Date post: | 01-Dec-2014 |
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managing sales productivity
:: mike kunkle ::
:: transforming sales results ::
analytics + people = growth
agenda
sales growth through…
analytics
– data: what, why, how (tools)
people
– issues: diagnosing root causes
– solutions: train, coach, counsel, manage, change
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Connect the Dots
sales analytics
managing sales productivity
sales analytics & data
what
– activity
lead indicators
lag indicators
– quality
how well are they doing the activity
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managing sales productivity
sales analytics
what
– activity
lead indicators
lag indicators
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dials
appointments
connects
contacts
conversations
appointment funnel
%
%
%
%
managing sales productivity
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sales analytics
what
buying process
buying methodology
buying process map
example of process map from http://www.salesbenchmarkindex.com
managing sales productivity
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sales analytics
what sales process map
sales methodology
buying process
there are lead and lag indicators throughoutthere are exit criteria for each process stagethe quality of methodology determines forward movementthere are conversion ratios for each stage
presentqualify develop closevalidateresearchsales process
example of process map from http://www.salesbenchmarkindex.com
% % % % %
managing sales productivity
sales analytics
what
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sales process: stages / conversion
managing sales productivity
sales analytics
why
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sales process: stages / conversion find the biggest opportunities for growth
managing sales productivity
sales analytics
why
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sales process: stages / conversion
managing sales productivity
sales analytics
why
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Rep 2
managing sales productivity
sales analytics
why
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sales process: stages / conversion
managing sales productivity
sales analytics
why
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Rep 1
managing sales productivity
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sales analytics & data
how (tools)
http://www.gartner.com/newsroom/id/2730317
sfdc – 16%
sap – 13%
oracle – 10%
msft – 7%
ibm – 4%others – 50%
crm optionsbig players
names/percentages are links
managing sales productivity
sales analytics & data
how (tools)
crm optionsby
market presence&
satisfaction
https://www.g2crowd.com/categories/crmhttp://i.marketingprofs.com/assets/images/daily-data-point/crm-L-G2-101014.jpg
15:: mike kunkle :: transforming sales results ::
managing sales productivity
sales analytics & data
how (tools)
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crm optionsa few others
to reviewlogos are links
http://marketingprofs.com/charts/2014/26203/the-top-rated-crm-software-systems-by-users
managing sales productivity
sales analytics & data
how (tools)
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BI / analytics logos are links
managing sales productivity
BI / analyticsby scale &
satisfaction(one of several charts, see links below)
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https://www.g2crowd.com/categories/sales-intelligencehttps://www.g2crowd.com/categories/demand-generation/productshttps://www.g2crowd.com/categories/business-intelligence/research
sales analytics & data
how (tools)
people
managing sales productivity
people
sales productivity through people
– issues: diagnosing root causes
– solutions: matching the right solution to the issue
train
coach
counsel
manage consequences
change something
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.
managing sales productivity
people
diagnosing
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condition reason solutions
don’t know something
what to dotrainingcoaching
why to do it
how to do it
* adapted from Ferdinand F. Fournies
the 16 reasons why employees don’t do what they are supposed to do *
managing sales productivity
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condition reason solutions
incorrect thinking
their way is better
coachingcounseling
your way won’t work
something else is more important
they are doing it (lack of feedback)
* adapted from Ferdinand F. Fournies
people
diagnosing
the 16 reasons why employees don’t do what they are supposed to do *
managing sales productivity
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condition reason solutions
misalignedconsequences
a negative consequence for doing it
manageconsequences
no negative consequence for not doing it
a positive consequence for not doing it
no positive consequence for doing it
* adapted from Ferdinand F. Fournies
people
diagnosing
the 16 reasons why employees don’t do what they are supposed to do *
managing sales productivity
:: mike kunkle :: transforming sales results :: 24
condition reason solutions
constraints
obstacles beyond their control
counselchangetransfer
terminate
personal limits (incapacity)
fear (anticipating failure)
personal problems
no one could do it* adapted from Ferdinand F. Fournies
people
diagnosing
the 16 reasons why employees don’t do what they are supposed to do *
managing sales productivity
