3. Bottleneck of AIESEC Sales Force
• No stars or very few stars
• Stars are not performing in their best way
• Poor capacity of core performers
4. Create More and Better Stars
Do you know who are your Sales Star?
What do you do with them?
5. Create More and Better Stars
Provide the Environment that Stars will
stand out and grow up
Successful Practice:
• MC sell GIP and coach stars
• Design special challenge for team of stars
• Focus on empowering stars
• Incentives for stars
6. Create More and Better Stars
Case study 1: MC Sell GIP and Coach STARs
In AIESEC Czech Republic, the brand for STAR sellers is
Sales Killers. MC VP personally coaches the Sales Killers
and support them in company meeting and other selling
activities.
The brand Minimum criteria
–2 meetings/week + 1 RA/sales wave
5 sales waves in half a year
7. Create More and Better Stars
Case study 2: Design challenges for team of stars
In AIESEC Mainland of China, they design sales team
challenge for potential sales stars. In summer 2012, they
bring sellers to a brand new market-Qingdao. Sales stars
live together and work full time for 1 month. They work for
same team purpose and eventually this team of 6 people
raised 60 TN forms.
Result 6 weeks:
1500 Calls; 50 Company meetings
20 Networking events participation
60 Forms oral raised with 20 TN takers
8. Create More and Better Stars
Case study 3: Focus on empowerment of stars
In NAFTA region, they work together to build sales culture,
sales capacity and to utilize the economy connection in the
region. Their target audience is top sales in the region.
Criteria of participants:
Sellers who at least raised one TN.
9. Create More and Better Stars
4: Incentive for Stars
It is important to set incentives for Stars for achieving
mission important. They can achieve more with right
incentives. Don’t stay recognize them being top sales. Set
incentive for them to go further.
10. Build Up Core Performer Capacity
Do you have sufficient sellers?
Do you have enough sales activities?
What do you do to improve the capacity
of the sellers?
11. Build Core-Performer Capacity
HR
Intensity
Critical Areas
to improve capacity of
core performers Incentive
Culture of Sales* Coaching &
Training
12. Build Core-Performer Capacity
Step 1: Have sufficient and qualified sellers
How many sellers do you have?
How many performing sellers do you have?
Is it supporting you to achieve your goal?
In order to build core-performer capacity, we need to recruit
sufficient and qualified sellers.
13. Build Core-Performer Capacity
Step 1: Have sufficient and qualified sellers
a. Specific plan for recruitment
Validate your talent plan with back-ward planning
If we need to have 1785 sales If we plan to have 1785 sales call
call to raise 60 TNs(based on our in order to have 60 TN raise, and
converging rate) , if the level of you have 10 members:
intensity you want is 1 member --1785 sales calls for 10 sales
10 calls a week:
members = 179 calls/member
--1 member in 6 weeks=60 sales
calls. -- 179 call/member in 6 weeks =
--1785 sales calls=30 sales 30 calls/week/member
members
14. Build Core-Performer Capacity
Step 1: Have sufficient and qualified sellers
b. Recruit right profile
What makes a good sales?
-Competency building based on your reality: Interview 10-15
your top sellers in the history. Recruit someone like them.
Key words:
• Goal orientation
• Big picture combined with ability to get things done/executer
• Emotional Intelligence and empathy (to be able to put
themselves in other shoes, to identify emotions in others and to
act regardless of emotions)
• Independent and self-driven
15. Build Core-Performer Capacity
Step 1: Have sufficient and qualified sellers
c. Design product and development path for sellers
What does sellers like?
Interview 10-15 your top sellers in the history.
Challeng
es
Recogniti Being
on listened
Career
Path
Bigger
Purpose
16. Build Core-Performer Capacity
Step 1: Have sufficient and qualified sellers
d. Align talent process to attract, retain and develop sellers
Talent Talent Talent Talent Talent
Planning Marketing Recruitment Selection Allocation
Talent
Talent Talent Tracking &
Education & Coaching R&R
Induction pipeline mgmt.
