Overview 2007 World Class Sales Research Report

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Overview:
Winning Company Profiles
Table of Contents
Executive Summary
MethodologyOrdering Information
For availability of the full report, go to:
www.chally.com/benchmark
or email
BarbSimmons@chally.comTable of Contents
Winning Company Profiles ................................................................................................I
The Chally World Class Sales Excellence Research Report........................................III
Dedication......................................................................................................................... V
2006 World Class Sales Force Benchmark Executive Summary..................................1
Methodology......................................................................................................................9
Benchmark 1: Customer-Driven Culture ............................................................................ 17
Ensure that Your Salespeople Know Their Customer’s Business ...............................................18
Demonstrate the Value You Create for Your Customer ...............................................................20
Establish Formal Feedback Mechanisms – Both Good and Bad ................................................22
Benchmark 2: Recruiting and Selection 29
Recruit and Hire Specialists .......................................................................................................32
Go Beyond the Interview .................................. ...

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Publié par

Vaem

Nombre de lectures

246

Langue

Slovak

Overview: Winning Company ProilesTable of Contents Executive SummaryMethodology

Ordering InformationFor availability of the full report, go to:www.chally.com/benchmarkor email BarbSimmons@chally.com

Table of ContentsWinning Company Proiles ...............................................................................................IThe Chally World Class Sales Excellence Research Report .......................................IIIDedication ........................................................................................................................V2006 World Class Sales Force Benchmark Executive Summary .................................1Methodology .....................................................................................................................9Benchmark 1: Customer-Driven Culture ............................................................................17Ensure that Your Salespeople Know Their Customers Business ...............................................18Demonstrate the Value You Create for Your Customer ...............................................................20Establish Formal Feedback Mechanisms Both Good and Bad ................................................22Benchmark 2: Recruiting and Selection ............................................................................29Recruit and Hire Specialists .......................................................................................................32Go Beyond the Interview .............................................................................................................34Make Sure there is a Cultural Fit .................................................................................................36Benchmark 3: Training and Development .........................................................................41Sales Management Coaching Aligned with Training and Development Programs......................47Coach, Coach, and then Coach Some More. ..............................................................................49Measure Results. .........................................................................................................................52Provide Just-In-Time Training that is Easily Digestible . ..............................................................54Benchmark 4: Market Segmentation ..................................................................................59Clearly Deine Your Target Markets .............................................................................................61Organize Around Your Customers, Not Your Products. ...............................................................63Deploy Your Resources Wisely Across Market Segments ..........................................................65Benchmark 5: Sales Processes ..........................................................................................71Formalize the Way You Sell ........................................................................................................73Sell How Your Customers Buy ....................................................................................................75Clearly Deine Your Selling Roles. ...............................................................................................77Measure and Manage Inside the Pipeline ...................................................................................79Share Best Practices ...................................................................................................................81Benchmark 6: Information Technology ..............................................................................87Customize Technology to Your Business, Not Vice Versa...........................................................89Avoid Big Bang System Developmen t.......................................................................................91Make IT Valuable for the Salesperson And the Customer ......................................................94Benchmark 7: Organizational Integration ...........................................................................99Request Dedicated Functional Resources to Support the Sales Force ...................................101Appendices .......................................................................................................105Benchmark Survey Interview Questionnaire ....................................................................106Customers Interviewed for Research ................................................................................109

