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Tuning Up Your Sales Culture, Sales Processes, and Sales Team
Mark S.A. Smith Tune Your Team for Maximum Sales With Mark S.A. Smith If you’re like most business partners, you’re looking for effective ways find the right sales people to grow your business. If you ever said, “If I could find just one more great sales person…” then this session is for you. In this interactive workshop, you’ll work on tuning up your sales culture, sales processes, and sales team. We’ll discuss: How to find and interview people who will fit your culture, be self-starting, and easy to manage. You’ll learn ways to make sure that they’re motivated, trained, and on track without spending your precious time watching their every move. Includes a sales culture diagnosis and action plan that you can immediately put into place. You’ll also know the right questions to ask vendors during the rest of the event so that you have what you need to have your sales team put into play what you discover that day.
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In this interactive workshop, you’ll work on tuning up your sales culture, sales processes, and sales team How to find and interview people who will fit your culture, be self-starting, and easy to manage You’ll learn ways to make sure that they’re motivated, trained, and on track without spending your precious time watching their every move Includes a sales culture diagnosis and action plan that you can immediately put into place You’ll also know the right questions to ask vendors during the rest of the event so that you have what you need to have your sales team put into play what you discover that day
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Tuning Up Your Sales Engine
Review your sales culture Review your sales processes Review your sales team How to find and interview the right sales people How to manage and motivate them Selecting the right vendors and getting what you need from them.
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Your Sales Culture
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Why Define Your Sales Culture…?
Culture is how we treat each other and interact internally Defines what you stand for and what you won’t stand for Is established by company leadership and enforced by hiring and retention principles Culture trumps everything.
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Why Define Your Sales Culture…?
Your sales team knows how to correctly approach their day and tough situations Creates a scalable and sustainable company Creates consistent customer experience Creates real branding Defines how to train and manage.
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Why Define Your Sales Culture?
If your sales team doesn’t know the company’s purpose, how they fit into the grand scheme, and why they are important to that purpose, then anybody and any behavior will do Do you want to manage that mess?
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How to Define Your Culture
Create a company manifesto One page Easy to understand Share it with your team Share it with your customers Hold everyone to the standard.
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The Digo Culture Manifesto digobrands.com/digo-brands-a-culture/
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Ways to Define Your Sales Culture…
Convert your mission and vision into a customer-centric action statement From: “To bring leading-edge technology to market, empowering our customers to be more productive and competitive.” To: “We’re the team that partners with our customers to better grow and run their company, helping them create a new and more effective way of doing business with judicious application of technology.”
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Ways to Define Your Sales Culture…
Describe the desired attitudes, behaviors, and goals for your sales team “We believe that learning and the quest to understand our customer never ends because we know more about our customers, our products, and our competitors then anyone else.”
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Ways to Define Your Sales Culture
Describe what happens when things go wrong “We hate telling our customers ‘no’ to a reasonable request. We’ll find the answer, make it right, or find someone else who can do it. No excuses.” “We say, ‘I know who knows that. I’ll arrange for you to connect.’” “When there’s bad news, we deliver it right away along with the best possible solution to get back on track. We take responsibility for our decisions and actions.”
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10 Key Areas of Culture Definition…
Member Identity vs. Corporate Identity: We are all responsible for the client experience. I do what it takes. Group Emphasis vs. Individual Contributor: I’m part of our community. People Focus vs. Process Focus: I focus on client-centered processes. Company Integration vs. Personal Uniqueness: I am 100% responsible for our success. I bring my uniqueness to the company culture. Management Control vs. Employee Empowerment: I ask for permission to say “no” to client requests.
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10 Key Areas of Culture Definition
Risk Tolerance: We never put the client at risk. Reward Criteria: We reward going the extra mile, the “stretch.” Conflict Tolerance: There’s a time and a place for conflict. Means vs. Results Orientation: Our clients come to us for results. We deliver those results by the best means we know. Open vs. Closed System: We value open communication around anything not proprietary or protected.
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Your sales process
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Traditional Sales Process is Broken
Find a prospect You don’t know who you don’t know Pitch to a proposal A canned pitch is almost never relevant Overcome objections You created them with your pitch Negotiate Why? Close To whose deadline? Implement What you do best Ignore.
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Enlightened Sales The intersection of your ideal customer and the highest value that you deliver You don’t want to sell everything You don’t want to sell to everyone You don’t want every deal.
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Define Your Ideal Customer
Need what you offer Appreciate what you do Willing to promptly pay for it Willing to develop a partnership Interesting to work with Will connect you with others like them.
