How to Use the PowerPoint Template · And this is a bad case scenario. What should happen when you plot the tenure of reps in a bar chart, is you should see an uni\൦orm distribution
Now let us look at the reasons for this. Why do reps not see the path to money? Why do they leave, and why do 50% of them not make their quota two years in a row? The answer to this is in a survey we came across sun by Ovidian. If you look at the five causes here, the top two reasons are closely tied – they are actually the same reason, to be honest – the rep was unable to communicate business value to the customer, and that is why the customer did not close! And what is worse (with the first reason) as compared to the second, is the rep did not know the reason the deal never closed is that business value was not communicated… These two have to do with a common theme – are we taking the best value proposition to the customer? What is it? What did the customer think of the value proposition. On the other hand the bottom two causes have to do with efficiency. Its about how quickly sales reps learn the processes to make them successful at processing deals. Excessive ramp up times happen when processes that reps need to follow are not clearly documented …. So the top two reasons seem to be, reps don’t have the knowledge to communicate the value prosition well, and don’t know the processes to make them efficient. Apart from that – all is great in the B2B sales world !!
Source: DePaul University Sales Effectiveness Survey
• 假设两年内有25%的人员流动 • 500 人的销售团队 的每年流失成本 = $28M
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And this is a bad case scenario. What should happen when you plot the tenure of reps in a bar chart, is you should see an uniform distribution. However, when reps start leaving because they cannot see the path to making money – this curve starts looking like a more and more skewed one, with more reps with less tenure. And for a VP of B2B sales – this is a death spiral. This is what causes them to have a few years of missed sales and will cost the VP of sales his/her job. The org has to be stable, else this is a corporate risk – and trust me, this risk does happen in some orgs – we have seen some of them, even here in our company over the years.
Opportunity and Pipeline Management equips sales organizations to close more business in less time by providing a complete picture of the opportunity, including its history and milestones, and the associated key decision makers.� Account Management enables salespeople to build a deep understanding of target accounts by providing a complete history of all the interactions the company’s sales organization or even partner sales organizations have had with those accounts.� Contact Management provides a comprehensive view of every customer through a complete history of all interactions with each customer, including inbound and outbound calls, email exchanges, written correspondence, visits, meetings, and demonstrations.� Activity Management helps schedule simple to-do items, develop activity plans, manage the completion of complex tasks, and delegate actions to others.
Salespeople and leaders are more mobile Both use more more BYOD devices Sales processes are more social Assigning and incenting salespeople correctly is more important than ever Customers buy when and how they want Data growth and data quality are key focus areas for businesses in 2013 Companies are focused on making sure they are getting better performance from sales teams. Six out of ten executives responsible for shaping sales territories say they rely more on data than instinct to drive decisions. Nearly one-half (48%) of incentive compensation plans do not achieve the desired results. Source: Economist Intelligence Unit, “Data vs Instinct: Perfecting Global Sales Performance,” June 2012 Salespeople and leaders are more mobile Both use more more BYOD devices Sales processes are more social Assigning and incenting salespeople correctly is more important than ever Customers buy when and how they want
Qvidian Sales Series: Revolutionalize Selling Looking beyond sales enablement to the latest sales execution strategies entails accepting an entirely new perspective and a fresh approach towards empowering the sales force through an end-to-end guided selling platform. Achieving superior sales execution involves a complete overthrow of the sales processes and activities that are simply not working, as well as a set of new school principals to bring about real value in your sales investments. But just how can you make the shift from a chaotic and poorly defined sales enablement practice to a dynamic and predictive sales execution strategy? Tossing out some old school sales enablement rules is a start to guiding towards continued success and improved sales performance Organizations achieving competitive advantage with analytics are 220% more likely to be substantially outperform their industry peers