:: mike kunkle :: transforming sales results :: 25
* adapted from Ferdinand F. Fournies
people
diagnosing
the 16 reasons why employees don’t do what they are supposed to do *
condition reason solutions
don’t know something
what to dotrainingcoaching
why to do it
how to do it
incorrect thinking
their way is better
coachingcounseling
your way won’t work
something else is more important
they are doing it (lack of feedback)
misalignedconsequences
a negative consequence for doing it
manageconsequences
no negative consequence for not doing it
a positive consequence for not doing it
no positive consequence for doing it
constraints
obstacles beyond their control
counselchangetransfer
terminate
personal limits (incapacity)
fear (anticipating failure)
personal problems
no one could do it
managing sales productivity
a simple method that works
tell
show
do
review
1
2
3
4
tell
show
do
review
1
2
3
4
#
order
understanding check
people
training & coaching
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managing sales productivity
a simple method that works
tell
show
do
review
1
2
3
4
tell
show
do
review
1
2
3
4
#
order
understanding check
people
training & coaching
:: mike kunkle :: transforming sales results :: 27
coaching
training
the initial training | coaching plan summaryI tell them they tell me
I show them they show me (roleplay)
I do & they observe they do & I observe
we review (coach) their performance together
managing sales productivity
extending the review phase with check-insI tell them they tell meI show them they show me (roleplay) I do & they observe they do & I observewe review (coach) performance together
people
:: mike kunkle :: transforming sales results :: 28
review
check-in
check-incheck-in
managing sales productivity
people
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extending the review phase:conducting check-ins
who coach & sales rep
whatphone call or face-to-face meetingreview of activity, results, and methodsset goals, develop solutions, create an action plan
why even the best players need a good coach to improve
How
review activity review results discuss methods set goals explore possible solutions select the best solutions create an action plan
managing sales productivity
once the basic training and coaching is done, you can evolve coaching to:
this is for the already-trained, already-coached, self-guided, seasoned rep. consider it a “ongoing check-in.”
diagnose
plan
do
review
1
2
3
4
people
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diagnose| plan| do | review
diagnose: assess the situation for improvement possibilitiescontinue to use arm (activities, results, methods)
through reports/results, observation and discussion, identify “what is” (a)
through questions and discussion, jointly determine “what should be” (b)
understanding check: summarize for mutual understanding
managing sales productivity
1
people
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diagnose| plan| do | review
plan: agree on the plan to close the gap between a & blead by questions to engage, foster involvement and gain commitment
discuss options, gain consensus on which to try, and create an action plan
you are the guide or Sherpa – your rep must be engaged, thinking & participating
understanding check: summarize for mutual understanding
managing sales productivity
people
2
:: mike kunkle :: transforming sales results :: 32
diagnose| plan| do | review
do: execute the plangive the rep room to try their plan and make mistakes and/or succeed
keep the door open for the to reach out for help before you meet again
observe or conduct field coaching as requested or necessary, to assist
understanding check: summarize for mutual understanding
managing sales productivity
people
3
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diagnose| plan| do | review
review: meet specifically to review plan outcomes/resultslisten to details, ask questions, gather information, understand what happened
determine whether to cycle again through dpdr or consider other alternatives
use the previous review/check-in model
understanding check: summarize for mutual understanding
managing sales productivity
people
4
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discussion: connecting dots
analytics
training check-in reviews coaching16 reasons
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managing sales productivity
analytics + people = sales growth
appendix
:: mike kunkle ::
:: transforming sales results ::
about mike
mike is a training and organization effectiveness leader with special expertise in sales force transformation.
after his initial years on the frontline in sales and sales management, he spent the next 21 years as a corporate manager or consultant, leading departments and projects with one purpose – improve sales results.
today, in his role as commercial training & development leader for GE Capital, mike uses his in expertise in best-in-class learning strategies, methods, processes, and change leadership to develop the capabilities of sales representatives and sales managers to drive business results.
mike freely shares his own sales transformation methodology, speaking at conferences and writing online (see http://slidesha.re/PerfLevers082011 and http://bit.ly/EffectiveSalesLearningSystems as examples) and can be reached at <mike at mikekunkle dotcom>, through his blog at http://www.mikekunkle.com, or on various social media sites.– linkedin– twitter– google+– slideshare
let’s get connected!
