TARGETED PROFESSIONAL DEVELOPMENT PART OF THE PERFORMANCE MANAGEMENT CYCLE
Get Ahead of the Curve By Creating a
Sales Performance Model for Success
CHELSEA MARKETING
ADVISORS
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• Comprises a Virtual Network Of Specialists that
Function within a Matrix Management Model
• Core Individuals Have Over 100 Years of
Combined Business Leadership and Consulting
Experiences
CHELSEA MARKETING ADVISORS
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Professional Development of People Rationale
• People are the Engine for Success Within all
Organizations
• People are a Major Investment in the Life Cycle
of an Organization
▫ Cost to Hire & Train
▫ Costs to Maintain (Loaded Salary)
• Major Investments Should Continually Provide
Organizational Returns Development is one way to do it
CHELSEA MARKETING ADVISORS
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Professional Development of People
• Iterative Process
• Part of Continuous Improvement of HR
• Positively Impacts: ▫ Organizational Bench Strength
▫ Workplace Productivity, Effectiveness, & Creativity “Raises the Performance Bar”
▫ Employee Understanding of Strengths and “Challenge” Areas
▫ Employee Motivation & Company Loyalty
▫ Positive Impact on Revenues/Metrics
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Professional Development of People The Essence
“Even if You are on the Right Track, You’ll Still Get
Run Over if you Just Sit There.”
- Will Rogers
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People Development Are We On The Right Track? We Believe So!
“Not telling people where they stand deprives them of the information they
need to take responsibility for their development, and make informed
decisions about their career.”
- Harvard Business Review (1/02)
“Telling people to improve without providing the requisite coaching is unhelpful
. . . It requires the supervisor to provide frequent coaching to help the
person achieve these new behaviors.”
- Harvard Business Review (1/02)
CHELSEA MARKETING ADVISORS
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Genesis of the Sales Model
• A Simple Question was Asked:
“What is it that Our More Successful People do that
Differentiates Them from Other’s? What Activities
are They Doing that Other’s are not Doing?
• A Simple Answer was Given:
“It Might not be What They do but Rather how They
do it . . . . the RENDITION . . . . not Just Activities”
CHELSEA MARKETING ADVISORS
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At the End of the Day . . . Success =
Effective Processes
Improved Metrics
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Sales Performance Model The Roadmap to Targeted Professional Development
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Drivers of Field
Success
Identified
Benchmarking of High & Low
Producers
Drivers of Success
Prioritized
Performance Inventory
Individual Plan of Action
(IPA)
Resources for Skill
Improvement
Management Coaching for
Implementation
Sales Performance Model Outcomes Highlight Areas for Professional Development
• Utilizes quantitative and subjective data sources to create sales representative composite ratings & rankings
• Pinpoints what specific factors contribute to success according to best demonstrated practices
• Creates an individual profile for each sales representative that assesses performance on all relevant variables ▫ Reflects how each sales rep rates
relative to peers ▫ Individual Plan of Action (IPA) developed
for each sales rep indentifying areas of further development and a guide for ongoing reference
▫ Manager reviews progress as part of joint visits to assure that IPA is moving forward
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CHELSEA MARKETING ADVISORS
MACRO PICTURE
MICRO PICTURE
Performance Management Cycle Seamless Integration
Pre-Call Plan
Customer Visits
Strategic/Tactical Dialogue
Sales Performance Model Discussions
(IPA’s)
Agree on Next Steps & Action
Items
Field Trip Assessments (MCR’s)
Post Call Plan
Ongoing Dialogue & Follow-up
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Management
Coaching
Plan
Execute
Return on Investment A Documented Case
• Overall Increase in Sales of >20%
• Overall Increase in market Share >20%
• Percent Improvement of Success Drivers of 8% points
• 35 of 40 Territories Improved in Sales, Market Share, and Qualitative Measures
• Sales Force Rated “First in Class” Amongst Competing Company Sales Forces for the First Time ▫ 8th Consecutive Year of Survey (Blinded)
▫ Customer & Non-Customer Base
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Sales Performance Model Deliverables for Future Professional Development
• Drivers of Field Success Identified
• Key Drivers of Field Success Prioritized
• Behaviors of Higher & Lower Performers are
Benchmarked
• Performance Inventory Generated for each rep
• Individual Plan of Action is Developed
• Resources Identified for Improving Skill Sets
• Management Coaching for Successful
Implementation
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