Overview 2007 World Class Sales Research Report

© The Hr Chally Group

Description

Overview:
Winning Company Profiles
Table of Contents
Executive Summary
MethodologyOrdering Information
For availability of the full report, go to:
www.chally.com/benchmark
or email
[e-mail]Table 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 .................................. ...

Sujets

• Linternaute.com
• Technologie
• Business Aviation
• Indice d'octane
• World Class Leader Board
• Sellerie automobile

Informations

• Publié par: Vaem
• Nombre de lectures: 246
• Langue: Slovak

Extrait

Overview: Winning Company Proiles Table of Contents Executive Summary Methodology

Ordering Information For availability of the full report, go to: www.chally.com/benchmark or email [e-mail]

Table of Contents Winning Company Proiles ...............................................................................................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 .............................................................................................................34 Make Sure there is a Cultural Fit .................................................................................................36 Benchmark 3: Training and Development .........................................................................41 Sales Management Coaching Aligned with Training and Development Programs......................47 Coach, Coach, and then Coach Some More. ..............................................................................49 Measure Results. .........................................................................................................................52 Provide Just-In-Time Training that is Easily Digestible . ..............................................................54 Benchmark 4: Market Segmentation ..................................................................................59 Clearly Deine Your Target Markets .............................................................................................61 Organize Around Your Customers, Not Your Products. ...............................................................63 Deploy Your Resources Wisely Across Market Segments ..........................................................65 Benchmark 5: Sales Processes ..........................................................................................71 Formalize the Way You Sell ........................................................................................................73 Sell How Your Customers Buy ....................................................................................................75 Clearly Deine Your Selling Roles. ...............................................................................................77 Measure and Manage Inside the Pipeline ...................................................................................79 Share Best Practices ...................................................................................................................81 Benchmark 6: Information Technology ..............................................................................87 Customize Technology to Your Business, Not Vice Versa...........................................................89 Avoid ‘Big Bang’ System Developmen t.......................................................................................91 Make IT Valuable for the Salesperson … And the Customer ......................................................94 Benchmark 7: Organizational Integration ...........................................................................99 Request Dedicated Functional Resources to Support the Sales Force ...................................101 Appendices .......................................................................................................105 Benchmark Survey Interview Questionnaire ....................................................................106 Customers Interviewed for Research ................................................................................109

   © © The HR Chally Group

2006 World Class Sales Force Benchmark Executive Summary The 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 customer’s 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 Summary manager 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 Force at 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 can’t 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 1990’s, 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 Force Average Customer  Likelihood of  Dr C iv o i r n p g o   r F a o t r e ce Ex T a yp m ic pl a e l s Major Focus Evaluation of  Developing a World  Sales Force Class Sales Force  Customer Driven Sa W le or s l   d W   i C n la n s e s r   s C Re u t s e t n o ti m o e n r 91%+ High Value Added Sales Driven Re- S s p el e l c e i r a s l   i ( z V e A d Rs) Market Penetration88-95High Distributors The Invisible Corporate Threshold for Internal Sales Excellence Market DrivenConsulting Services“Project” Sales 75-90 Moderate Financial Services Technology DrivenSoftwareNew Applications 50-80 Low Pharmaceuticals Office Equipment Manufacturing or  Building SuppliesNew Products 50-80 Very Low Product Driven Raw Materials Ve P n r t i u c r e e     D o r r i   v S e to n ck “Ven b t u u s r i e” n  o es w s n e e s d  M & A40-70 Very Low Figure 1  © The HR Chally Group