Pursuit of World-Class Performance (Miller Heiman)
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Watch this presentation for an analysis of the 2014 Miller Heiman Sales Best Practice Study and highlight the strategic issues facing sales leaders. Learn the three core behaviors and 12 sales activities that drive world-class sales performance.
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Pursuit of World-Class Performance (Miller Heiman)
- 1. Joe Galvin Chief Research Officer Tamara Schenk Research Director
- 2. ©Copyright 2014 Miller Heiman, Inc. All Rights Reserved. THE PURSUIT OF WORLD-CLASS PERFORMANCE 2014 Miller Heiman Sales Best Practices Study
- 3. ©Copyright 2014 Miller Heiman, Inc. All Rights Reserved. Original Rules of Basketball. Dr. James Naismith January 15, 1892 13. The side making the most points in that time is declared the winner
- 4. ©Copyright 2014 Miller Heiman, Inc. All Rights Reserved. Playing Field Account, Territory, Market Opponents Competitors Strategy How to Win Rules Expense – Comp Plan
- 5. ©Copyright 2014 Miller Heiman, Inc. All Rights Reserved. Number of Qualified Opportunities New Account Acquisition Average Account Billing YOY Existing Customer Growth Quota Achievement Forecast Accuracy RevenueRevenue
- 6. ©Copyright 2014 Miller Heiman, Inc. All Rights Reserved. Performance 2013 Performance GAP Customer Core Collaborative Culture Calibrated Success
- 7. ©Copyright 2014 Miller Heiman, Inc. All Rights Reserved. RevenueRevenue Number of Qualified Opportunities New Account Acquisition Average Account Billing YOY Existing Customer Growth Quota Achievement Forecast Accuracy 2014: +22%
- 8. ©Copyright 2014 Miller Heiman, Inc. All Rights Reserved. Customer Core Provide Perspective BehaviorsBehaviors Collaborative Culture Conscious Collaboration Calibrated Success Performance Accountability
- 9. ©Copyright 2014 Miller Heiman, Inc. All Rights Reserved. The Pursuit of Performance Miller Heiman Sales System® 2014 Miller Heiman Sales Best Practices Study 3 Behaviors of World-Class Sales Performance 6 Elements of the Sales System 12 Behaviors That Impact Performance Joe Galvin Chief Research Officer Miller Heiman Research Institute @joegalvin http://www.linkedin.com/in/joegalvin32 Tamara Schenk Research Director Miller Heiman Research Institute @tamaraschenk http://www.linkedin.com/in/tamaraschenk
- 10. ©Copyright 2014 Miller Heiman, Inc. All Rights Reserved.
- 11. ©Copyright 2014 Miller Heiman, Inc. All Rights Reserved. World’s largest ongoing study of complex, business-to-business selling and sales management practices •More than 30,000 participants over last 11 years. •Not exclusive to Miller Heiman clients or alumni. •All Respondents filtered to reflect complex sale; 3+ decision makers. •Study includes 3 sections: Demographics, Behaviors and Metrics. •Analysis defines key behaviors leveraged to drive sales performance.
- 12. ©Copyright Miller Heiman, Inc. All Rights Reserved. N=1,155
- 13. ©Copyright 2014 Miller Heiman, Inc. All Rights Reserved. CRITICAL SALES ACTIVITIES • Analysis elevates activities most linked to sales performance • Identify respondents that collectively and consistently execute these 12 behaviors • Designate this sub-segment as world-class population VALIDATE WITH SALES METRICS • Number of Qualified Opportunities • New Account Acquisition • Average Account Billing • YOY Existing Customer Growth • Quota Achievement • Forecast Accuracy WORLD CLASS • Small percentage of respondent base, 8.5% in 2014 • Outperforms All Respondents on metrics measured by 22%
- 14. ©Copyright 2014 Miller Heiman, Inc. All Rights Reserved. Customer Core Provide Perspective BehaviorsBehaviors Collaborative Culture Conscious Collaboration Calibrated Success Performance Accountability
- 15. ©Copyright 2014 Miller Heiman, Inc. All Rights Reserved. Organizationa l Attribute Individual Behavior Cultural Component Calibrated Success Performance Accountability What do we measure, recognize and reward? Customer Core Provide Perspective How do we connect and engage with our customers? Collaborative Culture Conscious Collaboration How do we work together?
