Master's certificate in sales management day 1 (march 2016)

Master’s Certificate in Sales ManagementSTRATEGY

Nick’s Bio - Highlights Career:

ComputerLand Canada◦ 8 Years in Sales and Sales Management◦ Director of Marketing

Softchoice Corporation◦ VP of Sales◦ VP of Marketing◦ SVP of HR◦ SVP of Business Development

CultureByBrand

Personal:

Volunteering◦ Led teams to Ghana, Rwanda, Bali,

Sri Lanka, Kenya, Uganda and Guatemala

◦ Board Member for The Strongest Oak

Fitness◦ Master’s Swim Club member for 22

years◦ Club President

Married with one daughter

AgendaToday – Strategy!

ContextLearn a framework for leading strategy and differentiation discussions How a strong Purpose can inspire action and differentiation The role that Sales Leaders have in building healthy workplace

culturesHow to set up the strategic planning cycle for more successful sales

outcomes

Tomorrow: The 5 Worst Errors of Sales Strategy!1. Why we shouldn’t treat all customers the same2. Why we need to adjust the sales people and management

processes when the sales cycle gets longer3. Why a good sales forecast review is a strategic investment4. How sales incentives and compensation are not everything5. Why managing leading indicators is more strategic

Two ways to drive company financials:

Decrease Costs

Increase Revenue

Leverage (Creates Financial Health)

Revenue

Expenses

Productivity

What Challenges are you Facing Today?Internally and Externally

IntegratedAligned

Strategy

Purpose

Culture

Leadership

Performance Systems

Execution

Where is your biggest problem?

What is Your Unique Advantage?

How meaningful and clear isYour Why?

How well does Your culture*Support Your Brand and Strategy?*How we do things around here

Are Your Leadership Behavioursaligned with the Desired Culture?

What Systems get in the wayof Your performance?

How Effective are You atAchieving Desired Outcomes?

IntegratedAligned

Strategy

Purpose

Culture

Leadership

Performance Systems

Execution

Corporate

Strategy

Learn a framework for leading strategy and differentiation discussions

Do you have a Strategy?

Are you growing faster than your competition?

Perform an Archeological

Dig

Congratulations!Keep Going!

Hire a Strategy consultant

Focus on Execution if

Strategy seems right

Do you havea clear focus?

Yes

Yes

No

No

Strategy

DifferentiationFocus (Choices)Value-Based PositioningAlignment

Operational ExcellenceStaticA BudgetProduct Strategy

What it is: What it isn’t:

Examples Dell (circa 1990)

◦ Cut out the Middleman◦ Low Cost◦ Just in Time Manufacturing

Apple◦ Beautiful design◦ Revamp ecosystems◦ Fun, Utility

Tim Horton’s◦ Soup and Sandwiches◦ Always Fresh coffee◦ Homestyle lunches

What is your Strategy? What is unique about what you offer?

Is there a unique focus that your company has?

Are your resources and processes aligned to enable your strategy?

Strategy Canvas

Strategy Canvas

Time to Practice (strategycanvas.org)Pick one of your companies

Inform the GroupWhat do you do?Who are your customers?What makes you different

Create the Factors of Competition for your industry

Plot your company on the Strategy Canvas

Plot at least one competitor

Pick a presenter

Time: 45 minutes

GroupsName Group 1 Group 2 Group 3 Group 4 Group 5

Reports from Workgroups

Four Actions Framework Break the Trade-off Between Low Cost and Differentiation

Eliminate Create

Raise

ReduceWhich Factorsshould be reducedwell below theIndustry’s standard?

Which Factorsshould be createdthat the industry Has never offered?

Which Factors thatthe industry haslong competed on should be eliminated?

Which Factorsshould be raisedWell above theIndustry’s standard?

NewValue Curve

Four Actions Framework(Southwest Airlines) Break the Trade-off Between Low Cost and Differentiation

Eliminate Create

Raise

ReduceWhich Factorsshould be reducedwell below theIndustry’s standard?

Which Factorsshould be createdthat the industry Has never offered?

Which Factors thatthe industry haslong competed on should be eliminated?

Which Factorsshould be raisedWell above theIndustry’s standard?

NewValue Curve

SpeedFriendly Service

Seat Selection,Lounges, Meals, Frequent Flyer

Workgroups What Actions would you recommend for your Workshop Company?

Next StepsTake the Time to do this exercise for your company – it is worth it!

Strategy AND Execution

95% of employees cannot articulate their company’s strategy

2/3 of IT and HR initiatives do not support corporate strategy

Strategy is not cascaded to Marketing, Sales, etc.

