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…New Sales Force?
New Sales Process……New Sales Force?
Presented by:
Scott Sands
Principal and Practice Leader
Hewitt Associates
July 14, 2010
The Sales Management Association
Visit Us Online at www.salesmanagement.org
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.
2 Copyright © 2010 The Sales Management Association. All rights reserved.
To protect the confidential and proprietary information included in this material, it may not
be disclosed or provided to any third parties without the approval of Hewitt Associates LLC.
New Sales Process… New Sales Force?
Scott SandsPrincipal and Practice Leader
July 14, 2010
Topics for Today’s Discussion
Common issues in sales deployment, execution
Hewitt’s perspective on sales force effectiveness
Translating sales strategy into sales processes
Building sales roles from process responsibilities
Creating competencies to fill out sales roles
414983103.PPT/TOCATL 0102928 02/2010
Using talent management techniques to support sales role success
Example case study
Comments overheard in the market
“I am trying to grow a business and I don’t have the talent in sales to get it done.”
“The key to maintaining our margins and customer relationships is solution selling… which sales roles should be responsible?”
“In trying to cut costs during the last couple of downturns, we reduced headcount, but didn’t have a well thought out approach to evaluate talent and true coverage requirements.”
514983103.PPT/TOCATL 0102928 02/2010
and true coverage requirements.”
“My training and development organization doesn’t help us with the skills we need to sell in the marketplace today.”
“We are trying to cross-sell, but not getting much traction.”
“I don’t know how to compare productivity, internally or externally.”
Sales is not really viewed as a profession with a real career path at my company.”
!
1. Neglect – Company strategy changes over time, but sales process and roles aren’t re-examined
2. Mis-matching – One faction thinks new customers are the key… another believes retention is most important, so both get blended into the same role
Problems arise in the alignment of sales strategy, process, roles, structure and incentives in a number of common ways:
� Sales and Service Process
� Job Roles and Structure
� Deployment Planning
� Recruiting and SelectionTalent
Organization Design
614983103.PPT/TOCATL 0102928 02/2010
� Compensation and Recognition
� Quotas and Measurement
� Performance Management
Performance and Rewards
3. Over-loading – Some companies push too far in the quest for efficiency, leaving no room in a sales force for creating revenue and growth
4. Under-hiring – Some sales roles have highly technical skill requirements that are not easily sourced without a strong recruiting function and employee value proposition
� Career Paths
� Training and Development
Talent Management
Hewitt's approach to Sales Force Effectiveness focuses on alignment from customer needs through process, roles, skills, and rewards
Human capital answers must be built on a foundation of strategic questions
to create an aligned and effective sales organization.
Realize Business Impact
� Sales and Service Process
� Job Roles and Structure
� Deployment Planning
Organization Design
Organization Design
Creating a sales structure that is
effective in meeting customer
needs in an efficient manner…
Creating a sales structure that is
effective in meeting customer
needs in an efficient manner…
Hewitt Sales Performance Model
Align the Sales Force
Customer InsightCustomer Insight
Understand Business Drivers
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We help our clients improve sales performance by getting the most out of their investments in sales people, creating a rewarding environment for sales people and company shareholders
We help our clients improve sales performance by getting the most out of their investments in sales people, creating a rewarding environment for sales people and company shareholders
Performance and RewardsPerformance and Rewards
� Recruiting and Selection
� Career Paths
� Training and Development
� Compensation and Recognition
� Quotas and Measurement
� Performance Management
Talent Management
Talent Management
needs in an efficient manner…needs in an efficient manner…
Ensuring the availability of the
right talent for the right role at
the right time…
Ensuring the availability of the
right talent for the right role at
the right time…
Maximizing the productivity of
an engaged sales force to
exceed business goals…
Maximizing the productivity of
an engaged sales force to
exceed business goals…
Business StrategiesBusiness Strategies
Value PropositionValue Proposition
Competitive DynamicsCompetitive Dynamics
Companies develop strategies based on hypotheses about the potential impact of new selling processes and roles
Net ProfitNet Profit
RevenueRevenue
COGS
CustomersCustomers
Units
Retained CustomersRetained
Customers
Acquired CustomersAcquired
Customers
Service LevelsService Levels
Contact Frequency
Contract Breadth
Gross ProfitGross Profit
$10B
$20B
$10B
20,000
100
17,000
3,000
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Operating Expenses
Interest, Taxes, Depreciation, Amortization
PricePrice
SG&ASG&A
$3B
$10,000
$5BIf solution selling
increases price (and margins), helps
penetrate mature customers, and retains
growing customers, several competencies
are required for success
If solution selling increases price (and
margins), helps penetrate mature
customers, and retains growing customers,
several competencies are required for success
Research & Development
$2B
There is a logical progression to re-tasking a sales force
Customer Needs CIM
Sales & Service Process
Sales & ServiceCompetencies
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Career Progression
Talent Development
Talent Assessment
Sales & Service Roles
When considering customer needs, it helps to begin by acknowledging that they are not all alike and understanding why
Strategic Account Managers
Account ExecutivesCAMs
ProductSpecialists
Segments Financial Services
Telecom Healthcare Utilities Retail Consumer Goods
Govt.