2006 World Class Sales Force Benchmark Executive SummaryThe 2006 Theme: Change Creative engineers or other technical experts who invent new products are not If there were a theme for the 2006 World enough to sustain a competitive advan-Class Sales Benchmark Research, it would tage.have to be Change. Not a change in our research This year our team again inter-Too many new products do not match viewed over 2,500 customers and collect-customers’ priorities or are too dificult to ed their opinions of more than 4,000 indi-understand or use; sometimes they are vidual salespeople. Nor a change in the simply not needed. A major challenge is outcomes – Customers again identiied moving a selling organization to become only a handful of sales forces that they customer driven from whatever driving truly perceived as World Class. Rather, force had previously dominated corpo-the changes we observed this year were rate strategy. As Figure 1 demonstrates, a in the demands that customers are placing simple scale distinguishes the progression on salespeople and the ways that sales companies can make toward a custom-forces are responding to those needs.er focus. Corporate managers who are rewarded for quarterly proit, for example, The changing dynamics between buyers have little likelihood of investing the time and sellers are being driven by larger soci-needed to develop customers for life etal trends that are affecting us all. The relationships or partnerships. The focus proliferation of information, the mobility of must change from product to beneit or the work force, the ease of communica-business result. Grandiose products and tion, the globalization of markets these services with more capacity, features, and other trends have altered the way or options are often just seen as over-we live. Similarly, they have altered the priced. Additionally, products and servic-way we work. The overriding philosophy es must be simple to use and manage, of these best sales forces, simply stated, either in their own right or because the is: Be the outsource of preference. The seller manages the complexity as part of basic priority, therefore, is to add value to the sale. The focus must also change from the customers business.price and delivery to ease of use, not only Changes at all the world class sales forces of the product but in doing business with are still in process. Customers did not credit the seller.these top sales forces with perfection...just The outsource of preference will take being closer to it than their competitors. In responsibility for managing the relation-fact, most of the top-ranked sellers were ship or, as sometimes deined, the “part-surprised to be named. While customers nership between seller and customer. This see how far sellers have come, the sellers requires the role of the salesperson, and themselves remain focused on how far consequently, the role of the sales manag-they still have to go.ers who train and develop the salespeople, to change.New Requirements, New An examination of the actual sales igures, Culture or metrics, produces some show-stopping surprises. Since the salesperson is the key To be the outsource of preference forces contact point between seller and buyer, a seller to refocus the corporate culture. the most important skill is that of the sales © The HR Chally Group

Executive Summarymanager who coaches and develops the The Critical Sales Evolution of salesperson. However, most sales manag-the Millennium: Outsourcing ers are more administrator than coach. The surprise inding: salespeople who get the Sales Forceat least one half day a week, one-on-one, These new demands have stressed the with their managers are twice as produc-major product, technology or even market-tive than other salespeople. This means ing-driven companies. They realize their a manager cannot be fully effective in strengths are in product development, coaching or developing more than four research, or other driving forces, and or ive salespeople. The results clearly they are coming to realize these strengths demonstrate that a sales manager having need to be maintained, rather than diluted a span of control of more than four or ive by attempting to develop a very differ-to one cant be fully effective, no matter ent corporate mission and culture. They how much formal training is provided or are turning to Alternatives Channels, be how powerful the compensation plan is.they eficient call centers, market segment In addition, well-coached and very effec-distributors, or highly specialized Value tive sellers become so valuable that their Added resellers (VARS). In 1992, all of roles are actually changing. Top sellers the world class sales forces represented are changing from product developers, their own products. In the mid 1990s, we to relationship managers, from solution began to see distributors such as Boise sellers to consultants. In some cases, Cascade and CDW. By 2007, all of the world order taking, service, technical support, class performers are specialized sales and and product expertise are not even direct-service organizations who manufacture ly provided by the salesperson.no products themselves. World class sales How Well Different Corporate Driving Forces Support the Development of a World Class Sales ForceAverage Customer Likelihood of DrCivoirnpgo rFaotreceExTaypmicplaelsMajor FocusEvaluation of Developing a World Sales ForceClass Sales Force Customer DrivenSaWleorsl dW iCnlansesr sCReutsetnotimoenr91%+HighValue Added Sales DrivenRe-Sspelelceirasl i(zVeAdRs)Market Penetration88-95HighDistributorsThe Invisible Corporate Threshold for Internal Sales ExcellenceMarket DrivenConsulting ServicesProject Sales75-90ModerateFinancial ServicesTechnology DrivenSoftwareNew Applications50-80LowPharmaceuticalsOffice EquipmentManufacturing or Building SuppliesNew Products50-80Very LowProduct DrivenRaw MaterialsVePnrtiucree Dorri vSetonck Venbtuusrien oeswsneesd M & A40-70Very LowFigure 1 © The HR Chally Group

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