- 16. ©Copyright Miller Heiman, Inc. All Rights Reserved. Organizationa l Attribute Individual Behavior Cultural Component Customer Core Provide Perspective How do we connect and engage with our customers? We clearly understand our customer‘s issues before we propose a solution. 4-year average 2014 93 % 48%
- 17. ©Copyright 2014 Miller Heiman, Inc. All Rights Reserved. Experience Sales Experience Knowledge Miller Heiman Research Institute Research Note: Providing Perspectives Provide a Perspective How YOU will achieve success Experience Knowledge Context Decision Dynamic Customer’s Give a Pitch What we sell to YOU 1:All Capabilities PP Deliver a Presentation What we sell to people like YOU 1:Many Capabilities Market/ Role
- 18. ©Copyright Miller Heiman, Inc. All Rights Reserved. Organizationa l Attribute Individual Behavior Cultural Component Collaborative Culture Conscious Collaboration How do we work together? Our organization collaborates across all departments to pursue large deals. 2014 91 % 53% 4-year average
- 19. ©Copyright 2014 Miller Heiman, Inc. All Rights Reserved. Sales CommunityShared Intelligence Best Practices Sales Professional Sales Managers, Executives, Subject Matter Experts, Specialists MessagesMessages KnowledgeKnowledgeStrategyStrategy Account Plan Opportunity Plan Sales Call Objective Common Language Account Plan Opportunity Plan Sales Call Objective Common Language Synchronized Selling Internal Intelligence Competitive Intel Feature/Function Product Roadmap Pricing Competitive Intel Feature/Function Product Roadmap Pricing Customer Communications Customer Concept Value Proposition Market Position Corporate Vision Customer Concept Value Proposition Market Position Corporate Vision Customer Miller Heiman Research Institute Research Note: Sales Collaboration: Defining Attribute of World Class
- 20. ©Copyright Miller Heiman, Inc. All Rights Reserved. Calibrated Success Performance Accountability What do we measure, recognize and reward? Organizationa l Attribute Individual Behavior Cultural Component Our sales performance metrics are aligned with our business objectives. 2014 93 % 48% 4-year average
- 21. ©Copyright Miller Heiman, Inc. All Rights Reserved. Sales ProfessionalSales Rep Personal ProfessionalismPersonal ProfessionalismNext JobNext Job Promotion Career PerformancePerformancePerceptionPerception Excuses Results CustomersCustomersCompensationCompensation Commission Customer Success TeamTeamIndependenceIndependence Figure It Out Proven Process mmmRew ard m Reward Measure, Recognize and Reward Miller Heiman Research Institute Research Note: Performance Accountability: World-Class Sales Behavior Accountability
- 22. ©Copyright 2014 Miller Heiman, Inc. All Rights Reserved. Customer Management Business Management
- 23. ©Copyright 2014 Miller Heiman, Inc. All Rights Reserved. Social Selling Knowledge Advantage Customer Community Multiple Customer Models Enabling Customer Context Forecast Accuracy & Funnel Confidence
- 24. ©Copyright 2014 Miller Heiman, Inc. All Rights Reserved. 23% 71% 0% 100% All Respondents World Class Our sales team consistently relies on our knowledge management system as the single source for collateral and information. Conscious Collaboration We are highly confident in our sales force's ability to communicate value messages to customers and prospects. Provide Perspectives 44% 88% 0% 100% All Respondents World Class
- 25. ©Copyright 2014 Miller Heiman, Inc. All Rights Reserved. CHANGE THINKING TO GET TO THE NEXT LEVEL "We cannot solve our problems with the same thinking we used when we created them." Albert Einstein [1879 – 1955]
- 26. ©Copyright 2014 Miller Heiman, Inc. All Rights Reserved. SALES ENABLEMENT – MISSING ELEMENTS Situation Consequences Front Line Sales Managers FSMs ignored Coaching disconnected Customer Core Internally focused alignment activities Customer focus lost „Product pitches“ Sales Operations Sales operations missing Ops & Enablm. disconnected Integrated Services Content & training siloed Product focus Sales frustration Waste of resources
- 27. ©Copyright 2014 Miller Heiman, Inc. All Rights Reserved. SALES ENABLEMENT – MISSING ELEMENTS Situation Consequences Front Line Sales Managers FSMs ignored Coaching disconnected Customer Core Internally focused alignment activities Customer focus lost „Product pitches“ Sales Operations Sales operations missing Ops & Enablm. disconnected Integrated Services Content & training siloed Product focus Sales frustration Waste of resources Execution Gap