Global / Strategic
$3000 M $500 M $400 M $300 M $400 M $150 M $1000 M
Major $1000 M $400 M $200 M $200 M $100 M $100 M $500 M
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Inside Sales Reps
SpecialistsCore $500 M $200 M $100 M $100 M $0 $50 M $250 M
Small $250 M $100 M $50 M $0 $0 $30 M $120 M
Total $4750 M $1200 M $750 M $600 M $500 M $330 M $1870 M
$10 B
More sophisticated customer segments can often require more complex sales & service processes, making roles harder to define
Senior
Management
Mid-
ManagementAllocate
ResourcesAllocate
Resources
ReassureCustomerReassureCustomer
ApprovePricing
ApprovePricing
The ability to coordinate these resources with high
efficiency and effectiveness retains customers and builds
productive value
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Account
Management
Field Technical
Management
Service
Management
CloseContract
CloseContract
FulfillFulfill
IdentifyIssue
IdentifyIssue
IdentifySolutionsIdentify
Solutions
SelectSolutionSelect
Solution
EstablishSupportEstablishSupport
OptimizeQuality
OptimizeQuality
IdentifyPotentialIdentify
Potential
InstallFix
InstallFix
ManageGaps
ManageGaps
EscalateEscalate
Based on the assignment of segments and key steps in the selling and service processes, specialized roles begin to evolve
Outside: Field Sales Inside: Telesales/Mktg—Service
OutboundOutboundIndirect Sales Direct Sales
Sales Roles
Best in class sales forces recognize that by maturity, selling has evolved to a profession of specialists, requiring talent management and rewards practices that align to specific skills and competencies
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OutboundOutbound
InboundInbound
Customer Support
Customer Support
Channel ManagerChannel Manager
Full Line Specialized
Product Sales Specialist
Product Sales Specialist
Pre-Sales Engineering
Pre-Sales Engineering
Strategic AccountStrategic Account
Named Account
HunterHunter
FarmerFarmer
Channel DeveloperChannel
Developer
Territory
HunterHunter
FarmerFarmer
Source: Adapted from H.R. Chally Group World Class Sales Force Benchmarking
Role definition in a complex sales force hinges upon the acknowledgement of detailed sub-specialties in the sales job family
SalesSales
LeadershipLeadershipProfessionalProfessional
Occupational Area
Career Paths
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FieldField
DirectDirect
HunterHunter
InsideInside
IndirectIndirect TechnicalTechnical
FarmerFarmer
Team LeadTeam Lead Org. LeadOrg. Lead
VirtualVirtual DedicatedDedicated
LocalLocal NationalNational GlobalGlobal
Sales Occupational
Sub-Areas (Job Families)
When writing sales job descriptions, process steps drive responsibilities, but how are competencies developed?
