webinar | sustaining sales transformation value
TRANSCRIPT
© The TAS Group 2015 smartma&ers
Before We Begin 1 You will receive a link to the recording of today’s webinar.
Watch for it in email.
2 The recording will also be available on our website thetasgroup.com, in the Resources section.
3 Enter your questions in the Questions box or tweet to @thetasgroup.
4 Join the conversation on Twitter: #SmartSalesTransformation
© The TAS Group 2015 smartma&ers
Karen Neely-Reed Director Strategic Consulting
Michael Campbell Vice President Global Sales Operations
JP Knapp Director, Sales Enablement
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Today’s Focus ….
Best practices on how to: • Enable front-line sales managers to lead the change • Help sales teams understand the ‘why’ and the
benefit to them • Entice engagement (not force compliance)
© The TAS Group 2015 smartma&ers
Poll #1 What is the #1 obstacle to sales initiatives succeeding in your organization/company? A. Lack of coaching B. Communication challenges C. Not training managers D. Lack of operationalization E. I don’t know Source: Interviews conducted with corporate executives by John Kotter
1997 for Leading Change and research by McKinsey in 2013.
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The Question on Everyone’s Mind Reasons Why New Sales Behaviors Are Not Adopted
Source: CEB Sales Leadership Council Member poll, 2013. n = 83
24% Unclear
Communications
24% Coaching/ Training
52% Failure To
Operationalize
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How Organizations Miss the Mark Reliance on On-The-Job Coaching to Enable Front-Line Manager Success (no formal training)
Sales Training Limited to Sellers & Senior Leadership – Ignoring Front-Line Managers
Too Much Focus on Product Training over the skills to manage opportunity and account plan development
Failure to reinforce classroom training with Comprehensive program to operationalize
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Change Curve
Performance, Motivation and
Competence
Time
Unconscious Incompetence
1
Conscious Incompetence
2
Conscious Competence
3
Unconscious Competence
4
Denial
Fear
Anger
Resistance
Acceptance
Openness
Testing
Relearning
Integration
RISK
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Components for Successful Change
Source: Adapted from – Psychology of Change Management, McKinsey Quarterly
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Leading the Change Executive Alignment
Where Are We Today?
• Set the agenda, activities and expectations for this session
• Review Change Execution Process and progress made to-date on the Customer Success Charter
What Does Success Look Like? • Understand the vision for this initiative and set
the measurement regime by which you will deem the program a success
How Are We Going to Achieve Success?
• Create your plan to embed the methodologies and tools into the work practices of the organization
How Are We Going to Sustain and Grow Our Results?
• Agree the process of Success Checkpoints for the initiative
1
2
3
4
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Management Checklist Once a week...
Review the success metric map, objectives and the transition strategy and ask yourself: § Are we making visible progress against the objectives? § What gaps / risks are now priority over the next 7 days? § Is the transition scheduling on track ?
Once a month...
Focus on the success metric map and the transition plan and ask yourself: § Are the objectives still valid? § What risks have emerged? § Do we need to adjust the plan to reflect unexpected events? § Can we accelerate the plan? How?
Once a quarter...
Review the success metric map and the overall initiative plan with your team and ask yourself: § Do we need to revise the success metric map? § Do we need to recalibrate the overall plan? How? § What priorities will we set based on the progress during the 1st quarter?