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Define the Highest Value that You Deliver
Reliable Integrity Outcome Innovation Responsive Entertaining.
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Ask One Question to Find Them
“How do you plan and budget for ___________.” Follow up question “How would you like that to change?”
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The Buying Continuum Multi Decider Tactical Strategic Single Decider
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The Buying Continuum: Buy What
Multi Decider Copy Machines, Cafeteria Vendor, Janitor Service IT, Business Systems, Consulting Tactical Strategic Gasoline, Bottled Water, Hamburger Fashion, Jewelry, Car, House Single Decider
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The Buying Continuum: Why Buy
Multi Decider Operations Mission Critical Tactical Strategic Commodity Personal Definition Single Decider
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The Buying Continuum: Overt Criteria
Multi Decider Function, Value Outcome, Innovation Tactical Strategic Price, Convenience Feels Right, Looks Good Single Decider
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The Buying Continuum: Covert Criteria
Multi Decider Delivery Trust Tactical Strategic Habit Prestige Single Decider
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The Buying Continuum: Buying Cycle
Multi Decider When a Vendor Fails 3 – 5 Years, Management Turnover Tactical Strategic Want, Need, Craving Routine, Special Occasion Single Decider
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The Buying Continuum: Prospecting
Multi Decider Cold Call, RFP, Directories Introductions, Reputation, Authorship Tactical Strategic Location, Advertising, Popularity Positioning, Referral, Brand Alignment Single Decider
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The Buying Continuum: Communication
Multi Decider Diagnostic, Assessment Custom Presentation, TCO Report of Findings Tactical Strategic Canned Pitch Personal Service Transaction Single Decider
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The Buying Continuum: Sales Process
Multi Decider Cattle Call, Proposal, Negotiation Assessment, Presentation, Selection Tactical Strategic Pitch, Trial Close, Discount Personal Relationship, Regular Offers Single Decider
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The Buying Continuum: Sales Skills
Multi Decider Diagnostic, Assessment Semi-Skilled Sales Skilled Sales Tactical Strategic Order Taker Personal Recommendation Transaction Single Decider
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The Buying Continuum: Sales Resources
Multi Decider Sales, Sales Manager Sales, Pre-sales Engineering, Executive Tactical Strategic Marketing Personal Charisma Single Decider
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The Buying Continuum: Typical Margins
Multi Decider 5 – 10% 40 – 100% Tactical Strategic 2 – 30% 100 – 300% Single Decider
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The Buying Continuum: Show Stoppers
Multi Decider Over Analysis, Competitive Tricks Personal Preference Tactical Strategic High Price, Value Perception Criteria Confusion Single Decider
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The Buying Continuum: Vendor Class
Multi Decider Trusted Advisor Trusted Partner Tactical Strategic Trusted Brand Trusted Vendor Single Decider
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Each quadrant is very different
Conclusions Each quadrant is very different Different skills, resources, processes, margins Difficult for one person to cover multiple quadrants Most successful companies segment sales forces What will be your sales focus?
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Your sales team
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What is Sales…? Role Responsibilities Generate transactions
Forecast for resource planning Responsibilities Identify high-probability deals Customer development Not just about relationships Manage expectations.
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What is Sales? Resources Rewards Tech support Tools Training
Troubleshooting Rewards Competition Recognition Pay Performance bonus.
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Define the Job A well-written job description becomes your roadmap to team success Don’t skip this step! Identifies the right talent Role Responsibility Inputs and outputs What constitutes success Required skills Required attitudes Personal development required Career path Goals.
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Use a Blend of Goals Behavioral Achievement Knowledge Skills Stretch goals.
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Sales is a Team Effort Inside Outside Tech sales support Tech delivery Executive team.
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Sales has direct responsibility and reward
Everybody Sells! Sales has direct responsibility and reward Managed to sales activities and transaction goals Commission All else has indirect responsibility and reward Managed to contribution to operational goals Equal profit sharing.
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Compensation Strategies…
Contributions to margin Initial discount comes from their commission Draw: grocery money (Maslow’s pyramid) Commission: attainable with current market and skills Stretch goals Capped vs uncapped compensation Be wary of spiffs Split them with the team.
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Compensation Strategies
Recurring vs non-recurring revenue generation A recurring dollar is worth more than a transaction dollar Clear sales goals Transactions vs. relationships Big commission on assessment, consultation, and migration fees Small recurring commission on recurring fees.