Job Summary
Key Responsibilities
Education
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Education
Experience
Key Competencies
Develop sales competencies based on the behaviors, traits, and skills demonstrated when high performers accomplish their goals
Competency Customer Solution SellingBuilding and Maintaining Relationships
(Internal and External)
Descriptor Business Acumen
– Understands drivers of various customer business models
Needs Assessment
– Listens to customer issues and offers customers solutions to meet their business goals
Networking
– Utilizes effective interpersonal skills to establish an abundance of new and viable relationships through various means
Relationship Building
– Quickly develops rapport and demonstrates value to prospects and customers
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Value Proposition
– Promotes and differentiates XYZ from a technical and service delivery perspective
Responsiveness
– Exceeds customer expectations by responding promptly and effectively
Relationship Maintenance
– Maintains engagement with customers and appropriately probes for expanded opportunities while continuing to provide value
Internal Relationships
– Builds and maintains relationships with internal functions (e.g. credit, underwriting, administration)
Competency ladders help to grade and prioritize levels of demonstration for pay, promotion and coaching
Component STAGE I STAGE II STAGE III STAGE IV STAGE V
Financial Concepts
Seeks to gain knowledge of basic financial concepts
Possesses financial awareness required to construct and convey financial arguments that favor Company's value proposition
Integrates customers' financial arguments into Company's value proposition and presents solutions to customers at any level
Advises others about how to integrate financial arguments into value propositions
Interacts with C-suite of customer to discuss and create business models and solutions together to meet the customers' goals
Business Trends
Keeps abreast of current trends, developments, and emerging issues affecting the business climate
Understands and uses current business trends and emerging issues to create strategic solutions for customers
Anticipates business trends and emerging issues and uses this knowledge to build strategic recommendations for customers with a long-term business perspective
Shares business trends and emerging issues with colleagues and illustrates how to use these trends and issues to build solutions
Consults with customers on the interaction effects of business trends and is valued by the customer as a trusted advisor to create solutions to emerging issues
Competency–Business Acumen
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solutions
Global Awareness
Begins to understand the global aspects of Company's operations and the challenges when conducting business across different countries and regions
Provides global perspective of businesses and the challenges faced when operating across different countries and regions
Establishes global relationships within Company to create structures and processes to overcome the challenges faced when operating across different countries and regions
Mentors others to build a global perspective of the enterprise and to use international supply chain solutions to solve global issues
Assists clients with global logistics issues using a broad understanding of solutions for the operational challenges of an international supply chain
Structure/Function Linkages
Learns about various business functions and how their relationships support the strategic objectives of a business
Develops client solutions based upon how various business functions support the strategic objectives of a business
Consults with customers on how to create business solutions based on their business model and operating structure
Offers others insight on how to use customers' business models and operating structure to create valued solutions
Shares understanding of clients' business models and structures and offers strategic logistic solutions to C-suite business partners
Company & Competitors' Services–Building Solutions
Begins to gain knowledge of Company product features and competitor offerings
Understands how Company product features and benefits compare to competitor offerings
Reacts to market intelligence and understands competitive pressures and the effect on Company's bottom line
Shapes others' ideas on how the market compares to Company features and offerings
Builds an enterprise understanding of supply chain solutions and can develop a compelling business case for change
The number of ratings levels can vary depending on the ability of management to evaluate accurately and differentiate outcomes
Ratings Definitions
Rarely Demonstrated Building Strong Leading
Employee is lacking proficiency in this behavior. Employee never or rarely demonstrates the
Employee is gaining proficiency in the behavior. Occasionally demonstrates the behavior but does not yet
Employee is consistently demonstrating the behavior when needed. The employee has mastered the behavior
Applies behavior consistently with exceptional effectiveness. Recognized as a role
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demonstrates the behavior and does not appear to be improving on either the frequency or the quality of the behavior.
behavior but does not yet apply it consistently in business situations. Shows continuous improvement in both the frequency and quality of the behavior.
mastered the behavior and applies it in his/her role to achieve objectives. Considered as someone who can get the job done in this key performance area.
Recognized as a role model in demonstrating this behavior. Viewed as a resource by providing training, guidance and support to others in this behavioral area.
A customized competency assessment tool can fit between front-line sales resources and managers with results aggregated
Second-LevelLeader
Second-LevelLeader
Online Psychometric Assessment for Personal Attributes
Manager CompetencyAssessment Tool
Manager CompetencyAssessment Tool
Manager CompetencyAssessment Tool
Manager CompetencyAssessment Tool
Aggregation, Reporting
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Front-LineEmployeesFront-LineEmployees
First-LevelManagersFirst-LevelManagers
Front-LineEmployeesFront-LineEmployees
Front-LineEmployeesFront-LineEmployees
First-LevelManagersFirst-LevelManagers
Front-LineEmployeesFront-LineEmployees
Front-LineEmployeesFront-LineEmployees
Assessment ToolAssessment Tool Assessment ToolAssessment Tool
Manager CompetencyAssessment Tool
Manager CompetencyAssessment Tool
Manager CompetencyAssessment Tool
Manager CompetencyAssessment Tool
Once sales roles are defined, it begins a virtuous cycle of supporting tools and programs that reinforce company strategy and expectations
How do we align our people with the objectives of the business?
Where will we find the talent we need to achieve our strategy?
“Stretch” goals (e.g., innovation) versus operational goals (e.g., cost measures)
Measurable behaviors such as solution-selling and cross-selling
Overall employee value proposition
“Build” future talent versus “Buy” for speed of access
Career path for talent mobility
Align
Employer Brand
Sourcing Strategy
Succession Planning and Talent Review
Performance Management
Employee Engagement
Source
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How do we focus developmental activities to build capability and retain performers?
