COURSE OUTLINE KEY TAKEAWAYS - Industrial...
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ADVANCED SALES MANAGEMENT CERTIFICATE COURSE OUTLINE n Sales and marketing framework and strategy n Financial framework n Value proposition management n Human capital development and acquisition n Sales management analytics n Customer stratification and application n Coaching for improved performance n Talent development, succession planning, and retention n Compensation n Sales force of the future and CRM involvement WHO SHOULD ATTEND n Sales & Marketing VPs n Sales & Marketing Directors n Marketing Managers n Regional / Functional Heads n Strategic Business Managers n Business Owners, C-suite, and Entrepreneurs KEY TAKEAWAYS n Ready-to-use process assessment toolkit n Tools to communicate value of best practices to top management n Roadmap for increasing sales force effectiveness n Achieve revenue growth & cash flow n Team exercises n Copy of Sales and Marketing Optimization Strategic Planning Process Process Metrics Financial Elements Financial Metrics SALES AND MARKETING FRAMEWORK Linking Sales and Marketing Processes to Shareholder Value & Customer Service S H A R E H O L D E R V A L U E C U S T O M E R S E R V I C E BUSINESS DEVELOPMENT (Markets, Products & Services) New market segment development New products and services development Existing products and services management Existing market segment management SALES FORCE DESIGN, DEVELOPMENT AND MANAGEMENT PERSONAL SELLING(SALES FORCE) MARKETING COMMUNICATIONS Customer mix - customer stratification Product & services mix Geographic mix Number of identified opportunities (leads, new customers, etc.) Number of realized opportunities Opportunity-to-sales ratio Chargeback / rebate by supplier Returns trend by supplier Quality index by supplier Warranty Issues - frequency & resolution (time and cost) Safety / regulation compliance Customer satisfaction index Customer’s product & service needs (voice of customer) Number of new products introduced Coordination with promotion, sales, purchasing & vendors Training & demo programs completed Customer satisfaction index Number of new market segments Identified Segment attractiveness (potential) Segment competitiveness Coordination with vendors, sales and potential customers Potential core customer profiling Qualified leads Alignment with sales force Synergy among media mix Effectiveness metrics Efficiency metrics Qualified customer complaints Qualified sales force complaints Ease of coordation and control Voice of customer Sales people complaints & morale Sales turnover Sales or GM per salesperson Cost of sales Qualified customer complaints Qualified sales force complaints Patterns in quota attainment Alignment with sales strategy Goal achievement Alignment with company objectives and customer needs Simplicity, consistency, ease of implementation, results and reward relationship Sales force satisfaction (engagement and pay variation) Average training hours Training frequency Training content mix Training method mix Degree of consensus in the sales system Alignment with sales strategy Relevance to selling environment Sales force efficiency Sales force effectiveness Level of integration with sales process Source of value for sales force Complexity & flexibility of tools Coordination between sales and IT Sales force retention or attrition rate Percentage of low performers Quality of hire Sales force satisfaction index Incremental revenue Operating expenses (cost-to-serve) Accounts receivables Operating expenses (cost-to-serve) Outstanding credit - rebate / chargeback / Volume discount Impact on revenue Revenue by product Revenue by market segment Operating expenses (cost-to-serve) Incremental revenue Advertising / promotion expenses (payroll, media, services) Revenue Selling expenses Operating expenses (cost-to-serve) Revenue Selling expenses Operating expenses (cost-to-serve) Recruiting and hiring Cost Revenue Operating expenses (cost-to-serve) Training expenses Revenue Selling expenses Operating expenses (cost-to-serve) Revenue Growth EBITDA Days Chargeback Outstanding Days Sales Outstanding Market Share An Alliance of the NAW Institute & Texas A&M University COMPANY OBJECTIVES SALES FORCE PRIORITIES CUSTOMER NEEDS Identify Leads Interview Potential Customer Discover Potential Present to Customer Design Solution Follow-up & Close the Sale Deliver Products & Services Post-Sales Support Negotiate with Customer VALUE POSITIONING SALES AND MARKETING STRATEGY Cross Functional Team MARKET SEGMENTATION MARKET SEGMENTATION 1 2 3 TARGET MARKET SELECTION VALUE POSITIONING SUPPLY CHAIN PLANNING STOCK Warehouse Fulfillment Warehouse Management Number of Locations Inventory Stratification Forecasting Replenishment Policies STORE Strategic Sourcing Supplier Management SOURCE SHIP Information Technology Finance Management Human Resource Management SUPPORT SERVICES C O M P A N Y V I S I N & M I S S I O N Sales & Marketing Strategy Sales & Marketing Processes What is the market? 1 Market Analysis (Supplier & Customer-focused) Competition Analysis Economy & Political Impact Technological & Social Change Where are we? 2 SWOT Analysis Current Performance 4 Stakeholders Where do we want to be? 3 Shareholder Value Expectation Customer Needs Company Objectives / Goals Benchmarking Why should customers do business with us? 5 Core Competence Value Proposition Competitive Advantage How do we get there? 4 Market Penetration (New) Product and Service Development (New) Market Development Diversification COMPANY OBJECTIVES (Shareholder Value Goals) COMPANY STRATEGY FUNCTIONAL OBJECTIVES Communication Objectives Target Audience Communication Budget Message (value proposition) Media Mix Performance Evaluation SELL Products (Brand) Inventory Availability Breadth and Depth (Capital) Market Coverage (Exclusivity) Price (Supplier Driven) Value-add Services (Capability) Delivery (Capability) Facilities (Capability) Market Coverage (Capability) Cost (Cost-to-serve Driven) Direct Sales Force (Market / Industry Knowledge & Selling Skills) Technical Support (Product & Application Knowledge) Price (Market Driven) Credit Terms (Capital) Customer Service (Order Management) Market Presence & Experience (Knowledge & Relationship) Value-add Services (Capability) SOURCE & STOCK SELL SUPPORT SERVICES STORE, SHIP & SUPPLY CHAIN PLANNING VALUE PROPOSITION CREATE VALUE PROPOSITION DELIVER VALUE PROPOSITION SUSTAIN VALUE PROPOSITION COMMUNICATE VALUE PROPOSITION Diversification Product & Services Development Market Development Market Penetration BUSINESS DEVELOPMENT Sales Process Sales Force Structure Sales Force Size Sales Force Deployment Sales Force Compensation Sales Force Recruitment Sales Force Training Sales Force Culture Sales Management Sales Support Tools Hit rate or conversion rate Completeness of sales process Revenue Growth EBITDA Revenue Growth Market Share EBITDA Return on Marketing Spending www.naw.org/crdbp http://id.tamu.edu Created by Senthil Gunasekaran, Pradip Krishnadevarajan and Barry Lawrence www.nawpubs.org Revenue Growth Gross Margin Days Sales Outstanding EBITDA Total Asset Turnover Revenue Growth Gross Margin Days Sales Outstanding EBITDA Total Asset Turnover GROWTH PROFITABILITY ASSET EFFICIENCY SELL FUNCTIONAL STRATEGY Fleet Management Dispatch Management 3PL/Carrier Management Customer Order Fulfillment CASH FLOW © 2012 Global Supply Chain Lab, Texas A&M University 1 2 4 3 Market Macro Segments Micro Segments Segments A B E C D F 2.5 DAYS
Transcript of COURSE OUTLINE KEY TAKEAWAYS - Industrial...
