Miller Heiman 2012 Sales Best Practice Study
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“12 claves para optimizar los resultados de venta: el enfoque de las empresas líder” Conclusiones del estudio de investigación “Miller Heiman 2012 Sales Best Practice Study” Madrid, 13 de junio de 2012 Biografías JUAN CARLOS DEL OLMO Es partner de LMS Leadership desde el año 2011. Juan Carlos tiene 25 años de experiencia en multinacionales de TI y Business Process Outsourcing habiendo desempeñado en los últimos 15 años cargos de responsabilidad ejecutiva como Director Comercial y de Desarrollo de Negocio en compañías como INDRA. AZERTIA y THALES. Es experto en implantación de procesos de ventas y ha desarrollado su carerra en un gran número de sectores incluyendo, Administración Pública, Energía- Utilities, Telecomunicaciones y Transporte. Es Ingeniero de Telecomunicaciones Tiene un Program Development Management por el IESE Está certificado en Miller Heiman como consultor en Strategic Selling y Conceptual Selling Programa de Marketing digital 2.0 y Redes Sociales corporativas en INESDI “12 claves para optimizar los resultados de venta: el enfoque de las empresas líder” Conclusiones del estudio de investigación “Miller Heiman 2012 Sales Best Practice Study” Juan Carlos Del Olmo, Partner LMS Leadership MH Distribution Partner para España 4 Thank You www.lmsleader.com www.millerheiman.com Ficha técnica del estudio Objetivo • Hacer un benchmarking entre las World-Class Sales Organizations y sus homólogas en todo el mundo. • Identificar las mejores prácticas en las organizaciones con mejores resultados en ventas. • Sacar conclusiones que puedan ser aplicables por las diferentes compañías Encuesta • Es el noveno año de este estudio. • El cuestionario final contiene 6 secciones relacionadas con el proceso de venta y 1 sección dedicada al grado de conocimiento del entorno del cliente. • Un total de 59 respuestas cerradas basadas en 7 puntos en una escala likert Muestra • Alrededor de 1.300 ejecutivos de todo el mundo y de todos los sectores de actividad. • Realizada entre el 1 de Octubre de 2011 y el 2 de Diciembre de 2011. • Empresas en el entorno B2B, con venta compleja y largos ciclos de decisión. World-Class Sales Organizations • 74 participantes cualificados cómo “World-Class “ • 6% de los encuestados Biografías SAM REESE Sam Reese joined Miller Heiman as CEO twelve years ago in 2000. Since joining the company, Sam has grown Miller Heiman’s revenue by more than 200 percent. Eight years ago Sam launched the “Miller Heiman Sales Best Practices Study”, which has grown to become the most credible sales performance research report in the world. Sam is a business leader with over 25 years experience and he has knowledge building sales organizations from the ground up at Fortune 500 companies such as Corporate Express, British Telecom and Kinko's and he has worked in public companies as well. He is co-author of Successful Global Account Management and The 7 Keys for Managing Strategic Accounts. Sam Reese is graduated with a business degree from the University of Colorado. Biografías LUIS MIGUEL SAIZ Socio fundador de LMS Leadership desde el año 2006. Luis Miguel tiene 29 años de experiencia en ventas de las cuales 20 de ellos con responsabilidad a nivel ejecutivo en Dirección comercial y Marketing, en compañías tales como Dun&Bradstreet, DHL, Equifax y Human Group, siendo un especialista en las áreas de training, coaching, consultoría e implantación de procesos de ventas. Licenciado en Ciencias Economicas y Empresariales Executive MBA: Instituto de Empresa IE-Madrid Profesor de ESIC programa: Executive MBA Certificaciones de Miller Heiman para impartir programas en: Strategic Selling, Conceptual Selling, Large Account Management, Funnel Management, Managers Coaching y Negotiation Success. VIDEO CHANGE OR LOSE 9 Understanding Challenges of Sales Leaders Sam Reese, Chief Executive Officer, Miller Heiman 10 Miller Heiman Direction Mission Assist clients to help them grow profitable sales. Vision Become the most credible and recognized resource for salesforce performance and sales effectiveness expertise Purpose Elevate the role, status, credibility and strategic importance of the sales profession. Sales Professional Evolution Product Pusher Consultative Order Taker Solutions Expert 12 Selling Has Changed Dramatically Over the Past Few Years VALUE CHAIN PRECISION TRANSPARENCY 13 Sales Leaders Often Find Themselves In The Crossfire First to blame Early commitments Anecdotes Leadership Challenges Don’t speak the language of other execs- need more precision themselves Own Customer Management Strategic Challenge 14 Sales Improvement Continuum SALES TRAINING GET BETTER SALES EFFECTIVENESS