new sales process…salesmanagement.org/web/uploads/pdf/de84869f4918bd84de0f4a7bd12d...hewitt...

…New Sales Force?

New Sales Process……New Sales Force?

Presented by:

Scott Sands

Principal and Practice Leader

Hewitt Associates

[email protected]

July 14, 2010

The Sales Management Association

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Focused in providing research, case studies, training, peer networking, and professional development to our membership.

2 Copyright © 2010 The Sales Management Association. All rights reserved.

To protect the confidential and proprietary information included in this material, it may not

be disclosed or provided to any third parties without the approval of Hewitt Associates LLC.

New Sales Process… New Sales Force?

Scott SandsPrincipal and Practice Leader

July 14, 2010

Topics for Today’s Discussion

Common issues in sales deployment, execution

Hewitt’s perspective on sales force effectiveness

Translating sales strategy into sales processes

Building sales roles from process responsibilities

Creating competencies to fill out sales roles

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Using talent management techniques to support sales role success

Example case study

Comments overheard in the market

“I am trying to grow a business and I don’t have the talent in sales to get it done.”

“The key to maintaining our margins and customer relationships is solution selling… which sales roles should be responsible?”

“In trying to cut costs during the last couple of downturns, we reduced headcount, but didn’t have a well thought out approach to evaluate talent and true coverage requirements.”

514983103.PPT/TOCATL 0102928 02/2010

and true coverage requirements.”

“My training and development organization doesn’t help us with the skills we need to sell in the marketplace today.”

“We are trying to cross-sell, but not getting much traction.”

“I don’t know how to compare productivity, internally or externally.”

Sales is not really viewed as a profession with a real career path at my company.”

!

1. Neglect – Company strategy changes over time, but sales process and roles aren’t re-examined

2. Mis-matching – One faction thinks new customers are the key… another believes retention is most important, so both get blended into the same role

Problems arise in the alignment of sales strategy, process, roles, structure and incentives in a number of common ways:

� Sales and Service Process

� Job Roles and Structure

� Deployment Planning

� Recruiting and SelectionTalent

Organization Design

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� Compensation and Recognition

� Quotas and Measurement

� Performance Management

Performance and Rewards

3. Over-loading – Some companies push too far in the quest for efficiency, leaving no room in a sales force for creating revenue and growth

4. Under-hiring – Some sales roles have highly technical skill requirements that are not easily sourced without a strong recruiting function and employee value proposition

� Career Paths

� Training and Development

Talent Management

Hewitt's approach to Sales Force Effectiveness focuses on alignment from customer needs through process, roles, skills, and rewards

Human capital answers must be built on a foundation of strategic questions

to create an aligned and effective sales organization.

Realize Business Impact

� Sales and Service Process

� Job Roles and Structure

� Deployment Planning

Organization Design

Organization Design

Creating a sales structure that is

effective in meeting customer

needs in an efficient manner…

Creating a sales structure that is

effective in meeting customer

needs in an efficient manner…

Hewitt Sales Performance Model

Align the Sales Force

Customer InsightCustomer Insight

Understand Business Drivers

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We help our clients improve sales performance by getting the most out of their investments in sales people, creating a rewarding environment for sales people and company shareholders

We help our clients improve sales performance by getting the most out of their investments in sales people, creating a rewarding environment for sales people and company shareholders

Performance and RewardsPerformance and Rewards

� Recruiting and Selection

� Career Paths

� Training and Development

� Compensation and Recognition

� Quotas and Measurement

� Performance Management

Talent Management

Talent Management

needs in an efficient manner…needs in an efficient manner…

Ensuring the availability of the

right talent for the right role at

the right time…

Ensuring the availability of the

right talent for the right role at

the right time…

Maximizing the productivity of

an engaged sales force to

exceed business goals…

Maximizing the productivity of

an engaged sales force to

exceed business goals…

Business StrategiesBusiness Strategies

Value PropositionValue Proposition

Competitive DynamicsCompetitive Dynamics

Companies develop strategies based on hypotheses about the potential impact of new selling processes and roles

