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Would you weather have excellent salepeople with an average sales manager, or average salespeople with an excellent sales manager? Watch a replay of this webinar with Forum and ZS Associates to find out: http://www.forum.com/register.aspx?id=d9ff62c2-eafe-401c-b32b-f70d7c98c025&edocid=939
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© Copyright 2013 The Sales Management Association.
Sales Management Association Webcast
5 June 2013
Presented by
Building a Winning Sales Management Team: The Force Behind the Force
About The Sales Management Association
A global, cross-industry professional association for sales operations and sales management.
Focused in providing research, case studies, training, peer networking, and professional development to our membership.
Fostering a community of thought-leaders, service providers, academics, and practitioners.
Learn More: www.salesmanagement.org
Slide 2© 2013 The Sales Management Association. All rights reserved.
Today’s Panelists
Slide 3© 2013 The Sales Management Association. All rights reserved.
© Copyright 2013 The Sales Management Association.
Sales Management Association Webcast
5 June 2013
Presented by
Building a Winning Sales Management Team: The Force Behind the Force
Optimal sales resource levels and deployment, within a structure that enables the sales process
Customer-focused sales process & planning, advancing the customer relationship with each interaction
Highly motivated, performance focused & accountable sales force committed to “getting it done” & “doing it right”
Sales managers & sales people with the knowledge, skills & attributes required to excel at their respective roles
Sales Strategy
Sales Force Design
Customer Engagement
Process
People & SkillsMotivation
Customer focused strategy targeting the best customers with offerings they value
Exceptional Customer Experience Profitable GrowthCustomer Loyalty & Advocacy
Source: ZS SFE Navigator Framework
ZS and Forum are both focused on helping organizations drive superior sales effectiveness
Forum
Which would you rather have?
Slide 6© 2013 The Sales Management Association . All rights reserved
Average salespeople and an excellent manager
Excellent salespeople and an average manager
“The day you become a manager, it becomes about them. Your job is to walk around with a can of water in one hand and some fertilizer in the other hand. ”
Series180%
90%
100%
110%
Avg. time FLM spent with each sales person per month
Dis
tric
t goa
l att
ainm
ent 19% difference
What does the data tell us?
© 2013 The Sales Management Association . All rights reserved Slide 7
Low(bottom 1/3)
Mid(middle 1/3)
High(top 1/3)
Building a winning sales management team
Sizing and structuring the
team
Defining the role
Creating the success profile
Selecting talent
Enhancing competencies
Managing performance
Supporting critical activities
Motivating and rewarding success
The First Line Manager (FLM) Success Drivers
Facilitating change
Defining the FLM job
Creating a strong FLM
team
Enabling the right FLM activity
© 2013 The Sales Management Association . All rights reserved Slide 8
FLMs play three critical management roles
• Select the team• Build the team (coach)• Lead the team (translate the
strategy consistently)• Manage the team• Reward the team
STRATEGIC• Achieve sales goals• Manage sales
resources and pipeline• Adapt strategy to local
needs• Collect market insight
ADMINISTRATIVE• Ensure compliance
with policies and regulations
• Monitor expenses and budgets
• Coordinate withother company functions
• Develop account plans• Facilitate big sales• Assist with important
sales process steps
• Manage/lead key account relationships
PeopleManager
CustomerManager
BusinessManager
© 2013 The Sales Management Association. All rights reserved. Slide 9
Poll Question:
In which of the following areas would your organization benefit most from increased 1st line sales manager focus?
A. Business Manager
B. People Manager
C. Customer Manager
© 2013 The Sales Management Association. All rights reserved. Slide 10
How do your managers spend their time?
Slide 11© 2013 The Sales Management Association . All rights reserved
Role Typical Time Allocation
Some Conditions Under Which Time Allocation Should be Greater than the Typical Range
People Manager
30% -55% Allocate more than 55% to People Manager role when:• Sales process is simple, streamlined, consistent • Many inexperienced salespeople due to:
• Rapid sales force growth• High salesperson turnover
• Important to closely control sales activity
Customer Manager
25% -40% Allocate more than 40% to Customer Manager role when:• Sales process is complex, multi-step, customized, involves many
decision makers• Customers value a relationship with someone with authority• Too few key accounts for a dedicated KAM• Managers have unique expertise (for example, in pricing or
negotiating)
Business Manager
20% - 35% Allocate more than 35% to Business Manager role when:• Sales process requires participation of other company functions• Managers control local budget and resources • Dynamic events or local conditions require adaptation of sales
strategies
A three step process for defining and implementing the right FLM role
Step 1: Assess Step 2: Design Step 3: Implement
How do FLMs currently spend
their time?