GET RESULTS SALES TRANSFORMATION CHANGE CULTURE 15 Myths that Need to be Addressed Nothing happens unless we sell something Sales is only our domain Just hire great people The customer is always right Sales owns the customer Product/business expertise not required Sales doesn’t need help Compensation alone drives behaviors BUSTED BUSTED BUSTED BUSTED BUSTED BUSTED BUSTED BUSTED 16 You Need Help Everywhere 17 Disconnects that Create Confusion and Diffuse Accountability Unchecked anecdotes especially around pricing Hiring and development responsibilities completely transferred to HR Commission systems that do not motivate and drive the right behavior- SVP input required but support needed Corollary- belief that short term incentive plans will reliably drive behavior Corollary- year to year changes in the commission system causing gamesmanship Unfettered access to support resources one individual at a time Salesperson by salesperson approach with no consistency, leading to inability to create any sort of organization wide forecast or expectations Un-empowered front line management that must take the short cut to leadership 18 Sales Language Barriers that Create Support Obstacles COMPETENCIES TRAINING CRM COMPLIANCE NEW PRODUCT INTRODUCTION DEVELOPMENT PLANS COMPENSATION PLANS 19 Miller Heiman Sales System® A Framework for Understanding the World of the Sales Leader 20 Defining World Class Through Our Sales Best Practices Study Established in 2003 World’s largest annual study of sales performance best practices with over 27,000 participants to date. Reveals trends, issues, opportunities in today’s selling environment. 2012 Sales Best Practices Study Global Participation 22 A Roadmap To Improvement And Understanding Understanding the Key Gaps Between the World Class Firms and the Others Lead Growth Account Acquisition Account Retention Salesperson Productivity Quota Achievement 23 Miller Heiman Sales System® 24 Customer Trends Understanding Why and How Customers Buy From You 25 Customer Trends Understanding Why and How Customers Buy From You QUESTION ALL WC We know why our customers buy from us. 73% 90% We consistently use a formal process for measuring customer satisfaction. 35% 74% SOURCE: 2012 Miller Heiman Sales Best Practices Study 26 Create Opportunities Targeting, Gaining Access and Qualifying Prospects 27 Create Opportunities Targeting, Gaining Access and Qualifying Prospects QUESTION ALL WC Sales and Marketing are aligned in what our customers want and need. 34% 80% We have a formalized value proposition that is very compelling to our prospects. 39% 93% Social media is a very effective tool for understanding our customers' needs. 16% 42% We consistently follow a standardized process to qualify opportunities. 39% 91% SOURCE: 2012 Miller Heiman Sales Best Practices Study www.millerheiman.com 28 Manage Opportunities Allocating Resources to Qualified Opportunities and Managing to Closure 29 Manage Opportunities Allocating Resources to Qualified Opportunities and Managing to Closure QUESTION ALL WC Our organization collaborates across departments to pursue large deals. 48% 89% Our organization is highly effective in allocating the right resources to pursue large deals. 34% 92% We have an established procedure to know when to stop investment in large deals. 20% 69% In a large deal, we always gain access to key decision-makers. 38% 91% We clearly understand our customers' issues before we propose a solution. When we lose a significant sales opportunity, we always know the reason why. Our sales people immediately communicate with management when something unexpected happens to jeopardize a deal. 48% 93% 27% 74% 52% 89% SOURCE: 2012 Miller Heiman Sales Best Practices Study 30 Manage Relationships Protecting and Growing Strategic Accounts 31 Manage Relationships Protecting and Growing Strategic Accounts QUESTION ALL WC Our organization regularly collaborates across departments to manage strategic accounts. 42% 91% We jointly set long-term objectives with our strategic accounts. 35% 93% We have relationships and dialog at the highest executive levels with all our strategic accounts. 38% 96% Specific criteria have been established to define a strategic account in our company. 37% 89% SOURCE: 2012 Miller Heiman Sales Best Practices Study 32 People & Organization Organizing, Developing, Staffing and Managing a High Performance Sales Team 33 People & Organization Organizing, Developing, Staffing and Managing a High Performance Sales Team QUESTION ALL WC Before making a final hiring decision in our sales organization, we assess all candidates using a standardized assessment tool. 33% 77% We know why our top performers are successful. 39% 91% Our performance review process helps improve the sales force’s job performance. 