1. Increasing sales performance

2. Basic Assumptions From the customer’s perspective, sales activities have to be regarded as an essential element of the marketing mix  Design sales activities according to marketing principles From the company’s perspective, sales activities are a permanent and substantial investment  Design sales activities according to principles of efficiency To realize an optimum level of sales effectiveness the following issues have to be addressed: Process Content Training Systems

3. Sales performance loop Sales Performance Process ContentTraining Systems -Revisiting value proposition and positioning statement -Defining generic motivational drivers within the decision making process -Different needs in different customer segments -Powerful orchestration of sales calls -Maximum potential of customization -Organizational setup and sizing -Planning, monitoring & controlling -Incentive scheme -IT-systems and tools - Perfect alignment of all elements, ensuring optimum result -Analysis of Customer needs and decision making processes -Documentation of current sales processes (as-is) -Analysis of sales targets and sales funnel Design of - Sales processes (to-be) - X-selling paths - Interfaces (systems/tools) -Assessing training requirements -Planning procedure -Skills -Attitudes -Monitoring and Evaluation concept -Company AND team specific training and coaching program

4. 1. Process dimension

5. Process Sales Targets Sales Process(es) (As Is) Sales Funnel Competition Basic Segment Needs (Product/Service) Customer Expectations (Sales) X-Selling „Paths“ Sales Processes (To Be) Interface to Systems/Tools (e.g. CRM) AnalysisInputDesign

6. Sales process optimization Identification of main steps in buyer’s decision process Design of sales process to support buyer’s decision process Delivering Value at every process step Acknowledge pain Define needs Search for solutions Rationalize options Select best choice Identify Position Define Propose Negotiate Sales Process Buyer’s Activities

7. Process Landscape A process landscape helps capturing the big picture Different origins trigger different process sequences Interfaces outside the sales department can easily be identified

8. 2. Content dimension

9. Content DesignInput Positioning and features of own Product/Service Basic Segment Needs (Product/Service) Generic driving motives in the decision process Formats for interaction and presentation Sales Arguments Sets of arguments for different combinations of Segment Predominant motive Differentiating Activating and memorable In line with overall positioning -Sales material -Presentation media -Additional elements

10. Applying marketing know how in sales Sales calls are done in a very standardized and formal way Same pattern for all industries Very traditional if not boring Companies try to differentiate themselves from competition investing millions in advertising and corporate communications The don’t try this concerning sales calls  Creating an unique style of presentation and discussion helps getting memorized and building relationships  The ability to address individual motivational drivers increases the hit rate

11. Individual orchestration of sales calls (example) Visualizing the prospects’ demand and setup in a joint activity Identification of predominant motives Selecting the presentation variant according to motive

12. 3. Training dimension

13. Sales Training Attitudes Skills Training Tasks Clear Goals Methodology Plannable Input-Output Relation  Predictable Outcomes Change Clear Directions Processes Time  Uncertain Outcomes PlanningNeeds Analysis Training Program Implementation Training & Coaching Program  structured, integrated process to assess the training needs  defines and measures the progress of development along specific development goals  follows a holistic approach taking into account different stake holder interests Target Group Specifc Stake Holders CustomersCompany Training Score Card

14. TrainingScoreCard within the HR resource development system HR-department data -Employment and career history -Track record (e.g. appraisals, performance records) -AC results -Test results -Career Plans -Succession Systems Extracts from Corporate Strategy -Mission Statement -Corporate Values -Medium-long term strategy (e.g. expansion goals, optimization plans) -Balanced Score Card TSC Process Questionnaires for all relevant Stake Holders Skills? Competences? Attitudes? Short Term Needs? Medium-Long term needs? Job Specifics? Core Competences Model

15. TrainingScoreCard within the HR resource development system TSC Process Development and Training Goals Development areas Priorities Specific goals Indicators Monitoring system Program Planning Aggregation of individual needs Defining and selecting appropriate development activities Scheduling Individual Development Plans -Training activities -Other development activities (e.g. job rotations, shadowing) Aggregate Development Plans -Yearly training program -Mid-term training program -Development budget planning -Input for career and succession planning systems

16. Training modules offer (examples) First call - emphasizing company´s position and generating maximum opportunities Follow-up calls - opportunity management and winning new accounts Solution selling for key and global accounts Optimum structure of the single point of contact (SPOC) Customer insight & lead generation with winning telemarketing strategies Sales and sales support with relevant inside sales activities

17. 4. System dimension

18. Systems Corporate Strategy Channel Structure Sales Processes Competition Customer base IT architecture Organizational setup and sizing Planning, monitoring and controlling Incentive and remuneration scheme AnalysisInputDesign Systems/Tools (e.g. CRM)