Changing Sales Force Behavior to Achieve High Performance An AMG Executive Briefing
Changing Sales Force Behavior To Achieve High Performance
Oct 20, 2014
Slides from an AMG Executive Briefing that revisits "Changing Sales Force Behavior to Achieve High Performance" originally published by Accenture in September, 2003
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Transcript
Changing Sales Force Behavior
to Achieve High Performance
An AMG Executive Briefing
Where to begin?An outline…
How to align sales forcebehavior with business goals
Where to begin?An outline…
How to align sales forcebehavior with business goals
Supportive programsto help manage change
Where to begin?An outline…
How to align sales forcebehavior with business goals
Accenture High Performance Workforce Study/Changing
Sales Force Behavior
Where to begin?An outline…
Supportive programsto help manage change
Business success: Winning new
customers is key
Sales critical role: Delivering the
promise
Sales Leadership: Management and
the missing links
Business success: Winning new
customers is key
Sales critical role: Delivering the
promise
Business success: Winning new
customers is key
Sales critical role: Delivering the
promise
Sales Leadership: Management and
the missing links
Research shows sales is a criticalbut under-performing function…
The Sales Challenge
“Our sales managers do not leverage the new sales processes and tools to manage their teams”
The Sales Challenge
“Our salespeople sell products not solutions to our customers”
The Sales Challenge
“Our people are not sufficiently trained in prospecting and closing sales opportunities”
The Sales Challenge
“We lack adequate metrics to monitor the performance of oursales force”
Lemons or lemonade?
• Effective recruitment
• Advanced s training
• Performance management
• Metrics
• Compensation and rewards
Enabling the Sales Force
• Effective recruitment
• Advanced s training
• Performance management
• Metrics
• Compensation and rewards
Enabling the Sales Force
Enabling the Sales Force
• Effective recruitment
• Advanced sales training
• Performance management
• Metrics
• Compensation and rewards
Enabling the Sales Force
Enabling the Sales Force
• Effective recruitment
• Advanced sales training
• Performance management
• Metrics
• Compensation and rewards
Enabling the Sales Force
Enabling the Sales Force
• Effective recruitment
• Advanced sales training
• Performance management
• Metrics
• Compensation and rewards
Enabling the Sales Force
Enabling the Sales Force
• Effective recruitment
• Advanced sales training
• Performance management
• Metrics
• Compensation and rewards
Enabling the Sales Force
Enabling the Sales Force
Setting New Objectives: Does everyone know
what is expected of them?
Setting New Objectives:Create links between corporate
goals and personal performance
Accenture research points to seven key
performance objectives common
to high-performance sales organizations…
…yep, seven.
Accenture research points to seven key
performance objectives common
to high-performance sales organizations…
…yep, seven.
1: Increasethe Value of Selling Time
• Goal time
1: Increasethe Value of Selling Time
• Goal time
• Clock time
1: Increasethe Value of Selling Time
• Goal time
• Clock time
• Paid activities
1: Increasethe Value of Selling Time
• Goal time
• Clock time
• Paid activities
• Unpaid activities
2: IncreaseCustomer Retention
• Relationships
2: IncreaseCustomer Retention
• Relationships
• Customer loyalty
3: IncreaseNew Product
Market Share
Provide the necessary support to ensure products’ success
4: Sell High Margin Stuff
Focus on premium products/services that have high margin
5: Win the War for Sales
Talent• Recruit to profile
5: Win the War for Sales
Talent• Recruit to profile
• Engage andmotivate
5: Win the War for Sales
Talent• Recruit to profile
• Engage andmotivate
• Training anddevelopment
6: Organize the Sales Function
• Efficiency andeffectiveness
6: Organize the Sales Function
• Efficiency andeffectiveness
• Optimize time toadd value
7: Minimize Ramp-up Time
• Reduce time to learn requiredskills
7: Minimize Ramp-up Time
• Reduce time to learn requiredskills
• Shorten the glidepath
Align behaviors to each of these seven key performance objectives
"Goals are notachieved by accident…
Salespeople needknow not only what is expected of them, but
also what they have to do to reach those
goals."
Three Keys toChanging Behavior
Ability.Motivation.
Context.
Product knowledge
Ability
Job-related knowledge
Ability
Customer-related knowledge
Ability
Goal setting: What’s expected?
Motivation
How is performance measured?
Motivation
Are people getting feedback?
Motivation
How are people compensated?
Motivation
Workplace environment
Context
Systems, process and people
Context
Collaboration
Context
Accenture found that a typical $1 billion company can generate millions of dollars in additional revenue simply by addressing critical human performance issues such as motivating and rewarding people, improving selling skills, and attracting and retaining qualityindividuals.
WHAT’S ON YOUR AGENDA?
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