26% 82% Our organization requires the sales force to regularly participate in professional development programs. 33% 87% Our management team is highly effective in helping our sales team advance sales opportunities. 39% 88% Our process for getting new hires to full productivity is highly effective. 17% 80% SOURCE: 2012 Miller Heiman Sales Best Practices Study www.millerheiman.com 34 Management Execution Aligning the Organization and Driving Behaviors Essential for Success 35 Management Execution Aligning the Organization and Driving Behaviors Essential for Success QUESTION ALL WC We leverage the best practices of our top performers to improve everyone else. 25% 89% Our executive leadership is actively engaged in our sales process. 48% 92% Our company has clearly defined the activities required for each stage in our sales funnel. 34% 93% In an average week, our sales force definitely spends sufficient time with customers. 27% 85% In an average month, our sales managers definitely spend adequate time coaching each individual on the sales team. 20% 76% SOURCE: 2012 Miller Heiman Sales Best Practices Study 36 Operations & Enablement Providing Infrastructure and Programs to Enable Sales Productivity Improvement 37 Operations & Enablement Providing Infrastructure and Programs to Enable Sales Productivity Improvement QUESTION ALL WC Our sales compensation policies are aligned with our business objectives. 40% 85% Our sales performance metrics are aligned with our business objectives. 45% 93% Our sales management team is highly confident in the data available from our CRM system. 25% 81% Our CRM system significantly improves the productivity of our salespeople. 23% 66% SOURCE: 2012 Miller Heiman Sales Best Practices Study 38 www.millerheiman.com 39 Results Worth Fighting For Increase in profitable revenue Improved relationships with clients New product pull through and cross sell success Reliable forecasts Resources aligned with best opportunities and high win rates More effective strategy pursuits and deal reviews= strong selling actions Faster rep ramp up More reliable hiring success Enabled sales leadership- language, tools, coaching Quota attainment; job satisfaction; promotions; rewards; recognition; etc Strategic Analysis & Decision Making Standardized process to qualify Understanding customers needs Leveraging Social Media Gain access to decision makers Allocating the right resources Disciplined process Criteria to define strategic accounts Jointly set objectives with accounts Review results with accounts Getting new hires effective fast Professional development Knowing why best are best CRM is effective Improve quality of work Sales & business metrics are aligned Spend sufficient time coaching Clearly defined activities Leverage best practices 41 Thank You www.millerheiman.com 42 Presentacion resultados estudio 2.012 Miller Heiman Sales Best Practices España Luis Miguel Saiz, Partner & Managing Director LMS Leadership MH Distribution Partner para España CHANGE OR LOSE “People don’t resist change. They resist being changed.” - Peter Senge Sea lo que fuere lo que le llevo a donde se encuentra hoy no es suficiente para mantenerle ahí Receptivity to Change Source: Dr. Tom E Smith, University of Southern California 45 Principio fundamental de ventas 46 Reflexión sobre la situación actual Cambio radical de nuestro entorno de ventas. Obsesión por la reducción de costes. Involucración en ventas de todos los niveles de la empresa. El precio como factor clave en la negociación, peligro de comoditización. Riesgo síndrome de Estocolmo del comercial. Entender negocio del cliente, su ciclo de compra, proveer soluciones, diferenciación, demostrarlo. 47 Experto en proveer Soluciones Lo importante no es lo que estamos vendiendo, sino construir relaciones beneficiosas a largo plazo entendiendo el negocio de nuestros clientes para poder aportarles valor. 48 Customer Trends Understanding Why and How Customers Buy From You QUESTION ALL WC SPAIN We know why our customers buy from us. 73% 90% 71% We consistently use a formal process for measuring customer satisfaction. 35% 74% 40 % SOURCE: 2012 Miller Heiman Sales Best Practices Study 49 Create Opportunities Targeting, Gaining Access and Qualifying Prospects QUESTION ALL WC SPAIN Sales and Marketing are aligned in what our customers want and need. 34% 80% 49 % We have a formalized value proposition that is very compelling to our prospects. 39% 93% 15 % Social media is a very effective tool for understanding our customers' needs. 16% 42% 33 % We consistently follow a standardized process to qualify opportunities. 