DifferentiatedStrategy

ExecutionC M

PurposeHOW A STRONG PURPOSE CAN INSPIRE ACTION AND DIFFERENTIATION

Did You Notice? This morning we talked a lot about WHAT you do:

PriceDeliveryFeaturesSupportServices

But, we haven’t talked much about WHY you do it!

“People don’t buy what you do,

They buy why you do it”

Start with Why

http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action

Why you do it can be more compelling and

more of a differentiator than any of the specific things you do.

CultureTHE ROLE THAT SALES LEADERS HAVE IN BUILDING HEALTHY WORKPLACE CULTURES

1. Learn how sales drives the Culture of an organization

2. Recognize Culture as a competitive advantage

3. Commit to 2 actions from dialogue today to help you strengthen your organizational culture.

Our goals for this topic

30

And more proof!

What is your 1-degree shift?THE WHY& WHAT

HOW WE DO THINGS

GETTING IT DONE!

Why is Culture important?

-Peter Drucker, Management & Strategy Guru

Opening exercise - Brands you LOVE?Purpose: Explore GREAT brands you LOVE (or don’t!) and WHY

Process (Groups of 4):1. Brainstorm brands/companies you love (consumer or business brands)2. Choose one you all (mostly) agree with….3. WHY– what is it the people/brand DO/SAY to make that happen?4. What is link between BRAND & CULTURE/VALUES?

Timing:5 minutes

35

Brands we love are purposeful about their VALUES & cultures they create

Ten Tenets of Culture:1. Culture of learning2. Culture of trust3. Culture of interdependency4. Culture of integrity5. Culture of transparency6. Culture of loyalty7. Culture of respect8. Culture of belonging and oneness9. Culture of caring10. Culture of fun

Definition of ValuesValues - A shorthand method of describing our individual and collective motivations and what is important to us.

Values can be positive or potentially limiting.

Positive Values: trust, creativity, passion, honesty, integrity, clarity

Potentially Limiting Values: power, blame, greed, being liked

Values Drive Culture

Values Behaviours

Culture Brand

Me

We

Internal External

39

Our Choices & behaviours

BeliefsExperiences

Our choices are rooted in deeper values, beliefs

Values

Personal Values drive choicesDecision Exercise

40

Drivers of Decisions?

Purpose: Explore key drivers of a recent important decision you have madeProcess:

In pairs:1. Think about an important/tougher decision you have made in past 30 days

(personal or at work)2. What were the KEY DRIVERS, VALUES behind that decision?3. Share decision & drivers with your partner4. Be prepared to share 1 example/story with large groupTiming:

5 minutes – small group discussion5 minutes – present back a couple examples

41

Maslow’s Needs to Barrett’s Consciousness

Needs Consc iousness

Self-Actualization

Richard Barrett

Safety

Love & Belonging

Self-esteem

Physiological

Safety

Love & Belonging

Self-esteem

Know and Understand

Abraham Maslow

SELFLESS SERVICEBeing your purpose. Compassion, humility, forgiveness. Caring for humanity and the planet.

MAKING A POSITIVE DIFFERENCE IN THE WORLDLiving your purpose. Empathy, alliances, cooperation, intuition, mentoring and focus on wellbeing (physical, emotional, mental, spiritual)

FINDING MEANING IN EXISTENCEFinding your purpose. integrity, honesty, authenticity, passion, enthusiasm, creativity and humour & fun.

LETTING GO OF FEARSFinding the courage to grow and develop Adaptability, life long learning, continuous renewal and personal growth.

FEELING A SENSE OF SELF WORTHConfidence, competence, self-reliance.Fear: I am not enough.Leads to need for respect and recognition and power, authority or status seeking.

FEELING PROTECTED AND LOVEDFamily, friendship, loyalty, safety.Fear: I am not loved enough. Leads to jealousy, blame and discrimination.

SATISFYING PHYSIOLOGICAL & SURVIVAL NEEDSHealth, security, financial stability.Fear: I do not have enough.Leads to control, domination, demanding and impatience.

Barrett’s Seven Levels of ConsciousnessPersonal Values

www.valuescentre.com © Barrett Values Centre

Self

inte

rest

Com

mon

Goo

d

4. Transformation

1. Survival

7. Service

6. Making a Difference

5. Internal Cohesion

3. Self esteem

2. Relationship

http://www.valuescentree.com/

YOUR PERSONAL VALUES?

