Текст книги "Make Winning a Habit [с таблицами]"

Автор книги: Rick Page

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Introduction

Arecent study by a major consulting firm showed that a large percentage of CEOs think that their sales forces are underperforming. I think that they are right. Product superiority wins less than half the time. The difference is a sales force that can consistently leverage your advantages through the right people and the right issues in the right accounts.

This book gives you a way to assess yourself and your organization to see how you compare with your true potential and how you compare with the best practices of the rest of the sales world. What you get out of this book depends on what your particular pain is and how much change you want in your sales organization.

Doing the same things year after year and expecting different results has been used as one definition of insanity. And a system cannot change itself from within. It needs input and feedback from outside to adapt to change. Sales techniques and technologies obviously will continue to evolve as they have for the last 30 years. The firms we mention are the ones we are aware of, and I am sure we have missed some worthy others. And some of the companies that we mention in this book could well be out of business by the time it reaches print. But the practices that they enable will be continued by other firms or inside sales organizations because they provide improvement and advantage.

However, a common pain of many sales executives is adoption—how to make any training or technology stick. Awareness alone of best practices will not yield competitive advantage—only consistent discipline and execution will. This book will share with you the ways that other firms have made competitive advantage happen.

SECTION I: BIGGEST PROBLEMS, BEST PRACTICES

CHAPTER 1. MANAGERS, TELL ME WHERE IT HURTS

How does a sales organization measure its true potential anyway? Making quota is an arbitrary measure; it just keeps your job in most places. But how much of the pie could you have gotten if you had performed to your full potential? What if each rep had made goal? What if all the reps had won every deal they pursued? Why don’t they? What if discounts had been one percent less? What if new people got up to speed faster? What if they knew when to qualify out of bad deals? What if new products had been launched better? What if you had retained all your best reps? What is the gap between what you did do and what you could do?

And if there is a gap between what you know to do and how your organization is actually performing, then what is causing this weakness in execution, and how can you get better?

My first book, Hope Is Not A Strategy, generated more than 150 speeches and gave me the opportunity to evaluate hundreds of sales organizations worldwide. In meeting with these sales executives, three recurring themes surfaced:

(1) common knowledge is not always common practice,

(2) some sales executives are satisfied with merely catching up to the state of the art 15 years ago because it’s what they are comfortable with, and

(3) very few sales organizations are closed-loop continuously improving systems—instead, they improve in fits and starts.

There often seems to be a gap between what companies know to do and how they consistently perform. Although there are processes in place, many have fallen into disuse. Moreover, what sales managers really want to know is, how do we compare? What are the differences between what we’re doing and the best practices of great sales organizations? How do we make anything stick? Finally, what innovations do we need to get ahead? And then how do we stay ahead?

This was all so natural when I was a sales rep. But now, I’m a manager and the challenges are all different. How do I get it out of my head and into their heads?

I just accepted a job managing a 100 person sales force that has consistently missed their forecast and quota quarter after quarter.

Though some of our people have good individual selling skills, they lack strategy. I’m not always sure they are in the right accounts or selling to the right people. There is no consistent process.

There’s a CRM (client relationship management) tool in place, but no consistency of usage. Most salespeople use one tool for overall strategy, another for pain and linkage, and still another for account analysis – all from different vendors. Some don’t use anything.

None of them are integrated and most of the time, forecasting is done on spreadsheets.

As a whole, our salespeople are short-term, opportunistic, revenue-focused, beginning every quarter thinking about the quarter at hand, rarely planning ahead. Most deals are ignored by the managers until they’re in their last 90 days, sometimes less. Consequently, we lose and don’t really know why.

We are a public company, so the ability to realistically forecast revenue is important. More than once, sloppy forecasting has forced managers to throw hugely discounted deals at customers before they’re ready to buy. Last quarter, our CEO was embarrassed by a bad quarter caused by deal slippage and the stock dropped 20 percent. We can’t let that happen again.

Some people do the right thing sometimes, but there is no consistency or discipline. There’s no process or best practices in place for our most talented people to repeat their performance on a regular basis.

How do we make winning a habit around here?

How Good Do We Need to Be? How Good Is Good?

Sales managers are unique among managers because they are almost always evaluated by four levels of performance:

1. Are you executing well enough what you already know how to do?

2. Are you at least executing the best practices of others in your industry?

3. What “next practices” and innovations can you do right now to get ahead of your competitors?

4. What feedback and continuous improvement processes will make these initiatives self-correcting organizational habits that drive perpetual advantage?

