Post on 11-Apr-2015
“12 claves para optimizar los resultados de venta: el enfoque de las empresas líder”
Madrid, 13 de junio de 2012
Conclusiones del estudio de investigación“Miller Heiman 2012 Sales Best Practice Study”
BiografíasJUAN CARLOS DEL OLMO
Es partner de LMS Leadership desde el año 2011. Juan Carlos tiene 25 años de experiencia en multinacionales de TI y Business Process Outsourcing habiendo desempeñado en los últimos 15 años cargos de responsabilidad ejecutiva como Director Comercial y de Desarrollo de Negocio en compañías como INDRA. AZERTIA y THALES. Es experto en implantación de procesos de ventas y ha desarrollado su carerra en un gran número de sectores incluyendo, Administración Pública, Energía- Utilities, Telecomunicaciones y Transporte. Es Ingeniero de Telecomunicaciones Tiene un Program Development Management por el IESEEstá certificado en Miller Heiman como consultor en Strategic Selling y Conceptual Selling Programa de Marketing digital 2.0 y Redes Sociales corporativas en INESDI
“12 claves para optimizar los resultados de venta: el enfoque de las empresas líder”
Conclusiones del estudio de investigación“Miller Heiman 2012 Sales Best Practice Study”
Juan Carlos Del Olmo, Partner LMS LeadershipMH Distribution Partner para España
4
www.millerheiman.com
Thank You
www.lmsleader.com
Ficha técnica del estudioObjetivo• Hacer un benchmarking entre las World-Class Sales Organizations y sus homólogas en todo el mundo.• Identificar las mejores prácticas en las organizaciones con mejores resultados en ventas.• Sacar conclusiones que puedan ser aplicables por las diferentes compañías
Encuesta • Es el noveno año de este estudio.•El cuestionario final contiene 6 secciones relacionadas con el proceso de venta y 1 sección dedicada al grado
de conocimiento del entorno del cliente. • Un total de 59 respuestas cerradas basadas en 7 puntos en una escala likert Muestra • Alrededor de 1.300 ejecutivos de todo el mundo y de todos los sectores de actividad.• Realizada entre el 1 de Octubre de 2011 y el 2 de Diciembre de 2011. • Empresas en el entorno B2B, con venta compleja y largos ciclos de decisión.
World-Class Sales Organizations • 74 participantes cualificados cómo “World-Class “• 6% de los encuestados
BiografíasSAM REESE
Sam Reese joined Miller Heiman as CEO twelve years ago in 2000.
Since joining the company, Sam has grown Miller Heiman’s revenue by more than 200 percent.
Eight years ago Sam launched the “Miller Heiman Sales Best Practices Study”, which has grown to become the most credible sales performance research report in the world.
Sam is a business leader with over 25 years experience and he has knowledge building sales organizations from the ground up at Fortune 500 companies such as Corporate Express, British Telecom and Kinko's and he has worked in public companies as well.
He is co-author of Successful Global Account Management and The 7 Keys for Managing Strategic Accounts.
Sam Reese is graduated with a business degree from the University of Colorado.
BiografíasLUIS MIGUEL SAIZ
Socio fundador de LMS Leadership desde el año 2006. Luis Miguel tiene 29 años de experiencia en ventas de las cuales 20 de ellos con responsabilidad a nivel ejecutivo en Dirección comercial y Marketing, en compañías tales como Dun&Bradstreet, DHL, Equifax y Human Group, siendo un especialista en las áreas de training, coaching, consultoría e implantación de procesos de ventas. Licenciado en Ciencias Economicas y Empresariales Executive MBA: Instituto de Empresa IE-MadridProfesor de ESIC programa: Executive MBA Certificaciones de Miller Heiman para impartir programas en: Strategic Selling, Conceptual Selling, Large Account Management, Funnel Management, Managers Coaching y Negotiation Success.
VIDEO CHANGE OR LOSE
Understanding Challenges of Sales LeadersSam Reese, Chief Executive Officer, Miller Heiman
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Miller Heiman Direction
Assist clients to help them grow profitable sales.
Mission
Become the most credible and recognized resource for salesforce performance and sales effectiveness expertise
Vision
Elevate the role, status, credibility and strategic importance of the sales profession.