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Staying On Track • Have a Plan
• Define expectations by group
• When to use
• What to use • Qualifications for what Opportunities / Accounts get peer reviews
Tasks Outcome Deliverable Escalation Stakeholders
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Activity Reporting • Establish expectations during alignment
• Opportunity Profile • Size, Type, Product, etc…
• Usage expectations for each opportunity profile • Playbook only • + Political Map • + Insight Map & Buyer Roles
• T&I Expectations (i.e. usage by managers) • Technically incorporate into SFDC so that you can report against these tailored
expectations
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Impact Reporting
• Identify and Baseline Key Revenue Metrics • Average Deal Size
• Length of Sales Cycle
• Win Rate
• Track by Geo / Unit • Enable Front-Line Managers with ability to monitor
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Significant List of Competing Priorities
Sales Coaching
Hiring
Deal Reviews
Travel
1:1 Forecast
Territory Plans Customer Calls
CRM Compliance
Compensation
Read Reports
Team Calls
Learning Report to HQ
1:1 Pipeline
Account Plans
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Month @ Start of Quarter …. Week 1 Clean Pipeline
Marketing Update Acct Dev. Strategy Performance Team Call
1:1 Sales Performance HQ Reporting
Week 2 Learning Huddles Deal Review Pipeline 1:1 Call Prep and Debrief HQ Reporting Pipeline
Week 3 Customer Health Dashboard Deal Review Forecast 1:1 Call Prep and Debrief HQ Reporting
Forecast
Week 4 Learning Huddles Deal Review Pipeline 1:1 HQ Reporting Pipeline
Month @ End of Quarter …. Week 9 Clean Pipeline
Marketing Update Acct Dev. Strategy Performance Team Call
1:1 Sales Performance
HQ Reporting Forecast
Week 10 Learning Huddles Deal Review Forecast 1:1 Call Prep and Debrief HQ Reporting Forecast
Week 11 Customer Health Dashboard Deal Review Forecast 1:1 HQ Reporting
Forecast
Week 12 Learning Huddles Deal Review Daily Results Call
HQ Reporting Forecast
Your cadence might look like this …
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Who • Global sales team
• US 55 and 10 Int’l (4-Continents)
• Direct sales model (US)
• Partner sales model (Int’l)
• 12-18mth sales cycle
• 200K-2M deal size; capital expense
Why • No deal context and detail
• WHY in stage, WHO engaged with, EVIDENCE of closure date accuracy
• No way of identifying existing customer white space
What
January
2015
January
2015
May 2015
NYSE: VCRA
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Improving Sales Team Effectiveness • Enable front-line sales managers to lead the change
• Dedicated in-person manager training (2 days) • Heavy tool usage; Team views; Overcome obstacles • Find the budget & Find the time
• Help sales teams understand the ‘why’ and the benefit to them • “I wish I had this two years ago. I would have realized the customer
didn’t have a real project at the time” – Account Manager • Executive team publicizes wins
• Entice engagement (not force compliance) • Focused on high-impact areas first • Political Map, Sales Process, Insight Map • Created and published adoption dashboard
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Adoption Dashboard 1. Identified leading metrics of adoption 2. Tracked and published top 5 in each category every week
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Who • North American sales team
• Direct sales associates
• Regional, National & Global accounts
• 6-9 month sales cycle
• 20K-150K average deal size
• Services average $7K-80K
Why • No common language for deal
reviews
• Account planning 1x/year
• All reviews happened outside Salesforce.com
• Establish & Simplify coaching and review rhythm
• Struggle to identify whitespace opportunity and visibility on objectives
• Deal qualification & prioritization for limited proposal support resources
What
Aug 2014
July 2014
July 2014
NYSE: DBD
Diebold, Inc. – Confidential 28
Strategies• New Customer Acquisition• New Solution Penetration• Existing Business Growth• Takeovers / Pilot Programs
Strategies• Customer Account Development• Strategic Business Alignment• Existing Business Growth• Outsourcing Services
Strategy • This is an example text. • Go ahead and replace it with your own text.
Tac$cs • Prospecting & Lead Development• Business Development• Channel Growth• New Industry Penetration• Take Competitor Marketshare
Actions• Assess & qualify opportunities• Navigate buyer’s organization• Visualize business problems• Create customer focused solutions• Align with buyer’s decision criteria• Select optimal competitive strategy
TAS Dealmaker Smart Opportunity Manager & Playbook Commercial National & Enterprise Accounts
TAS Dealmaker Smart Account Manager Financial & Strategic Commercial Accounts
Tac$cs • Account Penetration• New Solution Development• Diebold Solution Growth• Take Competitor Marketshare
Actions• Properly assess & segment• Prioritize “what” & “where” to sell• Conduct better business discovery • Uncover critical decision criteria• Effectively navigate political structure and
optimal strategy
Diebold Electronic Security Team Dealmaker Launch Approach
Diebold, Inc. – Confidential 29
Zero Base Account Plan • Defined as accounts that have done no business with Diebold over the last 3+ years across our por@olio of products and services (excluding billed work).