So what are the universal tools that executives apply to sales managers? That’s easy – more pressure, flog the forecast, cheerlead, and maybe a little more money.

This is what most do, but not what the best do. They do it differently. To discover how they do it, you will need to take a little journey with me through this book. We will look at your practices, the practices many of our clients have used successfully, and the practices that are executed well by the very best in the business. And as we do it, we will explore a transformational map that can institutionalize those practices that you most need right now.

So let’s get started. To begin, see if you can find yourself anywhere in the dozen most common problem areas that sales managers face.

The Deadly Dozen: The 12 Biggest Pains Sales Managers Feel Today

When we talk to sales executives and managers at organizations and ask where they are weak, their responses generally fall into 12 categories.

1. Unclear Sales Process, No Common Language

“It takes forever to discuss an account around here. It takes almost an hour just to tell the ‘story’ and then I’m not sure if we’ve covered everything or have a clear strategy. We don’t know what we don’t know. There’s got to be a more efficient and effective way to strategize deals on a global basis.”

2. Missed Forecasts—Happy Ears, Surprises

“We understand that a positive mental attitude is good, but it can interfere with sound judgment. Some of our salespeople and managers are habitually overoptimistic about their chances of winning. How do we make sure that deals are being coached and evaluated by our more experienced managers?”

3. Qualification, Chasing Bad Deals

“We agree that there’s a fine line between qualifying out and quitting. Everyone in sales knows that you don’t get into a deal you don’t think you can win. But who decides what is winnable? We don’t have agreed-upon criteria that constitute an unworthy deal.”

4. Selling Too Low—We Can’t Sell to Executives

“We have heeded the words of marketing and moved our offerings from ‘products’ to ‘solutions,’ requiring our salespeople to sell higher in the organization. The solutions have moved up to the strategic level, but many of our salespeople are still selling products and transactions too low in the organization.”

5. Lack of Effective Messages, No Differentiation

“Our salespeople and marketing department don’t talk. In fact, most of the time, they don’t even like each other. Sales reps receive tons of brochures, but have to sift through it all to find the right message. And the broader the product line, the longer it takes new salespeople and product launches to get up to speed.”

6. Competition—Lost Sales Opportunities

“We’re getting outsold and surprised in too many deals. By the time we get to the presentation, we’re in reaction mode. It seems like the competition is getting in control earlier.”

7. Commoditized Pricing—We Need to Move Up the Value Chain

“Too many of our salespeople are transactional. They don’t look at the bigger picture. Their attitude is to just get the deal off the table instead of growing it into a larger solution sale.

We’re not building value in our solution early in the buying cycle, and as a result, procurement is treating us like a commodity in the end. Plus, for years, we have trained our clients how to buy from us at the end of a quarter.”

8. Selling to the Wrong People—Politics and Relationships

“My people have taken courses on pain discovery and linking solutions, but they spend too much time doing this with people who don’t really have much influence when it comes to selecting a vendor. They’re not finding out who the real decision makers are. We’ve even been blindsided by people we didn’t know were involved in the decision.”

9. Silo Selling, Poor Team Selling

“Too often, we have multiple reps from different divisions calling on the same client. Our customers want one point of contact, but our salespeople at the local level can’t see the big picture. Our divisions don’t even talk among themselves, and that leads to conflicting strategies and embarrassment.”

10. Account Selection/Segmentation Investment

“We don’t know how to decide in which accounts to invest. It doesn’t make sense to cover them all equally. Which ones can we dominate? Who can we grow and who do we just maintain? Which ones can we partner with? Which ones are a waste of our time? How do we decide?”

11. Poor Deal Coaching

“My salespeople are not getting the strategy help they need from my front-line sales managers. Either they don’t have time or don’t know how to coach deals. This affects our win rate and forecast accuracy.

We promoted our best salespeople to be managers, but the skills are different, and they get no real training.”

12. Poor Discipline, No Consistency

“We’ve tried several initiatives in sales training and CRM with moderate success, but we’ve had a hard time making anything really stick.”

SiriusDecisions, a sales effectiveness research and consulting firm, says:

It is all too common to see senior executives look at a longer sales cycle as something that can be controlled solely by changing internal behavior; for example, teaching their salespeople to sell more aggressively.

