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Transforming A Sales Organization
Christy Aronson [email protected]
www.linkedin.com/in/christyaronson/
Why is change necessary? Underperformance or a change of strategy due to market dynamics is often the impetus for change.
Examples
Christy Aronson [email protected] www.linkedin.com/in/christyaronson/
Stagnant or declining market share
Weak management oversight and expertise
Value propositions that don’t resonate with
customers
Channel confusion
Misalignment of sales and marketing
Poor alignment of roles & objectives
Lack of visibility and/or
predictability in sales results
Poor customer retention
Low win rates
Lack of lead generation
capabilities
Time management
Individual Performance Sub-optimized cost of sales
Sales process & CRM adoption
Attracting and retaining top sales talent
Low rate of cross-sell
Sales Transformation Levers One or more of these areas may need to be addressed to enable transformation
Customer strategy Channel strategy Product strategy Field messaging (value prop) Marketing & sales strategy
Develop and execute sales strategies that align to business priorities
Vision Business priorities & macro goal setting Community. collaboration & transparency Leadership involvement & visibility Communications & change management
Establish a strong sales culture that is reinforced by leadership
Organization structure & role Customer/channel alignment Account planning Lead generation Marketing/sales alignment
Engage the customer with the right resources and planning
Sales process Territory/segment management CRM Analytics tools Other enablement tools
Embed the right processes and tools to create a repeatable formula for success
Onboarding Talent development Reporting & metrics Activity management Compensation & recognition
Oversee team performance and development by setting and monitoring goal achievement Christy Aronson
[email protected] www.linkedin.com/in/christyaronson/
A misaligned go-to-market strategy means that we may not be delivering the right products to the right customers via the right channels. Our strategy must take into account the competitive landscape and regulatory environment in which we operate, and it should not ignore downstream impacts to the sales team.
Defining Go-to-Market Strategy
Possible downstream impacts • Resource deployment • Customer engagement methods • Talent development • Metrics & management • Motivation • Supporting tools & technology
Customer Strategy
Channel Strategy
Product Strategy
Sales Strategy
Christy Aronson [email protected] www.linkedin.com/in/christyaronson/
Customer Strategy
Hunter Farmer
Segment D
Segment C
Segment B
Segment A
Win
Opportunity
Prospect
Customer Segmentation
Sales Role Alignment
Customer Strategy
Sales Pipeline
New
Existing
Acquisition
Retention & Penetration
A
B
Customer strategy in a B-to-B environment relies on a well defined segmentation, sales role alignment, and our position with current and prospective customers.
Tactics Tailored to Customer Situation
Christy Aronson [email protected] www.linkedin.com/in/christyaronson/
Product Strategy
Value Proposition
Feature 1
Feature 2
Feature 3
Feature 4
• Industry • Geography • Size
Considerations for Product Selection & Configuration
Existing Customers & Prospects
Product strategy involves understanding how your products and services fulfill customer needs and what customization may be required to address the specific needs of a given customer.
Selection
Customer Alignment
Configuration
q Option A q Option B
q Option C q Option D
Feature 1
Product A
Who we are What we do
Why we are different Why it matters
Feature 1
Feature 2
Feature 3
Feature 4
Feature 1
Feature 2
Feature 3
Feature 4
Feature 1
Feature 2
Feature 3
Feature 4
q Product A q Product B
q Product C q Product D
q Option A q Option B
q Option C q Option D
Feature 2
q Option A q Option B
q Option C q Option D
Feature 3
q Option A q Option B
q Option C q Option D
Feature 4
• Market dynamics • Competitive landscape • Regulatory environment
(for appropriate industries)
Christy Aronson [email protected] www.linkedin.com/in/christyaronson/
Completion of a channel assessment helps uncover strengths and weaknesses as well as opportunities to better leverage direct/indirect relationships.
Channel Strategy
Indirect
• What activities does a channel partner perform? • How is the role of channel partners evolving in this industry? • How do we work with partners and deliver the right level of support to customers? • What actions are required to build the necessary relationships with those who influence
customer decision-making?
Channel Assessment
Direct
Product – customized products X X Product – broad range of products X X Services – breadth of services provided X X Access to customers X X Shares market and competitive info X Responsiveness to customer needs X X Conveys our value proposition X X Transparent interactions with customer stakeholders X X Risk of disintermediation X Provides up-to-date forecasting X X
Additional Considerations
Field Sales Third Party Inside Sales
Christy Aronson [email protected] www.linkedin.com/in/christyaronson/
Relationship Mapping: Target Stakeholders A relationship mapping exercise begins with an in-depth understanding of key customer stakeholders, influencers and the networks of our sales and leadership teams.
Sue Smith Vice President
Carol White Board Member
Chris Jones Board Member
Sam Brown Vice President
Joe Jones Chief Execu8ve Officer
John Smith Chief Financial Officer
Target Customer
Key Influencer Working Rela3onship Network Rela3onship
Christy Aronson [email protected] www.linkedin.com/in/christyaronson/
Thank you. Please contact me for more information
Christy Aronson [email protected]
www.linkedin.com/in/christyaronson/