- 28. ©Copyright 2014 Miller Heiman, Inc. All Rights Reserved. Front Line Sales Managers FSMs ignored Sales Operations Sales Operations missing Integrated Services Content & training siloed Product focus SALES FORCE ENABLEMENT – CUSTOMER CORE APPROACH Integrated enablement & coaching SFE = Intersection between ops & marketing Integrated services to improve business awareness Situation Design point = Customer journey & stakeholder network New Requirements Internally focused alignment activities Customer Core
- 29. ©Copyright 2014 Miller Heiman, Inc. All Rights Reserved. DESIGN POINT – CUSTOMERS AT THE CORE "The main thing is to keep the main thing the main thing." Stephen Covey Entire customer's journey and stakeholder network At each stage At all levels
- 30. ©Copyright 2014 Miller Heiman, Inc. All Rights Reserved. CUSTOMER'S JOURNEY AwarenessAwareness Need to ChangeNeed to Change Define SituationDefine Situation BuyingBuying Evaluate OptionsEvaluate Options Select BestSelect Best Gate 1 Gate 2 Future vision established? Gate 3 Gate 4 Best buying option? Won? Gate 5 Gate 6 New challenges ImplementImplement Assess ValueAssess Value Implementation & Adoption Customer's JourneyCustomer's Journey
- 31. ©Copyright 2014 Miller Heiman, Inc. All Rights Reserved. CUSTOMER CORE SFE FRAMEWORK Results & WinsResults & WinsChange & SituationChange & Situation Value PerceptionValue Perception Context & Concepts Value Hypoth. & Props Decision Dynamics Unique Value Prop Value Dynamics Value Confirmation Integrated Content Management & Training Framework Powered by enablement & collaboration technology Integrated Content Management & Training Framework Powered by enablement & collaboration technology FocusFocus Engagement & Messaging Principle Engagement & Messaging Principle Content & Trainings Services Content & Trainings Services Technology / Governance Technology / Governance Sales ProfessionalSales Professional Business Awareness Skills, Knowledge, Cust. Mgmt.Strategies, Decision Dynamic Expertise Business Awareness Skills, Knowledge, Cust. Mgmt.Strategies, Decision Dynamic Expertise Customer's JourneyCustomer's Journey Select BestSelect Best Imple-mentImple-ment Assess ValueAssess Value Evaluate Options Need to Change Define Situation Providing Perspectives Best Buying Vision Future Vision of Success Own Outcome Increase Value
- 32. ©Copyright 2014 Miller Heiman, Inc. All Rights Reserved. YOUR SITUATION – YOUR NEXT STEPS Shift focus to "Customer Awareness" Switch content from product to customer situation Train business acumen and decision dynamic expertise Level 1 Focus on growing existing customers Create analyzing tools for new business ideas Run pilot with A- players, then roll-out Level 2 You are a rock star! Create A-Player sounding board Let's share best practices Level 3
- 33. ©Copyright 2014 Miller Heiman, Inc. All Rights Reserved. BEHAVIORS THAT DRIVE WORLD-CLASS SALES PERFORMANCE Sales and marketing alignment Formalized value proposition Allocating the right resources Comparable price concessions Regularly collaborates Review results of our solution “Why” top performers succeed Management team advances deals Compensation aligned with objectives Single source for knowledge Leverage best practices Forecast accuracy accountability
- 34. ©Copyright 2014 Miller Heiman, Inc. All Rights Reserved. Activity Metric World Class ALL YOUR TEAM Create Opportunities Sales and Marketing are aligned in what our customers want and need. Number of Qualified Opportunities 91% 38% We have a formalized value proposition that is very compelling to our prospects. 92% 42% Manage Opportunities Our organization is highly effective in allocating the right resources to pursue large deals. New Account Acquisition 93% 36% When we give price concessions, we always get comparable value in return. 71% 21% Manage Relationships Our organization regularly collaborates across departments to manage strategic accounts. Average Account Billing 94% 43% We jointly set long-term objectives with our strategic accounts. 87% 34% People & Organization We know why our top performers are successful. YOY Existing Customer Growth 92% 41% Our management team is highly effective in helping our sales team advance sales opportunities. 96% 43% Operations & Enablement Our sales compensation policies are aligned with our business objectives. Quota Achievement 90% 46% Our sales team consistently relies on our knowledge management system as the single source for collateral and information. 71% 23% Management Execution We leverage the best practices of our top performers to improve everyone else. Forecast Accuracy 89% 29% Our sales managers are always held accountable for ensuring the accuracy of our sales forecast. 93% 44%