Net ProfitNet Profit

RevenueRevenue

COGS

CustomersCustomers

Units

Retained CustomersRetained

Customers

Acquired CustomersAcquired

Customers

Service LevelsService Levels

Contact Frequency

Contract Breadth

Gross ProfitGross Profit

$10B

$20B

$10B

20,000

100

17,000

3,000

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Operating Expenses

Interest, Taxes, Depreciation, Amortization

PricePrice

SG&ASG&A

$3B

$10,000

$5BIf solution selling

increases price (and margins), helps

penetrate mature customers, and retains

growing customers, several competencies

are required for success

If solution selling increases price (and

margins), helps penetrate mature

customers, and retains growing customers,

several competencies are required for success

Research & Development

$2B

There is a logical progression to re-tasking a sales force

Customer Needs CIM

Sales & Service Process

Sales & ServiceCompetencies

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Career Progression

Talent Development

Talent Assessment

Sales & Service Roles

When considering customer needs, it helps to begin by acknowledging that they are not all alike and understanding why

Strategic Account Managers

Account ExecutivesCAMs

ProductSpecialists

Segments Financial Services

Telecom Healthcare Utilities Retail Consumer Goods

Govt.

Global / Strategic

$3000 M $500 M $400 M $300 M $400 M $150 M $1000 M

Major $1000 M $400 M $200 M $200 M $100 M $100 M $500 M

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Inside Sales Reps

SpecialistsCore $500 M $200 M $100 M $100 M $0 $50 M $250 M

Small $250 M $100 M $50 M $0 $0 $30 M $120 M

Total $4750 M $1200 M $750 M $600 M $500 M $330 M $1870 M

$10 B

More sophisticated customer segments can often require more complex sales & service processes, making roles harder to define

Senior

Management

Mid-

ManagementAllocate

ResourcesAllocate

Resources

ReassureCustomerReassureCustomer

ApprovePricing

ApprovePricing

The ability to coordinate these resources with high

efficiency and effectiveness retains customers and builds

productive value

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Account

Management

Field Technical

Management

Service

Management

CloseContract

CloseContract

FulfillFulfill

IdentifyIssue

IdentifyIssue

IdentifySolutionsIdentify

Solutions

SelectSolutionSelect

Solution

EstablishSupportEstablishSupport

OptimizeQuality

OptimizeQuality

IdentifyPotentialIdentify

Potential

InstallFix

InstallFix

ManageGaps

ManageGaps

EscalateEscalate

Based on the assignment of segments and key steps in the selling and service processes, specialized roles begin to evolve

Outside: Field Sales Inside: Telesales/Mktg—Service

OutboundOutboundIndirect Sales Direct Sales

Sales Roles

Best in class sales forces recognize that by maturity, selling has evolved to a profession of specialists, requiring talent management and rewards practices that align to specific skills and competencies

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OutboundOutbound

InboundInbound

Customer Support

Customer Support

Channel ManagerChannel Manager

Full Line Specialized

Product Sales Specialist

Product Sales Specialist

Pre-Sales Engineering

Pre-Sales Engineering

Strategic AccountStrategic Account

Named Account

HunterHunter

FarmerFarmer

Channel DeveloperChannel

Developer

Territory

HunterHunter

FarmerFarmer

Source: Adapted from H.R. Chally Group World Class Sales Force Benchmarking

Role definition in a complex sales force hinges upon the acknowledgement of detailed sub-specialties in the sales job family

SalesSales

LeadershipLeadershipProfessionalProfessional

Occupational Area

Career Paths

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FieldField

DirectDirect

HunterHunter

InsideInside

IndirectIndirect TechnicalTechnical

FarmerFarmer

Team LeadTeam Lead Org. LeadOrg. Lead

VirtualVirtual DedicatedDedicated

LocalLocal NationalNational GlobalGlobal

Sales Occupational

Sub-Areas (Job Families)

When writing sales job descriptions, process steps drive responsibilities, but how are competencies developed?