ADVANCED SALES MANAGEMENT CERTIFICATE
COURSE OUTLINEn Sales and marketing framework and strategy
n Financial framework
n Value proposition management
n Human capital development and acquisition
n Sales management analytics
n Customer stratification and application
n Coaching for improved performance
n Talent development, succession planning, and retention
n Compensation
n Sales force of the future and CRM involvement
WHO SHOULD ATTENDn Sales & Marketing VPs
n Sales & Marketing Directors
n Marketing Managers
n Regional / Functional Heads
n Strategic Business Managers
n Business Owners, C-suite, and Entrepreneurs
KEY TAKEAWAYS n Ready-to-use process assessment toolkit
n Tools to communicate value of best practices to top management
n Roadmap for increasing sales force effectiveness
n Achieve revenue growth & cash flow
n Team exercises
n Copy of Sales and Marketing Optimization
Strategic Planning Process Process Metrics Financial Elements Financial Metrics
SALES AND MARKETING FRAMEWORKLinking Sales and Marketing Processes to Shareholder Value & Customer Service
SHAREHOLDER
VALUE
CUSTOMER SERVICE
BUSINESS DEVELOPMENT (Markets, Products & Services)
New market segment development
New products and services development
Existing products and services management
Existing market segment management
SALES FORCE DESIGN, DEVELOPMENT AND MANAGEMENT
PERSONAL SELLING (SALES FORCE)
MARKETING COMMUNICATIONS
Customer mix - customer stratification Product & services mix Geographic mix Number of identified opportunities (leads, new customers, etc.) Number of realized opportunities Opportunity-to-sales ratio
Chargeback / rebate by supplier Returns trend by supplier Quality index by supplier Warranty Issues - frequency & resolution (time and cost) Safety / regulation compliance Customer satisfaction index
Customer’s product & service needs (voice of customer) Number of new products introduced Coordination with promotion, sales, purchasing & vendors Training & demo programs completed Customer satisfaction index
Number of new market segments Identified Segment attractiveness (potential) Segment competitiveness Coordination with vendors, sales and potential customers Potential core customer profiling Qualified leads
Alignment with sales force Synergy among media mix Effectiveness metrics Efficiency metrics
Qualified customer complaints Qualified sales force complaints Ease of coordation and control
Voice of customer Sales people complaints & morale Sales turnover Sales or GM per salesperson Cost of sales
Qualified customer complaints Qualified sales force complaints Patterns in quota attainment Alignment with sales strategy
Goal achievement Alignment with company objectives and customer needs Simplicity, consistency, ease of implementation, results and reward relationship Sales force satisfaction (engagement and pay variation)
Average training hours Training frequency Training content mix Training method mix
Degree of consensus in the sales system Alignment with sales strategy Relevance to selling environment
Sales force efficiency Sales force effectiveness
Level of integration with sales process Source of value for sales force Complexity & flexibility of tools Coordination between sales and IT
Sales force retention or attrition rate Percentage of low performers Quality of hire Sales force satisfaction index
Incremental revenue Operating expenses (cost-to-serve) Accounts receivables
Operating expenses (cost-to-serve) Outstanding credit - rebate / chargeback / Volume discount Impact on revenue
Revenue by product Revenue by market segment Operating expenses (cost-to-serve)
Incremental revenue Advertising / promotion expenses (payroll, media, services)
Revenue Selling expenses Operating expenses (cost-to-serve)
Revenue Selling expenses Operating expenses (cost-to-serve)
Recruiting and hiring Cost
Revenue
Operating expenses (cost-to-serve) Training expenses
Revenue Selling expenses Operating expenses (cost-to-serve)
Revenue Growth
EBITDA
Days Chargeback Outstanding
Days Sales Outstanding
Market Share
An Alliance of the NAW Institute & Texas A&M University
COMPANYOBJECTIVES
SALES FORCEPRIORITIES
CUSTOMERNEEDS
Value
Pro
posit
ion Sales Process
Sales Management
IdentifyLeads
InterviewPotentialCustomer
DiscoverPotential
Presentto Customer
DesignSolution
Follow-up & Close the Sale
DeliverProducts &
Services
Post-SalesSupport
Negotiatewith Customer
VALUE POSITIONING
SALES AND MARKETING STRATEGYCross Functional Team
MARKET SEGMENTATION
MARKETSEGMENTATION
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2
3
TARGETMARKET SELECTION
VALUEPOSITIONING
SUPPLY CHAINPLANNING
STOCK
Warehouse Fulfillment Warehouse Management Number of Locations
Inventory Stratification Forecasting Replenishment Policies
STORE
Strategic Sourcing Supplier Management
SOURCE SHIP
Information Technology Finance Management Human Resource Management
SUPPORTSERVICES
COMPANY
VISI
N
&
MISSION
Sales & Marketing Strategy Sales & Marketing Processes
What is the market?1
Market Analysis (Supplier & Customer-focused) Competition Analysis Economy & Political Impact Technological & Social Change
Where are we?2
SWOT Analysis Current Performance 4 Stakeholders - Shareholder, Customer, Employee & Supplier
Where do we want to be?3
Shareholder Value Expectation Customer Needs Company Objectives / Goals Benchmarking
Why should customersdo business with us?