- 35. ©Copyright 2014 Miller Heiman, Inc. All Rights Reserved. ATTRIBUTES OF WORLD-CLASS COMPETITORS They love to compete… Cards, sports or business They practice hard… You don’t practice until you can do it right… …you practice until you can’t do it wrong They compete every day… They always play to win They want to compete against the best… It’s the only way to get better There is no cheating… Cheating isn’t competing, it’s cheating They are focused on results… Close calls and nice tries don’t matter Nothing beats winning… 2nd place is the first loser
- 36. ©Copyright 2014 Miller Heiman, Inc. All Rights Reserved. THE PURSUIT OF WORLD-CLASS PERFORMANCE 2014 Miller Heiman Sales Best Practices Study
- 37. Thank you For more information SAVO Web Site: www.savogroup.com Sales First Nation: www.savogroup.com/sales-first-nation/ SAVO Products: www.savogroup.com/products/ SAVO Phone: 312-276-7700
Notas do Editor
- We live in a competitive world. We compete for silly things like overhead bin space, tables at the restuarant. At the dawn of man, We compete for shelter, food and mates. Then man learned that you can hunt larger game when they worked together as a team and tribes formed. The ancient greeks started the Olympics, with events. Turned the skills of the warrior into sport and that is where athletic competition began. Xxx people watched the superbowl Xxx people wateched Xxx people watched
- We like sports because there are rules for winning. In the original basketball rules, rule 13 states that the person who We love our sports because it gives us a structure for winning. Sports have rules for winning.
- We compete as individuals. We compete as a team. Sales is like a sport because it has rules. For the sales leader it is expense plan and headcount, and winning is based on the rule for the rep it is their compensation plan For the sales professional it is their account or territory Only in sales do you have a opponent who is trying to deter you from winning. Strategy tells you how to win a certain game. In the dawn of time, man learned how collaborating as a team to take down the
- Sales is a sport because we keep score. But we also keep stats. Stats are important in sports. They are different in sales.
- Last year study identified the three attributes of WCSOs. It also clearly identified that WCSO leverage and benefit from the use of sales technology
- In 2014, what you see is the pursuit of performance. The score in 2014 is 22% - world-Class outperformed all by 22%. In 2014 we want to connect the individual behaviors that tie backe to organizational attributes.
- The organizational attribute of having the customer at the core, is that individuals provide perspective. The organizational
- Now let’s get back to the story and pick up where we left off. Let’s look at the behaviors that we attribute to World Class Sales Performance
- Let’s talk about a performance driven culture. The organizational attributes on the left were defined in the 2013, and the individual behaviors are on the right. What connects them is the culture of an organization. We’ll get into detail on each of these., but first let’s look at the cultural component for each of these The cultural component tied to any culture. When we look at the individual behaviors, The most important decision a sales leader makes is how we connect and engage with our customers. The next element of your culture is how do you work together. We think it’s about conscious collaboration. What do you as an organization measure, recorgnize and reward.
- Let’s look at Behaviors that
- Pitch: hire someone, give them a product pitch ( and get put of the way - Challenger) Presentation: teach and train a sales rep the knowledge and competencies to deliver a market presentation Perspective: Coach sales professionals on customer management strategies to provide a customer perspective Providing perspective Concept – What the customer is trying to Solutiion Image When you apply the customers world to this, that is where perspective comes out.