But in a world where buyers have more power than ever before, a sales cycle doesn’t elongate because a sales team forgets how to sell; it elongates because buyers have changed the way they buy, and sales and marketing together as a tandem don’t adapt.

In its “2005 Sales Benchmarking Study,” Sirius Decisions defines the top five sales challenges as:

1. Need to be more effective selling to senior-level buyers

2. Need to do a much better job at generating both leads and new business

3. Need to do a better job forecasting effectively

4. Need to improve industry knowledge

5. Need to adopt a more formal “way of selling” (sales methodology)

John DeVincentis and Neil Rackham sounded the early warning years ago in McKinsey Quarterly: “Almost everywhere, transactional sales forces have unsustainably high cost structures; consultative sales forces don’t sell deeply enough to win business; and would-be enterprise players lack the cross-functional capacity to create enough value to cover the huge costs of this approach. Most sales forces are in no-man’s-land.”[1]1
  John R. DeVincentis and Neil Rackham, “Breath of a Salesman,” McKinsey Quarterly #4, page 42, 1998.


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While some progress has been made, many sales forces still face the same challenges today.

So What Are the Answers?

Now that we have defined the problems, what are sales managers doing to solve them and achieve consistent sales performance? While we obviously haven’t talked to every sales force, we have talked to hundreds, as well as leading consultants who have surveyed hundreds more, to identify many of the best practices in sales effectiveness.

It is helpful to think how sales executives have approached the problem in the past compared with how we must address the problem in the future.

The Evolution of Sales Processes: The Last Four Decades – From Fighting Alligators to Draining the Swamp

From the industrial revolution, when professional selling was born, to the 1970s, sales training was based on price, product, and personality. The first major change came with the birth of consultative selling for discovering needs and creating preference and action with individuals.

1970s: First Generation—Training Courses

In the 1970s, sales training and methodology consisted of a large number of small vendors in a fragmented market. The sales training at that time consisted of point solutions, mainly aimed at skills—Xerox professional selling skills, presentation skills, time management, and discovery and linkage skills from individual companies.

Prior to 1970, in addition to product training, sales training consisted largely of motivational speeches and awareness in one– to two-hour bursts, which had a wide range of effectiveness but usually a short shelf life.

1980s: Second Generation—Curriculum Coordination

In the 1980s, since the market was highly fragmented, sales managers and training executives realized that they needed more than one training course—they needed an entire curriculum of training courses. This was so especially after companies moved from selling products to selling solutions. The birth of consultative selling, linking solutions to business issues, was the standard of this decade.

During that time, vendors often would be asked to meet with their competitors to build a coordinated curriculum for their clients, sometimes internally branded under the client’s label.

1990s: Third Generation—Integration

As buyers moved to companywide solutions, selling to multiple buyers on a committee required competitive and political opportunity strategy management in addition to basic skills courses of how to win individual preference.

Also in the 1990s, sales training moved to an era of tailoring and integration. Buyers wanted materials and processes customized to them and integrated into their CRM systems, training programs, and compensation plans.

Sales managers realized that if they didn’t manage the interferences from the rest of the infrastructure, they would be training salespeople to do one thing while paying them to do another—with obvious dismal results.

Inconsistent attention was still being paid to adoption and change management issues, resulting in spotty execution.

2000: The Future: Fourth Generation – Perpetual Advantage

Improved metrics and visibility into the pipeline—along with integration with sales infrastructure, better deal and performance coaching by front-line managers, and a feedback system that refreshes competitive messaging every 48 hours or less – can result in a closed-loop sales and marketing system.

Only with such a closed-loop system—one that integrates sales, service, marketing, design, and perpetual innovation – can you achieve perpetual competitive advantage.

Only then can we lengthen the average 24-month employment span of sales executives.

Some of these are new ideas; some are not. Some of these pains have been around for a long time. So then why are they still pains? You already may be aware of these best practices, but the real challenge is, “How well is your organization actually doing them?”

CHAPTER 2: Pathway to Perpetual Advantage

In preparing for battle I have always found that plans are useless, but planning is indispensable.

Dwight D. Eisenhower,

U.S. General and President (1890–1969)

A good plan, violently executed now, is better than a perfect plan next week.

George S. Patton, U.S. General (1885–1945)

If there are gaps in your sales performance in comparison with your potential, how much change do you need? Do you need better execution, continuous improvement, or a major transformation? The answer, to some degree, depends on whether you are new to the organization, how it has performed in the past, your own expectations, and those of your management.

