This document provides an overview of how sales teams can succeed in today's business environment. It discusses the evolving role of sales and challenges facing sales teams, such as acquiring the right talent and improving customer relationships. The document also examines how sales processes, focus, and expectations have changed over time. It emphasizes the importance of competency models, leadership development, and workplace learning to help sales teams adapt and succeed.

1. How Sales Teams Succeed
Brian Lambert
b
ASTD
http://www.salestrainingdrivers.org

2. Agenda
• Today s Business Challenge
Today’s Business Challenge
• Evolution of Selling
• Role of Workplace Learning & Performance
l f k l i & f
• Helping Your Sales Team Succeed

3. The Economist, January 2008

4. “Nothing happens in
BUSINESS until somebody
til b d
sells something”
g
… so go sell something … or help
someone sell something
ll h

5. Today s
Today’s Business Challenges
• Economic Issues
Economic Issues
– Increase the need for
• Effectiveness
• Efficiency
– Everyone needs/wants better information
Everyone needs/wants better information
• According to IBM, by 2010 the amount of digital
information on earth will double every 11 hours
• Current amount of digital information equals 45 GB of
data for every person on earth

6. People agenda - CEOs’ priority list
Percentage who strongly agree:
• The people agenda is one of my top priorities:
58%
• My leadership team has the capability and
confidence to lead significant change: 29%
confidence to lead significant change: 29%
• My time is best spent on the people agenda:
22%
Source: PricewaterhouseCoopers 11th Annual Global CEO Survey, 2008

7. CEO’s Top Innovation Challenges
Challenges to improving the company s innovation performance
company’s
“of greatest
Rank Description
concern
concern”
1 Acquiring/developing the right talent 31.0%
2 Improving customer relationships 28.4%
3 Visible commitment from top leaders 24.3%
4 Brand recognition 23.3%
5 Establishing/promoting an innovation culture
Establishing/promoting an innovation culture 22.0%
6 Increasing market share through new products/services 20.0%
7 Knowledge transfer among employees 16.9%
8 Improvement in original products/processes
I i i i l d / 15.5%
15 5%
9 Completely new products/services 14.2%
10 Strategic mergers and acquisitions 13.9%
Source: Conference Board’s CEO Challenge 2007: Top 10 Challenges N=769

8. How Has the Sales
Organization Evolved?
http://www.salestrainingdrivers.org

9. Evolution of the Sales Process
Yesterday Today
(li )
(linear) ( l )
(non‐linear)
Prospecting Customer Retention
Pre approach
Pre‐approach Database/Knowledge mgt
Database/Knowledge mgt
Approach Relationship Selling
Presentation Marketing
Overcoming Objections Problem Solving
Closing Adding Value
Following‐up Relationship Maintenance
Adapted from: W.C. Moncrief, G.W. Marshall / Industrial Marketing Management 34 (2005) 13–22

10. Changing Expectations...
g g p
1. Take more responsibility
• Make the right decisions for our business
2. Understand d l t t
2 U d t d and relate to our business
b i
• Understand our industry and our team
3. Be more professional
• Take responsibility and show accountability
10

11. Changing Expectations...
4. Listen More
• Articulate the value
5. Be Productive
• Set appropriate expectations
• Gather and share real insight with us

12. Evolution of Sales Focus
The Time Period
Th Ti P i d Era of…
E f With a Focus On…
With F O
Late 1800’s ‐1920 Sales Science The transaction itself
1920 – 1945 Sales Process Facilitating transactions
1945 – 1985 Sales Relationship The transaction decision
1985 – 2005 Sales Technology All transaction steps
2005 – ?? Sales Competency The buying experience
Source: Is Your Sales Training Stuck in the 1890’s, T+D , April 2008

13. How Have Sales Team
Members Coped?
http://www.salestrainingdrivers.org

14. 5 Biggest Mistakes Salespeople
Make
k
• Not following sound selling processes
• Not honing and building essential skills
g g
• Not maintaining proper focus
• Not building and displaying confidence
Not building and displaying confidence
• Not growing into a good leader
Source: AMI survey, 5 Biggest Challenges facing Sales VPs in 2600 organizations, 2005

15. Trends in WLP
Leadership
Development
Business Talent
Skills Management
Better Senior
Organizational
Leadership
Investments Execution Engagement
Sell
something?
thi ?
15

16. The Sales Rep-to-Manager
Disconnect
i
Sales Manager Sales Manager
Salesperson Says:
Salesperson Says:
Says: Thinks:
“Do you think the customer “Why did you leave without
will buy from us? What are
ill b f ? Wh t “I don’t know.”
“I d ’t k ” at least scheduling a
at least scheduling a
the next steps?” follow‐up call?”
“It may be the last sale you
“You pushed the buyer
You pushed the buyer get with this customer.
get with this customer
“I closed the deal, didn’t I?”
pretty hard.” What happened to building
relationships?”
“The profits from these
“I was in the area and they accounts
“I noticed that 20% of your don’t even pay for
like to see me, so I call on
calls were on C accounts.”
them when I can.” the calls. You need
to target better.
to target better”

17. The Sales Trainer-to-Sales Manager
Disconnect
Di t
Sales Manager Sales Manager
Sales Trainer Says:
Sales Trainer Says:
Says: Thinks:
“Do you have anything that “How would you define and
will help our sales reps with
ill h l l ith measure ‘activity’ in this
‘ ti it ’ i thi “Uh‐oh”
“Uh h”
activity management case?”
“I need to get some training
“We’ll have to start with a
We ll have to start with a “Maybe I will just out‐
Maybe I will just out
for our reps that helps them
proper needs analysis” source this”
build relationships.”
“Most of our budget is tied
“We need to focus on
We need to focus on up in leadership
up in leadership
“I will run the training
account planning and development training, but I
myself”
territory management” will see what I can do…how
soon do you need it?”

18. The Sales Profession
Competency Model
The definition of world‐class
The definition of world‐
selling
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19. Sales Competency Model
Advisory Panel Representation
19

20. Administrator
Analyst
Consultant
Developer
Manager
Strategist
Sales Roles
Creating and Closing Opportunities
Protecting Accounts
Defining and Positioning Solutions
Supporting Indirect Selling
Setting Sales Strategy
Setting Sales Strategy
Managing within the Sales Ecosystem
Developing Sales Force Capability
Delivering Sales Training
Coaching for Sales Results
Building Sales Infrastructure
Designing Compensation
D i i C i
Maintaining Accounts
Recruiting Sales Talent Sales Areas of Expertise
Partnering Insight Solution Effectiveness
• Spanning Boundaries • Analyzing Organizational Capacity • Facilitating Change • Building Business Skills
• Communicating Effectively • Understanding Business Context • Formalizing Agreements • Solving Problems
• Aligning to Customers • Evaluating Customer Experiences • Resolving Issues • Embracing Diversity
• Setting Expectations • Gathering Intelligence • Managing Projects • Making Ethical Decisions
• Negotiating Positions • Prioritizing Stakeholder Needs • Leveraging Success • Managing Knowledge
• B ildi R l i hi
Building Relationships • Identifying Options
Identifying Options • Articulating Value
Articulating Value • Using Technology
Using Technology
• Building a Business Case • Accelerating Learning
•Executing Plans
• Maximizing Personal Time
• Aligning to the Sales Process
Foundation Competencies

22. Thank You!
Brian Lambert
Brian Lambert
Director, ASTD Sales Training
and Sales Training Driver
g
O: 703‐683‐8100
F: 703 894 2784
F: 703‐894‐2784
E: blambert@astd.org
http://www.salestrainingdrivers.org