- It starts with collaborating with the cusomter. You have We have a commona strategy, commane manad knowledge of our capabilities and Knowledge that we’re Common strcture Talk about messaging, messages we have How do we share internal intelligence Because that that leads to is the concept of the sales community. Every organization has the sales community. We want to elevate that to have shared intelligence and shared best practices.
- The last element is that Calirated Success What do we measure recogn and reward as a company. That influeces you decision making and connects to te endtire organization. The question that connects I We see the all category Accounability is the core of what
- Ultimately the sales professional is accountabilie for their customer and their customers’ success Ultimately, what are your sales professionals accountable for. This is the path for sustainable success.
- What we want you to do is think about your sales system. Every organization has the customer at the center. Let’s look first at customer management stratgies
- Now let’s tie back the metrics to the sales system.
- Increasing the number of qualified opportunities is achieved through a variety of prospecting tactics, including cold calling, reference selling, email campaigns and now, social selling. Regardless of which sales role is applying them, prospecting strategies and tactics require a value message that appeals to the context of the targeted Buying Influence. Value statements, which connect industry, role and business challenges or opportunities, set the context for customer engagement. Joe’s Notes: On all the data charts, you can review the text or provide your perspective on why this matters to your customer or audience.
- Sales Enablement still means different things to different people. It has different maturity levels in different industries and organizations. What‘s the relevant strategic issue? It‘s the question how will sales enablement evolve from a often short term focused tactical initiative to a strategic disicpline for the entire sales force to create significant impact on business results? How many sales enablement leaders are here in the room? Did you ever take your calendar and looked how you spend your time each day, each week? I‘m sure you are pretty busy with activities like this: Dealing with content creators, negotiating with technology and training providers, creating and managing budgets, etc. Much time is spent conducting cross-functional meetings, orchestrating different, often siloed views to aligning critical messaging, market insights and customer requirements into meaningful enablement services. And the list goes on and on. It’s not only your list, it was my list as well, leading global sales enablement at T-Systems in my previous role. Sales enablement leaders often feel like executive cross-functional program managers or as VPs for Internal Selling. If we want to change and evolve our discipline, we have to change our thinking first. Let‘s change our thinking to develop sales enablement to the next level.
- Looking at many current sales enablement approaches, different maturity levels, in different industries, there are four key elements that are missing:Those missing elements impede sales enablement from creating greater value. It‘s customer core – remember all the internally focused activities we just talked about – how should we keep the customers at the core of our work? More than challenging, if we are honest with ourselves, especially if you work with an enablement framework that doesn‘t know the word „customer“. The result of all these internal alignment activities are product focused services that are mapped to the customer‘s need on the last mile – unfortunately that‘s what customers feel. One of the reasons that they are not that satisfied with the value of meeting a sales person. Front line sales managers – They are not even a target group in sales enablement. They are sometimes informed, but that‘s not what makes a difference in terms of results. If their sales coaching approach is disconnected from the enablement approach, or if coaching doesn‘t happen at all - that means to put the initial enablement investment itself at risk. Think about the value an excellent front line sales coach can create and think about the damage a not equipped and disconnected FSM can create? Your funnel has the answers. Sales Operations – Sales enablement is more than sales and marketing alignment. In fact, sales ops is not really existing in many sales enablement approaches. And that has nothing to do where sales enablement sits within the organization. Sales Ops provides the skeleton for a sales organization – think about customer management strategies, performance management, funnel management, sales process and technology. Enablement has to equip the muscles to create movements in the right direction. There are areas to build on, and areas to collaborate with each other.If both functions are not aligned – we face another source for disconnection. Content is still focused on portfolio content, and training is still perceived as product training Often, both topics are in different teams, in different functions, but they adress the sames needs to the same resources. That creates confusion within the sales force, because the services doesn‘t appear to be all of a piece, and it‘sa waste of resources. Overall, we face a serious execution gap. We have to close that.