Purpose
Sales Professional Evolution
Product Pusher
Consultative Order Taker
Solutions Expert
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Selling Has Changed Dramatically Over the Past Few Years
TRANSPARENCYPRECISIONVALUE CHAIN
Sales Leaders Often Find Themselves In The Crossfire
First to blame Early commitments Anecdotes Leadership Challenges
Don’t speak the language of other execs- need more precision themselves
Own Customer Management Strategic Challenge
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Sales Improvement Continuum
SALES TRANSFORMATION
SALES EFFECTIVENESS
SALES TRAINING
GET BETTER GET RESULTS CHANGE CULTURE
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Myths that Need to be Addressed
Nothing happens unless we sell something
Sales is only our domain
Just hire great people
The customer is always right
Sales owns the customer
Product/business expertise not required
Sales doesn’t need help
Compensation alone drives behaviors
BUSTED
BUSTED
BUSTED
BUSTED
BUSTED
BUSTED
BUSTED
BUSTED
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You Need Help Everywhere
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Disconnects that Create Confusion and Diffuse Accountability
Unchecked anecdotes especially around pricing Hiring and development responsibilities
completely transferred to HR Commission systems that do not motivate and
drive the right behavior- SVP input requiredbut support needed
Corollary- belief that short term incentive plans will reliably drive behavior
Corollary- year to year changes in the commission system causing gamesmanship
Unfettered access to support resources one individual at a time
Salesperson by salesperson approach with no consistency, leading to inability to create any sort of organization wide forecast or expectations
Un-empowered front line management that must take the short cut to leadership
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Sales Language Barriers that Create Support Obstacles
COMPETENCIESTRAINING
CRM COMPLIANCEDEVELOPMENT PLANS
COMPENSATION PLANS
NEW PRODUCT INTRODUCTION
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Miller Heiman Sales System®A Framework for Understanding the World of the Sales Leader
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Defining World Class Through Our Sales Best Practices Study
Established in 2003 World’s largest annual study
of sales performance best practices with over 27,000 participants to date.
Reveals trends, issues, opportunities in today’s selling environment.
2012 Sales Best Practices Study Global Participation
A Roadmap To Improvement And Understanding Understanding the Key Gaps Between the World Class Firms and the Others
Lead Growth Account Acquisition Account Retention Salesperson Productivity Quota Achievement
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Miller Heiman Sales System®
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Customer TrendsUnderstanding Why and How Customers Buy From You
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Customer TrendsUnderstanding Why and How Customers Buy From You
SOURCE: 2012 Miller Heiman Sales Best Practices Study
QUESTION ALL WC
We know why our customers buy from us.
73% 90%
We consistently use a formal process for measuring customer satisfaction.
35% 74%
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Create Opportunities Targeting, Gaining Access and Qualifying Prospects
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www.millerheiman.com
Create Opportunities Targeting, Gaining Access and Qualifying Prospects
QUESTION ALL WC
Sales and Marketing are aligned in what our customers want and need.
34% 80%
We have a formalized value proposition that is very compelling to our prospects.
39% 93%
Social media is a very effective tool for understanding our customers' needs.
16% 42%
We consistently follow a standardized process to qualify opportunities.
39% 91%
SOURCE: 2012 Miller Heiman Sales Best Practices Study
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Manage OpportunitiesAllocating Resources to Qualified Opportunities and Managing to Closure
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Manage OpportunitiesAllocating Resources to Qualified Opportunities and Managing to Closure
QUESTION ALL WC
Our organization collaborates across departments to pursue large deals.
48% 89%
Our organization is highly effective in allocating the right resources to pursue large deals.
34% 92%
We have an established procedure to know when to stop investment in large deals.
20% 69%
In a large deal, we always gain access to key decision-makers. 38% 91%We clearly understand our customers' issues before we propose a solution.
48% 93%When we lose a significant sales opportunity, we always know the reason why.
27% 74%Our sales people immediately communicate with management when something unexpected happens to jeopardize a deal.
52% 89%
SOURCE: 2012 Miller Heiman Sales Best Practices Study
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Manage RelationshipsProtecting and Growing Strategic Accounts
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Manage RelationshipsProtecting and Growing Strategic Accounts
QUESTION ALL WC
Our organization regularly collaborates across departments to manage strategic accounts.
42% 91%
We jointly set long-term objectives with our strategic accounts.
35% 93%
We have relationships and dialog at the highest executive levels with all our strategic accounts.
38% 96%
Specific criteria have been established to define a strategic account in our company.
37% 89%
SOURCE: 2012 Miller Heiman Sales Best Practices Study
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People & OrganizationOrganizing, Developing, Staffing and Managing a High Performance Sales Team
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www.millerheiman.com
People & OrganizationOrganizing, Developing, Staffing and Managing a High Performance Sales Team
QUESTION ALL WC
Before making a final hiring decision in our sales organization,
we assess all candidates using a standardized assessment tool.33% 77%
We know why our top performers are successful. 39% 91%
Our performance review process helps improve the sales force’s job
performance.26% 82%
Our organization requires the sales force to regularly participate in
professional development programs.33% 87%
Our management team is highly effective in helping our sales team advance
sales opportunities.39% 88%
Our process for getting new hires to full productivity is highly effective. 17% 80%SOURCE: 2012 Miller Heiman Sales Best Practices Study
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Management ExecutionAligning the Organization and Driving Behaviors Essential for Success
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Management ExecutionAligning the Organization and Driving Behaviors Essential for Success
QUESTION ALL WC
We leverage the best practices of our top performers to improve everyone else.
