Transforming Hunters and Farmers
- 1. Transforming Hunters and Farmers Mike Cleland
- 2. Agenda • Advantages of a Mixed Client Portfolio • Key Challenges • Three Key Steps • Overview of Management Tools
- 3. Important Considerations • Simplicity Remains A Key Priority • Strategy Must Align with Delivery Capabilities • Fix then Expand • Ensure the Proper Runway
- 5. Sales Maturity Model Owner Operator Primary Strategy Mixed Portfolio
- 6. The Strategies of Sustainable Growth • Large Account Business Development • Large Account Penetration • SMB Business Development and Maintenance These are all distinct, because the three elements of the sales strategy are different.
- 7. The Sales Strategy Value Proposition Sales Process Targeted Buyers • What are the accounts we must target or grow? • Who are the decision makers that determine our success? • What do they care about that drives buying decisions? • How should my sales organization behave? • How must I manage to ensure alignment?
- 8. Advantages of a Mixed Portfolio • Leverages value of the branch sales model • Balances growth, diversification and profitability • Retains the company’s sales edge
- 9. The Branch Model: Key Differentiators • Alignment with end buyers • Strong local client relationships • Powerful local sourcing capabilities • Real time and in-depth market intelligence • Culture focused on business development All these elements lead to a diverse, productive, and profitable client base.
- 10. Growth, Diversification, and Profitability Large Accounts Advantages: • Drives Growth • Farming Sales Role • Predictable GM Disadvantages: • Undermines Diversification • Lower GM • JO Productivity
- 11. Growth, Diversification, and Profitability SMB Accounts Advantages: • Account Diversification • Higher GM • JO Productivity • Growth Rate Disadvantages: • Sustainable Volume • Hunter Sales Role • High Client Expectations
- 12. Retaining the Sales Edge Organizations naturally evolve towards delivery: Mixed portfolio retains the sales edge of the organization
- 13. Challenges
- 14. Challenges • Multiple Buyer Types • Multiple Sales Roles • Multiple Processes A mixed portfolio requires creative and flexible management.
- 15. Buyer Types • Staffing Program KDMs • Program Hiring Managers • SMB Buyers Each buyer type has unique motivations and buying methods - even within the same company
- 16. Multiple Sales Roles Large Accounts • Program Hunter • Direct Hunter • Account Manager • Delivery Manager SMBs • Direct Hunter • Sales Support
- 17. Multiple Processes • Prospecting • Account Qualification • Account Penetration • Lead Generation and Follow-Up
- 18. Managing Complexity • Ensure Your Current Strategy is Strong • Everyone Must be Managed • Trust but Verify - Be Actively Engaged
- 19. Three Key Steps
- 20. Three Key Steps • Understanding Customer Perspective • Defining Your Sales Roles • Managing to the Strategy These three key steps are essential to any sales organization regardless of complexity
- 22. Account Funnel Management Account Funnel Management focuses on business development through the perspective of the customer. • From Prospects to Clients • From Clients to Anchors • Disqualification
- 23. Account Qualification • Qualify the Match • Define the Key Relationships • Determine the Best Approach
- 24. Qualifying the Match Defines the type of accounts the sales people should be targeting and how they should be qualified. Areas include: • How well does the client’s approach to staffing match yours? • What is expected job order volume? • What is the expected timeline? • What Investments are required?
- 25. Defining Key Decision Makers Every decision maker has their own motivations and approach to choosing partners. – Who are the key players? – What do they care about? – How do they buy?
- 26. Determine the Best Approach Each buyer type requires a different approach. Selling to staffing program KDMs requires managing a complex sell where SMBs are more tactical. – How do we sell? – What type of sales person do we need?
- 27. Assignment Once the account funnels have been defined you must decide on your assignment method: – Laissez Faire – Buyer Type – Account List – Territories
- 28. Key Questions Is your sales team aggressive and focused? Is your sales team spending enough time prospecting? Are you getting enough job order volume from new accounts? Are your new job orders from desirable accounts? Are you maximizing the return on current clients? Does your sales team require ongoing coaching?
- 29. Defining Your Sales Roles
- 30. Sales Roles Large Accounts • Program Hunter • Direct Hunter • Account Manager • Delivery Manager SMBs • Direct Hunter • Sales Support
- 31. Sales Roles • Define Success Factors • Define the Role • Right People in the Right Roles
- 32. Success Factors • Who Must They Sell To? • How Must They Establish Credibility and Trust? • How Must They Run Their Desk? The role is defined based on the answer to these questions
- 33. Right People Right Role • Style • Skills • Maturity
- 34. Style Style captures the preferred way a sales person relates to clients and establishes trust and credibility. Personality assessments can give insight into a sales person’s natural style.
- 35. Style: DiSC Assessments • Credible • Approachable • Relevant D i • Flexible C S
- 36. Managing to Style • With coaching, some sales people can quickly adapt their style based on requirement of the buyer type. • In some cases they cannot adapt and need to shift roles. – Strong D’s and Account Penetration – Strong I’s and Hunting SMBs
- 37. Skills • Desk Management • Activity Level • Consultative Selling • Relationship Selling
- 38. Adaptability • Level of Independence • Ability to Adjust Approaches
- 39. Key Questions • Do the success factors match the dominant style of the sales person? • Does the sales person have the required skills? • Can the sales person adapt both their style and skill set?
- 40. Managing the Sales Strategies
- 41. Capturing the Customer Perspective Management Tools
- 42. Account Funnel Tools • Target Account List • Staffing Program Tracking • Account Planning
- 43. Target Account List* • Lists the Assigned Accounts • Captures Qualification Data • Time Allocation • Effective for SMB and Large Account Hunters
- 44. Staffing Program Tracking • Track Staffing Program Opportunities • Multiple KDMs • Action Items • Sophisticated CRM with Project Management Capabilities • Effective for Program Hunters
- 45. Account Planning* • Template to Map Out Opportunities • Focuses on Account Penetration • Provides Structure for Forecasting • Use Only for Growth Accounts • Effective for Account Managers and Large Account Direct Hunter
- 46. Personnel Management Management Tools
- 47. Performance Management Tools • Assessment Tool • Scorecard Review • Account Activity Report
- 48. Assessment Tool* DiSC – Sample Sales Profile and Brochure – Customer Interaction Guide – Group Culture Report – Management Profile
- 49. Performance Scorecards • Metrics – Customize Based on Sales Role – Reviewed Weekly or Monthly – Benchmarking Goals vs Trending – Activity, Quality, Results • Reference Account Funnel Tools – Objectives – Forecasting
- 50. Account Activity Tracking • Focus the Metrics on the Sales Strategy • Ensures Quality of Activity • Identifies Wasted Effort
- 51. Wrap UP
- 52. Wrap UP • Mixed Portfolio’s Benefits • Challenges of Complexity • Begin with the Customer • Define your Sales Roles • Customize your Management Approach
- 53. Q&A
- 54. Mike Cleland 770.380.0046 mcleland@chartedpathllc.com