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Confidential | ©2015-‐2107 GrowthPlay |1

Who is GrowthPlay

Is a sales effectiveness firm that partners with its clients to drive revenue growth. Our mission is to elevate the act of selling from a transaction to a value-‐added service.

We were formed from five companies—each of them rock stars in their own right. We’re bringing these talents together to deliver our customers a breadth of sales effectiveness offerings tailored to their unique needs and their industry.

We help organizations drive consistent execution of their business strategy at the point of sale through a suite of integrated consulting, training and technology solutions, which elevate sales performance and drive profitable growth.


Areas We See Challenges

The Buyer The Company

Customer Engagement

Sales Message

Articulating Value& Differentiation

SalesProcess

Qualify, Advancing, andClosing Opportunities

Management Operating Rhythm

Sales Plan

Maximizing Revenue inTerritories & Accounts

SalesTalent

Selecting, On-‐Boarding, andRetaining Top Performers

Field Sales &Support Teams

Inside Sales &Support Teams

SalesManagement

Sales Strategy & Org

Sales Strategy AlignmentConsulting

Aligning Sales Strategyto Business Strategy

Sales OrganizationConsulting

Designing Sales Structure and Sales Roles


What We Are Hoping Will Happen


What Typically Happens


Trends in Sales Organizations Highlight a Problem

In 2014, only 58% of all sellers actually made quota*58%

Sales organizations hire the wrong person for a managerial role 82% of the time**82%

Sales organization turnover in 2014 was 22% with sales organization replacement every four years*22%

81% Sales organizations achieve only 81% of planned revenue*

Effective sales management has been hijacked and is now often more focused on CRM adherence and revenue forecasting

*2015 CSOi Sales Performance Optimization Study** Harter and Beck, HBR 2014


Hiring and Promoting Incorrectly is Very Expensive

Typically, 20% of the sales organization produces 80% of results (or some version of this paradigm

20%

True “A” players generate up to 10 times the outcome as average performers10

“A” Management teams typically produce 10X+ the results of a “B” team20

Sales professional turnover can cost more than $1,000,000 (for each person)1M

Management turnover costs are exponentially higher (~$15mm+)15M

“Poor Leaders” will cost your system 10% of total people expense10%

Source: Weinfurter. Second Stage Entrepreneurship. Palgrave 2013


Performance=∫ 𝑬𝒏𝒗𝒊𝒓𝒐𝒏𝒎𝒆𝒏𝒕, 𝑻𝒂𝒍𝒆𝒏𝒕=∫ 𝑬𝒏𝒗𝒊𝒓𝒐𝒏𝒎𝒆𝒏𝒕, 𝑻𝒂𝒍𝒆𝒏𝒕


Knowledge

Skill

Components of Talent

Values/Mindset

Personality & Intelligence

PerformanceEasier to Change

Harder to Change

Easier to See

Harder to See


What the heck do I do?


Begin With the End in Mind

Determine the right sales structure and roles to execute

the business strategy

Identify what attributes contribute to success in each sales role

Create processes and tools to findand hire the right people (Talent)

Determine if the right people are in the right roles

Develop and enable individuals and teams (Tools & Training)


Align Strategy, Structure & Roles for Maximum Sales Effectiveness

STRATEGYHow well have you identified, prioritized and communicated the Corporate Business Strategy and Growth Objectives for the business? Is the executive team in alignment?

SALES STRUCTUREIs the existing Sales Organization structured in a manner that will support the business in driving

the Business Strategy and helping the company meet and exceed the Growth Objectives?

ROLESWhich selling and sales support roles are necessary in order to engage with customers effectively and drive revenue?

COMPETENCIESWhat are the required competencies an individual needs to possess in

order to function in this role effectively?


Hiring a Sales Team – Many View the World Like This …

TheHunter

Motivation: New Clients | New Opportunities | New Challenges

Sales Approach: Shortest Path to a Win | Once a deal is complete they immediately move on to the next opportunity

Sales Style: High Energy| Highly Competitive | Strong Willed | Generate High Levels of Excitement and Activity

Company Maturity: Thrive in the early stage where the product or company is not well known. Can also be highly successful in a mature organization provided the proper oversight.

TheFarmer

Motivation: Nurturing Long-‐term Relationships | Finding the Comprehensive Solution

Sales Approach: Consultative | Customer Focused | Develop and then Leverage Trust | Like to get to know all of the Players Personally

Sales Style: Strong Interpersonal Skills | Team Player| Great Follow Up Skills

Sales Impact: Long-‐term Loyalty | Repeat BusinessSales Impact: Immediate

Company Maturity: Ideally suited to a more mature organization where longer sales cycles are required and customer intimacy is key. They will not be a catalyst for short-‐term salesgrowth.

The reality is that getting this right is FAR more nuanced than this simple view.

VS


Your Roles in the Right Family

SELL

Direct to Consumers

Through a Channel

To Other Businesses

By PhoneIn Person

New Logos

Existing Logos Mix

Consumer Sales

IndirectSales

New Business Development

HybridNBD/AM

More, Smaller

Fewer, Larger

Account Management

Strategic Account Management

Inside SalesInbound

Inside SalesOutbound

Inside SalesHybrid SUPERVISE

Supervise Individual Contributors

Supervise Other Supervisors

First Level Supervisor

Second Level Supervisor

SUPPORT

Direct to Consumers

Through a Channel

Field Sales Engineers

Customer Service Representative

24


ThoughtfulResourceful

CuriousAgile

Sense of HumorEmotionally IntelligentExtrovertedAffiliativeDetail OrientedEmpathic

Natural LeaderProblem Solver

CompetitiveAchievement Drive

PersuasiveTrustworthy


36%Predict sales performance

9%Can’t be measured

55%Don’t impact sales performance

Opinion Can Be Misleading


Develop and Enable your Sales Team

Recommendation to Improve Capacity:

Talent

Training

Tools


Predictable Performance


Five Steps to Predictable Performance

Build a best-‐in-‐class sales force by aligning team capabilities with strategy and structure1

Determine which selling and sales support roles are necessary in order to engage with customers effectively and drive revenue2

Gain insight into the attributes that contribute to selling success for each sales and sales support role3

Implement performance measures that predict sales performance 4

Utilize evidence-‐based data to inform selection, development, training and succession5


Questions?

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