Contemporary Sales Management Practices That Drive Business Development

Agenda Sales Management Impact on Business Development

What is ‘Best-in-class’?

What do ‘Best-in-class’ do?

Proactive Sales Management vs. Reactive Sales Management

Coach the Coaches

Best-in-Class invest in their Sales Managers

Sales Management Business Pressures

Enabling Technology to Maximize Business Development Efforts

Conclusions

Sales Management Impact on Business Development

6 Research Studies:

1. Aberdeen Group

- Sales Training 2011 Uncovering How the Best-In-Class Sustain, Reinforce & Leverage Best Selling Practices

- Lead to Win 2012 Managing People, Process and Technology to Optimize the Last Mile of the Sales Cycle

- Sales Performance Management 2012 Managing People, Process and Technology to Optimize the Last Mile of the Sales Cycle

- Sales Performance Management: Managing People, Process and Technology to Optimize the Last Mile of the Sales Cycle

• Sales for Life – Sales Survey 2010

• Canadian Federation of Independent Business – Canada’s Training Ground: SME’s $18 billion Investment in the Nation’s Workforce

• Rabemananjara, Parsley: Relations between employee’s training decisions and business strategies and human resource management practices: a study by size of business (Industry Canada)

• Lieb: Principles of Adult Learning

• Thomas International 2011 - Sales Performance Study: A review of high-performing sales professionals in North America

What is ‘Best in Class’?Aberdeen Study

970 end-user organizations:

87% average overall attainment of sales quota in the last measured year, compared with 49% among Industry Average firms and 4.0% within Laggard companies.

9.5% average year-over-year increase in average number of proposals, quotes or RFP responses delivered to customers/prospects,per sales rep, per month, versus a 2.2% Increase for Industry Average firms and 1.8% reduction among Laggards.

4.5% year-over-year increase in lead conversion rates (sales accepted lead to close), vs. 1.1% within Industry Average and 2.4% decrease for Laggard companies.

What do ‘Best in Class’ do?Provide Sales Managers

customized training & content, distinct from that offered to sales representatives

Maintain a focus on frequent training activities for both sales reps and managers

Embed sales training content into both easily accessible knowledge repositories, as well as linking it to defined CRM sales stages

Ensure an aggressive approach to ongoing reinforcement and refreshment of sales training skills and content provided

Gain and retain executive-level sponsorship for sales training initiatives

Proactive Sales ManagementIdentify sub-set competencies – Managers can’t coach what they don’t know

Coach the Coaches

•67% of respondents stated they do over 90% of their sales calls without any management feedback

•25% of respondents stated they receive 0 days of training/year.

•62% of respondents stated they receive between 0-5 days of training/year.

•Conclusion: Sales Managers require training in contemporary Coaching Practices and need to spend more time in the field coaching!

52% of Sales Leaders believe one-on-one coaching is their No. 1 training tool – while only 24% of Sales Performers rate their manager’s one-on-one Coaching as effective.*

Sales Leaders rate their coaching as the No. 1 tool for developing sales performers while 47% of sales performers rate their managers coaching as ‘Needs Improvement’**

Best-in-Class Invest in Management Development to Demonstrate Significant

Year-over-Year Success

Sales Manager Business Pressures

Besides the obvious ‘Meet my targets!’ there are important sub-set pressures most sales managers face.

In each case, reps that are performing at peak significantly reduce the pressure on both the Manager and the Company

In particular, prospecting for new business with both new accounts and cross-selling in existing accounts can make/break target acquisition

Enabling Technology to Enhance Business Development

• Tracking of sales performers must include the ‘inputs’ (where in the sales process), as well as, the ‘outputs’ (results)

• Pro-active Sales Managers concentrate their coaching efforts on the ‘inputs’ - where does their rep need specific coaching...

• Tracking tools (paper & pencil, crm, etc.) are only as good as the data submitted. Therefore, input time and information must be kept to a minimum.

CORE TRAINING FIELD PERFORMANCE CRM TRACKING COACHING

ConclusionsTo become ‘Best-in-Class’ (leading industry in Business Development

performance indicators) requires Senior Management Committment

‘Best-in-Class’ recognize the extraordinary importance of the Sales Manager role

Regular Field Coaching is critical to ongoing Sales Rep Development and use of proper business development skill sets

Field coaching needs to be ‘proactive’ vs. ‘reactive’

Sales performers are under-impressed with their manager’s coaching capabilities

Organizations that invest in training their Sales Managers and Reps have lower turnover - and subsequent higher performance

Using Technology (eg. CRM) will provide Sales Managers with proactive coaching priorities

Organizations need to tie their sales cycle content into their knowledge repositories

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