- Looking at many current sales enablement approaches, different maturity levels, in different industries, there are four key elements that are missing:Those missing elements impede sales enablement from creating greater value. It‘s customer core – remember all the internally focused activities we just talked about – how should we keep the customers at the core of our work? More than challenging, if we are honest with ourselves, especially if you work with an enablement framework that doesn‘t know the word „customer“. The result of all these internal alignment activities are product focused services that are mapped to the customer‘s need on the last mile – unfortunately that‘s what customers feel. One of the reasons that they are not that satisfied with the value of meeting a sales person. Front line sales managers – They are not even a target group in sales enablement. They are sometimes informed, but that‘s not what makes a difference in terms of results. If their sales coaching approach is disconnected from the enablement approach, or if coaching doesn‘t happen at all - that means to put the initial enablement investment itself at risk. Think about the value an excellent front line sales coach can create and think about the damage a not equipped and disconnected FSM can create? Your funnel has the answers. Sales Operations – Sales enablement is more than sales and marketing alignment. In fact, sales ops is not really existing in many sales enablement approaches. And that has nothing to do where sales enablement sits within the organization. Sales Ops provides the skeleton for a sales organization – think about customer management strategies, performance management, funnel management, sales process and technology. Enablement has to equip the muscles to create movements in the right direction. There are areas to build on, and areas to collaborate with each other.If both functions are not aligned – we face another source for disconnection. Content is still focused on portfolio content, and training is still perceived as product training Often, both topics are in different teams, in different functions, but they adress the sames needs to the same resources. That creates confusion within the sales force, because the services doesn‘t appear to be all of a piece, and it‘sa waste of resources. Overall, we face a serious execution gap. We have to close that.
- Getting sales enablement to the next level – let‘s change perspective and let‘s really work backwards from the customers. Customer Core: That means, that the keep the main thing the main design - the customer‘s journey and the stakeholder network are the main design point. It sounds easy, but it is not. The difference here is changing the way of thinking, and being consequent in executing a customer core enablement approach. FSMs: That‘s the easiest issue to overcome. Take a few of your best FSMs, invite them to co-create a coaching map and coaching guidelines that reinforce the methods and principles of your enablement approach.Run a pilot, gather feedback, improve and roll-out Sales Operations: Sales enablement should build on sales ops‘s skeleton regrading customer management strategies, processes, technology, performance management and comp plans. It should take care of sales ops‘ training needs, and sales ops should collaborate with sales ops to develop sales technology to a next level. More than than, sales enablement has to build the intrsection between operations and marketing. Integrated services: As discussed a minute ago, content and training are often in different silos and reduceed to product content and product training. But there is much more on the agenda for next level sales enablement : skills, knowledge additionally about industry, markets, business acumen, customer management strategies, whatever sales perations is doing, sales enablement has to make sure that things are teached and trained ina consistent way. Last but not least, decision dynamic expertise is what makes the difference in complex sales, the ability to lead and to orchestrate a large stakeholder network within an account. Advanced sales enablement functions are focused on what differentiates the wheat from the ….
- Let‘s look at the main design point – customers at the core. I couldn‘t say that any better than Stephen Covey: „The main thing is to keep the main thing the main thing.“ The main thing – our customers. They are at the core of our Miller Heiman sales system – which is your lens to look at your sales organization:If we break that down, it means: the entire customer‘s journey, and the stakeholder network, at each stage and at all levels
- Let‘s look at the customer‘s journey and the stakeholder network. This is a general blueprint – it needs to be adjusted to represent your buyer‘s journey. We distinguish three main phases: Awareness, the actual Buying process and Implementation & Adoption. Yes, correct, we don‘t stop after the deal is closed, because we show performance accountbaility not only intrnally but also for the custmer‘s outcomes. And because we want to create more value for them, we want ot establish a long-term mutually beneficial partnership. Conscious collaboration with customers. The gates we defined here in general need to be adjusted individually regarding your business, and your customer‘s buying environment. These gates are the key conenctor to the coaching maps and the coaching guidelines for your front line sales managers. Now, let‘s keep the customer‘s journey in mind, we will need it right now…