Job Summary

Key Responsibilities

Education

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Education

Experience

Key Competencies

Develop sales competencies based on the behaviors, traits, and skills demonstrated when high performers accomplish their goals

Competency Customer Solution SellingBuilding and Maintaining Relationships

(Internal and External)

Descriptor Business Acumen

– Understands drivers of various customer business models

Needs Assessment

– Listens to customer issues and offers customers solutions to meet their business goals

Networking

– Utilizes effective interpersonal skills to establish an abundance of new and viable relationships through various means

Relationship Building

– Quickly develops rapport and demonstrates value to prospects and customers

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Value Proposition

– Promotes and differentiates XYZ from a technical and service delivery perspective

Responsiveness

– Exceeds customer expectations by responding promptly and effectively

Relationship Maintenance

– Maintains engagement with customers and appropriately probes for expanded opportunities while continuing to provide value

Internal Relationships

– Builds and maintains relationships with internal functions (e.g. credit, underwriting, administration)

Competency ladders help to grade and prioritize levels of demonstration for pay, promotion and coaching

Component STAGE I STAGE II STAGE III STAGE IV STAGE V

Financial Concepts

Seeks to gain knowledge of basic financial concepts

Possesses financial awareness required to construct and convey financial arguments that favor Company's value proposition

Integrates customers' financial arguments into Company's value proposition and presents solutions to customers at any level

Advises others about how to integrate financial arguments into value propositions

Interacts with C-suite of customer to discuss and create business models and solutions together to meet the customers' goals

Business Trends

Keeps abreast of current trends, developments, and emerging issues affecting the business climate

Understands and uses current business trends and emerging issues to create strategic solutions for customers

Anticipates business trends and emerging issues and uses this knowledge to build strategic recommendations for customers with a long-term business perspective

Shares business trends and emerging issues with colleagues and illustrates how to use these trends and issues to build solutions

Consults with customers on the interaction effects of business trends and is valued by the customer as a trusted advisor to create solutions to emerging issues

Competency–Business Acumen

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solutions

Global Awareness

Begins to understand the global aspects of Company's operations and the challenges when conducting business across different countries and regions

Provides global perspective of businesses and the challenges faced when operating across different countries and regions

Establishes global relationships within Company to create structures and processes to overcome the challenges faced when operating across different countries and regions

Mentors others to build a global perspective of the enterprise and to use international supply chain solutions to solve global issues

Assists clients with global logistics issues using a broad understanding of solutions for the operational challenges of an international supply chain

Structure/Function Linkages

Learns about various business functions and how their relationships support the strategic objectives of a business

Develops client solutions based upon how various business functions support the strategic objectives of a business

Consults with customers on how to create business solutions based on their business model and operating structure

Offers others insight on how to use customers' business models and operating structure to create valued solutions

Shares understanding of clients' business models and structures and offers strategic logistic solutions to C-suite business partners

Company & Competitors' Services–Building Solutions

Begins to gain knowledge of Company product features and competitor offerings

Understands how Company product features and benefits compare to competitor offerings

Reacts to market intelligence and understands competitive pressures and the effect on Company's bottom line

Shapes others' ideas on how the market compares to Company features and offerings

Builds an enterprise understanding of supply chain solutions and can develop a compelling business case for change

The number of ratings levels can vary depending on the ability of management to evaluate accurately and differentiate outcomes

Ratings Definitions

Rarely Demonstrated Building Strong Leading

Employee is lacking proficiency in this behavior. Employee never or rarely demonstrates the

Employee is gaining proficiency in the behavior. Occasionally demonstrates the behavior but does not yet

Employee is consistently demonstrating the behavior when needed. The employee has mastered the behavior

Applies behavior consistently with exceptional effectiveness. Recognized as a role

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demonstrates the behavior and does not appear to be improving on either the frequency or the quality of the behavior.

behavior but does not yet apply it consistently in business situations. Shows continuous improvement in both the frequency and quality of the behavior.

mastered the behavior and applies it in his/her role to achieve objectives. Considered as someone who can get the job done in this key performance area.

Recognized as a role model in demonstrating this behavior. Viewed as a resource by providing training, guidance and support to others in this behavioral area.

A customized competency assessment tool can fit between front-line sales resources and managers with results aggregated

Second-LevelLeader

Second-LevelLeader

Online Psychometric Assessment for Personal Attributes

Manager CompetencyAssessment Tool




Aggregation, Reporting

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Front-LineEmployeesFront-LineEmployees

First-LevelManagersFirst-LevelManagers



First-LevelManagersFirst-LevelManagers



Assessment ToolAssessment Tool Assessment ToolAssessment Tool





Once sales roles are defined, it begins a virtuous cycle of supporting tools and programs that reinforce company strategy and expectations

How do we align our people with the objectives of the business?

Where will we find the talent we need to achieve our strategy?

