“12 claves para optimizar los resultados de venta: el enfoque de las empresas líder” Madrid, 13...

“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

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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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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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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%


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Manage OpportunitiesAllocating Resources to Qualified Opportunities and Managing to Closure

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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%


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Manage RelationshipsProtecting and Growing Strategic Accounts

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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%


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People & OrganizationOrganizing, Developing, Staffing and Managing a High Performance Sales Team

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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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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%


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Operations & EnablementProviding Infrastructure and Programs to Enable Sales Productivity Improvement

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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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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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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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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 %

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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%


SPAIN

49 %

15 %

33 %

31 %

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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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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%


SPAIN

42%

41%

50%

43%

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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%


SPAIN

40%

47%

32%

40%

43%

25%

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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%


SPAIN

32%

49%

32%

35%

16%

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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


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Creating Opportunities

Managing Opportunities

Managing Relationships

Management Execution

Support & Enablement

People & Organization


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Summary of Results by Element of The Miller Heiman Sales System®

Your Overall Score Focus

Focus

Focus

MonitorFocus

Focus

Focus


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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: [email protected]▫ M: 633.30.48.61▫ Blog: jcdelolmoplaza.es

LUIS MIGUEL SAIZ▫ Email: [email protected]▫ M: 625.353.576

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www.lmsleader.com

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“12 claves para optimizar los resultados de venta: el enfoque de las empresas líder” Madrid, 13...

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