Training
Sellers profile based
17. Build Core-Performer Capacity
Step 2: Increase sales activities
No sales activities mean no sales result, no member
empowerment, no impact
Do you know how many sales meeting happening in your
LC/country?
Do you know how many sales calls/meetings you need to
raise a TN?
Are you tracking activities or only goal achievement?
Your sales goal is closely linked with sales
intensity
18. Build Core-Performer Capacity
Step 2: Increase sales activities
Break down your sales goal:
1/14 is the average rate from sales call to a company
meeting
1/6 is the rate from company meeting to a close deal.
Meaning:
60
In order to have 10 RA you need to do ___ meetings and
840 calls
___
19. Build Core-Performer Capacity
Step 2: Increase sales activities
Case study 1: Canada sales blitz, Colin Cup and
Sellers’ dashboard
Starting from 2011, AIESEC Canada was able to double
their sales activities. The key of success is to break one
year calendar into periodic sales campaign, create sales
excitement and recognize sellers in time.
20. Build Core-Performer Capacity
Step 2: Increase sales activities
Case study 2: Calling Mania in Colombia
In order to increase sales activities and better coach sellers
by giving in time feedbacks, AIESEC Colombia organized
different calling manias frequently. The idea of calling mania
is bring members together and make sales call together.
They also engage very senior sellers and alumni to obverse
and give in-time feedbacks.
21. Build Core-Performer Capacity
Step 3: Build incentive for core-performers
Incentive for core-performers is to recognize members for
sales breakthrough. The key of this incentive system is, it
has be able to reached by everyone. Everyone can be there
as long as they make some efforts.
Sales Killer in Czech Republic is a clear example of
incentive for core-performers. Everyone can be a sales
killer! And it is so cool to be a sales killer. They get
recognition at national level (MC wall of fame, newsletter,
Coca-Cola jersey, books, company shadowing etc)
Result: 129% growth in raise, 311 meetings(60% growth)
22. Build Core-Performer Capacity
Step 4: Coach and train your sellers
It is easy to attribute the failure in sales to lack of proper
sales education. However, sales training is definitely not the
only important thing. Two key principles in designing sales
coaching and training.
Principle 1:
70% Practice+20% Feedback+10% Training
Principle 2:
70% Product/Market knowledge+30% soft sales skills
23. Case study: AIESEC Brazil Sales Development
Program-The eco-system for both Stars and Core-
performers
AIESEC Brazil divide sellers into Junior seller, pleno seller,
senior sellers. Sellers can overcome challenge and be
upgraded to next level sellers if they fulfill certain criteria. MC
Brazil connects the criteria with sales intensity, re-raising
strategies, product and market strategy. Moreover, they
provide different training and empowerment for different level
sellers!
The concept is simple, fun and strategic at same time. In last
months, AIESEC Brazil successfully created tons of sales
excitement and they achieved more than 100% growth.
24. Sales Sales
education I education II
3 re-raises or
Junior account
20 sales
Seller
expansion
Pleno meeting
Minimum
2 raises
12 sales
meeting
per month Seller
Minimum 6
Track Account raises during
manager seller
experience
25. Sales
education III
Participation
25 sales
in
meeting per
corporative
month
events
Senior
Seller
Minimun 12
Achieve 6
raises/partn
raises
ers during
through
seller
sales team
experience
Sell more
than one
product to
same
customer
28. In order to support core-performer capacity building, from
global office we develop SDP newsletter to share our
experiences and knowledge with sellers on the ground.
Bi-Weekly SDP Newsletter will include:
1. Topic video talk by externals
2. Sales tips from AI BD team
3. Sales inputs from AI GIP Responsible
4. GCP from the network
29. We know sellers like recognition and we want to give global
level recognition to top sales in every country and in global
network.
Brand: Global Top 30 Sales; National Top 3 Sales
Duration of result: Jan-Jun; Jul-Dec
When to recognize: Jul, Jan
30. We want to give practical support to national and local sales.
With the finalized top 100 partnership list, we will
-Collect endorsement and testimonials from them and share
with the network to upsell in other countries
-Support in upscale in TN country
-Global recognize top partnerships of AIESEC