25% 89%
Our executive leadership is actively engaged in our sales process.
48% 92%
Our company has clearly defined the activities required for each stage in our sales funnel.
34% 93%
In an average week, our sales force definitely spends sufficient time with customers.
27% 85%
In an average month, our sales managers definitely spend adequate time coaching each individual on the sales team.
20% 76%
SOURCE: 2012 Miller Heiman Sales Best Practices Study
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Operations & EnablementProviding Infrastructure and Programs to Enable Sales Productivity Improvement
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Operations & EnablementProviding Infrastructure and Programs to Enable Sales Productivity Improvement
SOURCE: 2012 Miller Heiman Sales Best Practices Study
QUESTION ALL WC
Our sales compensation policies are aligned with our business objectives.
40% 85%
Our sales performance metrics are aligned with our business objectives.
45% 93%
Our sales management team is highly confident in the data available from our CRM system.
25% 81%
Our CRM system significantly improves the productivity of our salespeople.
23% 66%
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www.millerheiman.com
Results Worth Fighting For
Increase in profitable revenue Improved relationships with clients New product pull through and cross sell success Reliable forecasts Resources aligned with best opportunities and high win rates More effective strategy pursuits and deal reviews= strong selling actions Faster rep ramp up More reliable hiring success Enabled sales leadership- language, tools, coaching Quota attainment; job satisfaction; promotions; rewards; recognition; etc
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Strategic Analysis & Decision Making
Standardized process to qualifyUnderstanding customers needsLeveraging Social Media
CRM is effectiveImprove quality of workSales & business metrics are aligned
Criteria to define strategic accountsJointly set objectives with accountsReview results with accounts
Gain access to decision makersAllocating the right resourcesDisciplined process
Getting new hires effective fastProfessional developmentKnowing why best are best
Spend sufficient time coachingClearly defined activitiesLeverage best practices
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www.millerheiman.com
Thank You
Presentacion resultados estudio 2.012 Miller Heiman Sales Best Practices EspañaLuis Miguel Saiz, Partner & Managing Director LMS LeadershipMH Distribution Partner para España
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“People don’t resist change. They resist being changed.”
- Peter Senge
CHANGE OR LOSE
Sea lo que fuere lo que le llevo a donde se encuentra hoy no es suficiente para mantenerle ahí
Source: Dr. Tom E Smith, University of Southern California
Receptivity to Change
Principio fundamental de ventas
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Reflexión sobre la situación actual
Cambio radical de nuestro entorno de ventas. Obsesión por la reducción de costes. Involucración en ventas de todos los niveles de la empresa. El precio como factor clave en la negociación, peligro de
comoditización. Riesgo síndrome de Estocolmo del comercial. Entender negocio del cliente, su ciclo de compra, proveer
soluciones, diferenciación, demostrarlo.
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EVOLUCION CAMBIO TRANSFORMACION
VENDER
Experto en proveer Soluciones
Lo importante no es lo que estamos vendiendo, sino construir relaciones beneficiosas a largo plazo entendiendo el negocio de nuestros clientes para poder aportarles valor.
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RESULTADOS
PROCESOS
TANGIBLES
ALINEARDEMOSTRAR
PERSONAL WINS
DIFERENCIAR
PRUEBAS
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Customer TrendsUnderstanding Why and How Customers Buy From You
SOURCE: 2012 Miller Heiman Sales Best Practices Study
QUESTION ALL WC
We know why our customers buy from us.
73% 90%
We consistently use a formal process for measuring customer satisfaction.
35% 74%
SPAIN
71%
40 %
49
www.millerheiman.com
Create Opportunities Targeting, Gaining Access and Qualifying Prospects
QUESTION ALL WC
Sales and Marketing are aligned in what our customers want and need.
34% 80%
We have a formalized value proposition that is very compelling to our prospects.
39% 93%
Social media is a very effective tool for understanding our customers' needs.
16% 42%
We consistently follow a standardized process to qualify opportunities.
39% 91%
SOURCE: 2012 Miller Heiman Sales Best Practices Study
SPAIN
49 %
15 %
33 %
31 %
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Manage OpportunitiesAllocating Resources to Qualified Opportunities and Managing to Closure
QUESTION ALL WC
Our organization collaborates across departments to pursue large deals.
48% 89%
Our organization is highly effective in allocating the right resources to pursue large deals.
34% 92%
We have an established procedure to know when to stop investment in large deals.
