managing sales productivity

managing sales productivity

:: mike kunkle ::

:: transforming sales results ::

analytics + people = growth

http://creativecommons.org/licenses/by-nc-nd/3.0/




agenda

sales growth through…

analytics

– data: what, why, how (tools)

people

– issues: diagnosing root causes

– solutions: train, coach, counsel, manage, change

:: mike kunkle :: transforming sales results :: 2

Connect the Dots



sales analytics




sales analytics & data

what

– activity

lead indicators

lag indicators

– quality

how well are they doing the activity





sales analytics

what

– activity

lead indicators

lag indicators


dials

appointments

connects

contacts

conversations

appointment funnel

%

%

%

%





sales analytics

what

buying process

buying methodology

buying process map

example of process map from http://www.salesbenchmarkindex.com



http://www.salesbenchmarkindex.com/





sales analytics

what sales process map

sales methodology

buying process

there are lead and lag indicators throughoutthere are exit criteria for each process stagethe quality of methodology determines forward movementthere are conversion ratios for each stage

presentqualify develop closevalidateresearchsales process

example of process map from http://www.salesbenchmarkindex.com

% % % % %







sales analytics

what


sales process: stages / conversion




sales analytics

why


sales process: stages / conversion find the biggest opportunities for growth




sales analytics

why






sales analytics

why


Rep 2




sales analytics

why






sales analytics

why


Rep 1






how (tools)

http://www.gartner.com/newsroom/id/2730317

sfdc – 16%

sap – 13%

oracle – 10%

msft – 7%

ibm – 4%others – 50%

crm optionsbig players

names/percentages are links




http://www.salesforce.com/

http://www.sap.com/pc/bp/crm-customer-engagement/software/sales.html

http://www.oracle.com/us/products/applications/siebel/crm-technology/overview/index.html

http://www.microsoft.com/en-us/dynamics/crm.aspx

http://www.ibm.com/midmarket/us/en/crm.html




how (tools)

crm optionsby

market presence&

satisfaction

https://www.g2crowd.com/categories/crmhttp://i.marketingprofs.com/assets/images/daily-data-point/crm-L-G2-101014.jpg

15:: mike kunkle :: transforming sales results ::



https://www.g2crowd.com/categories/crm

http://i.marketingprofs.com/assets/images/daily-data-point/crm-L-G2-101014.jpg



how (tools)


crm optionsa few others

to reviewlogos are links

http://marketingprofs.com/charts/2014/26203/the-top-rated-crm-software-systems-by-users



http://www.membrain.com/


https://www.insightly.com/


http://velocify.com/





how (tools)


BI / analytics logos are links



http://spotfire.tibco.com/


http://www.qlik.com/us/explore/products/qlikview


http://www.tableausoftware.com/


http://www-01.ibm.com/software/analytics/cognos/


http://www.sisense.com/


http://www.domo.com/


http://www.angoss.com/


http://www.lattice-engines.com/


http://www.sap.com/pc/analytics/business-intelligence.html



BI / analyticsby scale &

satisfaction(one of several charts, see links below)


https://www.g2crowd.com/categories/sales-intelligencehttps://www.g2crowd.com/categories/demand-generation/productshttps://www.g2crowd.com/categories/business-intelligence/research


how (tools)



https://www.g2crowd.com/categories/sales-intelligence

https://www.g2crowd.com/categories/demand-generation/products

https://www.g2crowd.com/categories/business-intelligence/research

people




people

sales productivity through people

– issues: diagnosing root causes

– solutions: matching the right solution to the issue

train

coach

counsel

manage consequences

change something


.




people

diagnosing


condition reason solutions

don’t know something

what to dotrainingcoaching

why to do it

how to do it

* adapted from Ferdinand F. Fournies

the 16 reasons why employees don’t do what they are supposed to do *



http://www.amazon.com/Employees-Dont-Theyre-Supposed-About/dp/0071486151




incorrect thinking

their way is better

coachingcounseling

your way won’t work

something else is more important

they are doing it (lack of feedback)


people

diagnosing








misalignedconsequences

a negative consequence for doing it

manageconsequences

no negative consequence for not doing it

a positive consequence for not doing it

no positive consequence for doing it


people

diagnosing








constraints

obstacles beyond their control

counselchangetransfer

terminate

personal limits (incapacity)

fear (anticipating failure)

personal problems

no one could do it* adapted from Ferdinand F. Fournies

people

diagnosing








people

diagnosing



don’t know something

what to dotrainingcoaching

why to do it

how to do it

incorrect thinking

their way is better

coachingcounseling

your way won’t work

something else is more important

they are doing it (lack of feedback)

misalignedconsequences

a negative consequence for doing it

manageconsequences

no negative consequence for not doing it

a positive consequence for not doing it

no positive consequence for doing it

constraints

obstacles beyond their control

counselchangetransfer

terminate

personal limits (incapacity)

fear (anticipating failure)

personal problems

no one could do it





a simple method that works

tell

show

do

review

1

2

3

4

tell

show

do

review

1

2

3

4

#

order

understanding check

people

training & coaching





a simple method that works

tell

show

do

review

1

2

3

4

tell

show

do

review

1

2

3

4

#

order

understanding check

people

training & coaching


coaching

training

the initial training | coaching plan summaryI tell them they tell me

I show them they show me (roleplay)