How should we structure and deliver rewards to build trust and reinforce business goals?
Growth traits (risk taking, innovation, solution-focus)
Efficiency traits (six-sigma, financial discipline)
Linked development combining OTJ, coaching, classroom
Higher leverage for Sales (hitting stretch goals) versus reward for customer sat and retention for Service
Flexible pay versus management of compensation costs
DevelopReward
Talent Review
Developmental Assignments
Leadership Competency Framework
Learning and Coaching
High-Potential Compensation
Short-Term Incentives
Long-Term Incentives
For example, competencies and proficiency levels can be weighted for role levels to support performance management and training
Mastery
Lead
ing
Peo
ple
Tech
nic
al
Excellen
ce
Man
ag
ing
P
roje
cts
an
d
Ven
do
rs
Researc
h/
Bu
sin
ess
Dir
ecti
on
Sett
ing
Men
tori
ng
an
dC
oach
ing
Sta
ff
Cu
sto
mer
an
d
Mark
et
Imp
act
ProficiencyLevels
Role Level
Senior VP
VP
Senior Director
Capability Areas
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Practice
Foundation
Senior Director
Director
Associate Director
Assistant Director
Senior Manager
Manager
Senior Analyst
Senior/Associate Specialist
Executive Assistant
Admin Assist
Sales career paths can support the retention of top talent even in down economies and enable mobility across roles
Sales
Professional
5
6
7
SE MgrAlli. Mgr
SE Dir
Architect
GAD
IS Mgr RSM
VP Sales
SDGAD
GAVP
Leadership
NB
D-C
SA
M-C
2114983103.PPT/TOCATL 0102928 02/2010
Field DirectInside Technical Virtual Dedicated
1
2
3
4 DSS
SupportISR
-T
SupportSupportSupport
TSR
IS Sup
Hunter FarmerIndirect
ISR
-C
CA
M-T
CA
M-C
SE
-T
SE
-C
NB
D-T
NB
D
AM
-T
SA
M
As sales roles are determined, a good workforce plan feeds the pipeline
Gap
Analysis
Gap
Analysis
Forecast DemandForecast Demand Budget
Diversity Goals
Global Considerations
Labor MarketLegal
Competition
Economic Factors
Business Strategy
Organization Capabilities
Sales & Service Competencies
Pivotal Roles
Forecast: Skills and Headcount
Forecast SupplyForecast Supply
Current
Talent Pool
Churn
Competency Assessments
Forecast: Skills and Headcount
External
Pipeline
Macro
Projections
Internal
Labor Pool
Analysis
Considerations
Scenario Planning
2214983103.PPT/TOCATL 0102928 02/2010
Talent Planning and Execution
Talent Planning and Execution
Forecast: Skills and Headcount Forecast: Skills and HeadcountScenario Planning
Talent Sourcing
Talent Pool
Availability
Branding/
Value Prop
Internal
Mobility
Outsourcing
Talent Optimization/Retention
Salary/
Comp
Benefits/
RewardsEngagement
Career
Paths
Learning &
Development
Operating Practices/Policies
Effective
Leadership
Processes/
ProductivityPerformance
Management
Manager
Capabilities
Diversity
Practices
Flexible Work
ModelsRetirement
PoliciesContracting
What type of talent do we need?How do we reward and treat people
to optimize their value delivery?How should we organize
to get work done?
Alternative
Sourcing
Detailed plans help management identify tangible activities that can support development of competencies for each role
Training and development recommendations are associated with specific
2314983103.PPT/TOCATL 0102928 02/2010
associated with specific sales competencies
Sales role characteristics then have an impact on compensation
Attribute Option Compared To TTC Impact Base % of TTC
Job Role Direct Sales Indirect Sales +6% -1.4
Sales Focus Farmer Hunter +1% Not Sig.
Customer Segment Global/Large Small/Consumer +15% -3.5
Territory Type Account-Based Geo-Based +5% Not Sig.
