Sales process

Nine Reasons Are NOT Achieving their Sales

and Service Potential
and what they can do about them!

Be Careful What You

Wish for
Most model sales organizations have 6070% turnover and low sales productivity
Selling MORE could put you out of
business
Many model sales organizations have
low client satisfaction and loyalty

What all World Class

Sales Organizations Have
in Common
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A well-focused market mission

Sales force consistently accomplishes its mission
Jobs, measures and rewards are organized
around clients
Passion for one Preferred Way of Selling
Clear sales task for every job role
Senior managers are hands on involved in
sales

What all World Class Sales

Organizations Have in Common
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Integrated sales environment

Managers who manage
A culture of commitment and continuous
learning
Integrated advisory selling with few silos
Process is valued as being as important as
production
The sales process is client-focused so client
satisfaction is consistently high
Nonperformance isnt tolerated

Culture is the only

Sustainable Advantage,
and Culture Doesnt
Change Overnight

Whats Your Preferred Way of Selling?

STRATEGIC PLAN

Sales Strategy
& Leadership

BUDGET

LOCAL MARKET DATA

Consequences
for Performance

Technology, Information
& Sales Support

COMPANY GOALS

Role Clarity
(Clear Sales Task)

Effective
Sales Behavior

Coaching
(Skills & Strategy)

Recruiting, Selection &

Orientation

Focused Action Plans

(Goals & Strategies)

Preferred Way of Selling

Skill Development
Measures, Standards &
Accountability

Nine Reasons
#1 - Success hasnt been
defined

Do You Have a Sales

STRATEGY?

Prospect
Selection

Unique Selling
Proposition

Sales
Strategy
Sales
Process

Relationship
Management

What are your goals?

Bottom line income

Increase interest income
Increase fee income
More products per household
More profitable products per household
More members choosing you as primary
Compliance with preferred behavior
Increasing your pipeline
Increased member satisfaction

Preferred Way of
Selling

Membe
r

Nine Reasons
#2 - The emphasis is on
Cross-Selling, not Sales
Effectiveness

High Performance
Organizations are
Refocusing on EXISTING
Clients.

You cant rely on cross

selling to walk in traffic
to achieve your goals

Nine Reasons
#3 - The right measures
arent in place

Sales and revenue goals

are important, but are
retrospective
measurements

What should you be

measuring?

Revenue and sales targets

Sales Pipeline
Incoming inquiries/converted to business
Preferred sales behavior
Employee satisfaction
by branch/ work unit

Member satisfaction
shops and surveys
by branch

Nine Reasons
#4 - Lack of Product
Knowledge

What knowledge do
your people need?
What are the products for which they are
responsible?

How do those products operate?

Who are the prospects?
How do you compare to the competition?
How to complete the sale?

What products will they refer?

How do those work?
Who are the prospects?
How to complete the sale?

Every Salesperson
Needs Support
Negotiate service agreements
Conduct weekly sales meetings and daily
huddles (by teleconference, if necessary)
Create sales aids and sales environments
that sell
Assign leads weekly
Create technology that supports your
Preferred Way of Selling

Nine Reasons
#5 - Managers are
overreliant on incentives

Sales Supervision is More

Powerful than Incentive
Compensation in
Improving Sales
Productivity for Most
Selling Roles.

Sales Management Process

90 Day Action Plans
Weekly Sales Plans
Observation Coaching
Sales Training
Pipeline Management
Client Development Plans
Roll-up of Accountability

Review Sales Reports and

Establish Goals and Strategies
Weekly

Nine Reasons
#6 - Supervisors arent
coaching behaviors

The Sales Manager Role is

the Critical Factor in
Sustaining Sales Focus

The Key to High

Salesperson Productivity
is Focused Supervision,
and that Requires

PROCESS

How to Make Coaching

Happen
REQUIRE a consistent and well defined coaching
regimen
Include skill improvement goals in 90 day plans
Conduct frequent, documented observations
Require use of processes that force discussion of
strategy
Score use of preferred behavior
Encourage role play
Evaluate and reward managers on staff development

Nine Reasons
#7 - Poor accountability at
the member contact area

Integrated System of Consequences

Minimum
Standards

Job
Change

Balanced
Scorecard

Coach
Up or Out

Merit
Increase

Stretch
Goals

Recognition

Bonus

How World Class Sales

Organizations Provide
Consequences
Stack rank employees by job role
Require minimum standard performance
Weed out non-performers FAST
Pay for incremental contributions to the
business unit scorecard
Create a sales is my job mentality
Make cost-effective use of recognition

Nine Reasons
#8 - Poor integration of
sales among business
units

Where is your sales

obstruction department?

An INTEGRATED Sales &

Service Management
Process Results in FOCUS
and ACCOUNTABILITY

Nine Reasons
# 9 - The right people
arent in the right job roles

Recent Assessment
Survey Results
I often dont recommend products to members
for fear they will perceive me as a sales person
58% of MSRs agreed

Each week, I produce at least 50% of what I

can produce at my best?
24% of MSRs agreed
35% of Branch Managers agreed

If sales or sales management is going to be a

bigger piece of my job, there is a good chance
Im in the wrong job
72% of MSRs agreed
60% of Branch Managers agreed

Primary Selling Roles

Consultative
Selling

Supervision

Motivational
Fit and Behavioral
Competencies

Competitive
Selling

Consultative Selling Role

Role
Servicing
Consulting on
Product Selection
and Use
Closing First Sales
Fast
Making Add-on Sales
Making Follow-up
Sales

Profile
Achievement Driven
High Originality
Risk-taker
Leadership Drive
Adaptable/Versatile
View setbacks as
Nonpersonal and
Nonrecurring
High Energy

Competitive Selling Role

Role
Prospecting for new
members
Competing
Aggressively and
Persistently Despite
High Rejection Rates
Minimal Servicing
Closing Sales in One
or Two Interviews

Profile
Achievement Driven
Optimistic
Decisive
Competitive
Resilient
High Drive to Persuade
Assertive in Applying
Emotional Pressure
Low in Sociability, Service
Motivation, Learning and
Adaptability

Clear Sales Task is the

Key Driver of Sales
Performance.
-Harvard Business Journal

The ability to make good decisions

regarding people represents one of the
last reliable sources of competitive
advantage, since very few organizations
are good at it.
Peter Drucker

Keys to Recruiting
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Recruit for specific roles

Recruit continuously
Recruit the top performers who arent looking
Place ownership of recruiting with line
managers
Market your company as a great place for
salespeople
Re-recruit your own top producers

Define a Preferred Way of

Selling for the Company
and for Each Selling Role

Best Practices in
Employee Development
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Train for specific roles

Invest first in sales leaders and top
performers
Provide continuous learning
Reinforce training with field coaching

STRATEGIC PLAN

Sales Strategy
& Leadership

BUDGET

LOCAL MARKET DATA

Consequences
for Performance

Technology, Information
& Sales Support

COMPANY GOALS

Role Clarity
(Clear Sales Task)

Effective
Sales Behavior

Coaching
(Skills & Strategy)

Recruiting, Selection &

Orientation

Focused Action Plans

(Goals & Strategies)

Preferred Way of Selling

Skill Development
Measures, Standards &
Accountability