Sales Methodology Implementation Journey
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James Naro discusses his personal journey implementing a new sales methodology. He learned that change takes time, peers greatly influence behavior change, and people need to be managed situationally. His strategy includes utilizing sales reviews to provide feedback, aligning hiring and compensation with the methodology, and demonstrating executive commitment. Resources for implementation include executive sponsors, a project director, training consultants, and support from marketing, HR, finance, and operations.
Sales Methodology Implementation Journey
- 1. Sales Methodology Implementation: A Personal Journey James Naro
- 2. Agenda What I’ve learned What works Mission Strategy Resources 2
- 3. What I’ve learned Change in behavior takes time & more change takes more time Peers have the biggest influence on behavior change People adapt differently to change People have to choose to change People learn in different ways People need to be managed situationally Demonstrate value vs dictate methodology
- 4. What I’ve learned (con’t) Grass roots adoption is critical Common language is powerful Reward mechanisms drive new behaviors The control of process is threatening Strong line management and group support is key to creating a learning a environment
- 5. What I’ve learned (con’t) Executive buy-in is critical Day-to-day management implementation is also critical Performance planning is crucial to feedback loop Compensation planning should not be overlooked
- 6. What works Top down leadership Special incentive plans Quality of training programs Teaming in workshops is a great start Implementation tools created helped drive implementation Field leadership is key - leading & showing Recognition of sales peoples efforts
- 7. Mission Transition Sales, Marketing, and Support to a powerful team environment with a common language and methodology focused on helping buyers achieve key business objectives with your products and services SiriusDecisions, “… best-in-class organizations that integrate sales and marketing outperform those that do not by as much as 24% in average revenue growth.”
- 8. Strategy 1: Utilize sales operation reviews to provide means of measuring key selling skills, providing feedback, and managing operations Align hiring practices with methodology Align compensation with methodology Create environment of shared ownership of methodology Demonstrate executive commitment to methodology Identify management development areas
- 9. Strategy 2: Provide feedback from ops reviews to adjust behavior Continually demonstrate value to sales force through success stories and recognition programs Create incentive programs to drive appropriate behaviors Integrate methodology with Sales Force Automation for ease of use
- 10. Strategy 3: Create environment of shared ownership Demonstrate executive commitment Provide continuous support and knowledge transfer programs
- 11. Strategy 4: Develop methodology expertise in Marketing, Sales, Support as input point to toolkits Continue developing Go-to-Market strategies as hard links connecting Sales, Marketing, and Support activities using the sales methodology Continue developing sales messaging and leverage sales enablement platform Create closed loop process between product management and buyers
- 12. Strategy: Use sales messaging and sales enablement to transfer situational and capability knowledge Leverage enablement platform for distributing material/knowledge transfer Contract with outside firm for “formal” methodology training Create train the trainer program using enablement platform
- 13. Resources Executive Sponsors, CEO, President, VP of Sales Project Director Training & Consulting (Vendor) Administrator Enablement Project Coordinator Content Developers, product marketing managers HR Training Development Support
- 14. Resources Marketing - collateral supporting go-to-market strategies, etc. Human Resources - align hiring model and core competencies Finance - align commissions with methodology Program developer - drive programs Operations support for SFA
- 15. Need help on your implementation journey? Contact: Jim Naro President The Naro Group Business Partner, CustomerCentric Selling® Tel: 603.881.7712 jnaro@thenarogroup.com www.TheNaroGroup.com http://www.linkedin.com/in/thenarogroup/ ©2013 The Naro Group 15
Editor's Notes
- #2: The workshop covers tools and tactics for successfully managing transformation activities that improve performance, either in reaction to changes in the market or with your organization undertaken to promote the growth or overall health of an organization.Resulting in a need for sales and marketing to go through a transformation – discovery of where the gaps are and assess what needs to be done and what will have the most value.
- #3: My background and the motivation behind creating the workshopUnderstand makeup of the audienceReview agenda – ask for comments