   This	
  YTD	
   Change	
  
(#)	
  	
  OpportuniMes	
   26	
   28	
   +7%	
  
($)	
  	
  Deal	
  Value	
   $127,000	
   $135,890	
   +7%	
  
(%)	
  Win	
  Rate	
   34.6%	
   37%	
   +7%	
  
(T)	
  	
  Cycle	
  Time	
   191	
  days	
   178	
  days	
   -­‐7%	
  
Monthly	
  Sales	
  Flow	
   $179,449	
   $237,273	
   +32%	
  
Sales	
  Flow	
  Formula	
  
Sales	
  Flow	
  =	
  ($	
  Ÿ	
  #	
  Ÿ	
  %)	
  /	
  T	
  	
  
©2006-­‐2015	
  The	
  Floriss	
  Group	
  LLC	
  |	
  All	
  rights	
  reserved	
  	
  
Measure	
  and	
  adjust	
  behaviors	
  by	
  following	
  four	
  key	
  performance	
  indicators.	
  

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Buyer Behaviors and Sales Weaknesses

  • 1. Grow  By  Choice.  Not  By  Chance.   How  Buyer  Behaviors  Have  Changed  And  Why  Your   Sales  Team  Can’t  Do  Anything  About  It.   ™  
  • 2. Today   2  ©2006-­‐2015  The  Floriss  Group  LLC  |  All  rights  reserved     You  can  Take  Control  of  Growth™.   You  are  ready,  willing  and  able  to  change.   You  know  how  to  get  started.   þ þ þ Goals:  
  • 3. Bad  News.  Good  News.   3   Since  2010  nearly  every   industry  has  experienced  dramaMc  changes   in  the  buying  habits  of  execuMve  and   mid-­‐level  decision-­‐makers.     Unfortunately,  83%  of  sales  and   business  development  organizaMons  have   failed  to  adjust,  and  76%  of  sales  people  have   lost  control  of  their  sales  process.     ©2006-­‐2015  The  Floriss  Group  LLC  |  All  rights  reserved     Source:  ObjecEve  Management  Group  and  The  Floriss  Group  
  • 4. Sales  OrganizaMons   ©2006-­‐2014  The  Floriss  Group  LLC  |  All  rights  reserved     4   R   T   83%   Only  the  top  17%  of  sales   managers  and  execuMves   have  the  potenEal  to   perform  for  your   company.   A-­‐   A   A+  B   Very  few  businesses  can  count  on  their  sales  leaders  to  drive  growth.  
  • 5. Sales  People   ©2006-­‐2014  The  Floriss  Group  LLC  |  All  rights  reserved     5   A-­‐   A   A+   R   T  B   74%   Only  the  top  26%  of  sales   and  customer-­‐facing  people   have  the  potenEal  to   perform  for  your   sales  team.   Very  few  sales  teams  have  more  than  one  or  two  A-­‐players,  if  they  have  any.  
  • 6. What’s  changed?   6  ©2006-­‐2015  The  Floriss  Group  LLC  |  All  rights  reserved     Decision-­‐makers  today  …   §  Do  more  research  on  their  own   before  engaging  sales  people.   §  Make  buying  decisions  before,  or   soon  aSer,  engaging  sales  people.   §  Click  to  engage  a  global   marketplace  of  alternaEves.   §  Expect  demos  and  capabiliEes   presentaEons  early  and  oSen.   §  Have  more  digital  connecEon   points  and  more  daily  distracEons.   §  Require  buying  consensus  from   more  people.   §  Have  greater  access  to  your   product,  pricing  and  reference  info.   §  Must  seek  funding  and  approval   from  higher  levels  in  their  org.   §  Prone  to  incorrectly  self-­‐diagnosing   needs  and  soluEons.   §  Compete  for  funding  which  is   oSen  allocated  late.   §  CulEvate  buying  techniques  that   disrupt  tradiEonal  sales  methods.   §  Learn  from  examples  set  by  poor   sales  people  (for  be[er  or  worse).    
