The Success Ingredients Of A Sales Transformation Process

The Success Ingredients Of A Sales Transformation Process

Metodologia3

As the capabilities have a central role as the enabling factors of the sales transformation process, we have created a formula to precisely define the number, value, targeting goals and their effects on the business (ROI). We started from the Miller Heiman Sales Best Practices Study (the annual research, involving over 2,500 sales professionals every year) to identify the numerical correlation between the World-Class Organization business results (about 5% of the panel) and the Capability that has decreed the competitive gap, growing year after year, towards the rest of the market. This statistical evidence has helped us to define the correlation between each capability and its specific contribution to improving the company’s business results. To rationalize the various types of intervention, we then distilled and grouped the various capabilities into the following three areas:

  • Sales, which groups capabilities that decree the success in qualifying, advancing, and closing activities
  • Marketing, which groups the capability of declaring success in communicating “value proposition” and attracting and qualifying new leads
  • Collaboration, which combines the capabilities that determine the success of customer-focused teamwork, both within the organization and, on the outside, with Partners and Indirect Channels.

 

Each capability is modeled to reach Financial, Management and End User goals, it has its KPIs and is accompanied by a list of false passages where it is easy to run.

The 4 successful ingredients of the Sales Transformation process are:

  • Processes: they need to be designed to better integrate Sales & Marketing and Collaboration into all business functions.
  • People: they need to be enhanced in terms of methodologies and skills.
  • Planning Systems: they must be designed based on processes and must support the daily activities of People.
  • Partnerships: they need to be integrated as much as possible with Planning Processes and Systems because even the indirect organization, consisting of Agents, Distributors or other types of partners, acts as if it were a direct organization
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