39% 91% 31 % SOURCE: 2012 Miller Heiman Sales Best Practices Study www.millerheiman.com 50 Manage Opportunities Allocating Resources to Qualified Opportunities and Managing to Closure ALL WC SPAIN Our organization collaborates across departments to pursue large deals. 48% 89% 45 % Our organization is highly effective in allocating the right resources to pursue large deals. 34% 92% 42% We have an established procedure to know when to stop investment in large deals. 20% 69% 23% In a large deal, we always gain access to key decision-makers. 38% 91% 40% We clearly understand our customers' issues before we propose a solution. When we lose a significant sales opportunity, we always know the reason why. 48% 93% 50% 27% 74% 33% Our sales people immediately communicate with management when something unexpected happens to jeopardize a deal. 52% 89% 53% QUESTION SOURCE: 2012 Miller Heiman Sales Best Practices Study 51 Manage Relationships Protecting and Growing Strategic Accounts QUESTION ALL WC SPAIN Our organization regularly collaborates across departments to manage strategic accounts. 42% 91% 42% We jointly set long-term objectives with our strategic accounts. 35% 93% 41% We have relationships and dialog at the highest executive levels with all our strategic accounts. 38% 96% 50% Specific criteria have been established to define a strategic account in our company. 37% 89% 43% SOURCE: 2012 Miller Heiman Sales Best Practices Study 52 People & Organization Organizing, Developing, Staffing and Managing a High Performance Sales Team QUESTION ALL WC SPAIN Before making a final hiring decision in our sales organization, we assess all candidates using a standardized assessment tool. 33% 77% 40% We know why our top performers are successful. 39% 91% 47% Our performance review process helps improve the sales force’s job performance. 26% 82% 32% Our organization requires the sales force to regularly participate in professional development programs. 33% 87% 40% Our management team is highly effective in helping our sales team advance sales opportunities. 39% 88% 43% Our process for getting new hires to full productivity is highly effective. 17% 80% 25% SOURCE: 2012 Miller Heiman Sales Best Practices Study www.millerheiman.com 53 Management Execution Aligning the Organization and Driving Behaviors Essential for Success ALL WC SPAIN We leverage the best practices of our top performers to improve everyone else. 25% 89% 32% Our executive leadership is actively engaged in our sales process. 48% 92% 49% Our company has clearly defined the activities required for each stage in our sales funnel. 34% 93% 32% In an average week, our sales force definitely spends sufficient time with customers. 27% 85% 35% In an average month, our sales managers definitely spend adequate time coaching each individual on the sales team. 20% 76% 16% QUESTION SOURCE: 2012 Miller Heiman Sales Best Practices Study 54 Operations & Enablement Providing Infrastructure and Programs to Enable Sales Productivity Improvement QUESTION ALL WC SPAIN Our sales compensation policies are aligned with our business objectives. 40% 85% 49% Our sales performance metrics are aligned with our business objectives. 45% 93% 42% Our sales management team is highly confident in the data available from our CRM system. 25% 81% 29% Our CRM system significantly improves the productivity of our salespeople. 23% 66% 27% SOURCE: 2012 Miller Heiman Sales Best Practices Study Alinear ciclo de ventas y ciclo de compra 56 Premisa Básica 58 Hemos hablado de…. 59 ¿y ahora QUÉ…? 60 Change is coming • Conocer TU estado de situación 61 Sales Performance Meter Objetivo Comparar las prácticas en ventas de TU organización/área de negocio con las mejores prácticas en las WCSO Informe escrito • Análisis de las respuestas y estado de situación • Comparativa con las WCSO • Recomendaciones Informe gráfico 62 Sales Performance Meter. Report Support and Enablement - Monitor 63 Sales Performance Meter. Report Creating Opportunities People & Organization Managing Opportunities Support & Enablement Managing Relationships Management Execution 64 Sales Performance Meter. Report Summary of Results by Element of The Miller Heiman Sales System ® Your Overall Score Focus Focus Focus Focus Focus Monitor Focus 65 Sales Performance Meter. Report Informe resumen Sales Performance Metrics 66 Change is coming • Conocer el estado de situación Análisis • Analizar los resultados • Crear un plan de acción Métricas • Definir los indicadores-objetivos (KPI´s) Resultados • Puesta en marcha del plan • Volver a medir y analizar los resultados 67 GRACIAS POR VUESTRA ASISTENCIA JUAN CARLOS DEL OLMO ▫ Email: jolmo@lmsleader.com ▫ M: 633.30.48.61 ▫ Blog: jcdelolmoplaza.es LUIS MIGUEL SAIZ ▫ Email: lmsaiz@lmsleader.com ▫ M: 625.353.576 www.lmsleader.com 68 Questions www.millerheiman.com
