Create and implement a B2B sales process that helps your organisation stand apart from competitors and win more business.

1. Sales Transformation Path
Developed by:

2. WHY...
Despite job cuts and economic slowdown, it remains imperative for companies to develop more
efficient ways to generate revenue, and increase profitability. To achieve these improvements, you
need to know how best engage and motivate your workforce ‐ which is easier said than done.
To address this need J.G. Martin & Partners has introduced an integrated SALES TRANSFORMATION
PATH designed to significantly improve the effectiveness of sales teams and sales management.
Learn how in the next few slides.
For immediate answers to your questions or to get started, feel free to contact Raffaella Bragazzi:
+39 02 93454211
chicca@jgmartin.com
© 2011 J.G. MARTIN & PARTNERS

3. THE STEPS AT A
GLANCE
© 2011 J.G. MARTIN & PARTNERS

4. THE STEPS AT A
GLANCE
❶
SKILLS AND
COMPETENCIES
ASSESSMENT
© 2011 J.G. MARTIN & PARTNERS

5. THE STEPS AT A
GLANCE
❷
LEADERSHIP
ENABLEMENT
❶
SKILLS AND
COMPETENCIES
ASSESSMENT
© 2011 J.G. MARTIN & PARTNERS

6. THE STEPS AT A
GLANCE
❷
LEADERSHIP
ENABLEMENT ❸
❶ WINNING
SKILLS AND COMPLEX SALES
COMPETENCIES
ASSESSMENT
© 2011 J.G. MARTIN & PARTNERS

7. THE STEPS AT A
GLANCE
❷
LEADERSHIP
ENABLEMENT ❸
❶ WINNING
SKILLS AND COMPLEX SALES
COMPETENCIES
ASSESSMENT
ROI APPRAISALS ❹
– BUSINESS
CASES
© 2011 J.G. MARTIN & PARTNERS

8. THE STEPS AT A
GLANCE
❷
LEADERSHIP
ENABLEMENT ❸
❶ WINNING
SKILLS AND COMPLEX SALES
COMPETENCIES
ASSESSMENT
ROI APPRAISALS ❹
– BUSINESS
DEAL CASES
PIT‐STOPS
❺
© 2011 J.G. MARTIN & PARTNERS

9. THE STEPS AT A
GLANCE
❷
LEADERSHIP
ENABLEMENT ❸
❶ WINNING
SKILLS AND COMPLEX SALES
COMPETENCIES
ASSESSMENT
INTEGRATION IN ROI APPRAISALS ❹
YOUR CRM – BUSINESS
DEAL CASES
❻ PIT‐STOPS
❺
© 2011 J.G. MARTIN & PARTNERS

10. THE STEPS AT A
GLANCE
❷
LEADERSHIP
ENABLEMENT ❸
INITIATING NEW ❶ WINNING
BUSINESS SKILLS AND COMPLEX SALES
COMPETENCIES
ASSESSMENT
❼
INTEGRATION IN ROI APPRAISALS ❹
YOUR CRM – BUSINESS
DEAL CASES
❻ PIT‐STOPS
❺
© 2011 J.G. MARTIN & PARTNERS

11. THE STEPS AT A
GLANCE
❷
ACCOUNT LEADERSHIP
❽
DEVELOPMENT ENABLEMENT ❸
PLAN
INITIATING NEW ❶ WINNING
BUSINESS SKILLS AND COMPLEX SALES
COMPETENCIES
ASSESSMENT
❼
INTEGRATION IN ROI APPRAISALS ❹
YOUR CRM – BUSINESS
DEAL CASES
❻ PIT‐STOPS
❺
© 2011 J.G. MARTIN & PARTNERS

12. THE STEPS AT A
GLANCE
❷
ACCOUNT LEADERSHIP
❽
DEVELOPMENT ENABLEMENT ❸
PLAN
INITIATING NEW ❶ WINNING
BUSINESS SKILLS AND COMPLEX SALES
COMPETENCIES
ASSESSMENT
❼
INTEGRATION IN ROI APPRAISALS ❹
YOUR CRM – BUSINESS
DEAL CASES
❻ PIT‐STOPS
❺
© 2011 J.G. MARTIN & PARTNERS

