Overcoming Challenges with B2B

SalesName

Position, CompanyEmail

Website

Steve SienkiewiczAccelerate Consulting | Sales Xceleration

ssienkiewicz@salesxceleration.comwww.salesxceleration.com

The Current State of B2B SalesComplex B2B Sales Performance continues to Deteriorate

From 2012 to 2014, the “Percentage of Revenue Plan Attainment is down from 89% to 81%

The percentage of reps making quota is down from 63% to 58%

The win rate of Forecast Deals is 46%This is worse than odds of Winning at Craps in Las Vegas – 49%

For 59% of sales reps, it takes over 7 months to ramp-up to full productivity

The Current State of B2B SalesSales Managers are Hard Pressed on Time to Give Reps Coaching.

74% of managers spend less than 60 minutes per week coaching to specific deals or opportunities.

81% spend less than 60 minutes per week coaching to specific skills or knowledge.

Only 24% of organizations utilize a formal coaching process.

When managers do formal coaching, the win rates of deals for their reps improves 20%.

Buyer: 6 vs. 5 (5yr avg)

More People Involved

Significantly formalized: 61% vs. 45% (5yr avg)

More Formalized Process

Customer requires formal ROI: 61% vs. 40% (5yr avg)

More Political Decisions

The Decision Dynamic

Tim

e

Value

Expectations

Don’t Waste

My Time

Know My

Business

Know Your

Solution

Ask Insightfu

l Question

s

Add Value

A World of Rising Buyer Expectations

Signed Contract

Product/ Service DeliverySales Process

Old World

New World Client Expectation of When Value Is Delivered

Client Expectation of When Value Is Delivered

Help buyer’s navigate the purchasing process; sharing systems and methods for evaluating decisions

Providing tools and methods for assessing/calculating ROI

Understanding and documenting unintended consequences of various decisions

Assisting in creating implementation plans

Providing Perspective

Value Expected Earlier in Buying Process

Top Sales Challenges for SMB B2B companies

1. Lack of formal sales process or know-how to improve

2. A weak value proposition and/or inconsistent sales messaging

3. Stalled out proposals, long sales cycles, and low Win rates

4. Lack of time to effectively coach or manage the sales team

5. Inability to take sales to the “next level” or acquire new accounts

6. Poor sales call planning and questioning skills by sales reps

7. Not able to recruit the right person or lack a target profile for one

Miller Heiman Sales Best Practices Study

• More than 30,000 participants over last 11 years.

• All Respondents filtered to reflect complex sale; 3+ decision makers.

• Study includes 3 sections: Demographics, Behaviors, Metrics

• Analysis defines key behaviors leveraged to drive performance.

World’s largest ongoing study of complex, business-to-business selling and sales management practices

MHI Global Sales System

2015 Study Demographics

Elements of the MHI Global Sales System

Key Metrics from leadingB2B Sales companies

Qualified OpportunitiesNew Account AcquisitionAverage Account BillingYOY Existing Customer GrowthQuota Achievement

Forecast Accuracy

Behaviors behind Metrics Drive Performance

7%

23%

7%THE ELITEWorld-class is comprised of a small percentage of total surveyed respondents in 2014

23%VALIDATED WITH RESULTSWorld-class outperforms all respondents on metrics examined by 23%

NEW ACCOUNT ACQUISTION

AVERAGE ACCOUNT BILLING

YOY EXISTING CUSTOMER GROWTH

QUOTA ACHIEVEMENT

FORECAST ACCURACY

QUALIFIEDOPPORTUNITIES

Performance Accountability

mmmReward

mReward

Measure, Recognize and Reward

Personal ProfessionalismNext Job Promotion Career

Customers

Compensation Commission Customer Success

TeamIndependence

Figure It Out Proven Process

PerformancePerception Excuses Results

Sales Professional

Sales Rep Accountability

Your Sales System: Customer Management

Customer Management

Business Management

Qualified Opportuniti

es

Sales and Marketing are aligned in what our

customers want and need.

We have a formalized value proposition that is very compelling to our

prospects.

New Account

Acquisition

Our organization is highly effective in

allocating the right resources to pursue

large deals.

When we give price concessions, we always get comparable value in

return.

Average Account Billing

Our organization regularly collaborates across departments to

manage strategic accounts.

We jointly set long-term objectives with our strategic accounts.

YOY Existing

Customer Growth

We know why our top performers are

successful.

Our management team is highly effective in helping our sales team advance

sales opportunities.

Quota Achieveme

nt

Our sales compensation policies are aligned with our business objectives.

Our sales team consistently relies on our knowledge

management system as the single source for collateral

and information.

Forecast Accuracy

We leverage the best practices of our top

performers to improve everyone else.

Our sales managers are always held accountable for

ensuring the accuracy of our sales forecast.

Behaviors of World Class Sales Organizations

Sales and marketing alignmentFormalized value proposition

Allocating the right resourcesComparable price concessions

Regularly collaboratesReview results of our solution

“Why” top performers succeedManagement team advances deals

Compensation aligned with objectivesSingle source for knowledge

Leverage best practicesForecast accuracy accountability

Conclusion – Overcoming the Challenges

• Deep Customer Knowledge Improved Sales Performance

• Effective Customer engagement More, Better Opportunities

• Professional-grade sales competencies = Today’s Entry Ticket

• Deliver Value during the Sales Process -- not after the Sale

• Focus on Sales behaviors – not metrics – to drive Results

See me to participate in 2016 Miller Heiman Sales Best Practice Survey

Questions?

Steve SienkiewiczAccelerate Consulting | Sales Xceleration

ssienkiewicz@salesxceleration.comPhone: (978) 515-9004

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