Transforming Hunters and Farmers

1. Transforming Hunters and Farmers
Mike Cleland

2. Agenda
• Advantages of a Mixed Client Portfolio
• Key Challenges
• Three Key Steps
• Overview of Management Tools

3. Important Considerations
• Simplicity Remains A Key Priority
• Strategy Must Align with Delivery Capabilities
• Fix then Expand
• Ensure the Proper Runway

4. The Mixed Portfolio

5. Sales Maturity Model
Owner
Operator
Primary
Strategy
Mixed
Portfolio

6. The Strategies of Sustainable Growth
• Large Account Business Development
• Large Account Penetration
• SMB Business Development and
Maintenance
These are all distinct, because the three
elements of the sales strategy are different.

7. The Sales Strategy
Value
Proposition
Sales Process Targeted Buyers
• What are the accounts we must target or grow?
• Who are the decision makers that determine our success?
• What do they care about that drives buying decisions?
• How should my sales organization behave?
• How must I manage to ensure alignment?

8. Advantages of a Mixed Portfolio
• Leverages value of the branch sales model
• Balances growth, diversification and
profitability
• Retains the company’s sales edge

9. The Branch Model: Key Differentiators
• Alignment with end buyers
• Strong local client relationships
• Powerful local sourcing capabilities
• Real time and in-depth market intelligence
• Culture focused on business development
All these elements lead to a diverse,
productive, and profitable client base.

10. Growth, Diversification, and Profitability
Large Accounts
Advantages:
• Drives Growth
• Farming Sales Role
• Predictable GM
Disadvantages:
• Undermines
Diversification
• Lower GM
• JO Productivity

11. Growth, Diversification, and Profitability
SMB Accounts
Advantages:
• Account Diversification
• Higher GM
• JO Productivity
• Growth Rate
Disadvantages:
• Sustainable Volume
• Hunter Sales Role
• High Client Expectations

12. Retaining the Sales Edge
Organizations naturally evolve towards delivery:
Mixed portfolio retains the sales edge of the organization

13. Challenges

14. Challenges
• Multiple Buyer Types
• Multiple Sales Roles
• Multiple Processes
A mixed portfolio requires creative and
flexible management.

15. Buyer Types
• Staffing Program KDMs
• Program Hiring Managers
• SMB Buyers
Each buyer type has unique motivations and
buying methods - even within the same
company

16. Multiple Sales Roles
Large Accounts
• Program Hunter
• Direct Hunter
• Account Manager
• Delivery Manager
SMBs
• Direct Hunter
• Sales Support

17. Multiple Processes
• Prospecting
• Account Qualification
• Account Penetration
• Lead Generation and Follow-Up

18. Managing Complexity
• Ensure Your Current Strategy is Strong
• Everyone Must be Managed
• Trust but Verify - Be Actively Engaged

19. Three Key Steps

20. Three Key Steps
• Understanding Customer Perspective
• Defining Your Sales Roles
• Managing to the Strategy
These three key steps are essential to any
sales organization regardless of complexity

21. Understanding Customer
Perspective

22. Account Funnel Management
Account Funnel Management focuses on
business development through the
perspective of the customer.
• From Prospects to Clients
• From Clients to Anchors
• Disqualification

23. Account Qualification
• Qualify the Match
• Define the Key Relationships
• Determine the Best Approach

24. Qualifying the Match
Defines the type of accounts the sales people
should be targeting and how they should be
qualified. Areas include:
• How well does the client’s approach to
staffing match yours?
• What is expected job order volume?
• What is the expected timeline?
• What Investments are required?

25. Defining Key Decision Makers
Every decision maker has their own
motivations and approach to choosing
partners.
– Who are the key players?
– What do they care about?
– How do they buy?

26. Determine the Best Approach
Each buyer type requires a different
approach. Selling to staffing program KDMs
requires managing a complex sell where
SMBs are more tactical.
– How do we sell?
– What type of sales person do we need?

27. Assignment
Once the account funnels have been
defined you must decide on your
assignment method:
– Laissez Faire
– Buyer Type
– Account List
– Territories

28. Key Questions
Is your sales team aggressive and focused?
Is your sales team spending enough time
prospecting?
Are you getting enough job order volume from
new accounts?
Are your new job orders from desirable accounts?
Are you maximizing the return on current clients?
Does your sales team require ongoing coaching?

29. Defining Your Sales Roles

30. Sales Roles
Large Accounts
• Program Hunter
• Direct Hunter
• Account Manager
• Delivery Manager
SMBs
• Direct Hunter
• Sales Support

31. Sales Roles
• Define Success Factors
• Define the Role
• Right People in the Right Roles

32. Success Factors
• Who Must They Sell To?
• How Must They Establish Credibility and
Trust?
• How Must They Run Their Desk?
The role is defined based on the answer to
these questions

33. Right People Right Role
• Style
• Skills
• Maturity

34. Style
Style captures the preferred way a sales
person relates to clients and establishes trust
and credibility.
Personality assessments can give insight into
a sales person’s natural style.

35. Style: DiSC Assessments
• Credible
• Approachable
• Relevant
D i
• Flexible C S

36. Managing to Style
• With coaching, some sales people can quickly
adapt their style based on requirement of the
buyer type.
• In some cases they cannot adapt and need to
shift roles.
– Strong D’s and Account Penetration
– Strong I’s and Hunting SMBs

37. Skills
• Desk Management
• Activity Level
• Consultative Selling
• Relationship Selling

38. Adaptability
• Level of Independence
• Ability to Adjust Approaches

39. Key Questions
• Do the success factors match the
dominant style of the sales person?
• Does the sales person have the required
skills?
• Can the sales person adapt both their
style and skill set?

40. Managing the Sales Strategies

41. Capturing the Customer Perspective
Management Tools

42. Account Funnel Tools
• Target Account List
• Staffing Program Tracking
• Account Planning

43. Target Account List*
• Lists the Assigned Accounts
• Captures Qualification Data
• Time Allocation
• Effective for SMB and Large Account
Hunters

44. Staffing Program Tracking
• Track Staffing Program Opportunities
• Multiple KDMs
• Action Items
• Sophisticated CRM with Project
Management Capabilities
• Effective for Program Hunters

45. Account Planning*
• Template to Map Out Opportunities
• Focuses on Account Penetration
• Provides Structure for Forecasting
• Use Only for Growth Accounts
• Effective for Account Managers and
Large Account Direct Hunter

46. Personnel Management
Management Tools

47. Performance Management Tools
• Assessment Tool
• Scorecard Review
• Account Activity Report

48. Assessment Tool*
DiSC
– Sample Sales Profile and Brochure
– Customer Interaction Guide
– Group Culture Report
– Management Profile

49. Performance Scorecards
• Metrics
– Customize Based on Sales Role
– Reviewed Weekly or Monthly
– Benchmarking Goals vs Trending
– Activity, Quality, Results
• Reference Account Funnel Tools
– Objectives
– Forecasting

50. Account Activity Tracking
• Focus the Metrics on the Sales Strategy
• Ensures Quality of Activity
• Identifies Wasted Effort

51. Wrap UP

52. Wrap UP
• Mixed Portfolio’s Benefits
• Challenges of Complexity
• Begin with the Customer
• Define your Sales Roles
• Customize your Management Approach

53. Q&A

54. Mike Cleland
770.380.0046
mcleland@chartedpathllc.com