Slides from an AMG Executive Briefing that revisits "Changing Sales Force Behavior to Achieve High Performance" originally published by Accenture in September, 2003

1. Changing Sales
Force Behavior
to Achieve High
Performance
An AMG Executive Briefing

2. An outline…
Where to begin?

3. An outline…
Where to begin?
How to align sales force
behavior with business goals

4. An outline…
Where to begin?
How to align sales force
behavior with business goals
Supportive programs
to help manage change

5. An outline…
Where to begin?
How to align sales force
behavior with business goals
Supportive programs
to help manage change
Accenture High Performance
Workforce Study/Changing
Sales Force Behavior

6. Business success:
Winning new
customers is key
Sales critical role:
Delivering the
promise
Sales Leadership:
Management and
the missing links

7. Business success:
Winning new
customers is key
Sales critical role:
Delivering the
promise

8. Business success:
Winning new
customers is key
Sales critical role:
Delivering the
promise
Sales Leadership:
Management and
the missing links

9. Research shows sales is a critical
but under-performing function…

10. The Sales
Challenge
“Our sales managers
do not leverage the
new sales processes
and tools to manage
their teams”

11. The Sales
Challenge
“Our salespeople sell
products not solutions
to our customers”

12. The Sales
Challenge
“Our people are not
sufficiently trained in
prospecting and
closing sales
opportunities”

13. The Sales
Challenge
“We lack adequate
metrics to monitor the
performance of our
sales force”

14. Lemons or lemonade?

15. Enabling the
Sales Force
• Effective recruitment
• Advanced s training
• Performance management
• Metrics
• Compensation and rewards

16. Enabling the
Sales Force
• Effective recruitment
• Advanced s training
• Performance management
• Metrics
• Compensation and rewards

17. Enabling the
Sales Force
• Effective recruitment
• Advanced sales training
• Performance management
• Metrics
• Compensation and rewards

18. Enabling the
Sales Force
• Effective recruitment
• Advanced sales training
• Performance management
• Metrics
• Compensation and rewards

19. Enabling the
Sales Force
• Effective recruitment
• Advanced sales training
• Performance management
• Metrics
• Compensation and rewards

20. Enabling the
Sales Force
• Effective recruitment
• Advanced sales training
• Performance management
• Metrics
• Compensation and rewards

21. Setting New Objectives:
Does everyone know
what is expected of them?

22. Setting New Objectives:
Create links between corporate
goals and personal performance

23. Accenture research
points to seven key
performance
objectives common
to high-performance
sales organizations…
…yep, seven.

24. Accenture research
points to seven key
performance
objectives common
to high-performance
sales organizations…
…yep, seven.

25. 1: Increase
the Value of
Selling Time
• Goal time

26. 1: Increase
the Value of
Selling Time
• Goal time
• Clock time

27. 1: Increase
the Value of
Selling Time
• Goal time
• Clock time
• Paid activities

28. 1: Increase
the Value of
Selling Time
• Goal time
• Clock time
• Paid activities
• Unpaid activities

29. 2: Increase
Customer
Retention
• Relationships

30. 2: Increase
Customer
Retention
• Relationships
• Customer loyalty

31. 3: Increase
New Product
Market Share
Provide the
necessary support
to ensure products’
success

32. 4: Sell High
Margin Stuff
Focus on premium
products/services
that have high
margin

33. 5: Win the
War for Sales
Talent
• Recruit to profile

34. 5: Win the
War for Sales
Talent
• Recruit to profile
• Engage and
motivate

35. 5: Win the
War for Sales
Talent
• Recruit to profile
• Engage and
motivate
• Training and
development

36. 6: Organize
the Sales
Function
• Efficiency and
effectiveness

37. 6: Organize
the Sales
Function
• Efficiency and
effectiveness
• Optimize time to
add value

38. 7: Minimize
Ramp-up Time
• Reduce time to
learn required
skills

39. 7: Minimize
Ramp-up Time
• Reduce time to
learn required
skills
• Shorten the glide
path

40. Align behaviors to each of these
seven key performance objectives

41. "Goals are not
achieved by accident…
Salespeople need
know not only what is
expected of them, but
also what they have to
do to reach those
goals."

42. Three Keys to
Changing Behavior

43. Ability.
Motivation.
Context.

44. Ability
Product knowledge

45. Ability
Job-related knowledge

46. Ability
Customer-related knowledge

47. Motivation
Goal setting: What’s expected?

48. Motivation
How is performance measured?

49. Motivation
Are people getting feedback?

50. Motivation
How are people compensated?

51. Context
Workplace environment

52. Context
Systems, process and people

53. Context
Collaboration

54. Accenture found that a typical
$1 billion company can
generate millions of dollars in
additional revenue simply by
addressing critical human
performance issues such as
motivating and rewarding
people, improving selling
skills, and attracting and
retaining quality
individuals.
WHAT’S ON
YOUR AGENDA?

55. Thank you!
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