13. ASSESSING SKILLS and
COMPETENCIES
Gene Chart
Definition of required skills and competencies to succeed in today’s markets Sales DNA® Analysis
Design
gives sales leaders an
insight into the skills
On‐line self‐assessment by individual salespeople against defined competencies
Self‐scan to identify potential gaps
and competencies of
their sales team and
helps leverage this
Management On‐line assessment of the individual salesperson by their direct manager to insight in recruitment
Perspective identify differences in perceived capability and performance
management.
Individual Comparison of the results of the self‐scan and manager assessment to visualise
and highlight skill development areas It creates insight into
Scorecards
the required behaviors
to address your
Consolidation of individual scorecards to provide insight into overall market place,
Dashboard organisational, or group, competency and skill gaps
identifies the current
status of the sales
Competency Sales leaders equipped with skills to provide constructive feedback and leverage the force and offers
Coaching sales DNA scorecards to initiate performance development and measure change effective tools for the
management team to
Sales leaders integrate sales DNA in recruitment interviews and use it to provide guidance and
Recruitment reorganize the sales team as needed direction in effectively
leading this change
process.
Learning Assessment results used to tailor the contents of development programs ‐
Customisation building on strengths and eliminating weaknesses
© 2011 J.G. MARTIN & PARTNERS

14. LEADERSHIP
ENABLEMENT
Deeper understanding of how successful sales organisations overcome
Change Drivers resistance to implement changes effectively Sales Leadership
Enablement™
Coaching Identification of each salesperson’s challenges in executing the sales process workshops help sales
leaders to improve
Situations and when to coach
coaching skills and
style, and to
Coaching Acceleration of behavioural change by applying the appropriate techniques recognise «coaching
Techniques for each coaching situation situations» in day‐to‐
day sales activity.
Funnel Review Proficiency in preparing and conducting effective funnel reviews
Managers learn how
to apply the
Opportunity Adding value to the sales team through more effective opportunity reviews appropriate
coaching technique
Review (conducting a «Deal Pit Stop»)
to each situation to
move the
Identifying and institutionalising best practices through structured, salesperson’s
Win‐loss Analysis comprehensive, and blame free win‐loss analyses behaviour toward
the desired state.
Workshop Managers fully prepared with skills and tools to coach and guide sales teams
Coaching in executing team assignments during future workshops
Identification of sales tools and templates which must be aligned with the
Alignment sales process, and an action plan
Coaching Action plan to implement workshop concepts in daily business
Plan
© 2011 J.G. MARTIN & PARTNERS

15. OPPORTUNITY
MANAGEMENT
Resources are focused on the best opportunities ‐ risks are identified and
Qualification mitigated Winning Complex
Sales™ workshops help
sales teams to improve
Correct assessment of and access to the key people in the customer’s buying
Buying Center process
the chances of winning
their «must‐win» deals
by analysing their
The right team is aligned with the Buying Center and conveys a unified current position and
Selling Team message eliminating sales
process deficits.
Understanding individual business goals and decision criteria – inputs to
Needs Analysis value proposition
Team selling is enabled
through a common
understanding of the
Positioning the benefits and differentiators of the solution in customer‐ sales process.
Value Proposition relevant areas
Your sales approach
becomes a competitive
Competitive Differentiating your solution and engaging the customer in strategy
differentiator by
Strategy deployment becoming more
customer‐centric.
Business Case Quantifying the benefits of your solution to motivate and justify investment
Team‐based plan to win and Joint Action Plan to synchronise buying and
Action Planning selling process
Agreed list of key activities to optimise performance and make success
Ideal Sales Process repeatable
© 2011 J.G. MARTIN & PARTNERS

16. LEAD
GENERATION
Customer Work smarter by focusing on things that motivate customers to grant an
Insight appointment Initiating New
Business™ workshops
help salespeople fill the
Research Analysis methods to identify potential needs pipeline with qualified
leads and target new
markets.
Approach Success in obtaining appointments at management level Participants learn how
Strategy to identify potential
needs in new and
existing accounts;
First Impression Excellent preparation and execution of first meetings obtain first
appointments at the
right level; and improve
Needs Analysis Needs uncovered and qualified; potential benefits quantified the way they prepare
and conduct first
meetings.
Customer‐centric communication that gives the feeling of “test‐driving” the
Positioning solution
A consultative
approach is used to
quickly gain trust and
credibility.
Objections How to prevent and handle objections
Commitment Mutually agreed action plan synchronising customer and vendor activities
Professional meeting follow‐up with an Individual Value Proposition and next
Last Impression steps
© 2011 J.G. MARTIN & PARTNERS

17. ACCOUNT
DEVELOPMENT
Customer Understanding the customer’s goals and objectives, and the current “health
Interviews status” Managing Strategic
Accounts™ workshops
help account teams
Team definition of how they want to be perceived by the customer in 12 increase revenue by
Vision months time developing and
executing a
Identification of customer challenges and opportunities where you can add collaborative customer
Value Areas the greatest value
development plan.
Participants gain
deeper insight into the
Opportunities Concrete sales opportunities and their prioritisation for action business of their key
account and analyse
the strengths and
Programs Activities to address issues identified in the “health status” interviews weaknesses of their
company’s current
position.
Contact plan to expand relationships with key decision makers and
Relationship Map influencers They develop a 1‐2 year
plan to grow the
business.
Business Plan Quantification of revenue potential and required resource investments
Account development plan approved by internal management and the
Approval customer
Action Plan Concrete activities defined to execute the plan and review progress
© 2011 J.G. MARTIN & PARTNERS