In talking to several executives who have successfully achieved quantum leaps in sales effectiveness, we have found that they have used similar approaches to define, prioritize, and execute the changes needed in their sales organizations.

After the sale of American Management Systems (AMS), a Fairfax, Virginia-based consulting firm, to CGI, Donna Morea was named president of the newly formed U.S. subsidiary, one of our principal Peter Bourke’s accounts.

Prior to the merger, AMS and CGI had very different sales organizations. AMS was highly centralized and organized by industry—CGI was highly decentralized and organized by geography.

Donna’s approach to changing the new organization to a more sales-driven culture concentrated on three legs of a stool.“We focused on (1) how we sell, (2) who we sell to, and (3) what we sell,” she said.

The first focus area centered on the need to adopt consistent and proven sales disciplines across CGI-AMS (the how). Second, Donna pushed the organization to adopt a new approach to segmenting the market (the who), with the goal of focusing the majority of CGI-AMS’s account management and business development resources on a smaller number of strategic accounts. Finally, she worked with her leadership team to “overlay” the geographically oriented organization structure with an industry focus-enabling CGI-AMS to articulate a clear go-to-market strategy for each of its core industries (the what).

The result was less focus on pure one-off customer consulting and more focus on their core competencies and industry solutions where they already had deep expertise and a solid track record of performance. This was more profitable and lower risk. In the “how” leg of the stool, they adopted new processes for account and opportunity management. They also redefined roles and responsibilities for the sales teams to reduce the “swarming” approach used in the past.

To make this new sales culture “stick,” Morea said she had to get leadership to embrace the new vision initially on faith and ultimately through experience.

“Those were the ‘noble’ means,” she said.“The ‘less noble’ means included money. We had a fund that we set aside that included discretionary money for our most important opportunities.To get the money, they had to learn and use the process and the tools.”

“We wanted to inspire people,” Morea said.“To sell the vision, it was really important for us to find some quick wins using these principles. It’s amazing what a little bit of success can do to convince the skeptics.”

“I figured 10 to 15 percent would be early believers and sign up.Then, another 60 to 70 percent would follow a win. But there will be 10 to 20 percent who never sign on, no matter what,” she said. “The 60 percent majority is made up of good people. Once good people see that you have good tools, they will behave rationally. Good people understand that good tools will help them execute.You’re never going to get everyone.”

Performance reviews—ensuring that sales managers were reinforcing the new culture and coaching—were introduced, and an internal coach, available at large, was added. The internal coach’s job was also to monitor the forecast for sales phase changes and to make sure strategy sessions were being conducted at the right time.

The new sales culture is a success. And the company recently closed a $350 million government contract.

The first step is identifying the gaps in your performance potential and execution. On a scale of 1 to 3, rate the following pains as they apply to your organization:

Sales Effectiveness Gap Analysis (1 = Not a pain; 2 = Somewhat a pain; 3 = Major pain)
Sales Pain
Unclear sales process, no common language	1	2	3
Missed forecasts—Happy ears, surprises	1	2	3
Qualification, chasing bad deals	1	2	3
Selling too low—We can't sell high enough to execs	1	2	3
Lack of effective messages, no differentiation	1	2	3
Competition—Lost sales opportunities	1	2	3
Commoditized pricing—We need to move up value chain	1	2	3
Selling to the wrong people—Politics and relationships	1	2	3
Silo selling, poor team selling	1	2	3
Account selection/segmentation investment	1	2	3
Poor deal coaching	1	2	3
Poor discipline, no consistency	1	2	3
Other pains:	1	2	3
	1	2	3
	1	2	3
	1	2	3
	1	2	3
	1	2	3
	1	2	3
	1	2	3

“Without Vision, the People Perish”

A vision is important, but the last thing that we suggest you do is organize a committee and spend several months thrashing out a vision statement. It shouldn't be that hard.

Jeffrey Pfeffer of Stanford, in his excellent book, The Knowing-Doing Gap, describes mission statements as one of several substitutes for action, and they can be if you dwell on them too long. Lou Gerstner, when he took over IBM, shocked everyone when he stated, «The last thing we need right now is a vision statement.» He knew that the company had to stop the bleeding first.

Bill Hybels, who has grown Willow Creek church into a megachurch near Chicago, says that "a vision is a picture of the future that produces passion."[2]2
  Bill Hybels, Courageous Leadership (Grand Rapids, MI: Zondervan, 2002), p. 32.


