Getting the Sales Management Model Right for SFA

Getting the Sales Management Model Right for SFA I. Barry Goldberg Principal Consulting Partner Entelechy Partners

Desired Outcomes for Today l You will have an understanding of the breakdowns in management models that contribute to SFA failure l A redefined view of successful sales management for technology enabled sales teams will allow you to re-examine performance management and key competencies for sales managers

Overview l A very brief history of SFA based on adoption by salespeople l Look at a critical factor in success and ROI: Changes in Sales Management behaviors l Define the new role for sales managers and executives

A Brief History of SFA “ 1984”… SFA is purely a reporting and activity management initiative. “Cool Hand Luke”…Sales people, now more accustomed to the use of technology start asking for tools that make their lives better. Sales management is looking for reporting and pipeline visibility.

Today: BANANRAMA (Actually, Jimmy Lunceford) “It ain’t what you do it’s the way that you do it!”

Which “early adoption” inducements has your company adopted? l Expenses/ travel online l Pay for play l Informal recognition among peers l Real time coaching l None

CRM initiatives have put huge emphasis on adoption by stressing training and end user behavior while continuing to manage the sales organization in a manner that encourages them to leave the laptop in the trunk with old samples and golf clubs. Less Real Time Coaching = More Big Brother

The Sales Manager’s Call: The Olden Days (before SFA) l Emphasis on activities… • • • Where are you with this deal? What is the next step? When will this close? l …and Forecast • • • We need this in this quarter We cannot let this slip! Just go make it happen SFA was SUPPOSED to change this

What Went Wrong? l Labor saving devices brought to market after WWII were sold on the premise that they would create more leisure time l In fact, they simply created an added workload because the assumptions were that more could be done now that the chores had been made less onerous d n u o ? S r a i l i m a F

What is the PRIMARY measurement of sales productivity used at your company? 1. Quantitative activity measurement (i. e. #calls per day or #presentations per week) 2. Revenue or profitability only 3. Blended model of activity and revenue 4. Pipeline progress/outcomes (progress toward goals based on defined process)

What We Hoped For… l Emphasis on How… • I can see that the presentation is done. • • How do you think it went? Have you talked with Mary? She has beaten your competitor on this business twice this quarter. I notice that the DFO did not attend the proposal meeting. Have you touched base with him? l …and Personal Skills/Mastery • Based on our review last quarter, this is • the area that you most often get stuck. What would help you ? Would it be useful for you and I to do the spec meeting together?

Managers Become Coaches, Top Managers Become Leaders l Companies who have hit the home run with SFA are the ones that have adjusted roles to the new realities: • • Redefined performance metrics New competencies for advancement Wholesale changes in selling culture Sales process/methodology that stresses strategic indicators early in opportunity pursuit

Benefits of Coaching Managers l Lower turnover in the front lines l Better adoption of tools l Higher returns per rep l Repeatable and sustainable process increases effectiveness of selling culture l Ultimate irony- these same organizations saw more complete population of key productivity management data fields

Vision – What Does Better Look Like? CSO Strategies Executive Series © CSO Insights

Fundamental Change in Roles: Sales Manager as Coach l Coaching is NOT managing l Coaching is a support function- providing tools and modeling behavior l Coaching is not “soft” but focuses clearly on results and outcomes l Coaching looks at behaviors that engender results

Managing vs. Coaching Behaviors Managing Coaching Command control Influence When and Which questions What and How questions Revenue only measures Revenue and behavioral measures

Managing the Pipeline Qual 1 $ $ Sized Q 2 Proposed Leads Cold/ Warm Calling. Event Follow up Early stage qualificati onbudget, need, match, etc. Compliance $ Needs analysis, value creation, differentiatio n, risk $ Present, propose, requal, purchasi ng $ Details and surprises. Dealkillers, Signature

Coaching to Outcomes Qual 1 Sized Q 2 Proposed Leads Compliance Time to move forward Disposition- skill development Cold/ Warm Calling. Event Follow up Opportunity Early Needsstrategy Present, stage. Risk management analysis, propose, qualificati value requal, Competitive intelligence oncreation, purchasi budget, differentiatio ng Account/industry knowledge need, n, match, etc. risk Details and surprises. Dealkillers, Signature.

Senior Sales Managers Migrate to Leadership Behaviors l Articulation of Vision l Provision of tools and support needed to make the vision real l Organizational deployment that supports selling model and removes compensation conflict l Reinforcement of sales strategy and model through modeling the behavior

Guidelines for Successfully Putting Coaching Into Practice l Redesign of performance metrics at all levels of sales management l Assign a sales coach/mentor who is not in the reporting line l Treat methodology/process rollout as a mission critical change initiative

Remember… l A Coach holds a vision of excellence for his/her coachee l Common strategy makes the process transferable and repeatable l Coaching is not disciplinary but must be integrated into the fabric of how things get done

Who Are the Leaders? l More prevalent in longer sales cycle models where cost of acquisition is high and sales resource must be managed l Companies with coaching cultures (Capital One, Vinci, Mi. Sys, PLDT) etc. see huge ROI in sales coaching l Companies with adopted process models that include review and group strategizing on pipeline opportunities (Holden) do exceptionally well with sales coaching

What can we do tomorrow? l Review performance metrics for first line sales managers. l Pilot group- volunteers for coaching training and mentoring. l Use an outside coach for a controlled test. l Look for front line managers whose groups perform well with low turnover and go look at what they do. They are already getting desired results within your culture!

Thank You More information: For information on Coaching: The International Coach Federation www. icf. org For information on coaching based sales management and leadership development: www. entelechypartners. com