Recommended
More Related Content
What's hot
What's hot (20)
Similar to Constructing a Foundation for Sales Organizational Success
Similar to Constructing a Foundation for Sales Organizational Success (20)
Recently uploaded
Recently uploaded (20)
Constructing a Foundation for Sales Organizational Success
- 1. CONSTRUCTING A FOUNDATION FOR SALES ORGANIZATIONAL SUCCESS Core Principals, Beliefs, & Activities CHELSEA MARKETING ADVISORS 1
- 4. Create & Develop An Elite Sales and Support Team Local Consultants ▪ Inform; Educate; Persuade Lead The Charge ▪ Emphasize Impact On Improving Customer Metrics Integrate With Customer Team ▪ Champion Change; Focus On Details Tenacious In Pursuit ▪ Nothing Less Than Account Adoption Execute At High Level ▪ Continued Quest For Personal Improvement CHELSEA MARKETING ADVISORS 4
- 5. ONE EXAMPLE: Create Team Passion for Success Create Sales and Support Approaches That Create Value for the Customer Differentiate the Firm’s Sales Team From Others Communicate Meaningful and Actionable Information With Perceived Utility to the Customer Manage Resources to Maximize Stakeholder Value Demonstrate Respect the Internal Team, Colleagues, and Customers CHELSEA MARKETING ADVISORS 5
- 6. ONE EXAMPLE: To Obtain the Informed, Appropriate, and Sustained Usage of the Firm’s Family of Products While Establishing a Collegial and Symbiotic Sales Organization CHELSEA MARKETING ADVISORS 6
- 7. ONE EXAMPLE: To Implement and Execute The Right Activities at the Field-Based Level . . . . To Ensure the Likelihood of Accelerating Market Penetration for the Firm’s Product Family Within its Targeted and Served Core Markets CHELSEA MARKETING ADVISORS 7
- 8. ONE EXAMPLE: Aspire To “Best In Class” Industry Position Strive for Breadth and Depth of Product Family Usage Enhance Market Credibility Of the Firm by Building Account Relationships Raise The Organization’s Performance Bar Effectively Navigate Organizational Growth Seamlessly Integrate With Strategic Partners Internal/External CHELSEA MARKETING ADVISORS 8
- 9. ONE EXAMPLE: Effectively Target and Prioritize the Account Base Establish Awareness and Usage of the Firm’s Product Family in Key & Influential Accounts Utilize Internal Company Assets to Focus and Enhance Likelihood of Market Success Staff and Develop a Highly Evolved Sales and Support Team CHELSEA MARKETING ADVISORS 9
- 10. Provide A Consistent, Credible, & Reliable Sales Presence Effectively And Appropriately Sell the Firm’s Product Family Science & Technology Short Term Clinical Benefits Longer – Term Outcomes Make The Hospital/Office Total Call All Health Care Professionals Play A Role In Patient Care Operate As Team Players Work Synergistically With Others Within & Outside Of Olerup Effectively Adapt To And Manage Change CHELSEA MARKETING ADVISORS 10
- 11. Rationale Many Accounts in Large Territories Need to Manage Time and Maximize Field ROI Formal Approach to Targeting Accounts is Necessary Drives Field Activities Two Dimensional Criteria Existing Account Status With the Firm ▪ Anchor, Growth, Development Demographics of Account ▪ Tier 1, 2, 3 CHELSEA MARKETING ADVISORS 11
- 12. Acct. Status/Acct. Position Anchor Growth Development Tier 1 Primary Primary Secondary Tier 2 Primary Secondary Secondary Tier 3 Primary Tertiary Tertiary CHELSEA MARKETING ADVISORS 12
- 13. ONE EXAMPLE: Primary (Key) Accounts 2 – 4 Times Per Month Secondary Accounts 1 – 2 Times Per Month Tertiary Accounts 1 Time Per Month ▪ Typically in Conjunction With Visits to Primary & Secondary ▪ Example: Same City CHELSEA MARKETING ADVISORS 13
- 14. One on One Calls Core Presentations Attendance at Hospital/Organization Events Attendance at Hospital Programs VIP Visits Demonstrations/Product Training Customer Care Proactive Contact Speaker Programs KOL Development Grant Support Industry Conferences CHELSEA MARKETING ADVISORS 14
- 15. Product Champion Leads the Charge/Get’s it Done Advocate Positions You With Champion Supporter Use in Low Risk Situation Connector Introduces to Other Txp. Team Members Mole Use for Recruitment of Others Neutralize – Competitor Champion Use as Account Reference Saboteur Product User CHELSEA MARKETING ADVISORS 15
- 16. Drive and Accelerate Revenues Increase Sales Team Productivity - $/Rep Increase Reach/Frequency in Key Accounts Establish Account Breadth and Depth Open New Accounts Grow Existing Accounts Create Account Champions and Advocates Develop Regional and Nationwide Accounts Firm’s Product Family Continually Moves Along the Account Adoption Process Create Individual Account Usage “Factories” CHELSEA MARKETING ADVISORS 16
- 17. “Teams are Means of Achieving Goals That are Two Big for Any One Individual . . . . and Great Teams are Built Over Time” Sales Organizations are a Part of and Play on Many Teams Both Internally and Externally CHELSEA MARKETING ADVISORS 17