20% 69%
In a large deal, we always gain access to key decision-makers. 38% 91%We clearly understand our customers' issues before we propose a solution.
48% 93%When we lose a significant sales opportunity, we always know the reason why.
27% 74%Our sales people immediately communicate with management when something unexpected happens to jeopardize a deal.
52% 89%SOURCE: 2012 Miller Heiman Sales Best Practices Study
SPAIN
45 %
42%
23%
40%
50%
33%
53%
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Manage RelationshipsProtecting and Growing Strategic Accounts
QUESTION ALL WC
Our organization regularly collaborates across departments to manage strategic accounts.
42% 91%
We jointly set long-term objectives with our strategic accounts.
35% 93%
We have relationships and dialog at the highest executive levels with all our strategic accounts.
38% 96%
Specific criteria have been established to define a strategic account in our company.
37% 89%
SOURCE: 2012 Miller Heiman Sales Best Practices Study
SPAIN
42%
41%
50%
43%
52
www.millerheiman.com
People & OrganizationOrganizing, Developing, Staffing and Managing a High Performance Sales Team
QUESTION ALL WC
Before making a final hiring decision in our sales organization, we
assess all candidates using a standardized assessment tool. 33% 77%
We know why our top performers are successful. 39% 91%
Our performance review process helps improve the sales force’s job
performance.26% 82%
Our organization requires the sales force to regularly participate in
professional development programs.33% 87%
Our management team is highly effective in helping our sales team
advance sales opportunities.39% 88%
Our process for getting new hires to full productivity is highly
effective.17% 80%
SOURCE: 2012 Miller Heiman Sales Best Practices Study
SPAIN
40%
47%
32%
40%
43%
25%
53
Management ExecutionAligning the Organization and Driving Behaviors Essential for Success
QUESTION ALL WC
We leverage the best practices of our top performers to improve everyone else.
25% 89%
Our executive leadership is actively engaged in our sales process.
48% 92%
Our company has clearly defined the activities required for each stage in our sales funnel.
34% 93%
In an average week, our sales force definitely spends sufficient time with customers.
27% 85%
In an average month, our sales managers definitely spend adequate time coaching each individual on the sales team.
20% 76%
SOURCE: 2012 Miller Heiman Sales Best Practices Study
SPAIN
32%
49%
32%
35%
16%
54
Operations & EnablementProviding Infrastructure and Programs to Enable Sales Productivity Improvement
SOURCE: 2012 Miller Heiman Sales Best Practices Study
QUESTION ALL WC
Our sales compensation policies are aligned with our business objectives.
40% 85%
Our sales performance metrics are aligned with our business objectives.
45% 93%
Our sales management team is highly confident in the data available from our CRM system.
25% 81%
Our CRM system significantly improves the productivity of our salespeople.
23% 66%
SPAIN
49%
42%
29%
27%
Alinear ciclo de ventas y ciclo de compra
Premisa Básica
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La venta no es cuestión de suerte es la forma en la que trabajamos
la que nos hace mejores ya que la suerte “ ES EL LUGAR DONDE LA
PREPARACION SE JUNTA CON LA OPORTUNIDAD
CHANGEOR
LOSE
Hemos hablado de….
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World-Class Sales Organizations
Sales Benchmarking
Gaps
Basic Initiatives
¿y ahora QUÉ…?
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Change is coming
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• Conocer TU estado de situación
Sales Performance Meter
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Informe escrito• Análisis de las respuestas y estado de situación• Comparativa con las WCSO• Recomendaciones
ObjetivoComparar las prácticas en ventas de TU organización/área de negocio con las mejores prácticas en las WCSO
Informe gráfico
Sales Performance Meter. Report
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Support and Enablement - Monitor
Sales Performance Meter. Report
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Creating Opportunities
Managing Opportunities
Managing Relationships
Management Execution
Support & Enablement
People & Organization
Sales Performance Meter. Report
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Summary of Results by Element of The Miller Heiman Sales System®
Your Overall Score Focus
Focus
Focus
MonitorFocus
Focus
Focus
Sales Performance Meter. Report
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Informe resumen
Sales Performance Metrics
Change is coming
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Resultados
Métricas
Análisis
• Conocer el estado de situación
• Crear un plan de acción
• Definir los indicadores-objetivos (KPI´s)
• Puesta en marcha del plan
• Volver a medir y analizar los resultados
• Analizar los resultados
GRACIAS POR VUESTRA ASISTENCIA
JUAN CARLOS DEL OLMO▫ Email: jolmo@lmsleader.com▫ M: 633.30.48.61▫ Blog: jcdelolmoplaza.es
LUIS MIGUEL SAIZ▫ Email: lmsaiz@lmsleader.com▫ M: 625.353.576
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www.lmsleader.com
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www.millerheiman.com
Questions