Example: Account may or may not have ES soluGons installed, but they have not had any spend with us over the last 3 + years
Wallet Share Account Plan • Defined as Diebold having at least one line of business today with the account, but we want to grow our wallet share within the account penetraGng other lines of business
Example:
Selling intrusion alarms & monitoring today, but not selling video, access or services; therefore it’s an opportunity to grow our wallet within the account.
Compe$$ve Account Plan • Defined as an account who splits their business between us and others, meaning they have a mix of equipment deployed across different vendors.
Example:
Account has 200 locaGons across their footprint – 140 of those are Diebold and the other 60 are Tyco.
ES “Growth” Focused Account Plan Requirements North America Electronic Security
Build an account plan that focuses on breaking through new doors to grow your
market!
Build an account plan that focuses on driving new lines of business to grow your market!
Build an account plan that forces you to think differently and crea$vely to take share in the account and grow your market!
Diebold, Inc. – Confidential 30
Market & Rep Strategy • Plan headcount & Changes
• Identify unbalance
• Best reps aligned to customers
• Identify trends & top targets
• Review spend quarterly
Review: Annually
A Few Strong Targets • Establish Priorities
• Set Deadlines
• Baseline Performance
• Identify Key Trigger Events
• Peer review top accounts
Review: Quarterly
Top & Early Pursuits • Buyer alignment check
• Understand buyer criteria
• Validate Assessment
• Customer centric insights
• Review PRIME actions
Review: Weekly
The Backbone of Sales Readiness
Territory Plans Account Plans Opportunity Plans Establish strong expectations around the key sales planning rhythms
Diebold, Inc. – Confidential 31
Leading with customer initiatives and how we can affect them builds credibility and deeper relationships
The Power of Leading with Strategic Insights
Financial Customer Wallet Share Account Strategic Insight Map
Diebold, Inc. – Confidential 32
Strategic sales conversations start with demonstrating to the customer we understand their role, challenges and initiatives in their business and are ready to teach them something they don’t know in each interaction.
Sales Team Reminders of Key Insights
Buyer Insights
Company Insights
Territory Insigh
ts
Top-‐of-‐Mind Awareness
Individual Insights
“Tell me something I don’t know…”
Diebold, Inc. – Confidential 33
Regular weekly review and monthly team cadence helped drive adoption for sales tools
Sale Team Monthly Review
FI -‐ NORTHEAST BSM 2015 One on One Review 1-‐Jan 1-‐Feb 1-‐Mar 1-‐Apr 2-‐Apr 3-‐Apr 4-‐Apr 1-‐May 1-‐Jun 1-‐Jul
Forecast Updates Install OE Forecast for Month Current Installed OE booked (per BMW report)
RMR OE Forecast for Month Current RMR OE booked (per BMW report)
Reviewed OpportuniGes with Best Case and Commit$ Monthly Review (week 2 ) YTD Install OE %
YTD RMR OE % Lead(s) # of Leads not disposiGoned Ac$vity Management # of Face to Face MeeGngs Last 4 Weeks
Reviewed SFDC Dashboard for other AcGviGes ( Phone Calls, eMails) Opportunity Review # of Past Due OpportuniGes
OpportuniGes with no Product assigned OpportuniGes X3 of Monthly/Quarterly/
Yearly Target # of SFDC Opportunity(s) Created
Proposal Review Proposals X5 of Monthly/Quarterly/Yearly Target
# of SFDC Proposal(s) Created Prospect List (TA Report) Reviewed AcGvity in SFDC for each account
Review customer contact cadence for each account (calls/meeGngs/acGons) Top 150 Regional Accounts # of Top 150 in Territory TAS Reviews # of Accounts IdenGfied for Dealmaker Account Plans
