| Now is the time to rethink your sales strategy and | | | | role clarity which means they know how they need |
| your sales force. Design the sales force your business | | | | to perform to achieve their strategy goals. |
| needs and get great results. | | | | Story two: Design the sales team you want from |
| Tip: It's all in the thinking and planning that happens | | | | scratch - green fields |
| before the execution. To help you start your thinking | | | | A Divisional Manager of a large Australian corporate |
| and planning here are two case studies from our | | | | came to us because they didn't want to hire people |
| work files where the businesses got it right. | | | | from their industry as they didn't think they were |
| Story one: Transform your current sales team into a | | | | competitive in the current market. They wanted to |
| new sales team | | | | refresh the gene pool and bring in fit sales people |
| "The Sales Culture transformation and competency | | | | who were not tarnished by the industry mindset and |
| project we worked on with you in 2008 has been | | | | its way of doing things. They knew that in this over |
| such a great success for our team. The culture is | | | | commoditised marketplace their sales people were |
| now fantastic and the morale of the Sales Team is | | | | their competitive edge. |
| very good. We aimed for the culture we wanted and | | | | They were on the right track but didn't know where |
| got it. People have settled into their roles and are | | | | and how to start. So here is what we did together |
| working out fantastically. It was the planning and | | | | to find elite sales performers: |
| thinking behind it that made it work. The | | | | - Reviewed sales strategy, path to market, and |
| Competency work has, without a doubt, made a | | | | products being sold |
| difference. The Sales Competencies are 'Gold'. We | | | | - Developed the right Sales Behavioural Competencies |
| refer to them all the time and the Sales People are | | | | (DNA) and 'ideal' role/person specification matched to |
| using them as well to develop themselves and have | | | | sales strategy, product, and customer base |
| clearer, more accountable, performance reviews. The | | | | - Built a structured sales recruitment process and kit |
| competencies helped our team realise how | | | | - Targeted industries the new breed of sales people |
| responsible they need to be in their roles." | | | | could come from and went to market to find them |
| This is what can happen when you design your sales | | | | - Built and implemented the right sales induction |
| force to deliver your strategy. This quote comes | | | | training program matched to sales strategy, sales |
| from a Sales Director of a business we have worked | | | | competencies, product, and customer base |
| with for many years. They had the same sales force | | | | - Had new sales team present their 'go-to-market' |
| structure over the last 15 years and a very stable | | | | action plan to senior management before they went |
| sales force to go with it. The team and structure had | | | | to market |
| worked very well, however the market was changing | | | | - Implemented a sales management support system |
| and the business and its sales people needed to | | | | - Followed up with infield training and coaching |
| adapt and evolve to ensure they were current, fit | | | | - Mapped and measured sales metrics The results |
| and productive. | | | | were stunning from a sales initiative perspective. The |
| In 2008, this Sales Director realised she needed to | | | | 'new breed' of elite sales performers achieved a sales |
| develop a new strategy moving forward and with | | | | closing ratio of 4:3 within 2 months against an |
| that needed a new sales culture and team to deliver | | | | industry average of 3:1 and sold the annual sales |
| it. But she didn't want to get rid of the current sales | | | | budget within 5 months. |
| team. They were good operators with great industry | | | | Feedback from the sales people was that this was |
| knowledge and experience. She knew it would be | | | | the best sales recruitment and sales induction process |
| foolish to start from scratch with a new team and | | | | they had ever been through. In all their sales careers, |
| she didn't want to create confusion or unnecessary | | | | and many came from big name companies, they |
| unrest or anxiety in her existing team. | | | | have never been set up so well to succeed. They |
| Her concerns rested around getting buy-in from the | | | | felt confident, proud, and capable to really deliver. |
| team regarding the new strategy and, in particular, | | | | Feedback from the client: "We worked in partnership |
| their need to adjust their roles somewhat. Despite | | | | to develop an end-to-end model for a new innovative |
| not wanting to lose people she was prepared to do | | | | sales team. The approach was unique in that they |
| so if necessary. | | | | worked with us across recruitment, training, needs |
| What did she do? | | | | analysis, pitch planning and the end delivery. They |
| - Developed her sales strategy and then presented | | | | added huge value to any sales process." |
| her strategy to her sales team, inviting feedback and | | | | By designing your 'ideal' sales force blue print you can |
| explaining 'why' they all needed to move in this | | | | build and achieve the following in your business: |
| direction using a well researched, evidenced based | | | | - Change your culture by creating the sales culture |
| approach. The team knew what was happening in | | | | you want |
| the market place so it came as no surprise to them | | | | - Design the ideal sales force you want |
| that they needed to shift. That is fine intellectually, | | | | - Recruit the sales force you want / your strategy |
| however we knew the challenge would be in actually | | | | needs |
| getting them to shift in real terms. | | | | - Refresh your thinking, ideas, actions and results |
| - To get the real shift happening she then engaged | | | | - Develop career paths and succession planning |
| her team in the development of the new Sales Roles | | | | - Clear performance expectations |
| by engaging in a 'job design' process with us. | | | | - Clearer, more accountable, performance reviews |
| - Out of the 'job design' process we developed the | | | | - Provide a framework for identifying what a high |
| right Sales Behavioural Competencies (DNA) and 'ideal' | | | | performing sales person looks for your business |
| role/person specification matched to sales strategy, | | | | - Profiling of the core sales capabilities / |
| product and customer base. | | | | competencies for sales managers/ sales people for |
| - Sales Behavioural Competencies were then linked to | | | | use in recruitment, performance management, |
| the Sales Team performance management reviews | | | | training, coaching and succession planning. |
| and are now being used in coaching, recruitment and | | | | - Provide a framework for assessing the calibre of |
| succession planning processes. | | | | candidates as defined by core competencies and |
| - Sales Behavioural Competencies were mapped to | | | | values; As you prepare for the next financial year |
| measurable sales metrics | | | | and are developing your sales strategy take time to |
| - The Sales Behavioural Competencies now act as a | | | | reflect on what your 'ideal' sales force blue print |
| pivotal reference point in all their work. As mentioned, | | | | should be. Do not underestimate the value of taking |
| the Sales People are using Sales Behavioural | | | | time to think and plan, ultimately it could make you a |
| Competencies to develop themselves, have clearer, | | | | lot more money. |
| more accountable, performance reviews and better | | | | |