The Inside Story on How to Build a World-Class Sales Organization

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1 The Inside Story on How to Build a World-Class Sales Organization

2 Presenters Patrick Sweeney President Caliper Frank Costanzo SVP, Sales Caliper Gerhard Gschwandtner Founder, CEO Selling Power Tom Gartland President, North America Avis Budget Group

3 Discussion Points The most important elements of managing a sales force. How to position your salespeople as valued partners to clients. Why sales coaching is more important than ever before.

4

5

6 Degree of satisfaction gained Degree of satisfaction gained from persuading from others; persuading others; motivation to win others commitment motivation to win others commitment

7 Potential to perceive others feelings Potential to perceive others feelings and adapt and as needed adapt as needed

8 Capacity to handle rejection Capacity to handle rejection and criticism and criticism

9 Understanding the Individual Hire with an eye toward who someone is, versus what they ve done in the past. Employees may be in roles currently that do not fully maximize their strengths. You can find sales talent internally possibly in other roles. Audits of your talent can help uncover potential salespeople.

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11

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13 Creating a World-Class Buying Experience Creating a winning sales organization means creating a winning buying experience for your customers. Doing so means understanding today s prepared buyer. High levels of customer service, convenience, and a true understanding of the client are a must.

14 Open Doors Build Relationships Close Sale

15 What does your customer want? Knowledge about product line Knowledge of customer s industry Knowledge of customer s internal processes

16

17 Sales 2.0 Technology is more prevalent: mobile, social media, big data. Today, salespeople have to align: People Process Technology

18 A Critical Formula 30% 10% 60% People; Change Management Process Technology

19 75 85% of a customer s buying decision is already made by the time they encounter a salesperson.

20 Today s Buying Journey Not fixed. Online shopping and research. Social media; referrals from friends. Influence comes from a variety of sources.

21 The Role of Today s Salesperson Diagnose the right problem; help with solution. Provider of insight. Trusted advisor. Creates value.

22

23 Improving Your Sales Organization It s all about your talent: Do you hire the right salespeople? Do you train them appropriately? Do you set them up for success? Do you offer ongoing coaching? Sales leaders must be people developers.

24 Passive Culture Aggressive Integrated

25 Bring Value Build Relationships Close the Sale Salesperson 2.0

26 Emotional Intelligence The ability to identify, assess, and control the emotions of oneself, of others, and of groups. Gives salespeople the ability to diagnose the right problem and understand customer s pain. Enables salespeople to put the proper solution in the context of the customer s needs.

27 Sales Managers as Coaches Sales Managers must function as coaches to help inspire and motivate their teams. Coaching can uncover internal roadblocks. Coaching also can prevent more serious roadblocks from getting in the way. Coaching provides insights as well as helps salespeople feel valued. Sales leaders can help their teams find their a-ha moments.

28 Is your sales team setting high enough standards? What self-imposed limitations exist?

29 Sales managers have to engage in Olympic levels of listening.

30 Sales

31 Sales Sales Management

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33 Self-awareness

34

35 Employee Development An effective leader collaborates with, develops, and understands his or her team. Sales leaders should also provide their teams with opportunities for growth. Investing in the team now brings a higher return down the road.

36 Strategic Decision Making Knowledge Collaboration Decisiveness

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38 Team Development Team Development resources include: Three Sixty Assessments Talent Audit

39

40 Be open to diverse ideas. Work alongside your team. Invest in your team. Support your employees.

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42 How is your sales team showing up? How are they perceived by your customers? How will they execute on the sale?

43 Vendor vs. Strategic Partner

44 True Client Connection Ability to Add Value Credibility Product Knowledge

45

46 The Sales Chameleon Understands various people s perspectives. Can adapt selling style based on the situation. Intuitive and connected to the client. Can have a dialogue that pinpoints each customer s priorities.

47 The RFP An RFP situation might call for the salesperson to be dynamic in presenting to various levels of customers at the same time. Relationship-building should begin at the start of an RFP. The purpose of an RFP is to get the best price and reduce risk. Role of the salesperson: Develop relationships Possess business acumen Create a world-class buying experience

48 Coaching Your Sales Team Your salespeople bring varying experiences and expertise to the team. Mentoring and listening can give the sales manager a perspective on how to coach effectively. Coaching gives salespeople the tools they need to sell more productively.

49

50 The Challenger Sale Taking control of the sales situation. Getting the customer to think differently. Challenge the customer to see things from a different perspective.

51 Predicting Sales Behavior Personality assessments can help predict workplace behaviors. Assessments can also help sales managers: Coach their sales teams. Create customized training programs. Analyze the salesperson-team and salespersonmanager dynamic.

52

53

54 Matching the Right Salespeople Understanding your customers as well as having insight into your sales team s talents will help you match them accordingly. A dedicated sales team can help augment a sales process.

55 There should only be one degree of separation between the sales leader and the client.

56 Hiring Top Salespeople Top salespeople may come from different industries. Evaluate past sales successes. Understand their personality and their internal motivators by using assessment tools.

57

58 You don t have to be incredible, but you do have to be credible.

59 Key Takeaways 1. Coach your sales team. 2. Collaborate. 3. Listen. 4. Know your team s strengths. 5. Give your team opportunities for growth. 6. Create a world-class buying experience.

60 Thank you for joining us!

61 For information on developing your sales team, visit or

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