“Stretch” goals (e.g., innovation) versus operational goals (e.g., cost measures)

Measurable behaviors such as solution-selling and cross-selling

Overall employee value proposition

“Build” future talent versus “Buy” for speed of access

Career path for talent mobility

Align

Employer Brand

Sourcing Strategy

Succession Planning and Talent Review

Performance Management

Employee Engagement

Source

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How do we focus developmental activities to build capability and retain performers?

How should we structure and deliver rewards to build trust and reinforce business goals?

Growth traits (risk taking, innovation, solution-focus)

Efficiency traits (six-sigma, financial discipline)

Linked development combining OTJ, coaching, classroom

Higher leverage for Sales (hitting stretch goals) versus reward for customer sat and retention for Service

Flexible pay versus management of compensation costs

DevelopReward

Talent Review

Developmental Assignments

Leadership Competency Framework

Learning and Coaching

High-Potential Compensation

Short-Term Incentives

Long-Term Incentives

For example, competencies and proficiency levels can be weighted for role levels to support performance management and training

Mastery

Lead

ing

Peo

ple

Tech

nic

al

Excellen

ce

Man

ag

ing

P

roje

cts

an

d

Ven

do

rs

Researc

h/

Bu

sin

ess

Dir

ecti

on

Sett

ing

Men

tori

ng

an

dC

oach

ing

Sta

ff

Cu

sto

mer

an

d

Mark

et

Imp

act

ProficiencyLevels

Role Level

Senior VP

VP

Senior Director

Capability Areas

2014983103.PPT/TOCATL 0102928 02/2010

Practice

Foundation

Senior Director

Director

Associate Director

Assistant Director

Senior Manager

Manager

Senior Analyst

Senior/Associate Specialist

Executive Assistant

Admin Assist

Sales career paths can support the retention of top talent even in down economies and enable mobility across roles

Sales

Professional

5

6

7

SE MgrAlli. Mgr

SE Dir

Architect

GAD

IS Mgr RSM

VP Sales

SDGAD

GAVP

Leadership

NB

D-C

SA

M-C

2114983103.PPT/TOCATL 0102928 02/2010

Field DirectInside Technical Virtual Dedicated

1

2

3

4 DSS

SupportISR

-T

SupportSupportSupport

TSR

IS Sup

Hunter FarmerIndirect

ISR

-C

CA

M-T

CA

M-C

SE

-T

SE

-C

NB

D-T

NB

D

AM

-T

SA

M

As sales roles are determined, a good workforce plan feeds the pipeline

Gap

Analysis

Gap

Analysis

Forecast DemandForecast Demand Budget

Diversity Goals

Global Considerations

Labor MarketLegal

Competition

Economic Factors

Business Strategy

Organization Capabilities

Sales & Service Competencies

Pivotal Roles

Forecast: Skills and Headcount

Forecast SupplyForecast Supply

Current

Talent Pool

Churn

Competency Assessments

Forecast: Skills and Headcount

External

Pipeline

Macro

Projections

Internal

Labor Pool

Analysis

Considerations

Scenario Planning

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Talent Planning and Execution

Talent Planning and Execution

Forecast: Skills and Headcount Forecast: Skills and HeadcountScenario Planning

Talent Sourcing

Talent Pool

Availability

Branding/

Value Prop

Internal

Mobility

Outsourcing

Talent Optimization/Retention

Salary/

Comp

Benefits/

RewardsEngagement

Career

Paths

Learning &

Development

Operating Practices/Policies

Effective

Leadership

Processes/

ProductivityPerformance

Management

Manager

Capabilities

Diversity

Practices

Flexible Work

ModelsRetirement

PoliciesContracting

What type of talent do we need?How do we reward and treat people

to optimize their value delivery?How should we organize

to get work done?

Alternative

Sourcing

Detailed plans help management identify tangible activities that can support development of competencies for each role

Training and development recommendations are associated with specific

2314983103.PPT/TOCATL 0102928 02/2010

associated with specific sales competencies

Sales role characteristics then have an impact on compensation

Attribute Option Compared To TTC Impact Base % of TTC

Job Role Direct Sales Indirect Sales +6% -1.4

Sales Focus Farmer Hunter +1% Not Sig.

Customer Segment Global/Large Small/Consumer +15% -3.5

Territory Type Account-Based Geo-Based +5% Not Sig.