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Finding great sales people
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Where You Find Them… Everywhere Ask your customers Ask your team
“We are always looking for good people.” Give them homework Ask your customers “We are growing! Who can you think of that you’d like to see join our team?” Thank you gift Ask your team “Who can you think of that would be a great addition to our team?” Recruiting and retention bonus.
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How to Pick Them… Matches your culture Attitude Ability Action
Integrity Willingness to learn and relearn Manageability Level of frustration or patience Team player.
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“Be fired with enthusiasm or you will be fired with enthusiasm.”
How to Pick Them “Be fired with enthusiasm or you will be fired with enthusiasm.” Vince Lombardi
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Ideal Sales Characteristics
Listen Assess Articulate Reliable Respectful Prompt Manage time View sales as a career Fearless Self starter Self manager Proactive Integrity Resilient Resourceful Smart Energetic Enthusiastic Confident Curious Learning and un-learning
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How to Decide if You’ll Interview Them
Seek to disqualify Forget the resume, other than typos Don’t confuse qualifications with competency Check Facebook, LinkedIn, Twitter Google them Look at 10+ pages.
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The Problem with Interviews
Good candidates can interview poorly Bad candidates can interview well Most interview questions don’t deliver what you need to know to choose a winning sales team member Instead create a situation and observe behaviors Role play Scenarios Work product.
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The Interview Process: Telesales
Write a call script for our company Interview by phone Research a common problem Put them on the phones for an hour.
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The Interview Process: Outside Sales
“Leave me a voice mail message that makes me want to call you back.” “Bring me a proposal…” “Prepare a territory development plan.” “Here’s $50, take me to lunch. You’re driving and buying.”
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Call their former employers Call past customers.
How to Vet Them Check out their car Background check Reference check Technical Call their former employers Call past customers.
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How to Evaluate Them Strengths Weaknesses Attitudes Potential
Match to job description Contributes to the goals Weaknesses Mismatch to job description Can it be fixed by training? Attitudes Ask them to do something slightly outrageous Fits your culture or not Potential Don’t fall in love with this but it can increase their value.
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Sales management
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Management Strategies
Stop coddling sales Goal: Self managing systems and culture so that you can troubleshoot, tune, lead, add value to the customer relationship Frequently say, “That’s why I hired you. Figure it out and present me with options.” Good sales people should be running their own company so let them run their own territory Territory business plans.
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Territory Business Plan
Revenue goals Margin goals Target account goals Prospect development goals Customer development goals VIP development goals Lost customer recovery goals.
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Tuning Sales to Your Company Life Cycle
New Hire customer relationships Hire marketing Growth Hire hunters Increase profits Hire farmers Bring on emerging vendors Prep for sale Sell recurring revenue Increase cash flows Sell assessments.
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How to Increase Sales Immediately
Fire your bottom 10 percent customers Fire your bottom performer Fire your management nightmare Publicize sales results Sales leader board with KPIs Activity Pipeline Closed deals.
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Sales Management Tactics
Daily KPIs text Activity, pipeline, barriers Standing meetings Rotating weekly training Peak hour Sacred hour Praise in public (what’s your secret?) Critique in private (what’s your problem?) Recovery squad.
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Get the Most Out of Vendors
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Ideal Vendors: Profile
Fit your business model Your select sales quadrant Your target customers Your margin goals Your sales team skills Fit your culture Profitability, not just potential.
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Ideal Vendors: Resources…
Training On demand On site Sales Technical Management Customer development materials.
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Ideal Vendors: Resources
Marketing support Ready to use materials: newsletter, web, scripts, seminar in a box MDF: activities, amount, achievable Sales support Joint call support Pre-sales engineering support How to engage Pricing support Rules of engagement.
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A Few Observations
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The Two Fundamental Secrets to Faster Sales
Focus on probability not potential Products Employees Customers Sales Seek to disqualify Only talk with people who care about what you sell Go for the no “Based on what you’ve told me so far, I don’t think I can help you now. What should we do next?”
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The Three Ways to Increase Sales
1) More customers Marketing Referrals Prospecting 2) More transactions Cross sell Recurring services 3) Bigger transactions Up sell Help them grow.
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Create Value at Each Step Along the Buying Process
Customer’s needs and concerns shift through the sales process Discuss what’s important when it’s important
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Addressing and Managing Shifting Concerns
Phase 1 Phase 2 Phase 3 Need Solution Risk High Concern Risk Customer’s Level of Concern Needs Price Low Concern Solution Customer’s Internal Dialog Can I get it done? Can you really do it? Can I trust you to do it? You might be able to do it! I want you to do it! Let’s do it!