  • 7. What’s  the  impact?   ©2006-­‐2015  The  Floriss  Group  LLC  |  All  rights  reserved     Sales  people  today  …   §  “Push”  or  sell  harder,  which   strengthens  buyer  resistance.   §  Demonstrate  and  educate  products   and  services  too  early  and  oSen.   §  Depend  more  upon  high  volumes  of   unqualified  markeEng  leads.   §  Fail  to  establish  economic,  strategic   and  personal  value  for  the  buyer.   §  Fall  into  the  “capability  comparison”   trap  and  never  make  it  out.   §  Build  personal  brands  that  block   access  to  funders  and  approvers.   §  Allow  price  to  be  an  early   differenEator  and  margin  killer.   §  More  likely  to  lose  deals  to   incumbents  or  “no  decisions.”   §  Know  more  about  “what”  they  sell   than  “why”  customers  buy.   §  Lower  their  effecEveness  and  raise   “cost  of  sales”  for  their  employers.   §  Never  learn  how  to  disrupt   tradiEonal  (bid/quote)  buy-­‐cycles.   §  Unwifngly  promote  role   specializaEon  and  lower  comp.    
  • 8.             Under  Water   8  ©2006-­‐2013  The  Floriss  Group  LLC  |  All  rights  reserved     60%  70%   ?   MANAGERS INDIVIDUAL   CONTRIBUTORS   NEED  /     SOLUTION PROPOSAL     DECISION   Deal   Died   60%  of  the  buying  decision  is  made  and  70%  of  the  buying  process  is  complete   by  the  Eme  sales  is  engaged.  Source:  Sirius  Decisions     APPROVAL  
  • 9. People  buy  when  they  are  ready,   willing  and  able  to  change.   –  The  Floriss  Group       People  buy  when  they  are  ready,   willing  and  able  to  change.   –  The  Floriss  Group       Rule  #1   9  ©2006-­‐2015  The  Floriss  Group  LLC  |  All  rights  reserved     Sales  people  sell.  We  don’t  take  orders.  
  • 10. Rule  #2   10   Complacency   Crisis   Control   Curiosity   Comfort   ©2006-­‐2015  The  Floriss  Group  LLC  |  All  rights  reserved     There  are  two  paths  to  change.   Control   O   T  
  • 11. People  sell  when  they  are  ready,  willing   and  able  to  lead  change.   –  The  Floriss  Group       People  sell  when  they  are  ready,  willing   and  able  to  lead  change.   –  The  Floriss  Group       Rule  #3   11  ©2006-­‐2015  The  Floriss  Group  LLC  |  All  rights  reserved     There  are  two  paths  to  change,  but  only  one  path  to  control.  
  • 13. Asset  Inventory   13   You  Have  The  Sales  People  You  Deserve   ©2006-­‐2015  The  Floriss  Group  LLC  |  All  rights  reserved     POTENTIAL     PERFORMANCE   Desire   +   DNA   Systems   +   Skills   Growth  MulMpliers  are  defined  by  their  PotenEal  and  Performance.  Instead  of  hiring  for  potenEal   and  firing  for  performance,  develop  tools  that  help  you  evaluate  and  hire  for  BOTH.    
  • 14. Asset  Inventory   14  ©2006-­‐2015  The  Floriss  Group  LLC  |  All  rights  reserved     The  Will  to  Sell     Desire  for  Success     Commitment  to  Success     MoEvated     Good  Outlook   Takes  Responsibility   Trainable     No  Need  for  Approval   Controls  EmoEons   SupporEve  Beliefs   SupporEve  Buy  Cycle   Comfortable  with  Money   RejecEon  Proof   Coachable   +   What  level  of  DESIRE  and  DNA  are  required  for  the  role?  What  percent  of  each  do  they  bring?  Is   the  candidate  trainable  and  coachable?  Do  you  have  Eme/can  they  learn  the  rest?   PotenMal   Desire   DNA  