Product Focus Generalist Specialist +3% -1.1

Controlling for industry, these factors still have impact on pay levels and mix

2414983103.PPT/TOCATL 0102928 02/2010

Product Focus Generalist Specialist +3% -1.1

Sales Cycle Long Short +6% -15.4

Sales Cycle Multi-Year Short +2% -13.9

Service Requirements Moderate High +2% -1.9

Service Requirements Low High +8% -2.2

Product/Service Service Product +5% +0.7

Risk to Business Significant Moderate +3% -1.1

Product Complexity High Low +10% -1.8

Results are only shown for attributes and choices with significant responses and statistically significant variation

Sales Specialization for Increased Customer Retention and Decreased Cost of Selling – A Detailed Example

A private equity owned company had been struggling for years to improve business performance and re-issue stock as an exit strategy

The company had been managing around the edges – creating incremental revisions in sales headcount and compensation without

2514983103.PPT/TOCATL 0102928 02/2010

headcount and compensation without seriously considering how the drivers of growth and profit were (or were not) aligned with the deployment of the sales force

The following pages show the concepts used to help the company identify additional sources of profit and breakout growth

Identifying a gap in performance and its link to strategy created focus for this company

Net Profit

Revenue

COGS

Customers

Units

Retained Customers

Acquired Customers

Service Levels

Contact Frequency

Contract Breadth

Gross Profit

$800M

$2,000M

$1,200M

20,000

100

17,000

3,000

2614983103.PPT/TOCATL 0102928 02/2010

Operating Expenses


Price

SG&A

$200M

$1,000

$500M

Which of these numbers is a bigger issue?

Relative to business goals? Relative to

external benchmarks? What is the root cause?

Which of these numbers is a bigger issue?

Relative to business goals? Relative to

external benchmarks? What is the root cause?

Research & Development

Quantifying impact on business performance supported investment by senior management

Net Profit

Revenue

COGS

Customers

Units

Retained Customers

Acquired Customers

Service Levels

Contact Frequency

Contract Breadth

Gross Profit

$840M

$2,100M

$1,260M

21,000

100

18,000

3,000

2714983103.PPT/TOCATL 0102928 02/2010

Operating Expenses


Price

SG&A

$220M

$1,000

$520M

Raising the customer retention number from market median to

market 75th percentile would add 10% to net profit, if no more than $20 million in incremental

SG&A were spent per year.

Raising the customer retention number from market median to

market 75th percentile would add 10% to net profit, if no more than $20 million in incremental

SG&A were spent per year.Research & Development

Examining the sales and service process helped focus on people issues & worksteps

Generate Lead

Generate Lead

Qualify LeadQualify Lead Design & Propose

Design & Propose

Negotiate & Close

Negotiate & Close

Fulfill & Deliver

Fulfill & Deliver

Service & RetainService & Retain

4Hours

4Hours

6Hours

6Hours

30Hours

30Hours

25Hours

25Hours

90Hours

90Hours

20Hours

20Hours

1000Leads1000Leads

700Leads700

Leads400

Proposals400

Proposals200

Wins200

Wins200

Deliveries200

Deliveries170

Retained170

Retained

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Issue #2: Effect of ChurnIssue #1: Focus on Acquisition

4000 Man-hours

4000 Man-hours

4200 Man-hours

4200 Man-hours

12000 Man-hours

12000 Man-hours

5000 Man-hours

5000 Man-hours

18000 Man-hours

18000 Man-hours

3400 Man-hours

3400 Man-hours

LeadsLeads LeadsLeads ProposalsProposals WinsWins DeliveriesDeliveries RetainedRetained

Using a generalist sales role and talent strategy was costing this organization focus and yield

Generate Lead

Generate Lead


Design & Propose

Negotiate & Close

Negotiate & Close

Fulfill & Deliver

Fulfill & Deliver


4Hours

4Hours

6Hours

6Hours

30Hours

30Hours

25Hours

25Hours

90Hours

90Hours

20Hours

20Hours

1000Leads1000Leads

700Leads700

Leads400

Proposals400

Proposals200

Wins200

Wins200

Deliveries200

Deliveries170

Retained170

Retained

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4000 Man-hours

4000 Man-hours

4200 Man-hours

4200 Man-hours

12000 Man-hours

12000 Man-hours

5000 Man-hours

5000 Man-hours

18000 Man-hours

18000 Man-hours

3400 Man-hours

3400 Man-hours


Sr. Account Manager 150,000


Total compensation cost of this model = (1.3*150K) * 46.6 FTEs = 9.1 M

Creating focus in responsibilities allowed tailored performance metrics and employee value proposition