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When we work with sales organizations in this area, we simply ask them for descriptive statements about their organization as it is now and how they would like it to be three years from now from the point of view of (1) customers, (2) competitors, and (3) the sales force.

After talking about each one and eliminating some, the usual revelation is "Why not?" Good visions are usually achievable, but a stretch. The next step, of course, is to translate this into goals, objectives (which are measurable and date-driven), strategies, and, finally, action items and owners.

The greatest vision statement of the last century was John Kennedy's declaration in 1961 that the United States would have a man on the moon and back by the end of the decade. It happened on July 20, 1969.

The purpose of this book is to help you create a vision of what you could achieve by sharing best practices of other great sales organizations, as well as the process for making it happen and a process for making it stick.

Buying Time for Change—Setting Management Expectations

Every sales executive is playing a game of «beat the clock.» One of the important variables in your approach to improving sales effectiveness is the relationship between the sales leader and the CEO. If the board and the CEO recognize the depth of the sales problem, and you are a new hire, you need to set expectations that this will take one to two years for a full transformation. If you can't get that commitment, don't take the job. Of course, you will have to show progress along the way.

And you can't go in and fire everyone immediately. You have to fight the battleship while you fix it. But if you don't have a firm resolution and change things proactively, the organization can absorb you like a bullet into butter.

If, on the other hand, your company is a public company and the CEO is managing the company to the analysts' expectations, or if venture capitalists are involved, don't believe for a minute that you can avoid showing quarter-to-quarter improvement. When financial strategy drives sales strategy, the result is usually short-term thinking and sub-optimization of full sales potential. This is a reality of life.

When we were selling to PeopleSoft in 1998, we met with their executive team just as a period of rapid growth was beginning to slow.

While the meeting was about sales effectiveness, we gave them this warning: " Next year, you'll grow by 50 percent, but your stock price will fall in half. And there is nothing that you are willing to do about it." They were stunned.

The reason we could make such a bold prediction is that we had seen it many times in the software industry.

The previous year, they had grown by 80 percent, but competition had finally matched their technological advantage in their core products. But PeopleSoft had planned on an 80 percent growth again and had planned expenses accordingly.

So, as predicted, sales grew 50 percent, expenses grew 80 percent, profits took a hit; the stock fell hard.

Most companies would die to have a 50 percent growth in the coming year and would make a lot of money. But who in an organization is going to go in and tell the analysts that their growth is going to slow next year? The hit on the stock price was twice as hard as a surprise than it would have been earlier.

Letting the analysts set your sales goals is a prescription for new horizons on your career path.

Setting Priorities

The executives we've worked with who have made dramatic improvements in sales effectiveness are able to prioritize the gaps in their performance and balance short-term quick-win initiatives with longer-term infrastructure changes.

Although sales improvement initiatives obviously can be conducted simultaneously rather than sequentially, in general, they approached their priorities in the same order.

You may choose priorities differently, but we share the experiences here of three successful executives who have achieved significant sales improvements as a benchmark.

Terry Turner is a veteran sales executive who has experienced changes in buying habits in three different industries—manufacturing, supply chain, and now, education. He is currently senior vice president, sales and marketing, for Harcourt Assessments.

«This was my third time transforming a sales force and each one has been different.

At Harcourt, the way the buyers buy in this industry had changed, but the sales force had not. Sales had been taking orders for existing clients on educational assessment tests and developing and informing clients about new products. The industry changed from sales to local school districts to highly competitive test adoptions for entire states – a much more complex sale for higher stakes.

In the initial assessment, we knew we needed to change the selling culture from product-driven to sales to customer-experience-driven. We were more focused on protecting turf and guarding silos than on winning or building relationships with clients.

As Jim Collins says in Good to Great, we had to get the right people on the bus or where we were going didn't matter. And we also had to get some people off the bus. I knew to start with sales management to have the most immediate impact. If I hired new salespeople who went to work for managers selling the old way, we would get nowhere.

I replaced most of the front-line managers with people I knew from my network who shared the same values, sales process, and hiring profile. People who are cynical or indifferent about change will kill your efforts with passive resistance or poor attitudes.

The second step was to change our sales messaging to more accurately convey our strengths, benefits, and differentiators rather than features.

The third step was to redefine our sales process to give everyone a playbook defining what a good sales effort looked like and what questions, information, and action items were needed in each phase. This training gave the reps a roadmap for managing a complex sale and the managers a common set of expectations for selling and coaching.

