Transcript World Class Management Development

TBA Capabilities:
Building a Better Customer
Development Process
with a Smart Salesforce
Prepared by:
Tom Blodgett
CEO, TBA Resources, Inc.
18 Stonlea Lane
Dublin, NH 03444
212-563-7740, [email protected]
Concept Overview
1. TBA – who we are and what we offer
2. CRM strategy deployment experience
3. How our approach ensures success
4. Smart Selling training methodology
5. TBA engagement model
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TBA – Who We Are
Tom Blodgett and development / delivery network
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Leading sales competency & business solution provider
across industry boundaries
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40 years experience in executive coaching, performance
consulting, and selling system development
MBA Harvard Business School
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Managed the development of the original Professional
Selling Skills (PSS) program
General Manager of Xerox Learning Systems (XLS),
1965-1973
Founded TBA Resources in 1973—primary training
supplier relationship with many industry leaders
Network of partners, instructional designers, developers,
instructors
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TBA – What We Offer
Differentiating capabilities:
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Instructional design that assures job-relevant
subject matter content and individual certification in
necessary Global Account Management/Sales
competencies
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Customization to client environment: specific
corporate values, skills and knowledge applications,
targeted value segments and strategic customers
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Performance support tools, change management
consulting, and leadership support to assure
sustainable profit improvement through coaching
and performance management
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Market Challenge of 2004
The strategic account management best practice
model has changed dramatically
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Top customers want to control the buying process
and do not want to be sold
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Suppliers often appear the same, or are made to
look the same, so price is still the differentiator
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Value propositions must evolve from product to
service to relationship focus, and be tailored to
strengthen customer alliance potential
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Strategic dependence between supplier and
customer is the best offense and only defense for
the high value customer segment
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“As Is” vs. “To Be”
Broad aims and guiding principles for 2004 strategic
account manager development
 Learn to treat top customer relationships as assets
 Select future winners and seek alliances with them
 Focus on gain in future wallet (not only present wallet)
 Jointly determine the optimum commitment of supplier and
customer resources
 Jointly undertake the necessary product and service
adaptations for mutual gain
 Seek distinguishable customer intelligence, insight and
understanding of what drives the customer’s business
model
 Transfer value from products to services, increasing
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sustainable return on customer assets
TBA – What We Offer
Customized Smart Selling training programs for
unique client needs – no one size fits all – for example:
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Strategy Orientation (SO) – strategy review, values
/ skills inventory, assessment and planning
Product/Market Knowledge Application (PKA) –
web-based market segment / channel training for
strategic insight including diagnostic certification
Consultative Influence Skills (CIS) – executive
conversation skills for all levels, in all phases to
facilitate choices / process integration
Smart Selling Program (SSP) – strategic multifunctional team selling for alliances and partnerships
Maximizing Sales Performance (MSP) – sales
management coaching / 360º feedback on
competency model
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CRM Deployment Experience
Sample clients :
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American Express
Aventis (Rhone Poulenc Rorer)
Chase Global Investor Services
GE Industrial Risk Insurers
Hilti Corporation
MeadWestvaco Packaging Resources Group
Prudential Life Insurance
Toronto-Dominion Bank
Unistrut Engineering
Weyerhaeuser
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CRM Implementation Issues
TBA addresses the most important and difficult to resolve
IMPORTANCE DIFFICULTY
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Overcoming organizational barriers
2.5
2.4
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Aligning CRM goals with business goals
2.7
2.1
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Gaining management support
2.7
1.8
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Overcoming employee resistance
2.5
2.3
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Training employees
2.7
1.8
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Redesigning effective work flows
2.5
2.3
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Changing measurement / reward systems
2.1
2.0
Source: Fujitsu Consulting, 2001; Scale: 0-3.0
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CRM Implementation Goals
TBA addresses most frequently set and least frequently
met strategic account management goals
SET
MET
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Sell more to current customers
98 %
71%
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Increase customer satisfaction
88%
75%
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Increase customer loyalty / retention
86%
59%
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Increase revenue
79%
48%
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Acquire new customers
74%
56%
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Identify new product / service opportunities
71%
71%
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Increase customer profitability
58%
60%
Source: Fujitsu Consulting, 2001 ; Scale: 0-3.0
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Strategy Alignment
Each enterprise, strategic business unit and channel
has unique needs, challenges & opportunities:
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Becoming embedded in customer strategy
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Determining best practice models
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Enhancing selling process and skills
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Gaining appropriate standardization
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Sustaining knowledge / skill / relationship advantage
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Attaining incremental sales productivity
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Finding the right development partner capabilities
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How TBA Ensures Success
TBA begins with understanding the client’s present
state/future state – unique to enterprise / SBU /channel
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Conducting discovery research with management
and top performers
Designing training options / building on generic
platforms
Gaining deep client knowledge for role plays, case
situations, etc.