Account 1 XXXXXXXXXX % Complete Account 2 XXXXXXXXXX % Complete Account 3 XXXXXXXXXX % Complete Account 4 XXXXXXXXXX % Complete
Training / Compass Compass Modules Past Due Review of Yearly Goals (April, July, October, January)
BSM Feedback and Other Items
Keys to Success: • Establish expectaGons • Constant Dashboard Reviews
& Monthly Rep Reviews
• Peer Reviews Every Week
• Quarterly ExecuGve Review
Diebold, Inc. – Confidential 34
North America Electronic Security
Account Planning Review Cadence
Sales Director Reviews Plan Ac$ons / Objec$ves with Primary Plan Contributors Monthly for each Account Plan
Semi-‐Annual Account Plan Peer Reviews (two or more peers review your account plan to provide feedback)
Sales Director Conducts Quarterly Account Review with ALL Plan Contributors
Vice President Conducts Quarterly Account Plan Reviews with Sales Directors for Regional/Na$onal & Commercial/Enterprise Plans
ES EVP Conducts Quarterly Account Plan Review with Vice Presidents to review Top Regional/Na$onal & Top Commercial/Enterprise
January 4Q Account Plan Review: Complete by 2nd Week of
Month
4Q Account Plan Review: 3rd Week of Month
February
March 1Q Account Plan Review: Complete by Month End
1Q Account Plan Review: Complete by month end
April 1Q Account Plan Review: Complete by 2nd Week of
Month
1Q Account Plan Review: 3rd Week of Month
May 1st Half Account Plan Peer
Review: Complete by Month End
June 2Q Account Plan Review: Complete by Month End
2Q Account Plan Review: Complete by month end
July 2Q Account Plan Review: Complete by 2nd Week of
Month
2Q Account Plan Review: 3rd Week of Month
August
September 3Q Account Plan Review: Complete by Month End
October 3Q Account Plan Review: Complete by 2nd Week of
Month
3Q Account Plan Review: 3rd Week of Month
November 2nd Half Account Plan Peer
Review: Complete by Month End
December 4Q Account Plan Review: Complete by Month End
For Peer Reviews and Quarterly Reviews, simply export your account plan to a PowerPoint deck for ease of presen$ng during your review
Diebold, Inc. – Confidential 35
Reports – Compliance Opportunity TAS Plan Status – Opportunity Manager Report Type: Dealmaker Opportunity Information
Custom Field: ‘TAS Plan Status’ (Bucket Field)
Open Opp count per user and status of TAS Plan
Targeted Opps With No TAS Plan – Opportunity Manager Report Type: Dealmaker Opportunity Information
Custom Field: ‘TAS Plan Status’ (Bucket Field)
Shows # of targeted opps without a TAS Plan (per user)
Account Plan Completeness – Account Manager Report Type: Dealmaker Account Information
Custom Fields: Overall Plan Completeness (Account Plan Object)
Open Opp count per user and status of TAS Plan
Diebold, Inc. – Confidential 36
Key Learnings using Account & Opportunity Planning Process Account Planning Key Take-Aways
“Tell me something I don’t know…”
Keys to Driving Successful Strategic Account Planning
Lead with a Top Down Culture • Move from opportunisGc to strategic • Expect leaders to follow the process with Peer Review scheduled for each team every week –
publish it! • Jump on as many reviews as possible
It all starts with the right Objec$ves • Do they have and are they focused on 3-‐4 key objecGves • AcGons should validate or flush risks/weaknesses in their strategy and tests poliGcal
awareness from Strategy (Insight Map)
Use Objec$ves, Strategy & Ac$ons to Coach Directors • Coach them up…not beat them down • Use plans to understand their team’s handle on business to drive territory awareness and
opportunity pursuit prioriGzaGon