Generate Lead

Generate Lead


Design & Propose

Negotiate & Close

Negotiate & Close

Fulfill & Deliver

Fulfill & Deliver


4Hours

4Hours

6Hours

6Hours

30Hours

30Hours

25Hours

25Hours

100Hours100

Hours30

Hours30

Hours

1000Leads1000Leads

700Leads700

Leads400

Proposals400

Proposals200

Wins200

Wins200

Deliveries200

Deliveries180

Retained180

Retained

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4000 Man-hours

4000 Man-hours

4200 Man-hours

4200 Man-hours

12000 Man-hours

12000 Man-hours

5000 Man-hours

5000 Man-hours

20000 Man-hours

20000 Man-hours

5400 Man-hours

5400 Man-hours


Jr. Bus. Dev. Mgr. 90,000

Jr. Bus. Dev. Mgr. 90,000



Jr. Service Rep. 90,000

Jr. Service Rep. 90,000

Total compensation cost of this model = (1.3*137K) * 50.6 FTEs = 6.9 M

Hewitt Associates - A Global HR Consulting and Outsourcing Company

Since 1940, we have helped our clients and their people succeed together by anticipating and solving their most complex rewards, talent, and financial

challenges.

Whether your organization is a complex global organization, a growing midsized business, or somewhere in between, we can help ensure that the investments you make in people succeed.

3114983103.PPT/TOCATL 0102928 02/2010

investments you make in people succeed.

Rewards Talent Financial

We help control the risk associated with rewards programs and their potential impact on business performance and financial results.

We help manage the potential of critical talent, executives, and next-generation leaders while minimizing the retention and compliance risk of a global workforce.

We help balance the potential and risks of benefit program investments and increase the speed and return on their most complex M&A transactions.

Hewitt has built strong points of view on sales compensation with research, publishing, and client work

Hewitt is committed to performing cutting-edge

research on performance and pay in the sales

function globally

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Hewitt Principals have developed

new frameworks and intellectual

capital for publishers such as

WorldatWork

Professional Biography – Scott Sands

Scott Sands is a Principal and Sales Force Effectiveness Practice Leader located in Atlanta, Georgia. He works with senior executives in large, global companies to identify opportunities for revenue growth, select the proper sales channels, refine selling processes and messages for specific market segments, staff organizations with the right type and number of sales professionals, set fair but challenging goals, and design motivational incentives. He has 18 years of experience in industry and with leading professional service firms, including Briggs & Sands Consulting, Sibson Consulting, The Alexander Group, and Watson Wyatt.

His recent client work includes: Fortune 1000 telecommunications, technology, pharmaceutical, insurance, banking, energy, and heavy manufacturing companies including: Adobe, Assurant, AT&T, Avaya, British Petroleum, British Telecom, Broadcom, Cisco, Cox Communications, CSC, Dell, Electrolux, EMC, General Electric, Intelsat, Johnson & Johnson, Merial, MetLife, National Semiconductor, Nortel, Northrop Grumman,

e-mail: [email protected]

phone: 404.276.7876

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Electric, Intelsat, Johnson & Johnson, Merial, MetLife, National Semiconductor, Nortel, Northrop Grumman, Qwest, Roche, SonyEricsson, Sprint, Symantec, Travelers, Unisource, Verizon, VeriSign, and WellCare.

Scott is a frequent author and speaker at national conferences. His work has appeared in Workspan, Selling Power, SAMA's Velocity, and Sales & Marketing Executive Review. In 2006, he co-authored the WorldatWork's bestselling book Sales Compensation Essentials. Scott holds a bachelor's degree in Electrical Engineering and Mathematics from Vanderbilt University and a MBA with a focus in Marketing and Organization Effectiveness from The University of Texas.

Scott oversees all dedicated Sales Force Effectiveness consulting resources in North America. He coordinates with global Hewitt Talent and Organization Consulting (TOC) resources to ensure that this fast-growing segment delivers proven approaches, cutting-edge insight, and client business impact.

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