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Core Competence Value Proposition Competitive Advantage
How do we get there?4
Market Penetration (New) Product and Service Development (New) Market Development Diversification
COMPANYOBJECTIVES
(Shareholder Value Goals)
COMPANYSTRATEGY
FUNCTIONALOBJECTIVES
Communication Objectives
Target Audience
Communication Budget
Message (value proposition)
Media Mix
Performance Evaluation
SELL
Products (Brand) Inventory Availability Breadth and Depth (Capital) Market Coverage (Exclusivity) Price (Supplier Driven)
Value-add Services (Capability) Delivery (Capability) Facilities (Capability) Market Coverage (Capability) Cost (Cost-to-serve Driven)
Direct Sales Force (Market / Industry Knowledge & Selling Skills) Technical Support (Product & Application Knowledge) Price (Market Driven)
Credit Terms (Capital) Customer Service (Order Management) Market Presence & Experience (Knowledge & Relationship) Value-add Services (Capability)
SOURCE & STOCK
SELLSUPPORTSERVICES
STORE, SHIP &SUPPLY CHAIN
PLANNING
VALUEPROPOSITION
CREATE VALUE PROPOSITION DELIVER VALUE PROPOSITION SUSTAIN VALUE PROPOSITIONCOMMUNICATE VALUE PROPOSITION
DiversificationProduct &Services
Development
MarketDevelopment
MarketPenetration
BUSINESSDEVELOPMENT
CATALOG &LINE CARDS
WEBSITE DIRECTMAIL
SOCIAL MEDIA& PR
EMAILCAMPAIGN
TRADESHOW
ADVERTISING(ONLINE &OFFLINE)
CUSTOMERSERVICE
REP
FIELD SALESFORCE
SPECIALIST
CUSTOMER
Sales Process
Sales Force Structure
Sales Force Size
Sales Force Deployment
Sales Force Compensation
Sales Force Recruitment
Sales Force Training
Sales Force Culture
Sales Management
Sales Support Tools
Hit rate or conversion rate Completeness of sales process
Revenue Growth
Market Share
EBITDA"EBITDA
Revenue Growth
Market Share
EBITDA
EBITDA"Return on Marketing Spending(Advertising & Promotion)
www.naw.org/crdbphttp://id.tamu.edu
Created by Senthil Gunasekaran, Pradip Krishnadevarajan and Barry Lawrence
www.nawpubs.org
Revenue Growth
Market Share
EBITDA"Gross Margin
Days Sales Outstanding
EBITDA
Total Asset Turnover
Revenue Growth
Market Share
EBITDA"Gross Margin
Days Sales Outstanding
EBITDA
Total Asset Turnover
GROWTH
PROFITABILITYASSET
EFFICIENCY
SELL
FUNCTIONALSTRATEGY
Fleet Management Dispatch Management 3PL/Carrier Management Customer Order Fulfillment
CASH FLOW
© 2012 Global Supply Chain Lab, Texas A&M University
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Market Macro Segments
ClusteredMicro Segments
MicroSegments
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“I am blown away by the scope of this Sales and Marketing Optimization book and the depth of knowledge and real-world experience it contains. I only wish I had a reference like this at the beginning of my career. Fortunately, I have it now and it’s not too late to do something with it! This book is very actionable with constant emphasis on measurable results at the shareholder and stakeholder levels. This is simply the best sales and marketing book for distributors that I have ever read!”- Byron Potter, Vice Chairman and CEO, Dallas Wholesale Builders Supply, Inc.
2.5 DAYS
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