- We take the customer‘s journey as the main design point. We are now building one dimension of a SFE customer core framework, additional dimensions will follow…. This dimension is focused on the sales enablement services – this is about enabling perspectives. We heard about Providing Perspective a few minuts ago from Joe. Other dimensions will follow… soon, stay tuned. We design this framework along five criteria: Focus Engagement and messaging principle The role of the sales professional The content and training services that equip the sales professional. And last but not least, we don‘t forget that we need a solid foundation on technology and enablement governance Let‘s look at Focus: the focus is changiung along the customer‘s journey, from their need to change, their specific situation to their results and wins, their desired outcomes. Then, after the deal is closed, it‘s about their value perception. Engagement & Messaging Principle:That‘s Provoding Perspective, the principle, Joe presented a few minutes ago. It‘s a true customer core principle. Providing perspectives has a different focus at different stages along the customer‘s journey. It changes from the customer‘s future vision of success, their best buying vision to their own outcome and to increase the value Now, what‘s the role of the sales professional, that‘s in the center of enablement services: Their entire set of business awareness needs to be equipped, improved and then reinforced with a connected coaching approach. Business aewareness covers all kind of selling skills, knowledeg in a much broader sense than portfolio knowledge, lots of customer, industry, market and buyer persona and role knowledge is relevant. Then, it‘Äs about an organ ization‘s specific customer management strategies – this is where enablement needs to enable sales operation‘s topics. And the difference makes – decision dynamic expertise. This is the ability to orchestrate and t lead large networks of different stakeholders, of different buying influences. Especially in complex B2B situations,decision dynamic expertise is differentiating. Content & Training Services:The enablement sercives have two cover two dimensions: the different stages along the customer‘s journey and different stakeholders, and business awareness completely.Then, the biggest challenge is to provide integrated services across all business awareness areas. Tailoring those services to the different stages along the journey is key to success, to have valuable conversations. Sp, messaging is dynamic, and the different phases are listed here, from value hypothesis, to value rops, to uniqu value props and to value confirmations. Our foundation: state-of –the –sart technology that powers such a framework, guided by a enablement operations framework Now, let‘s lok where companies are currently.Many organiszations, especially those who just started with sales enablement cover the middle part, the actual buying process. More mature organizations covers also the first phase, and a very few advanced organizations enrioched their approach to the stages after the deal is closed. What does that mean for you?
- If you are in level 1, focused on the actual buying process, Shift your focus to the early stages, when the customers dodn‘t see the problem or they dodn‘t understand the entire impact Switch content to customer situation, don‘t talk about products at this point. Train business acumen, and decision dynamic expertise. Leading a stakeholder network and creating a shared future vision of success is the most important outcome of the awareness phase. If you are in level 2, focused on awareness and buying:Focus on the right hand side, on how to grow existing customers Create analyzing tools for new business ideas, integrate them in account management processes Run pilots with A Players, challenge every thing you dom with them, and roll out. If you are in level 3 – you are a rock star! Create an A Player sounding board – and let‘s share best practices for all of us! Thank you very much – more will follow on the idea of the SFE customer core framerwork!
- Once again, we look at the 12 activities by the elements of the Miller Heiman Sales System. It is a balanced holistic approach that defines World-Class Sales Organizations and their performance. Speakers notes: Note animation
- This chart is a recap of the 12 questions or behaviors we just reviewed in one grid. It shows by element of the Sales System each behavior, the sales performance metric most impacted by that behaviors, and the gap between world class and all. This data is foundational to helping organizations like yours understand how they compare to World-Class Sales Organizations through our benchmarking capabilities. If you want to know how your organization compares, there are a variety of services Miller Heiman Research Institute offers to provide you with insights on your organization. Next, let’s look at these 12 behaviors, this time in terms of how they align under the 3 attributes of World-Class Sales Organization that we reviewed in the beginning of this presentation: Customer Core, Collaborative Culture and Calibrated Success. Speaker note: the chart is more for a transition and to reference benchmarking, not to walk through as you’ve already looked at the data points individually.
- As we wrap up, here are a few notes on achieving and maintaining “World-Class” status. Going back to our example of world-class athletes, Carl Lewis, who set the world record at 9.93 in the 1988 Olympics, would have finished fifth in London. Underlining the point that yesterday's greatness is today's also ran..... Speaker note: Note animation
- We live in a competitive world. We compete for silly things like overhead bin space, tables at the restuarant. At the dawn of man, We compete for shelter, food and mates. Then man learned that you can hunt larger game when they worked together as a team and tribes formed. The ancient greeks started the Olympics, with events. Turned the skills of the warrior into sport and that is where athletic competition began. Xxx people watched the superbowl Xxx people wateched Xxx people watched