How should FLMs ideally spend their
time?
How do we progress from
current to a ‘practical’ ideal?
• Develop list of specific job tasks
• Conduct light assessment (eg: survey, interviews, …)
• Use results as a baseline
• Consider changes to sales environment
• Identify time traps• Learn from top
performers
• Identify gaps• Look for ‘practical
ideal’• Involve FLMs in
implementation process
• Communicate and reinforce expectations
A Leader’s Success …
Source: Carnegie Foundation
Other
People
80%
© 2013 The Sales Management Association. All rights reserved. Slide 13
The First-Line Sales Manager is a complex role, and not immune to Traps
Slide 14© 2013 The Sales Management Association . All rights reserved
Races to get a lot done Fails to put customer needs first
Fails to delegate tasks Undermines salespeople by taking over customer relationships
Fails to build and lead a team Hires or mentors the wrong salespeople
Does not pay enough mind to people-leadership activities
Does not give credit where credit is due
Stays in the comfort zone Spends too much time on urgent, low-value activities
Equates a management title with authority
Demands Improvement on results without creating a path to get there
Carries out plans instead of creating them
Doesn’t complete tasks to keep headquarters and the field aligned
Traps of first-line managers Traps of first-line sales managers
First Line Leadership Essentials
© 2013 The Sales Management Association. All rights reserved. Slide 15
Refine Your Leadership Approach
Focus Upstream
Build a High-Performance Climate
How can I get great results from my people?
How can I be more strategic?
How can I motivate and energize my team?
Key Questions for Sales Managers
© 2013 The Sales Management Association. All rights reserved. Slide 16
Refine Your Leadership Approach
© 2013 The Sales Management Association. All rights reserved. Slide 17
COMMAND
DEVELOP
PACESET
UNITE INSPIRE
COMMANDCreates forward movement
UNITECreates connectedness, employee engagement
INSPIREProvides clear direction linked to overall strategy
DEVELOPCreates effective, productive people
PACESETSets and demonstrates high standards for performance
GROWINGSALESPEOPLE
BUILDINGFIRM-TO-FIRMRELATIONSHIP
S
CREATING APROACTIVETERRITORYSTRATEGY
CREATINGINTERNAL
SALESPARTNERSHIP
S
• Pay more attention to excellence than weakness.
• Devote at least 25% of your time to coaching/teaching salespeople.
• Invest in the salesperson pipeline.
• Identify A+ customers.
• Enhance salespeople’s senior-level relationships.
• Invest time in critical relationships.
• Focus on leveraged situations.
• Set strategic focus.
• Build pipeline quality.
• Anticipate change.
• Invest in critical linkages.
• Create mutually beneficial relationships.
• Create alignment.
Upstream Strategies
© 2013 The Sales Management Association. All rights reserved. Slide 18
Build a High Performance Climate
© 2013 The Sales Management Association. All rights reserved. Slide 19
Build your own confidence
Build your team’s confidence
Build your customers’ confidence
Sales Team
Climate
Customer Climate
Personal Climate
Motivated Salespeople
Motivated Customers
Motivated Self RESULTS
Coaching Process Example
Case example: Coaching process
© 2013 The Sales Management Association. All rights reserved. Slide 20
Key Objectives Duration & Mode• Review activities and progress over prior two
weeks
• Review next steps on ‘top-5’ sales opportunities
• Review activity plan for upcoming two weeks, including high-priority critical pre-call plans
~ 1 hour per salesperson
(telephone)
• Review call objectives and roles
• Observe calls
• Provide ongoing post-call feedback on sales process execution
• Provide written feedback summary
• Top 20%: 2 days / Qtr.
• Mid 60%: 3-4 days / Qtr.
• Bottom 20%: 2 days / Qtr.
• Review objectives & attainment
• Assess territory targeting plan
• Confirm strategies and plans
~1.5 hours per rep
(in person)
Bi-Weekly Sales Activity Meeting
(Tactical)
Quarterly Territory Plan
Review (Strategic)
Field Rides (Tactical)
Consider a development solution if…
Consistently do not make their numbers
Have high variability in sales person performance across their districts
Were previously strong performers but are no longer doing well
Have consistently high turnover of sales people in their districts
Hire many new salespeople who never make it out of the box and leave the company within their first year
© 2013 The Sales Management Association. All rights reserved. Slide 21
Q&A:
© 2013 The Sales Management Association. All rights reserved. Slide 22
© Copyright 2013 The Sales Management Association
Thank You.