  • 15. Asset  Inventory   15  ©2006-­‐2015  The  Floriss  Group  LLC  |  All  rights  reserved     Goal  Sefng   Accountability   Process  &  Playbook   Pipeline  &  Performance     Recruit,  Ramp,  Retain   Coaching  &  Training   CRM  Savvy   HunEng   Posturing   ConsultaEve  Selling   Qualifying     PresentaEon/Demo     RelaEonship  Building   Closing   Performance   Systems   Skills   What  systems  does  the  candidate  bring?  Are  they  aligned  with  your  best  pracEces?  What  skills   can  they  demonstrate?  How  well  do  they  fit  the  role?  Can  you  teach  them  the  rest?   +  
  • 16. Growth  MulMpliers   ©2006-­‐2015  The  Floriss  Group  LLC  |  All  rights  reserved     16   Sales  people  who  …   §  Don’t  require  a  dominant  corporate  brand,  glossy  markeEng   collateral,  marquee  customer  logos,  reference  accounts  or   manipulaEve  tacEcs  to  create  new  opportuni3es.   §  Don’t  require  high-­‐growth  markets,  disrupEve  offerings,  first-­‐ mover  advantage  or  sophisEcated  pricing  and  negoEaEng   rules  to  protect  profit  margins  and  raise  deal  values.   §  Don’t  require  mulEple  educaEonal  presentaEons,  mulEple   bids  or  proposal  rewrites,  complex  negoEaEng  tacEcs  or  the   ability  to  modify  terms  to  improve  win  rates.     §  Don’t  require  prospects  who  have  already  defined  their  needs   and  soluEon,  calculated  their  ROI,  established  a  budget  and   idenEfied  a  decision-­‐maker  to  shorten  sales  cycle  3me.  
  • 17. Growth  MulMpliers   17   Last  YTD   This  YTD   Change   (#)    OpportuniMes   26   28   +7%   ($)    Deal  Value   $127,000   $135,890   +7%   (%)  Win  Rate   34.6%   37%   +7%   (T)    Cycle  Time   191  days   178  days   -­‐7%   Monthly  Sales  Flow   $179,449   $237,273   +32%   OpMmize  Sales  Flow   Sales  Flow  =  ($  Ÿ  #  Ÿ  %)  /  T     ©2006-­‐2015  The  Floriss  Group  LLC  |  All  rights  reserved    
  • 18. How  did  we  do?   18  ©2006-­‐2015  The  Floriss  Group  LLC  |  All  rights  reserved     Can  you  Take  Control  of  Growth™?   Are  you  ready,  willing  and  able  to  change?   Do  you  know  how  to  get  started?   þ þ þ Goals:  
  • 19. Your  GPS   19  ©2006-­‐2015  The  Floriss  Group  LLC  |  All  rights  reserved     h[ps://florissgroup.com/how-­‐we-­‐work/   Your  Goal,  Plan  Scorecard  (GPS):  
  • 20.                          invite  me  to  connect     James  C.  Rores     Founder  and  CEO,  The  Floriss  Group  LLC   614-­‐620-­‐2200  |  james@florissgroup.com  
  • 21. Recruit  Smarter   21   NO   YES      B   YES  NO   Growth  MulMpliers   ©2006-­‐2015  The  Floriss  Group  LLC  |  All  rights  reserved     POTENTIAL   A   D   C    PERFORMANCE   The  best  Eme  to  hire  an  Growth  MulEplier  is  when  you  find  one.  Stop  gambling  with  your  future.   Learn  how  to  predict  your  candidate’s  POTENTIAL  and  PERFORMANCE.    
  • 22. Ramp  Faster   22   Goal  Sheet   AcMon  Plan   Scorecard   ExecuMon   PreparaMon   MoMvaMon   FOCUS   ACCOUNTABILITY   ©2006-­‐2015  The  Floriss  Group  LLC  |  All  rights  reserved     GROWTH   Implement  your  own  Discipline  of  Winning™  
  • 23. Retain  Longer   23   Last  YTD   This  YTD   Change   (#)    OpportuniMes   26   28   +7%   ($)    Deal  Value   $127,000   $135,890   +7%   (%)  Win  Rate   34.6%   37%   +7%   (T)    Cycle  Time   191  days   178  days   -­‐7%   Monthly  Sales  Flow   $179,449   $237,273   +32%   Sales  Flow  Formula   Sales  Flow  =  ($  Ÿ  #  Ÿ  %)  /  T     ©2006-­‐2015  The  Floriss  Group  LLC  |  All  rights  reserved     Measure  and  adjust  behaviors  by  following  four  key  performance  indicators.