Increasing sales performance
Basic Assumptions
• From the customer’s perspective, sales activities have to be
regarded as an essential element of the marketing mix
Design sales activities according to marketing principles
• From the company’s perspective, sales activities are a
permanent and substantial investment
 Design sales activities according to principles of efficiency
• To realize an optimum level of sales effectiveness the following
issues have to be addressed:
• Process
• Content
• Training
• Systems
Sales performance loop
Systems
Process
- Organizational setup and sizing
- Analysis of Customer needs and
decision making processes
- Planning, monitoring & controlling
- Documentation of current sales
processes (as-is)
- Incentive scheme
- IT-systems and tools
- Analysis of sales targets and sales
funnel
- Perfect alignment of all
elements, ensuring optimum
result
Training
- Assessing training requirements
- Planning procedure
- Skills
- Attitudes
- Monitoring and Evaluation concept
- Company AND team specific
training and coaching
program
Design of
- Sales processes (to-be)
- X-selling paths
- Interfaces (systems/tools)
Sales
Performance
Content
- Revisiting value proposition and
positioning statement
- Defining generic motivational drivers
within the decision making process
- Different needs in different customer
segments
- Powerful orchestration of
sales calls
- Maximum potential of
customization
1. Process dimension
Process
Input
Analysis
Design
Sales Targets
Competition
X-Selling „Paths“
Sales Process(es)
(As Is)
Basic Segment
Needs
(Product/Service)
Sales Processes
(To Be)
Sales Funnel
Customer
Expectations
(Sales)
Interface to
Systems/Tools
(e.g. CRM)
Sales process optimization
• Identification of main steps in buyer’s decision process
• Design of sales process to support buyer’s decision process
• Delivering Value at every process step
Select best choice
Rationalize options
Search for solutions
Define needs
Acknowledge pain
Identify
Position
Define
Propose
Negotiate
Process Landscape
• A process landscape helps capturing the big picture
• Different origins trigger different process sequences
• Interfaces outside the sales department can easily be identified
2. Content dimension
Content
Input
Design
Sets of arguments
for different
combinations of
Positioning and
features of own
Product/Service
• Segment
Sales
Arguments
• Predominant
motive
Basic Segment
Needs
(Product/Service)
•
•
Generic driving
motives in the
decision process
Formats
for interaction
and
presentation
•
-
Differentiating
Activating and
memorable
In line with
overall
positioning
Sales material
Presentation
media
Additional
elements
Applying marketing know how in sales
• Sales calls are done in a very standardized and formal way
• Same pattern for all industries
• Very traditional if not boring
• Companies try to differentiate themselves from competition
investing millions in advertising and corporate
communications
• The don’t try this concerning sales calls
 Creating an unique style of presentation and discussion helps
getting memorized and building relationships
 The ability to address individual motivational drivers increases
the hit rate
Individual orchestration of sales calls (example)
Visualizing the prospects’
demand and setup in a joint
activity
Selecting the presentation variant
according to motive
Identification of predominant
motives
3. Training dimension
Sales Training
Needs Analysis
Specifc
Stake
Holders
•
•
•
•
Target
Group
Training
Score Card
Customers
Planning
Skills
Training Tasks
Clear Goals
Methodology
Plannable
Input-Output
Relation
 Predictable
Outcomes
Implementation
Training
Program
Company
•
•
•
•
 structured, integrated process
to assess the training needs
 defines and measures the
progress of development along
specific development goals
 follows a holistic approach
taking into account different
stake holder interests
Attitudes
Change
Clear Directions
Processes
Time
 Uncertain
Outcomes
Training &
Coaching
Program
TrainingScoreCard within the HR resource
development system
HR-department data
- Employment and career
history
- Track record (e.g. appraisals,
performance records)
- AC results
- Test results
- Career Plans
- Succession Systems
Extracts from
Corporate Strategy
- Mission Statement
- Corporate Values
- Medium-long term strategy
(e.g. expansion goals,
optimization plans)
- Balanced Score Card
TSC Process
Questionnaires for all
relevant Stake Holders
Skills?
Competences?
Attitudes?
Short Term Needs?
Medium-Long term needs?
Job Specifics?
Core Competences Model
Business
Behaviour /
Skills Related
&
&
Functional
Competences
People
Management
Competences
TrainingScoreCard within the HR resource
development system
TSC Process
Development and
Training Goals
Development areas
Priorities
Specific goals
Indicators
Monitoring system
Individual Development
Plans
- Training activities
- Other development activities
(e.g. job rotations,
shadowing)
Program Planning
Aggregation of individual needs
Defining and selecting
appropriate development
activities
Scheduling
Aggregate
Development Plans
- Yearly training program
- Mid-term training program
- Development budget planning
- Input for career and
succession planning systems
Training modules offer (examples)
• First call - emphasizing company´s position and generating
maximum opportunities
•
• Follow-up calls - opportunity management and winning new
accounts
• Solution selling for key and global accounts
• Optimum structure of the single point of contact (SPOC)
• Customer insight & lead generation with winning telemarketing
strategies
• Sales and sales support with relevant inside sales activities
4. System dimension
Systems
Input
Analysis
Design
Corporate Strategy
Competition
Organizational
setup and sizing
Channel Structure
Customer base
Planning,
monitoring and
controlling
IT architecture
Incentive and
remuneration
scheme
Sales Processes
Systems/Tools
(e.g. CRM)