Transcript Marketing Update

1
ANTITRUST REMINDER
2013 Phillips 66 Marketing Conference & Trade Show
ARIA Resort & Casino, Las Vegas, NV -- May 21- 24, 2013
• It is the policy of Phillips 66 to comply strictly with antitrust laws and to avoid the appearance of conduct which might be misconstrued by
others as violating those laws.
• Because competitors are represented, we must all be mindful of the Antitrust Laws. We must, of course, carefully comply with the Antitrust
Laws and conduct our affairs so that there is not even an appearance of possible impropriety.
• The primary Antitrust Law of concern is the Sherman Act, a federal law that prohibits conduct that restrains trade. The Act has been
interpreted by the courts to prohibit agreements between competitors to fix prices, allocate customers or territories, refusal to deal with third
parties, to restrict output or any other type of action to threaten or extract concessions from another company, or any other similar anticompetitive joint action. In some instances, violations are deemed to be felonies and can result in substantial fines and imprisonment.
• Unfortunately, because conferences like this one in general bring competitors together, they have sometimes been misused to engage in
restraints of trade in other industries. For that reason, it can be anticipated that antitrust enforcement personnel and others hoping to find
support for the existence of improper conduct will be interested in what transpires at such meetings. It is therefore critical that these meetings
be conducted in a manner that does not inadvertently create false inferences of possible impropriety.
• You can do your part to protect yourself and others by not engaging in any discussions that could possible be considered as anticompetitive.
Such adherence is required while at our Conference, during any sidebar discussions that may occur before or after the Conference and during
any breakout sessions and breaks.
• Should you have any questions during your discussions, please consult with your respective legal representative.
4
PRINCIPAL
SALES BENCHMARK INDEX
SALE FORCE EXCELLENCE
PHILLIPS 66
What Top Sales Managers Do Differently
Download the Sales and Marketing Effectiveness Kit Here:
offers.salesbenchmarkindex.com/grow-your-business
Page 6
Managing is Not Leading
“One does not ‘manage’ people... The task is to
lead people. And the goal is to make productive the
specific strengths and knowledge of every
individual.”
- Peter Drucker
•
•
Top sales managers lead their teams, they do not
“manage” them
Page 7
The Importance of Leadership
The industry is becoming more competitive
– Increased competition requires better prepared reps
– Traditional selling tactics won’t work in the new environment
Strong leadership drives adoption
– As customer perceptions change, reps need effective coaching to
adopt new techniques
– Creating a company wide management process drives consistency
across the organization
Page 8
Why Management is Different From Leadership
•
•
•
Leadership and Management are NOT the same thing
They are linked and complimentary
For success, they must work together
Leader
Manager
focuses on people
focuses on systems and
structure
inspires trust
relies on control
asks “what” and “why”
asks “how” and “when”
develops
maintains
motivates and inspires
controls people by pushing
coaches and empowers
provides instruction
It is not always
intuitive to think
about approaching
everyday
situations from a
leadership
perspective
Page 9
How to Spot a Leader
Theme
Leadership
Management
Style
Transformational
Transactional
Desires
Achievement
Results
Risk
Takes
Minimizes
Direction
New Roads
Existing Roads
Strategy
Inspire
Organize
People
Coaching/Mentoring
Controlling/Directing
Crisis
Micro-Lead
Micro-Manage
Approach
Shoot from the Hip
Analyze
Change
Develop Mindset
Manage Behaviors/Actions
Focus
Lead People
Manage Processes
Seeks
Vision
Objectives
Decision
Facilitates
Makes
Power
Personal Charisma
Formal Authority
Strategy
Reality + Vision
Reality + Wisdom
Page 10
Avoiding Common Leadership Mistakes
Common Mistake
Result
Best Practice
Giving direction with out
explaining why
Reps Become Demotivated and
Push Back Actively or Passively
Explain the Reason Behind the
Direction and Appeal to the
Individual’s Motivating Factors
Miscommunicating
Expectations
Disconnect Between Field &
Leadership
Communicate Expectations
Frequently
Minimal Performance
Management
Reps Unsure Of Current Progress
Reps Not Held Accountable
Communicate Results &
Performance
Offering Insufficient
Coaching
Less Talent Development
Team Not Coached To Full Potential
Develop Talent & Grow Skills
Too “Buddy-Buddy”
Try to be everyone’s friend
Soft Performance Reviews
Be Fair – But Be A Boss
Blaming Corporate
Leader Fails To Paint Vision As Own
Take Responsibility & Ownership
Page 11
Leadership Essentials
•
•
Skills
&
Knowledge
Giving the
Correct
Assignment
Inspiring
&
Motivating
Expectations
&
Feedback
Consequences
&
Incentives
The rep has little control over their work
environment and what is expected of them
As a leader, you must recognize and
provide what they cannot
Motives
&
Preferences
Page 12
Leaders Provide Clear Expectations & Feedback
Set expectations early and often
•
•
•
Never too early to explain what is expected
Expectations are set during candidate interviews and the process never
ends
Ask each team member how they like to be led/managed
Reinforce expectations through multi-channel communication
•
•
•
Verbal – team meetings, 1-on-1 meetings, ad-hoc
Written – memos, email, internal communication tool (ie Chatter)