Product Focus Generalist Specialist +3% -1.1
Controlling for industry, these factors still have impact on pay levels and mix
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Product Focus Generalist Specialist +3% -1.1
Sales Cycle Long Short +6% -15.4
Sales Cycle Multi-Year Short +2% -13.9
Service Requirements Moderate High +2% -1.9
Service Requirements Low High +8% -2.2
Product/Service Service Product +5% +0.7
Risk to Business Significant Moderate +3% -1.1
Product Complexity High Low +10% -1.8
Results are only shown for attributes and choices with significant responses and statistically significant variation
Sales Specialization for Increased Customer Retention and Decreased Cost of Selling – A Detailed Example
A private equity owned company had been struggling for years to improve business performance and re-issue stock as an exit strategy
The company had been managing around the edges – creating incremental revisions in sales headcount and compensation without
2514983103.PPT/TOCATL 0102928 02/2010
headcount and compensation without seriously considering how the drivers of growth and profit were (or were not) aligned with the deployment of the sales force
The following pages show the concepts used to help the company identify additional sources of profit and breakout growth
Identifying a gap in performance and its link to strategy created focus for this company
Net Profit
Revenue
COGS
Customers
Units
Retained Customers
Acquired Customers
Service Levels
Contact Frequency
Contract Breadth
Gross Profit
$800M
$2,000M
$1,200M
20,000
100
17,000
3,000
2614983103.PPT/TOCATL 0102928 02/2010
Operating Expenses
Interest, Taxes, Depreciation, Amortization
Price
SG&A
$200M
$1,000
$500M
Which of these numbers is a bigger issue?
Relative to business goals? Relative to
external benchmarks? What is the root cause?
Which of these numbers is a bigger issue?
Relative to business goals? Relative to
external benchmarks? What is the root cause?
Research & Development
Quantifying impact on business performance supported investment by senior management
Net Profit
Revenue
COGS
Customers
Units
Retained Customers
Acquired Customers
Service Levels
Contact Frequency
Contract Breadth
Gross Profit
$840M
$2,100M
$1,260M
21,000
100
18,000
3,000
2714983103.PPT/TOCATL 0102928 02/2010
Operating Expenses
Interest, Taxes, Depreciation, Amortization
Price
SG&A
$220M
$1,000
$520M
Raising the customer retention number from market median to
market 75th percentile would add 10% to net profit, if no more than $20 million in incremental
SG&A were spent per year.
Raising the customer retention number from market median to
market 75th percentile would add 10% to net profit, if no more than $20 million in incremental
SG&A were spent per year.Research & Development
Examining the sales and service process helped focus on people issues & worksteps
Generate Lead
Generate Lead
Qualify LeadQualify Lead Design & Propose
Design & Propose
Negotiate & Close
Negotiate & Close
Fulfill & Deliver
Fulfill & Deliver
Service & RetainService & Retain
4Hours
4Hours
6Hours
6Hours
30Hours
30Hours
25Hours
25Hours
90Hours
90Hours
20Hours
20Hours
1000Leads1000Leads
700Leads700
Leads400
Proposals400
Proposals200
Wins200
Wins200
Deliveries200
Deliveries170
Retained170
Retained
2814983103.PPT/TOCATL 0102928 02/2010
Issue #2: Effect of ChurnIssue #1: Focus on Acquisition
4000 Man-hours
4000 Man-hours
4200 Man-hours
4200 Man-hours
12000 Man-hours
12000 Man-hours
5000 Man-hours
5000 Man-hours
18000 Man-hours
18000 Man-hours
3400 Man-hours
3400 Man-hours
LeadsLeads LeadsLeads ProposalsProposals WinsWins DeliveriesDeliveries RetainedRetained
Using a generalist sales role and talent strategy was costing this organization focus and yield
Generate Lead
Generate Lead
Qualify LeadQualify Lead Design & Propose
Design & Propose
Negotiate & Close
Negotiate & Close
Fulfill & Deliver
Fulfill & Deliver
Service & RetainService & Retain
4Hours
4Hours
6Hours
6Hours
30Hours
30Hours
25Hours
25Hours
90Hours
90Hours
20Hours
20Hours
1000Leads1000Leads
700Leads700
Leads400
Proposals400
Proposals200
Wins200
Wins200
Deliveries200
Deliveries170
Retained170
Retained
2914983103.PPT/TOCATL 0102928 02/2010
4000 Man-hours
4000 Man-hours
4200 Man-hours
4200 Man-hours
12000 Man-hours
12000 Man-hours
5000 Man-hours
5000 Man-hours
18000 Man-hours
18000 Man-hours
3400 Man-hours
3400 Man-hours
LeadsLeads LeadsLeads ProposalsProposals WinsWins DeliveriesDeliveries RetainedRetained
Sr. Account Manager 150,000
Sr. Account Manager 150,000