I do & they observe they do & I observe

we review (coach) their performance together




extending the review phase with check-insI tell them they tell meI show them they show me (roleplay) I do & they observe they do & I observewe review (coach) performance together

people


review

check-in

check-incheck-in




people


extending the review phase:conducting check-ins

who coach & sales rep

whatphone call or face-to-face meetingreview of activity, results, and methodsset goals, develop solutions, create an action plan

why even the best players need a good coach to improve

How

review activity review results discuss methods set goals explore possible solutions select the best solutions create an action plan




once the basic training and coaching is done, you can evolve coaching to:

this is for the already-trained, already-coached, self-guided, seasoned rep. consider it a “ongoing check-in.”

diagnose

plan

do

review

1

2

3

4

people




diagnose| plan| do | review

diagnose: assess the situation for improvement possibilitiescontinue to use arm (activities, results, methods)

through reports/results, observation and discussion, identify “what is” (a)

through questions and discussion, jointly determine “what should be” (b)

understanding check: summarize for mutual understanding


1

people





plan: agree on the plan to close the gap between a & blead by questions to engage, foster involvement and gain commitment

discuss options, gain consensus on which to try, and create an action plan

you are the guide or Sherpa – your rep must be engaged, thinking & participating



people

2





do: execute the plangive the rep room to try their plan and make mistakes and/or succeed

keep the door open for the to reach out for help before you meet again

observe or conduct field coaching as requested or necessary, to assist



people

3





review: meet specifically to review plan outcomes/resultslisten to details, ask questions, gather information, understand what happened

determine whether to cycle again through dpdr or consider other alternatives

use the previous review/check-in model



people

4




discussion: connecting dots

analytics

training check-in reviews coaching16 reasons





analytics + people = sales growth

appendix

:: mike kunkle ::

:: transforming sales results ::





about mike

mike is a training and organization effectiveness leader with special expertise in sales force transformation.

after his initial years on the frontline in sales and sales management, he spent the next 21 years as a corporate manager or consultant, leading departments and projects with one purpose – improve sales results.

today, in his role as commercial training & development leader for GE Capital, mike uses his in expertise in best-in-class learning strategies, methods, processes, and change leadership to develop the capabilities of sales representatives and sales managers to drive business results.

mike freely shares his own sales transformation methodology, speaking at conferences and writing online (see http://slidesha.re/PerfLevers082011 and http://bit.ly/EffectiveSalesLearningSystems as examples) and can be reached at <mike at mikekunkle dotcom>, through his blog at http://www.mikekunkle.com, or on various social media sites.– linkedin– twitter– google+– slideshare

let’s get connected!

http://www.mikekunkle.com/about-me

the thoughts and opinions expressed here are my own

37:: mike kunkle :: transforming business results ::



http://slidesha.re/PerfLevers082011

http://bit.ly/EffectiveSalesLearningSystems

http://www.mikekunkle.com/

http://www.linkedin.com/in/mikekunkle

https://twitter.com/Mike_Kunkle

http://gplus.to/mikekunkle

http://www.slideshare.net/MikeKunkle

http://www.mikekunkle.com/about-me

appendix: resourcescrm and analytics research

https://www.g2crowd.com/categories/crm (great resource for software research, ratings, selection)

http://www.cio.com/article/2386104/customer-relationship-management/4-affordable-small-business-crm-options.html

http://www.pcworld.com/article/239095/salesforce_alternatives_5_crm_services_for_small_businesses.html

http://www.forbes.com/sites/quickerbettertech/2013/07/01/11-terrible-crm-systems-for-your-company/


http://blog.capterra.com/9-cheap-salesforce-alternatives-make-crm-simple-amazon-com/

http://www.gleanster.com/gleansight/2014-crm-for-small-and-midsize-businesses

http://kusnetzky.net/virtual-worlds/can-mid-market-companies.html



http://www.ibm.com/midmarket/us/en/business-analytics.html


http://chandoo.org/wp/2010/01/04/sales-dashboards/







http://www.cio.com/article/2386104/customer-relationship-management/4-affordable-small-business-crm-options.html

http://www.pcworld.com/article/239095/salesforce_alternatives_5_crm_services_for_small_businesses.html

http://www.forbes.com/sites/quickerbettertech/2013/07/01/11-terrible-crm-systems-for-your-company/


http://blog.capterra.com/9-cheap-salesforce-alternatives-make-crm-simple-amazon-com/

http://www.gleanster.com/gleansight/2014-crm-for-small-and-midsize-businesses

http://kusnetzky.net/virtual-worlds/can-mid-market-companies.html



http://www.ibm.com/midmarket/us/en/business-analytics.html


http://chandoo.org/wp/2010/01/04/sales-dashboards/



appendix: resourcescrm (bigger players)

