HEED Datasheet

rrespective of what hiring actions and plans we set, it will be in best cases structured as 20% top

performers, 70% middle, and 10% bottom ones. Jack Welch further insisted on the “act” part, asking

managers to act according to this categorization: stars to be nurtured and given right incentives to

excel, the bottom 10% to be weeded out, and a smart act would be to focus on increasing the

performance of the middle 70%, since they make up the majority.

Research showed that improving one’s strengths is less straightforward than fixing one’s

weaknesses. What we mean by this is that fixing only 30% of the middle performers’ weakness will

yield to a 55% increase on their sales performance. This sums up with at least 38.5% increase of

your overall company’s sales performance.

Accordingly HEED S.A.L came to fruition through the experiences and mentality of its partners. With our

solid experience and understanding of the society and the way of selling, we came to bridge the gap by

putting science into the art of selling. Our intent goes by tapping into and unleashing the potential

within sales organizations, addressing the root causes of problems, the challenges and the capabilities

on the macro, processes and the people level. This will push the sales productivity curve to the right,

thus driving tangible on-going results.

How Can We Help

utting science, processes and structure into the Art of Selling. This is the essence of our services in which all modules move around to orchestrate the success of this cultural change. In other words, it’s the methodology of not relying on the gut feelings and the natural sales talents of

individuals and rainmakers only, but rather focusing on building a laser-focused sales organization, plans, processes that constantly develop the middle 70%. Further this facilitate in their supervision and management, as they don’t dance anymore significantly through their peaks and valleys. Past time, the thoughts and attempts of putting science into the art of selling failed. This was due to many factors mostly lying behind the belief that a salesperson is born. Today, debates circulate around which comes first, but what is obvious and could not be denied anymore is the importance, potential and the necessity of such combination.

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Our Approach

ur approach and action plan is based on developing a complete understanding of our client’s situation leaving no stone unturned. This understanding is developed through identifying all challenges and capabilities. It goes through a thorough analysis of your sales data building

different metrics and analytical hypothesis while keeping an eye on all none quantitative sales variables (the art part). The latter could not be noticed without on-ground sales examination. Our clients have better insights and passion about their organization, people, and culture. Thus coming from different point of view and as process consultants we move shoulder to shoulder with our clients to facilitate in building, developing and refining the sales organization. Execution shows how to link together people, strategy, plans and processes. It’s the discipline of execution which measures the success of any consultancy, and in execution we believe. We follow the process consultancy approach with a buildup-breakthrough flywheel model to insure consistency and coherence until we guarantee the success of the project.

Solution

This is an interrelated combined solution where every step brings a humongous return on investment by addressing every single aspect in the sales organization.

Customer segmentation based on clients purchasing behavior

Customer Segmentation

Sales targets by salesperson

Sales Strategy

Targeted Offering

Product and service offerings foreach customer segment are specified

Sales Model and Process

Channels

Mapping the sales cycle for every segment

Sales Force SizeSales Force Structure

§ By territory, product or customer segment

§ Sales People type

§ Roles

§ Reporting relationships

§ # of salespeople of each type

§ How will sales effort of each type of salesperson be allocated to customers and products?

Assignment of Responsibilities

Sales force productivity

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1. Build a Laser-focused sales strategy: Nowadays in football, good managers could not

reside on stars only. They should rather align their players, build the formation, and model along their winning strategy. The same in sales organizations, a well-developed customer segmentation with a focused targeted offering could be the key in orchestrating your sales performance. Such an exercise coupled with the proper disciplined execution of the set strategy had more than 68% average increase in our clients’ sales figures within a 6 months period.

2. Design scientifically the Sales size and structure: Some believe that clients prefer to have a focal contact with their clients. Some believe they don’t have the luxury to implement a product specialist sales structure. Designing a sales structure and size is a scientific exercise. Such exercise not only had more than 53% increase on the sales figures at our client compared to last year. It further aided us in the execution of the set action plan to reach the sales objectives faster.

3. Follow your clients continuously with the same process: Sales People ask themselves daily thousands of stuff that limit their performance. Do we follow up on the prospect today, tomorrow or later? Do we drop this prospect or keep persisting? With handful of sales people, depending on the hunch of the salesperson seems an adequate approach - As it's hard to see the variability. But analyzing enough leads and prospects continuously will draw a pattern of a process. Such pattern when mapped, refined, and optimized with on-ground sales insights would then easily bridge the gap between rainmakers and the middle 70%. Our cases have indicated that such standardized structured process had increased sales by 55% as average within different industries even when rainmakers are in their bad days.

4. Train and Develop the sales people measurably: Surveys showed that most candidates are trained by being shadowed for few weeks with one of the company's top sales people. But this is not a teachable repeatable way to sell. Eventually this leaves the management with an only mean of motivating salespeople or firing the least productive and rolls the dice in hiring newcomers. HEED builds and conduct a measurable sales development program circulated around the understanding of selling and how to follow a structured selling approach, rather than any egotistical motivational stories. Such program could extend beyond three months duration including extensive coaching and on-ground insights and visits. Its outcome is extremely significant.

5. Maintain the same sales productivity: There is magic when breaking down the sales process into small wins. Heed will run different rigorous analysis and review on the all sales productivity figures in order to draw the trend for every individual that he/she must then follow. This helps salespeople to focus on understanding their prospect management ratios. Through the development program HEED will strive to implant a scientific selling mindset. A mindset that would get them to keep an eye on the objectives and milestones set for every step in their sales process rather than focusing on the end result. For ex: keep the sales team aligned in generating continuously the same number of leads, conduct the same quantity and quality of calls, maintain a fixed number of new meetings per week. This would help too in drawing an accurate sales projection.

6. Hire the same successful sales people every time: The purpose of defining a detailed structured hiring process in advance is to minimize the various challenges and errors most companies face when it comes to hiring sales people or sales managers. This is due to very important hidden factor that affects the hiring decision when it comes to interviewing randomly few people, while selection is based on the gut feelings. HEED will map the profile of salespeople required to every position linked to a structured recruitment methodology to follow.

Return on Investment

elow is a list of few factors as per a study conducted by Accenture indicating the increase of their efficiency. Each factor is a key result behind successfully planning and executing one or more of the above 6 solutions.

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