Chris Mott Rep Sales Selection and Management Presentation
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During the PMMI annual meeting Chris Mott presented on his metrics based approach to assessing, selecting, training, onboarding, managing and upgrading B2B sales channel. A particular challenge is doing so when the reps don't work directly for you, but rather for a channel partner. And it's further complicated when international elements are added.
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Chris Mott Rep Sales Selection and Management Presentation
- 1. The Missing Links Building High Performing International Sales Teams Presented by: Chris Mott - Kurlan Associates PMMI - October 2013 1
- 2. Sales DNA Capabilities Shift • Value Presenters vs. Consultative Advisors – 21% • Account Managers vs. Proactive Hunters – 8% Critical Data • Only 33% of weaker salespeople have strong Commitment • Nearly all Salespeople in the bottom 74% have issues with Rejection • 60% Make Excuses • 56% Are Not Extrinsically Motivated • 45% Are Not Self-Starters • 20% have either strength as a Hunter or Closer - 6% (both) 2
- 3. Inside the Sales Force 45% Sales Posturing 51% Account Manager Skill Set 29% Farmer Skill Set 47% Hunter Skill Set 33% Consultative Seller Skill Set 32% 24% Qualifier Skill Set Closer Skill Set 35% Overall Sales Capability
- 4. Percentage Of Sales Skills 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Elite 6% Next 20% Bottom 74%
- 5. Selecting Great Salespeople Requires • • • • • • You must always be recruiting 80-20 means the sales recruiting process is broken Skilled enough to recognize the wrong people early Get the identify step right – common problem Assess Everyone – Sales Specific Assessment Identify and discuss the hidden sales DNA • Early (Resumes) – what’s not there? • Middle (Interview) – it’s an audition • Later (hiring) – proper on-boarding
- 7. Myth #1 • Representatives can not be held accountable
- 8. Myth #2 • We can’t get good data from our representatives
- 9. Myth #3 • They won’t follow a defined sales process
- 10. Baseline Selling Where Customers and Reps. Start Commitment to Solve They’ll Spend More Prospect Quantified Problem SOB Quality Have Timeline for Decision Compelling Reasons to Buy Know Process and Criteria for Decision They Need It Suspect Qualified Scheduled 1st Meeting Company, Capabilities and Value Proposition Found an Issue Needs and Cost Appropriate Presentation Engaged Prospect Inoffensive Close Scored © Copyright 2008 Dave Kurlan DaveKurlan.com
- 11. Must Optimize The Sales Process Where Value Is Sold Commitment They’ll Pay More Prospect With Decision Maker Have Timeline for Decision Know Process /Criteria for Decision Quantification SOB Quality Compelling Reasons to Buy They Need It Suspect Qualified Booked Appointment Story & Capabilities Engaged Prospect Value Proposition Needs and Cost Appropriate Presentation Inoffensive Close Scored Reached a Prospect
- 12. Sales Managers Should Spend 80% Of Their Time on These Top 5 Sales Management Functions
- 13. Sales Management Functions • • • • • Accountability Coaching Motivating Growing People Proactive Recruiting
- 14. Required Competencies • • • • • • • • • • • • • • Focus on Hunter and Qualifier Skills Build their Consultative Selling Ability Understand Sales DNA You Must Provide Motivation Leverage Metrics Manage to a Defined Sales Process Hold Your Salespeople Accountable Regular Pre-Call Strategy Consistent Post-Call Debriefing Better Opportunity Management Increase Focus on New Business Stop Believing Myths Use a Sales Specific Recruiting Process Invest in your Sales Force
Editor's Notes
- Overall, the selling capability of your sales force is quite low. The Skill Sets are generally weak and the severity indicates that weaknesses are getting in the way much too frequently. Improved sales coaching from sales management, along with the appropriate sales training to improve skills and overcome weaknesses, will improve the selling capability of your sales force over time.OMG Answer: Limited
- Power of the process
- Sales and sales management development