Action – leaders show their team what is expected
Provide timely feedback when expectations are exceeded or not met
Establish a feedback loop so that reps can communicate how your
leadership style affects them individually
Page 13
Leaders Provide Consequences & Incentives
Impact on the Rep
Sales Leader Action
•
Clearly articulate the
consequences of acting outside
of expectations as well as the
incentives related to desired
performance
•
Make sure that you are catching
your people doing something
right and reward them for it
•
People work better when they
clearly understand
expectations, why they are
important, and what the impact
of non-compliance is
•
People respond better to the
carrot than the stick
Page 14
Leaders Improve Skills & Knowledge
Sales Leader Action
Impact on the Rep
•
•
Leaders provide clear
expectations
•
•
Leaders show the rep how to do
something, not just tell them to
do it
•
Leaders continually identify
opportunities to coach for
improved performance
Coaching and
development is
a key
responsibility
of a leader
This must be
done on a
regular basis,
not just at
training events
& meetings
•
People need to know exactly what
is expected of them
•
People learn by seeing and doing
– a description or command is not
enough
•
People want to improve in what
they do – good coaching is always
welcome
Page 15
Leaders Determine Who is Right for the Task
Sales Leader Action
Impact on the Rep
Motives & Preferences
Selection & Assignment
•
Leaders invest the time and effort to
ensure a good fit
You can’t change someone’s internal
motivation
•
Leaders understand preferences and
set employees up for success
Everyone is motivated differently – the
right environment fosters success
•
Leaders recognize where they have
a poor match between person and
role – and manage accordingly
Capitalizing on strengths will have
better outcomes than trying to improve
deficiencies
Page 16
Leaders Inspire & Motivate
Sales Leader Action
Impact on the Rep
•
Leaders work with their team to
create a shared vision
•
A shared vision creates a common goal
that is inspiring and motivating
•
Leaders communicate frequently
and share successes
•
Communication and recognition makes
people feel important and inspires team
members to excel
•
Leaders build relationships with
their team members
•
Relationships help to build real
motivation – people work harder for
people they care about
Page 17
World Class Leaders Keys to Success
50% Talent Management
– Selecting the right talent
– Identifying opportunities for improvement
– Talent development
50% Performance Conditions
– Structure
– Process
– Tools, job aids, sales aids, product & marketing material
Page 18
Provide Structure to Drive Uniform Leadership
In order to drive change, ensure managers do
not rely solely on past experience
– Emphasis on past experience promotes “status quo” mentality
– A central management process promotes best practice sharing across
organization
Hiring
Planning
Coaching
Develop a management framework
to prevent “ad-hoc” management
styles
Developing
Mentoring
Page 19
World Class Leaders Understand their Teams
• Management should
assess their team’s
accountabilities and
competencies
• Determine
strengths/weaknesses
of team and coach
accordingly
Page 20
Training Programs to Address Team Wide Competency Gaps
Determine those competencies
lacking team wide and develop
courseware to bring the team up to
speed
Page 21
Leveraging the Individual Development Plan (IDP)
Developing your Reps
• World class leaders
develop IDPs to
enable their reps
• IDPs provide a
framework to coach
and develop reps
with appropriate
tools
Page 22
Tools to Manage Success
Sales Process
Field Ride
Evaluations
1 on 1 Debriefs
Manager
Execution
Training Plans
Onboarding
Plans
Page 23
Sales Process Example
1. Recognition
2. Determine
Needs
3. Evaluate
Options
4. Resolve
Concerns
5. Selection
Stage Name– Buyer Driven Behavior, Actions, and Decisions
Customer Indications
Strategic Sales Activities
Typical Customer/Prospect Actions, statements, and observations that
point towards this stage being their current state in their buying
process.
List of steps, in order of accomplishment, that tell the sales rep what
they should be doing to move the customer forward. Some steps are
Major Interactions, signified by a MI#1 tag.
Sales Aids
Customer/Prospect Exit Criteria
List of the tools the sales rep should use in this Stage to help achieve
the exit criteria. Tools with an (I) indicate internal use only; Tools with
an (E) indicate external use with customers/prospects.
Defined buyer-exhibited behavior that, once observed, allows you to
move the opportunity to the next sales process stage.
Page 24
Call Plan and SM 1-1 review
Rep Call Plan
Field Ride
Evaluations
Page 25
Sales Rep & Manager: 1-1 Debrief
1 on 1 Debrief Template
Preparation:
15 Minutes
Review prior 1 on 1 debrief action items
Execution:
30-45 Minutes Every Two Weeks
Sales rep comes prepared with topics to discuss
Sales rep guides conversation
Sales manager to coach with questions
End with Action Items
1. Review Previous Action Items
Notes:
2. Career Development Progress (IDP Items, Personal Learning)
Notes:
3. Training & Development Needs
Notes:
4. Recent Field Ride Execution
Notes:
Page 26
Onboarding Plan
Page 27
Additional Resources
Reading Material
The Top Ten Mistakes Leaders
Make
The 360° Leader
Leading At A Higher Level
Online Resources
How Can You Get More Info About SBI?
Download the Sales and Marketing Effectiveness Kit Here:
offers.salesbenchmarkindex.com/grow-your-business
28