Values Plot September 30, 2015Copyright 2015 Barrett Values Centre

I = IndividualR = Relationship

Black Underline = PV & CCOrange = PV, CC & DC

Orange = CC & DCBlue = PV & DC

P = PositiveL = Potentially Limiting (white circle)

O = OrganisationalS = Societal

Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)

7

6

5

4

3

2

1

Values Drive Culture

Values Behaviours

Culture Brand

Me

We

Internal External

Barrett’s CVA (Culture Values assessment) – 3 Dimensions







Cultural Entropy:Current Culture


7654321

Company Example #1 – Higher Entropy,Weaker Culture

profit 171 1(O)

safety 171 1(O)

cost reduction (L) 164 1(O)

confusion (L) 122 3(O)

results orientation 96 3(O)

customer satisfaction 95 2(O)

bureaucracy (L) 92 3(O)

productivity 91 3(O)

teamwork 87 4(R)

blame (L) 86 2(R)


accountability 169 4(R)

teamwork 131 4(R)

quality 130 3(O)

continuous improvement 119 4(O)

customer collaboration 103 6(O)

employee engagement 97 5(O)

employee recognition 90 2(R)

efficiency 88 3(O)

coaching/ mentoring 87 6(R)







Matches

PV - CC 0CC - DC 2

PV - DC 1


29%


honesty 161 5(I)

family 125 2(R)

respect 119 2(R)

positive attitude 103 5(I)

humour/ fun 101 5(I)

continuous learning 99 4(I)

leadership 98 6(I)

pride 97 3(I)

trust 94 5(R)


7654321

IRS (P)=6-4-0 IRS (L)=0-0-0 IROS (P)=0-1-5-0 IROS (L)=0-1-3-0 IROS (P)=0-4-6-0 IROS (L)=0-0-0-0

Company Example #2 – Lower Entropy, Strong Culture


brand image 48 3(O)



results orientation 33 3(O)

cost reduction (L) 32 1(O)

teamwork 32 4(R)



environmental awareness 27 6(S)

teamwork 54 4(R)





coaching/ mentoring 34 6(R)

cross group collaboration 32 6(O)

continuous learning 28 4(O)


adaptability 25 4(I)

information sharing 25 4(O)

leadership development 25 6(O)

Values Plot October 7, 2015Copyright 2015 Barrett Values Centre






Matches

PV - CC 1CC - DC 6

PV - DC 2


14%


positive attitude 50 5(I)

commitment 35 5(I)

continuous learning 35 4(I)

family 34 2(R)

honesty 34 5(I)

respect 34 2(R)

integrity 33 5(I)

humour/ fun 32 5(I)

trust 30 5(R)


7654321

IRS (P)=6-4-0 IRS (L)=0-0-0 IROS (P)=0-3-5-1 IROS (L)=0-0-1-0 IROS (P)=1-4-7-0 IROS (L)=0-0-0-0

Current State Culture Desired State Culture• 10 key themes/descriptors of

our CURRENT culture?• How many/which ones are

potentially limiting?

• 10 themes/descriptors of our DESIRED culture?

• What are 3-5 key themes?• What do you feel is the #1

theme to “move on” in the next 12 months? Why?

Your Organization/Team Culture:A Framework

Core Values & “Coachable” Behaviours – Example

Pursueyour

Potential

Deliver on

Customer promises

Listen & Connect

Cross group collaboration

What it looks like:

• Mistakes are Ok but Learn!

• Dare to Dream• Plan for Failure• Learn & Grow

What it looks like:

• Be a true partner

• Be clear on expectations

• Customize solutions

• Customer driven in all we

do

What it looks like:

• Connecting to others views

• Acknowledging differences• 2 way

communication• Putting yourself

in others shoes

What it looks like:

• Team=beyond silos

• Align expectations

• “Share the ball”• Leverage

Strengths• Share credit

What it is not:• Playing Safe

• Repeated Failure• Living in the Past• “We Tried that

Before”

What it is not:• “Handcuffs”

• Internal before Customer

metrics• “That’s the way

it’s always been “

What it is not:• Being self-centred

• Non-caring• Being

condescending• Interrupting

someone

What it is not:• Pointing Fingers

• Silos• Throwing People

under the bus• Going Rogue

Own the Solution

What it looks like:

• Picking up the Garbage

• Do what you Say

• Find a remedy vs a fault

• Bear the Consequences

What it is not:• Blaming others• Letting others

off the hook• “Not My Job”

51

What are you tolerating?

JUST WHEN THE GATES CLOSE, THIS IS HOW THE TRAFFIC LOOKS.

When I was in India in 2015:

DRIVERS START OCCUPYING THE FAR LANE AS WELL WITH UTTER DISRESPECT TO TRAFFIC RULES.