We also changed our team structure, roles, and responsibilities. We are blessed with outstanding products and people who have a great deal of expertise in educational testing. Many of them came from client backgrounds. Teaming them with professional salespeople to lead the team has allowed us to leverage our talents by getting the right people owning the right parts of the sales cycle.

The fourth step was to start redefining and reinforcing a new culture for selling and servicing customers and building relationships. This impacted every division of the company, so I needed upper management's support to handle the inevitable power struggles. We also turned over around a dozen reps out of about a hundred who were unable to change or grow.

In the next year, we will focus on improving the foundation selling skills of discovery, linkage, presentation, and objection handling. Now that we have the right people and the right strategies, next follows execution-level skills.

I initially set management expectations that it would take over a year to realize any progress. I gained influence and bought time with upper management when they saw the types of sales managers I brought in. Then, after the sales process training, we won several large deals where the new process was acknowledged to have played a significant part.

We are now focusing on the necessary coaching and metrics to make the process permanent.»

Another example of how managers set priorities to achieve dramatic sales improvement comes from Lexmark:

When I spoke at Lexmark in 2002, I could tell that Bruce Dahlgren, the vice president and general manager, understood sales performance and how to make it happen. He knew that the strategy of building an installed base of printers—and their related supplies—needed to be complemented by unique service and solution offerings. Simply put, they had to build more value.

Lexmark was previously the IBM printer division and had remnants of that culture. But Dahlgren changed the way the company sold with new people, new process, and new positioning for his solutions. And he reinforced it with coaching.

Rather than simply moving printers and ink, Dahlgren’s team focused on the larger strategy of “Print, Move, and Manage,” a spectrum of industry-focused solutions aimed at helping Lexmark customers address real printing and document process challenges. That meant more consultative selling and new roles for some people.

“Turnover had been at around 25 percent before, and we kept it there for a couple of years,” said Dahlgren.“But we were much more purposeful at bringing in a new profile of salesperson able and willing to sell solutions. Now the turnover rate is down to 3 percent.”

With the right people and processes in place, Dahlgren turned the attention of his management team to account strategy development and coaching.

“My managers had a challenge merely finding the time to coach,” Dahlgren said.“So I looked at their administrative workload and eliminated several reporting activities that weren’t really needed.We had to convince finance, but it freed up the time.The other thing we did was to designate every Monday as a coaching day in the office. Each manager reviews each major account and the action items for the week compared to our plan.

We also wanted to send the message that I actually read the forecasts and account plans. This let them know that our focus on coaching was not some half-hearted initiative they could ignore and hope would go away.”

“At Manhattan Associates, one of the things we’ve done right is that we have always had a mantra that ‘everyone is in sales.’ It’s in our DNA—to do whatever it takes to best address the needs of our customers and to continue to deliver ongoing value,”

said Jeff Mitchell, executive vice president of Americas at Manhattan Associates, a leading supply-chain solutions provider based in Atlanta.

“When I began this job, other than cultivating a sales culture, my focus was probably on people first.We are a culture that believes in very strong processes, methodology, and a common language.

Now, we focus on business execution.We focus on lots of things in the beginning and middle of a sales cycle that you have to execute well in order to put you in a winning position on ‘game day.’

We do manage the sales process with technology. It’s important, but not one of our top three items. Instead, we focus first on our people and the domain expertise they provide to our customers; second is the value proposition our solutions provide; and third we focus on our management people who are here to ensure successful execution. Then we focus on leveraging technology to further improve and extend the capabilities and deliver for the above.

For example, before we built our sales and marketing and implementation tools, we focused on raising our value proposition to a more strategic level. You have to ask the right questions first and really understand the business problems trying to be solved. Once you get all of the questions, the tools are the easy part.

Before, the sales reps just had to get the solution consultant to the presentation. Now the sales reps do so much more in the discovery phase—leading up to the presentation– to ensure that everyone is ready for game day. The scope of our offering is such now that one solution consultant can’t be expected to bring 100 percent of the domain expertise to the table single-handedly. So much of the strategy for success and overall coordination happens before the demo.

As far as coaching is concerned, we prioritize it. Most of our people have the expertise and can coach a deal, but doing it day in and day out has to be part of your culture.”

Eight Steps to Sales Transformation

1. Assessment—Where Are We Now?