Teaching knowledge and skills through tested
learning system including web-based program
delivery
Collaborating to reinforce through continuous
learning and coaching
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Tested Learning System
1. Awareness
Strategy, pre-course (paper
or CBT), assessment, cases
2. Acquisition
Discussion, text, CBT, audio /
video modeling
3. Strengthening
Application & individual
team exercises
4. Transfer
Role play, scripted & WYO
cases, video playback
5. Reinforcement
Pre-call plans, assessment,
coaching, development
planning, certification
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Example: Smart Selling
Each Smart Salesforce improvement
training module should:
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Be in synch with selling and
service culture
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Involve managers in coaching
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Integrate skills with unique
strategic selling process
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Utilize selling tools for impact
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Ensure acquiring and using expert
customer knowledge
Selling
Skills
Model
Knowledge
Use
Selling
Tool Use
Selling
Process
Coaching
Practices
Selling
Culture
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Learning Path & Application
COACHING
MM
ADP
CIS
PIKA
SKILLS
SSP
TO BE DETERMINED
NO ONE SIZE FITS ALL
SO
MSP
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Old Methodology
12
Maintenance
Order-Taking
11
classroom
training
program
inoculation
2
Prospecting
Customer is
satisfied
10
Making the
Presentation
Linear
customer
acquisition
model
Pre-Prospecting
Delivery
Gaining
Commitment
One
1
Customer is
interested
Customer CUSTOMER
commits to
taking action
3
Data
Collection
4
Qualifying
Customer is
convinced you
have the solution
9
Drafting the
Proposal
Exploring
Needs
8
Requalifying
7
5
Determining
Needs / Fit
6
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Strategy Mobilization
Change Management: Begin with assessment &
attainment of corporate values and competency-based
behaviors
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Integrity
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Performance-driven
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Customer-focus
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Innovation
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People focus
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Competitiveness
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Collaboration
Skills
Inventory
Process
Improvement
Performance
Management
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Market Management
Customer value segmentation based on profit contribution
53%
Number of
Customers
as % total
(A,B, C, D
segments)
14%
22%
36%
24%
14%
40%
3%
Strategic
Segment
Profit
Value
as %
Source: PricewaterhouseCoopers research
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Product/Market Knowledge
Self-paced
learning units
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Diagnostic knowledge
assessment
Learning objectives
Content screens
Additional information
Comprehension checks
Key points
Unit reviews
Glossary
Reference files
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Objectively-scored
Multiple question types
Assessment and topic
outcomes (certification)
Immediate score and narrative
feedback
Grade book, transcript, and
coaching reports
Optional workshop component
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Content review
Strengthening exercises
Tools application
Group decision making
Full simulations
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Account Development
Dynamic customer
relationship model for
sustaining perpetual
value creation
Find
Facts
Provide
Service
Sell
Concept
Basic
continuous
account
(opportunity)
development
Plans
Phases
of Sale &
Customer
Uses influence
Relationship
skills in
Implement
Structure
Plan
Agreement each phase
Gain
Decision
with select
decision
makers
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Consultative Influence Skills
Skills necessary at executive levels for facilitating choices
and knowledge advantage exceeding customer expectations
Commit
to
Next Steps
Address Challenges
& Resolve Legitimate
Concerns
Build
Executive &
Professional
Relationship
Determine Acceptable
& Optimal Best Solutions
Explore Problems,
Needs and Requirements
Build
Executive &
Professional
Relationship
Establish Superordinate Business Purpose
Internal Preparation for Customer Partnership
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Smart Selling Program
Global multi-functional team or strategic account team
for solution selling
CONTINUOUS
STAGE 2 –
STAGE SETTING –
ASSESSING
MULTI-YEAR
THE MARKET
RELATIONSHIP
OPPORTUNITY
GOALS
STAGE 1 –
PROFILING
THE ALLIANCE
PARTNERSHIP
INTEGRATION
WITH
CUSTOMER
TEAM
RESOURCES
STAGE 3 –
SCOPING THE
INTEGRATED
SOLUTION
INTEGRATION
OF SUPPLIER
TEAM
RESOURCES
STAGE 4 –
PRESENTING
THE ALLIANCE
PARTNERSHIP
CONTINUOUS
OPPORTUNITY
MAPPING &
STRATEGY
DEPLOYMENT
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Smart Sales Coaching
Maximizing Sales Performance through continuous feedback and learning
Self-Directed or
Observed
Classroom Learning
Application/
Personal
Performance
Development
COMPETENCIES
Problem
Planning
• Personal
Analysis
• Technical
• Functional
• Leadership
Skills Coaching
Through Meetings /
Joint Selling
Performance
Coaching
(Job Counseling)
360º Feedback /
Knowledge
Assessment
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TBA Engagement Model
Continued improvement in Smart Selling
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Refine preliminary hypothesis, shared value
proposition, project scope and project vision
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Discover best practices & skills inventory to
determine skills gaps and plan development
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Discover barriers to productivity improvement
(most likely root causes) and plan to address
performance issues
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Design, develop and deliver to specification, as
budgeted, evaluate, apply, refine and apply
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Measure impact and return on investment
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Engagement: Customization
Progressive stages of initial design, development &
delivery for TBA Client to assimilate and apply technology
Customization
Strategy
Discovery
& Design
Data
Gathering
Draft
Development
Editorial
Revisions
Technical
Review /
Sign Off
Piloting /
Sign Off
Beta Test /
Sign Off
Train-theTrainer
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Implementation Example
JUNE
JULY
AUGUST
SEPTEMBER OCTOBER
4 11 18 25 2 9 16 23 30 6 13 20 27 3 10 17 24 1 8 15
Discovery
Decision
Data-Gathering /
Customization
Technical Review
Beta Test
Production
Pilots / Revisions
Train-the-Trainer
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Development Partnership
Linked
Tactics
ADD VALUE
Business
Outcomes
Coaching
Incentives
Learning
Market
Management
SMART
SALESFORCE
ALIGNMENT &
SPONSORSHIP
Sales/Service
Performance
Future Share
of Wallet
DRIVE THE NEED
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