Cracking the Sales Management Code Introduction for SCA Hygiene AB Jason Jordan Partner and Author www.VantagePointPerformance.com

Agenda 6 Problematic Trends Enter Vantage Point The Research

6 Problematic Trends

Data Overload Revenue Number of Sales Calls Market Share Pipeline Size Volume Sales Rep Turnover Ramp-Up Time Upselling Training Type Account Plan Completion Training Hours Product Sales Customer Segment Prospecting Cross-Selling Number of Accounts Time Allocation Quota Share-of-Wallet Close Rate Process Usage Sales Cycle Length Coaching Hours Territory Coverage Call Outcomes Customer Retention Deal Size

Yet Ineffective Decision Making My reps’ top priorities? My top priorities? Harder or Smarter? Bigger or smaller? Faster or slower?

Poor Pipeline Management and Forecasting Poor Process Design Misleading Metrics Stage 1 Stage 2 Stage 3 Stage 4 Stage X Late-Stage Focus Lack of Training

Please do your call plans No Common Language Please do your call plans I did my call plans No, the other call plans

Too Little Coaching <3 7% 56% -49% 3-5 55% 32% +23% >5 38% 12% Hours per Month Sales Manager Sales Rep Gap <3 7% 56% -49% 3-5 55% 32% +23% >5 38% 12% +26%

You Call that Coaching? COACHING INSPECTION Develop in nature Asks what to do differently in the future Focuses on building skills and execution Very time-intensive, but high-value for rep and coach INSPECTION Tactical in nature Explores what has already occurred Assesses sales rep compliance Required by manager, but low-value for rep

Ultimately… Reactive Management Boss Salespeople Life Marketing Customers Finance

Ineffective Decision-Making Loose Pipeline Management Whatta Ya Think? Data Overload Ineffective Decision-Making Loose Pipeline Management Lack of Common Language Inspection over Coaching Reactive Management Style

Enter Vantage Point

Vantage Point – 4 Things to Know Focus On Sales Management Thought Leadership through Research McGraw-Hill 2012

Vantage Point – 4 Things to Know Richardson SPIN TAS Methodology Neutral PAUSE GROW CEB Miller Heiman “I can remember when it felt like I was constantly on fire. Now I have a better grasp on which activities will lead us to the results we need." We Simplify

Early Adopters…

The Research

The Pestering Question How Do I Know If My Sales Force Is Good?

A Little Investigation

The Frustrating Search for a “Best Practice” Slide 19

Starting from Scratch... 306 Pieces of Chaos Revenue Market Share Quota Achievement Pipeline Size Customer Satisfaction Call Outcomes Segment of Customer New/Existing Customers Ramp-Up Time Deal Size Share-of-Wallet Territory Coverage Skill Level Customer Retention Up/Cross-Selling New/Existing Product Tool Usage Call Volume Process Usage Coaching Prospect Type IT Investment Time Allocation Account Plan Completion Number of Accounts Call Type Training Investment Training Type

Can We Manage this Metric? Guiding Question... Revenue Market Share Quota Achievement Volume Pipeline Size Customer Satisfaction Can We Manage this Metric? Call Outcomes Segment of Customer New/Existing Customers Ramp-Up Time Deal Size Share-of-Wallet Territory Coverage Skill Level Customer Retention Up/Cross-Selling New/Existing Product Tool Usage Call Volume Process Usage Coaching Prospect Type IT Investment Time Allocation Account Plan Completion Number of Accounts Call Type Training Investment Training Type

Some... Yes Revenue Market Share Quota Achievement Pipeline Size Customer Satisfaction Call Outcomes Segment of Customer New/Existing Customers Ramp-Up Time Deal Size Share-of-Wallet Territory Coverage Skill Level Customer Retention Up/Cross-Selling New/Existing Product Tool Usage Call Volume Process Usage Coaching Prospect Type IT Investment Time Allocation Account Plan Completion Number of Accounts Call Type Training Investment Training Type

Some... No Revenue Market Share Quota Achievement Pipeline Size Customer Satisfaction Call Outcomes Segment of Customer New/Existing Customers Ramp-Up Time Deal Size Share-of-Wallet Territory Coverage Skill Level Customer Retention Up/Cross-Selling New/Existing Product Tool Usage Call Volume Process Usage Coaching Prospect Type IT Investment Time Allocation Account Plan Completion Number of Accounts Call Type Training Investment Training Type

Some... Maybe? Revenue Market Share Quota Achievement Pipeline Size Customer Satisfaction Call Outcomes Segment of Customer New/Existing Customers Ramp-Up Time Deal Size Share-of-Wallet Territory Coverage Skill Level Customer Retention Up/Cross-Selling New/Existing Product Tool Usage Call Volume Process Usage Coaching Prospect Type IT Investment Time Allocation Account Plan Completion Number of Accounts Call Type Training Investment Training Type

Three Types of Metrics The outcomes of multiple objectives and cannot be “managed” Objectives that can be influenced, but require some type of ‘consent’ Salesperson and manager activities that we can proactively direct and manage

Aha Moment: We Can Only Manage Activities! Organizational outcomes that can not be ‘managed’ whatsoever Objectives that require ‘consent’ but can be influenced Salesperson and manager activities that can be proactively managed

Another Aha : Cause-and-Effect

Examples of Cause-and-Effect Business Results Revenue Volume Quota Achievement Market Share Customer Satisfaction Sales Objectives Territory Coverage Share-of-Wallet New/Existing Customers Customer Retention New/Existing Product Sales Activities Coaching Call Volume Account Plan Completion Call Type Training

Examples of Cause-and-Effect Business Results Revenue Volume Quota Achievement Market Share Customer Satisfaction Sales Objectives Territory Coverage Share-of-Wallet New Customer Acquisition Customer Retention New/Existing Product Sales Activities Coaching Call Volume Account Plan Completion Call Type Training

Aha #3: You Can Reverse-Engineer Success Identify the Results you want to achieve Select and quantify the BEST Objectives that will lead to those Results Link the Objectives to relevant Activities, and manage them relentlessly

Reverse-Engineering Success Business Results Revenue Volume Quota Achievement 5% Market Share Customer Satisfaction Sales Objectives 15% Territory Coverage Share-of-Wallet New Customer Acquisition Customer Retention New/Existing Product Sales Activities Review Qtrly Coaching Call Volume Account Plan Completion Call Type Training

Then Focus on Execution of the Activity Business Results Revenue Volume Quota Achievement Market Share Customer Satisfaction Sales Objectives Territory Coverage Share-of-Wallet New Customer Acquisition Customer Retention New/Existing Product Sales Activities Review Qtrly Coaching Call Volume Account Plan Completion Call Type Training

Why Is This Important? Sales Activities Review Qtrly Coaching Call Volume Account Plan Completion Call Type Training

Better Management = Better Decision-Making ? ? ? ? ?

Suddenly, It Makes Sense

Sales Management Is Chaotic and Hard Sales Managers Needs Focus Summary Sales Management Is Chaotic and Hard Sales Managers Needs Focus Identify and Manage the Important Stuff… The Right Sales Activity Better Execution = Big Improvement

Questions?