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Phase 1: Reduce concern for need
Create conversation and emotional involvement “Our customers choose us to solve these types of problems. Tell me about what you’re trying to accomplish.” Transition to Phase 2 with: “What will it be like when everything works correctly?”
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Phase 2: Reduce concern for solution
Create confidence Case studies Customized demonstration Proof of concept ROI/TCO prediction Transition to Phase 3 with: “How will you know who to choose?”
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Phase 3: Reduce concern for risk
Create reassurance Over communicate Testimonials and references Guarantees “If I could guarantee any one thing, what would it be?” Transition to Phase 4 with: “On a scale of 1 to 10, how confident are you about doing business with us?” “What do you need to move that up?”
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Addressing and Managing Shifting Concerns
Phase 4 Phase 5 Phase 6 High Concern Contract Deliver Next Deal Price Need Customer’s Level of Concern Solution Risk Low Concern I’m excited! You better do it right! Can I do it cheaper? Customer’s Internal Dialog Let’s see you do it! Do it again? Do it!
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The Problem with Relationship Selling
Birds of a feather flock together Identify by liking and probability Who owns the relationship?
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Customers are Smarter then We Think
They are professional buyers It’s better to act busy then act hungry They often have a goal that’s more clear then yours Failing their mission is a career limiting event Not so when your sales team misses a deal They often have more training in negotiating then your sales team They often have more battle scars then your sales team.
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Customers are Dumber than We Think
They don’t know what they don’t know They don’t keep up with available technologies They often don’t have time to do in-depth research Your job is to bring them good news.
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The Critical New Customer Sales Characteristics
Relevant Valuable Earn and protect trust How purchasing agents choose vendors 20% on price 80% on delivery record
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Why Sales is Broken Wrong focus Company goals vs customer goals
Product pushers
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What is a Customer Worth?
Lifetime value of a customer
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Most Valuable Sales Resources
Time Energy Imagination
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Where you invest and where you reap rewards
Value Curve Where you invest and where you reap rewards Tele-sales In-person sales VIP sales
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Know Your Team In 60 seconds tell us: What I do for the client is…
What I do for the company is… What I do for the team is… What I need from the team is...
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High Leverage Customer Acquisition Tactics
Tech Updates Webinars Trade shows Executive briefings Never waste a meal
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Why Customers Don’t Buy
No Need No Hurry No Money No Want No Trust Zig Ziglar
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Troubleshooting Your Sales Team What’s Holding them Back?
Attitude Fears Bad assumptions Ability Knowledge Confidence Action Distractions Leadership
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Sales is important to my success Repetition, repetition, repetition
Attitude Sales is important to my success “What is your strategy to balance sales growth with maintaining customer relationships?” Repetition, repetition, repetition “What do you think is the best way to help customers get comfortable with what we do?” Crawl, walk, run, win the race “What would be your plan to be number one in sales?”
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Ability… What “What is the most important thing for customers to know about us?” Why “Why should your customer care about what we do?”
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Ability How Authorship 30, 60, 90-day plan
“How would you start a conversation with a customer?” Authorship “Would you write a short article that you could share with our customers?” “Would you make a five minute presentation at our next meeting? You choose the topic.”
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Action Goal Measurement Feedback
“What’s a reasonable number of sales discussions that you can make this week?” “Can you stretch that?” Measurement Post-it notes Feedback “Give me some specifics about what you did.” “What worked well?” “Where do you need help?” “What is your new goal?”
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Sales Tactics Find customers who will meet with you BAMFAM or FAIL When you think of someone Validation letters
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Forecasting
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Your Sales Process A process means that for a given a set of inputs, you get a consistent set of outputs What gets measured gets managed Create KPIs for the process Measure the process Tune the process.
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Your Sales Process Inputs Outputs Customer calls Customer satisfaction
Marketing activities Leads Proposals Work orders Invoices Sales numbers Charts and graphs Outputs Customer satisfaction Leads Sales calls Sales Billable work Payment Charts and graphs Decisions and leadership
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Training Super Stars Self-training goals Continuous training Training system Part of management measurements Better continuous drip than one big shot.
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Is Your Culture Definition Safe or Bold?
Scale S B Small Big Risk A O Achievable Outperforming Innovativeness F L Following Leading-Edge Difficulty E D Easy Difficult Source: KPMG, Neil Rackham
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