Total compensation cost of this model = (1.3*150K) * 46.6 FTEs = 9.1 M
Creating focus in responsibilities allowed tailored performance metrics and employee value proposition
Generate Lead
Generate Lead
Qualify LeadQualify Lead Design & Propose
Design & Propose
Negotiate & Close
Negotiate & Close
Fulfill & Deliver
Fulfill & Deliver
Service & RetainService & Retain
4Hours
4Hours
6Hours
6Hours
30Hours
30Hours
25Hours
25Hours
100Hours100
Hours30
Hours30
Hours
1000Leads1000Leads
700Leads700
Leads400
Proposals400
Proposals200
Wins200
Wins200
Deliveries200
Deliveries180
Retained180
Retained
3014983103.PPT/TOCATL 0102928 02/2010
4000 Man-hours
4000 Man-hours
4200 Man-hours
4200 Man-hours
12000 Man-hours
12000 Man-hours
5000 Man-hours
5000 Man-hours
20000 Man-hours
20000 Man-hours
5400 Man-hours
5400 Man-hours
LeadsLeads LeadsLeads ProposalsProposals WinsWins DeliveriesDeliveries RetainedRetained
Jr. Bus. Dev. Mgr. 90,000
Jr. Bus. Dev. Mgr. 90,000
Sr. Account Manager 150,000
Sr. Account Manager 150,000
Jr. Service Rep. 90,000
Jr. Service Rep. 90,000
Total compensation cost of this model = (1.3*137K) * 50.6 FTEs = 6.9 M
Hewitt Associates - A Global HR Consulting and Outsourcing Company
Since 1940, we have helped our clients and their people succeed together by anticipating and solving their most complex rewards, talent, and financial
challenges.
Whether your organization is a complex global organization, a growing midsized business, or somewhere in between, we can help ensure that the investments you make in people succeed.
3114983103.PPT/TOCATL 0102928 02/2010
investments you make in people succeed.
Rewards Talent Financial
We help control the risk associated with rewards programs and their potential impact on business performance and financial results.
We help manage the potential of critical talent, executives, and next-generation leaders while minimizing the retention and compliance risk of a global workforce.
We help balance the potential and risks of benefit program investments and increase the speed and return on their most complex M&A transactions.
Hewitt has built strong points of view on sales compensation with research, publishing, and client work
Hewitt is committed to performing cutting-edge
research on performance and pay in the sales
function globally
3214983103.PPT/TOCATL 0102928 02/2010
Hewitt Principals have developed
new frameworks and intellectual
capital for publishers such as
WorldatWork
Professional Biography – Scott Sands
Scott Sands is a Principal and Sales Force Effectiveness Practice Leader located in Atlanta, Georgia. He works with senior executives in large, global companies to identify opportunities for revenue growth, select the proper sales channels, refine selling processes and messages for specific market segments, staff organizations with the right type and number of sales professionals, set fair but challenging goals, and design motivational incentives. He has 18 years of experience in industry and with leading professional service firms, including Briggs & Sands Consulting, Sibson Consulting, The Alexander Group, and Watson Wyatt.
His recent client work includes: Fortune 1000 telecommunications, technology, pharmaceutical, insurance, banking, energy, and heavy manufacturing companies including: Adobe, Assurant, AT&T, Avaya, British Petroleum, British Telecom, Broadcom, Cisco, Cox Communications, CSC, Dell, Electrolux, EMC, General Electric, Intelsat, Johnson & Johnson, Merial, MetLife, National Semiconductor, Nortel, Northrop Grumman,
e-mail: [email protected]
phone: 404.276.7876
3314983103.PPT/TOCATL 0102928 02/2010
Electric, Intelsat, Johnson & Johnson, Merial, MetLife, National Semiconductor, Nortel, Northrop Grumman, Qwest, Roche, SonyEricsson, Sprint, Symantec, Travelers, Unisource, Verizon, VeriSign, and WellCare.
Scott is a frequent author and speaker at national conferences. His work has appeared in Workspan, Selling Power, SAMA's Velocity, and Sales & Marketing Executive Review. In 2006, he co-authored the WorldatWork's bestselling book Sales Compensation Essentials. Scott holds a bachelor's degree in Electrical Engineering and Mathematics from Vanderbilt University and a MBA with a focus in Marketing and Organization Effectiveness from The University of Texas.
Scott oversees all dedicated Sales Force Effectiveness consulting resources in North America. He coordinates with global Hewitt Talent and Organization Consulting (TOC) resources to ensure that this fast-growing segment delivers proven approaches, cutting-edge insight, and client business impact.