After a while…

3 Unwanted Culture Impacts:

People choose one of three tactics if you don’t manage the worst behaviour:

1. Engage in the same bad behaviour - the Aggressive approach “Why should I obey the rules if there are no consequences?”

2. Disengage – become a Passive disengaged employee “Why should I make any extra effort – only the people that break the rules are getting ahead.”

3. Become Passive/Aggressive about the bad behaviour “I will go out of my way to avoid working with any of the people who are breaking the rules.”

1. Create values that resonate (avoid “motherhood & apple pie!) and support strategy

2. Craft specific “coachable behaviours” that support the values

3. Be highly intentional and use values day – to –day to coach, recognize, shape culture

4. Integrate values into performance reviews & have a variable compensation piece to reinforce them

5. Conduct leadership assessments, development that integrate with values (strategic leadership development)

What is 1 best practice from above you want to activate?

5 Culture/Values best practices

55

Action Plan

What are 2 things you can

take away/apply from today?

Who can you share it with to help activate?

What is your Culture? Is it Unique?

What are your Company’s Values?

What Behaviours do you manage?

When Sales People are destructive to your culture what do you do?

What did we learn?How does your culture help you to differentiate?

Cascading the Strateg

yHOW TO SET UP THE STRATEGIC PLANNING CYCLE FOR MORE SUCCESSFUL SALES OUTCOMES

Strategy and Planning

Strategic Plan

Marketing Plan Sales Plan Customer

Plan

Marketing – often a big gap!

The Marketing View

“Having Sales People is a strategic choice. We spend money on sales people because it is the best way to get our message to market. The number of sales people and the role they play is a choice related to strategy!”

• Revenue Growth• SGA as % or RevenueKPI • Cost of Customer

Acquisition• Business MixKPI • Sales % of Plan

• Growth Rate• Sales Comp as % of Revenue KPI • Customer Retention

• Customer SatisfactionKPI

PlanningStrategic

PlanMarketin

g Plan Sales Plan Customer Plan

VisionOverall Business View

3-5 Year HorizonFinancial GoalsCompany StructureLeverageInvestment

Market-Centric- 1 Year HorizonWhat Segments?What Offers?What Competition?DifferentiationMarketing Spend

Execution-Centric- 1 Year HorizonTerritoriesCoverageSales CompBusiness MixBiz plan for each market

Customer-Based- Quarterly or AnnuallyCustomer Value PropositionGrowth GoalsObjectives

Marketing Plan ElementsSection 1: Market Analysis

Section 2: Situation Analysis

Section 3: Marketing Strategy

Section 4: Implementation

Section 5: Financial Summary - Outcomes

Marketing StrategyWhat are

we Selling?

• Products• Services• Mix and Lifecycle• Portfolio Analysis

Who do we sell it

to?

• By Product• By Segment• By Geography• By Channel

Value Proposition

• Pricing Strategy• Margin Objectives• Angel Customers• Demon Customers

How do we Sell it?

• Sales Force• Social Media Plan• Website • Advertising

Glancing Back and Forward

Today – Strategy!ContextLearn a framework for leading strategy and differentiation discussions How a strong Purpose can inspire action and differentiation The role that Sales Leaders have in building healthy workplace

culturesHow to set up the strategic planning cycle for more successful sales

outcomes

The 5 Worst Errors of Sales Strategy!1. Why we shouldn’t treat all customers the same2. Why we need to adjust the sales people and management

processes when the sales cycle gets longer3. Why a good sales forecast review is a strategic investment4. How sales incentives and compensation are not everything5. Why managing leading indicators is more strategic

ContactNick Foster

Cell: 416-275-0776

Email: [email protected]

© 2 0 1 3 B Y N I C K F O S T E R O N B E H A L F O F S C H U L I C H E X E C U T I V E E D U C A T I O N C E N T R E ( S E E C ) . A L L R I G H T S R E S E R V E D . N O P A R T O F T H I S P U B L I C A T I O N M A Y B E R E P R O D U C E D , S T O R E D I N A R E T R I E V A L S Y S T E M , O R T R A N S M I T T E D I N A N Y F O R M O R B Y A N Y M E A N S , E L E C T R O N I C , M E C H A N I C A L , R E C O R D I N G , P H O T O C O P Y I N G O R O T H E R W I S E , W I T H O U T W R I T T E N P E R M I S S I O N O F T H E C O P Y R I G H T H O L D E R .

Leadership & Management

Master's certificate in sales management day 1 (march 2016)