18. IMPLEMENTATION
SUPPORT
The goal of the Pit‐Stops
“Must‐Win Deal” Pit‐Stops is to provide a structured
support for the
implementation of sales
➲ Deal Pit‐Stop = 90‐min Opportunity Review methodologies in the
daily working
• Conducted via WebEx every 3‐4 weeks environment.
• Complete opportunity team participates Ongoing review is not
only a good «check»
• Objective is knowledge transfer in team and getting mechanism to review
methodology
new people up‐to‐speed quickly implementation, but to
involve management
• Initially conducted by the facilitator ➔ handed over to closely with the execution
of the sales process – and
managers as confidence grows provide the opportunity
for «coachable moments»
➲ Funnel Pit‐Stop = 90‐min Funnel Review to address key individual
development areas.
• Account manager participates
• Objective is to ensure that pipeline filling activities are
done effectively and continuously
© 2011 J.G. MARTIN & PARTNERS

19. INTEGRATION IN
YOUR CRM
Interface Single‐click access to our best‐in‐class sales methodology from your CRM system Integrating the sales
methodology in your
CRM makes it easy for
Single data Reduces administration by leveraging existing customer data from your CRM salespeople to apply
entry system their best‐in‐class sales
process to opportunity
data.
Graphical representation quickly highlights missing contacts and customer
Buying Center information Workshop learning is
reinforced immediately
Value while facilitating team
Positions the value of your solution appropriately to each Buying Center member collaboration and
Proposition management coaching
through easy access to
Competitive Comprehensive competitive evaluation as the basis for developing a winning critical opportunity
Analysis strategy information.
Higher CRM and
Qualification More informed go/no‐go decisions and early identification of selling risks methodology adoption
equals better return on
software and training
Ideal Sales investments.
Expert guidance based on sales best practices tailored to your business
Process
Clear definition of required actions, ownership and deadline – synchronised with
Action Plan Outlook
Coaching Tips Ready reference, and examples to assist the entire sales process when required
© 2011 J.G. MARTIN & PARTNERS

20. WHAT’S IN IT
FOR YOU
Improved Margins Management Leads the Change
Leverage Investment in CRM
Higher Sales Team Motivation
Avoid Deals Bound to Die & Creativity
Forecast Accuracy
Shorten Sales Cycle
Entering New Markets Improve corporate information asset
Gain Access to C‐Level
Common Sales Language...
Geographical Expansion
Nowadays, Everyone is in SALES!
Maximize Win Rate
Improve Coaching Effectiveness
Lower Sales Staff Turnover
Effortless Recruitment of Top Talent Maximise Revenue per Account
Revenue Growth
Effective Resource Allocation
Increase Deal Size
Greater Market Share and Penetration
© 2011 J.G. MARTIN & PARTNERS

21. REFERENCE
PROJECTS
VODAFONE GLOBAL ENTERPRISE ‣ Deployment in EMEA, Asia Pacific & Australia (35 countries,
Primary goal 1.500 participants)
Increase average revenue per ‣ Management coaching program to support implementation
account and operating margin
GMC SOFTWARE TECHNOLOGY
Assignment
Primary goal
‣ Enable management to lead the transformation of the sales To achieve sales excellence in their
team and create accountability for execution.
European, Asian, North and South
‣ Focus on key strategic opportunities that need to be closed. American sales force
‣ Coach the Coach in deal Pit‐Stops and manage the Assignment
knowledge transfer.
‣ Sales process improvement workshops worldwide for all
‣ Deployment to 270 biggest accounts sales and pre‐sales people
‣ Integration into salesforce.com (300 users worldwide) ‣ Definition of the required sales competencies and their
SAP integration into performance evaluation and recruitment
processes
Primary goal
Enable the sales force to develop ‣ Ongoing coaching and consulting working side by side in
and communicate compelling reviewing must win deals
value propositions ‣ Tailoring of customer communication e.g. needs analysis,
Assignment proposal, management summary and ROI
‣ Understanding of key issues through win/loss analysis ‣ Working with management to integrate the sales
methodology into their sales forecasting system
‣ Program integrated into SAP’s Customer Engagement
Lifecycle ‣ One‐to‐One coaching for the management team from the
CEO downwards
© 2011 J.G. MARTIN & PARTNERS

22. Delivery
Capabilities
© 2011 J.G. MARTIN & PARTNERS