http://www.mikekunkle.com/about-me
the thoughts and opinions expressed here are my own
37:: mike kunkle :: transforming business results ::
appendix: resourcescrm and analytics research
https://www.g2crowd.com/categories/crm (great resource for software research, ratings, selection)
http://www.cio.com/article/2386104/customer-relationship-management/4-affordable-small-business-crm-options.html
http://www.pcworld.com/article/239095/salesforce_alternatives_5_crm_services_for_small_businesses.html
http://www.forbes.com/sites/quickerbettertech/2013/07/01/11-terrible-crm-systems-for-your-company/
http://marketingprofs.com/charts/2014/26203/the-top-rated-crm-software-systems-by-users
http://blog.capterra.com/9-cheap-salesforce-alternatives-make-crm-simple-amazon-com/
http://www.gleanster.com/gleansight/2014-crm-for-small-and-midsize-businesses
http://kusnetzky.net/virtual-worlds/can-mid-market-companies.html
https://www.g2crowd.com/categories/business-intelligence/research
https://www.g2crowd.com/categories/demand-generation/products
http://www.ibm.com/midmarket/us/en/business-analytics.html
https://www.g2crowd.com/categories/sales-intelligence
http://chandoo.org/wp/2010/01/04/sales-dashboards/
http://www.gartner.com/newsroom/id/2730317
https://www.g2crowd.com/categories/crm
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appendix: resourcescrm (bigger players)
http://www.oracle.com/us/products/applications/siebel/crm-technology/overview/index.html
http://www.sap.com/pc/bp/crm-customer-engagement/software/sales.html
http://www.microsoft.com/en-us/dynamics/crm.aspx
http://www.ibm.com/midmarket/us/en/crm.html
http://www.salesforce.com/
other crm options to explorehttps://www.pipelinedeals.com/
http://www.pipelinersales.com/
https://www.zoho.com/crm/
http://www.membrain.com/
https://www.insightly.com/
http://www.nimble.com/
https://getbase.com/
http://velocify.com/
analytics options to explorehttp://www.sap.com/pc/analytics/business-intelligence.html
http://www-01.ibm.com/software/analytics/cognos/
http://www.qlik.com/us/explore/products/qlikview
http://www.tableausoftware.com/
http://www.lattice-engines.com/
http://spotfire.tibco.com/
http://www.sisense.com/
http://www.angoss.com/
http://www.domo.com/
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appendix: resourcesreading and resources for sales coaching – from mike
http://blogs.richardson.com/2013/07/03/using-tailored-post-program-sales-coaching-to-get-results-from-sales-training/
https://www.linkedin.com/pulse/article/20141020050435-834966-simple-methods-to-improve-sales-rep-performance/
https://www.linkedin.com/pulse/article/20140719203006-834966-sales-coaching-practices-that-get-big-results/
http://www.mikekunkle.com/2013/03/31/improve-your-sales-coaching-with-two-simple-steps-part-1/
http://www.mikekunkle.com/2013/04/02/improve-your-sales-coaching-with-two-simple-steps-part-2/
http://www.mikekunkle.com/2013/04/03/improve-your-sales-coaching-with-two-simple-steps-part-3/
reading and resources for sales coaching – from othershttp://blogs.richardson.com/2012/12/12/evaluative-vs-developmental-feedback-why-sales-leaders-must-understand-the-difference/
http://newsalescoach.com/2013/12/sales-manager-why-dont-you-formally-meet-11-monthly-with-every-salesperson/
http://salestrainingconnection.com/2014/06/18/training-sales-managers-to-coach-the-good-the-bad-and-the-ugly/
http://salestrainingconnection.com/2014/09/22/sales-coaching-what-are-you-doing-for-your-top-sales-people/
http://processspecialist.com/increasesales/sales-training/reason-sales-training-coaching-programs-fail/
http://thesalesblog.com/blog/2012/02/02/the-differences-in-sales-coaching-and-sales-training/
http://thesalesblog.com/blog/2012/02/03/the-differences-in-managing-and-sales-coaching/
https://www.linkedin.com/pulse/article/20141020145914-167224-you-need-a-sales-coach/
http://www.forbes.com/sites/scottedinger/2013/06/25/how-great-sales-leaders-coach/
http://thesalesblog.com/blog/2014/03/24/training-and-coaching-is-not-expensive/
http://www.cmoe.com/blog/where-should-i-focus-my-sales-coaching-efforts.htm/
http://jackmalcolm.com/blog/2011/04/sales-coaching-make-them-work-for-it/
http://thesalesblog.com/blog/2014/02/21/non-directional-coaching-isnt-soft/
http://jackmalcolm.com/blog/2011/06/coaching-salespersons-mindset/
https://www.astd.org/Publications/TD-at-Work/2008/Sales-Coaching
http://partnersinexcellenceblog.com/?s=coaching
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