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© 2015 Vantage Point Performance. All Rights Reserved.
ARS EMEA CASE STUDY
Michelle VazzanaPartner, Vantage Point
Lotta BagerDirector of Sales Operations ARS EMEA
© 2015 Vantage Point Performance. All Rights Reserved.3
What is Standing in our Way
• We were not hunters
Client Service Mentality
• No usable data across the region
Lack of Integration Across EMEA (SFDC)
• Each country had a different sales process
No Common Approach
© 2015 Vantage Point Performance. All Rights Reserved.4
Road Map to Growth
4
Design and Development
Implementation Deliver Results
Year 1 Year 2 Year 3
© 2015 Vantage Point Performance. All Rights Reserved.5
Design and Development
5
Design and Development
Implementation Deliver Results
Year 1 Year 2 Year 3
© 2015 Vantage Point Performance. All Rights Reserved.8
Rationalizing the Sales Process
• 37 Hours
• 37 Individuals
• 5 Regions
Processes across regions were very similar
© 2015 Vantage Point Performance. All Rights Reserved.9
Calculating Backwards From Results
9
€1m NN
Revenue
budget for
target sector
= 200
Prospects at
a Lead
generation
rate of 50%
Local Market
Planning
identifies 200
Prospects in
target sector
= 100 Leads
at a Lead to
Conversion
rate of 50%
= 50
opportunities
at 40% CW
rate
= 20 sales at
€50k average
deal size
© 2015 Vantage Point Performance. All Rights Reserved.11
2 Salesperson Roles and Competencies
Account ExecutiveNew/Existing
Retention
Business DeveloperNew/New
• Knows the Client• Generates Value• Builds Decision-maker Relationships• Delivery Focused• Negotiates to Win
• Confidently Networks• Hunts Enthusiastically• Passionate About the Sales Process• Develops Opportunities• Negotiates to Win
© 2015 Vantage Point Performance. All Rights Reserved.12
Team Leadership
• Role models sales excellence• Adds value to the sales process
and client interaction• Facilitates regular
communication across the team
Drives Team to Win
• Sets clear individual and team targets and KPIs
• Supports plans for how to achieve targets
• Holds regular pipeline reviews • Provides regular feedback• Clearly explains progress on pipeline
Sales Manager Role and Competencies
Coaching and Team Development
• Provides feedback and coaching to enhance effectiveness and achieve targets
• Supports team members to maintain client and market knowledge
• Coaches others, challenging and asking insightful questions to uncover issues and help colleagues work out the answers for themselves
© 2015 Vantage Point Performance. All Rights Reserved.13
Implementation
13
Design and Development
Implementation Deliver Results
Year 1 Year 2 Year 3
© 2015 Vantage Point Performance. All Rights Reserved.14
New Business Revenue Needed
Retention
New/
Existing
New/New
© 2015 Vantage Point Performance. All Rights Reserved.15
BusinessResults
SalesObjectives
Desired
Business
Result New Business Revenue
Sales
Activities
Early Stage Opportunity
Qualification: New/New
Pipeline Checkup:Size, contents, progress
Early Stage Opportunity Qualification: New/Existing
Path to Results By Role
Sales
Objectives
Closed/Won rate for New/Existing
Closed/Won rate for New-New
Opportunity Movement
BD AE
AL
IG
N
A
R
O
© 2015 Vantage Point Performance. All Rights Reserved.16
Retention
New/
Existing
New/New
Pipeline and Performance Management
© 2015 Vantage Point Performance. All Rights Reserved.17
Remuneration and Training
Account Executive
Business Developer
Sales ManagerSecond-Line Manager
Aon University
Aon Sales Management
Program
Country Managers / Executives
Executive Workshop
© 2015 Vantage Point Performance. All Rights Reserved.18
Remuneration and Training
Aon University
Aon Sales Management
Program
Executive Workshop
Sales Training
Drive growth through consistent and relevant management practices to be executed via management rhythm
Executive role and commitment to reinforce consistent management practices
© 2015 Vantage Point Performance. All Rights Reserved.19
Aon EMEA’s Management Rhythm
A R C
3 Coaching Sessions per Month with each AE/BDM
Execute the Activities in a management Rhythm, with structured Conversations
© 2015 Vantage Point Performance. All Rights Reserved.20
New-New Opportunity Coaching
Coaching FocusEarly Stage New-New Opportunity
Qualification
Frequency Monthly, following Pipeline Health
Checkup
Duration 1 hour
Coaching Objectives • Agree on status of opportunity
qualification and next steps for
qualification (if necessary)
• Agree on opportunity strategy
• Plan for first/next meeting with
future client
AgendaInputs Outputs
© 2015 Vantage Point Performance. All Rights Reserved.21
New-Existing Opportunity Coaching
Coaching
Focus
Early Stage New Existing
Opportunity Qualification
Frequency Monthly
Duration 1 hour
Coaching
Objectives
• Check progress of activities for in quarter
clients
• Agree on best opportunities to pursue
based on client feedback and Aon
capabilities
• Agree on opportunity strategy
• Plan for meeting with client
AgendaInputs Outputs
© 2015 Vantage Point Performance. All Rights Reserved.22
E X E C U T E
AL
IGN
Execute the Activities in a management Rhythm, with structured Conversations
E X E C U T E
A R C
AL
IG
N
A
R
O
Health of the Sales Pipeline
Size
ProgressContents
Corrective Activities
© 2015 Vantage Point Performance. All Rights Reserved.23
Pipeline Health Checkup
Coaching
Focus
Pipeline Health:
Size, Contents,
Progress
Frequency Monthly, 1 hour
Coaching
Objectives
• Agree on health
of pipeline
• Agree on
activities to
improve or
reinforce pipeline
health
AgendaInputs Outputs
© 2015 Vantage Point Performance. All Rights Reserved.25
Second-Line Sale Leader Rhythm
Coaching Observation
Opportunity Management
• Early Stage Opportunity Qualification:
New/New & New/Existing
One-on-One
Pipeline checkup with sales managers:
• Health of the team pipeline
• Challenges and opportunities
© 2015 Vantage Point Performance. All Rights Reserved.26
Deliver Results
26
Design and Development
Implementation Deliver Results
Year 1 Year 2 Year 3
© 2015 Vantage Point Performance. All Rights Reserved.27
Delivering Results
• Countries are seeing the value of a better approach:
In-scope accounts ↑c. 15 percentage points (pp)
% accounts penetrated with ≥ one opportunity ↑ from c. 20 pp
Closed won opportunity ↑ c. 10 pp
Consistent use of sales process and better usage of SFDC to manage sales
• Variations in adoption between countries
© 2015 Vantage Point Performance. All Rights Reserved.28
Lessons Learned
• Ensure the program links back to the overall sales strategy
• Facilitators Matter
• Action Plan from Introduction to Business as Usual
• KPIs to Measure Progress and Results
© 2015 Vantage Point Performance. All Rights Reserved.30
Michelle, thought at some point you might need the next two slides…
© 2015 Vantage Point Performance. All Rights Reserved.31
Marketing Data Analytics
Retention
New/
Existing
New/New
© 2015 Vantage Point Performance. All Rights Reserved.32
Tools and Support
Retention
New/
Existing
New/New