- 18. Leverage the Energies and Talents of the Members Embrace Proven Practices and Champion New One’s Encourage a “Swing the Bat” Mentality Portray Sensible Confidence & Demonstrate Enthusiasm in All Interactions CHELSEA MARKETING ADVISORS 18
- 19. GOOD FUNCTIONING TEAMS SHOULD BE: Versatile Adaptable Proactive Have Complementary Skill Sets Have a Common and Understood Purpose/Mission Have Clearly Defined Goals and Objectives Have Unified Approach Roles are Clear CHELSEA MARKETING ADVISORS 19
- 20. Interactive Participation at All Levels Collegial Environment Ongoing and Constructive Communications Decisive, Timely, and Effective Problem Solving Mutual Accountability for Achievement Measurement Against Goals Members Understand Individual and Joint Responsibilities Willingness to Advance Skill Sets Willingness to Help Other CHELSEA MARKETING ADVISORS 20
- 21. Goals and Initiatives are Not Prioritized in the Same Way by Members Members are not Perceived to Support and Routinely Implement the Working Approach of the Team Members are Not Perceived to Contribute Equivalent Amounts of Work and Effort Members Focus on the Problems and Not the Solutions CHELSEA MARKETING ADVISORS 21
- 22. “I See and Believe in the Benefit of Doing it This Way” “I Want to Achieve the End Results That are Expected” “Achieving the Expected End Results are Worth My Efforts” “I Believe I can Achieve My Goals and Objectives” “We Need to Operate With a Sense of Urgency” CHELSEA MARKETING ADVISORS 22
- 23. Assimilate Into the Right Customer Teams Identify Best Practice Account Approaches & Share With Colleagues Develop Close Alignment With Internal Company Groups Consistently Make the Total Customer Call Share Successes – Celebrate Successes! Monitor, Measure, Motivate, and Incentivize Success CHELSEA MARKETING ADVISORS 23
- 24. Challenge Yourself, Colleagues, Customers, and Management Continually Look for Marketplace Opportunities and Seize Them Consistently and Effectively Make the Total Customer Call Present, Present, Present The Story Share Successes and Best Practices With the Team Share Lowlights With Management - First Demonstrate an Interest in Professional and Personal Development Create a Life Balance Between the Profession and You the Person CHELSEA MARKETING ADVISORS 24
- 25. Advocate of the Group and Individual Promote Individuality Within the Team Concept Timely, Responsive, and Insightful Communication Ongoing Coaching and Counseling Encourage/Support New Ideas and Approaches Facilitate Performance and Progress of the Team Provide Professional Developmental Opportunities Decision Making is a Function of the Situation and “Stakes” CHELSEA MARKETING ADVISORS 25
- 26. Pre-Call Plan Ongoing Dialogue & Follow-up Customer Visits Plan Post Call Plan Management Coaching Strategic/ Tactical Dialogue Execute Field Trip Assessments (MCR’s) Professional Development Discussions Agree on Next Steps & Action Items CHELSEA MARKETING ADVISORS 26
- 27. Frequency Report/Activity • Daily Sales Orders Sales Rep Communications • Weekly/ Bi-Weekly • Monthly • Quarterly • Semi – Annual Purpose/Objective/Metric Monitor/Measure Monitor/Motivate Sales Rep Call In’s Monitor/Motivate Sales Reports Monitor/Measure Flash Reports Monitor/Motivate/Acct. Dev. New Hire Training Monitor/Measure/Motivate - Mentor Assessment _________________________________________________________________________________________________ Teleconferences (and as needed) Monitor/Motivate Assess Rep % to Goal Monitor/Measure T & E Reports Monitor/Measure Field Visits Monitor/Motivate Account Utilization Report Measure/Monitor/Productivity _________________________________________________________________________________________________ Review Incentive Plan Motivate/Measure/Drive Util. Review Rep % to Goal Measure/Monitor/Drive Util. Sales Rep Training/Development Motivate/Raise Performance Bar Account Utilization Report Measure/Monitor/Productivity/Profits Business Plan Review Measure/Monitor/Acct. Dev. _________________________________________________________________________________________________ National Sales Meeting “Pencil” Performance Appraisals Sales Rep Rankings CHELSEA MARKETING ADVISORS Motivate/Drive Util. Measure/Raise Performance Bar Measure/Productivity 27
- 28. High Performing Sales Teams Should be Constructed With a Solid Foundation of Core Principals, Beliefs, and Activities Communicating the “Nuts and Bolts” to the Sales Team Better Ensures Success and Performance Clear Roadmap The Foundation Presented has Portability Across Many Industries and Markets Served Ongoing Management Oversight Across Numerous Areas Reinforces Team & Individual Expectations CHELSEA MARKETING ADVISORS 28