http://www.oracle.com/us/products/applications/siebel/crm-technology/overview/index.html

http://www.sap.com/pc/bp/crm-customer-engagement/software/sales.html

http://www.microsoft.com/en-us/dynamics/crm.aspx

http://www.ibm.com/midmarket/us/en/crm.html


other crm options to explorehttps://www.pipelinedeals.com/

http://www.pipelinersales.com/

https://www.zoho.com/crm/



http://www.nimble.com/

https://getbase.com/


analytics options to explorehttp://www.sap.com/pc/analytics/business-intelligence.html












https://www.pipelinedeals.com/






http://www.pipelinersales.com/

https://www.zoho.com/crm/



http://www.nimble.com/

https://getbase.com/











appendix: resourcesreading and resources for sales coaching – from mike

http://blogs.richardson.com/2013/07/03/using-tailored-post-program-sales-coaching-to-get-results-from-sales-training/

https://www.linkedin.com/pulse/article/20141020050435-834966-simple-methods-to-improve-sales-rep-performance/

https://www.linkedin.com/pulse/article/20140719203006-834966-sales-coaching-practices-that-get-big-results/

http://www.mikekunkle.com/2013/03/31/improve-your-sales-coaching-with-two-simple-steps-part-1/



reading and resources for sales coaching – from othershttp://blogs.richardson.com/2012/12/12/evaluative-vs-developmental-feedback-why-sales-leaders-must-understand-the-difference/

http://newsalescoach.com/2013/12/sales-manager-why-dont-you-formally-meet-11-monthly-with-every-salesperson/

http://salestrainingconnection.com/2014/06/18/training-sales-managers-to-coach-the-good-the-bad-and-the-ugly/

http://salestrainingconnection.com/2014/09/22/sales-coaching-what-are-you-doing-for-your-top-sales-people/

http://processspecialist.com/increasesales/sales-training/reason-sales-training-coaching-programs-fail/

http://thesalesblog.com/blog/2012/02/02/the-differences-in-sales-coaching-and-sales-training/

http://thesalesblog.com/blog/2012/02/03/the-differences-in-managing-and-sales-coaching/

https://www.linkedin.com/pulse/article/20141020145914-167224-you-need-a-sales-coach/

http://www.forbes.com/sites/scottedinger/2013/06/25/how-great-sales-leaders-coach/

http://thesalesblog.com/blog/2014/03/24/training-and-coaching-is-not-expensive/

http://www.cmoe.com/blog/where-should-i-focus-my-sales-coaching-efforts.htm/

http://jackmalcolm.com/blog/2011/04/sales-coaching-make-them-work-for-it/

http://thesalesblog.com/blog/2014/02/21/non-directional-coaching-isnt-soft/

http://jackmalcolm.com/blog/2011/06/coaching-salespersons-mindset/

https://www.astd.org/Publications/TD-at-Work/2008/Sales-Coaching

http://partnersinexcellenceblog.com/?s=coaching




http://blogs.richardson.com/2013/07/03/using-tailored-post-program-sales-coaching-to-get-results-from-sales-training/

https://www.linkedin.com/pulse/article/20141020050435-834966-simple-methods-to-improve-sales-rep-performance/

https://www.linkedin.com/pulse/article/20140719203006-834966-sales-coaching-practices-that-get-big-results




http://blogs.richardson.com/2012/12/12/evaluative-vs-developmental-feedback-why-sales-leaders-must-understand-the-difference/

http://newsalescoach.com/2013/12/sales-manager-why-dont-you-formally-meet-11-monthly-with-every-salesperson/

http://salestrainingconnection.com/2014/06/18/training-sales-managers-to-coach-the-good-the-bad-and-the-ugly/

http://salestrainingconnection.com/2014/09/22/sales-coaching-what-are-you-doing-for-your-top-sales-people/

http://processspecialist.com/increasesales/sales-training/reason-sales-training-coaching-programs-fail/

http://thesalesblog.com/blog/2012/02/02/the-differences-in-sales-coaching-and-sales-training/

http://thesalesblog.com/blog/2012/02/03/the-differences-in-managing-and-sales-coaching/

https://www.linkedin.com/pulse/article/20141020145914-167224-you-need-a-sales-coach/

http://www.forbes.com/sites/scottedinger/2013/06/25/how-great-sales-leaders-coach/

http://thesalesblog.com/blog/2014/03/24/training-and-coaching-is-not-expensive/

http://www.cmoe.com/blog/where-should-i-focus-my-sales-coaching-efforts.htm/

http://jackmalcolm.com/blog/2011/04/sales-coaching-make-them-work-for-it/

http://thesalesblog.com/blog/2014/02/21/non-directional-coaching-isnt-soft/

http://jackmalcolm.com/blog/2011/06/coaching-salespersons-mindset/

https://www.astd.org/Publications/TD-at-Work/2008/Sales-Coaching

http://partnersinexcellenceblog.com/?s=coaching