“12 claves para optimizar los resultados de
venta: el enfoque de las empresas líder”
Conclusiones del estudio de investigación
“Miller Heiman 2012 Sales Best Practice
Study”
Madrid, 13 de junio de 2012
Biografías
JUAN CARLOS DEL OLMO
Es partner de LMS Leadership desde el año 2011.
Juan Carlos tiene 25 años de experiencia en multinacionales de TI y Business Process
Outsourcing habiendo desempeñado en los últimos 15 años cargos de
responsabilidad ejecutiva como Director Comercial y de Desarrollo de Negocio en
compañías como INDRA. AZERTIA y THALES.
Es experto en implantación de procesos de ventas y ha desarrollado su carerra en un
gran número de sectores incluyendo, Administración Pública, Energía- Utilities,
Telecomunicaciones y Transporte.
Es Ingeniero de Telecomunicaciones
Tiene un Program Development Management por el IESE
Está certificado en Miller Heiman como consultor en Strategic Selling y Conceptual
Selling
Programa de Marketing digital 2.0 y Redes Sociales corporativas en INESDI
“12 claves para optimizar los resultados de
venta: el enfoque de las empresas líder”
Conclusiones del estudio de investigación
“Miller Heiman 2012 Sales Best Practice
Study”
Juan Carlos Del Olmo, Partner LMS Leadership
MH Distribution Partner para España
4
Thank You
www.lmsleader.com
www.millerheiman.com
Ficha técnica del estudio
Objetivo
• Hacer un benchmarking entre las World-Class Sales Organizations y sus homólogas en todo el mundo.
• Identificar las mejores prácticas en las organizaciones con mejores resultados en ventas.
• Sacar conclusiones que puedan ser aplicables por las diferentes compañías
Encuesta
• Es el noveno año de este estudio.
• El cuestionario final contiene 6 secciones relacionadas con el proceso de venta y 1 sección dedicada al
grado de conocimiento del entorno del cliente.
• Un total de 59 respuestas cerradas basadas en 7 puntos en una escala likert
Muestra
• Alrededor de 1.300 ejecutivos de todo el mundo y de todos los sectores de actividad.
• Realizada entre el 1 de Octubre de 2011 y el 2 de Diciembre de 2011.
• Empresas en el entorno B2B, con venta compleja y largos ciclos de decisión.
World-Class Sales Organizations
• 74 participantes cualificados cómo “World-Class “
• 6% de los encuestados
Biografías
SAM REESE
Sam Reese joined Miller Heiman as CEO twelve years ago in 2000.
Since joining the company, Sam has grown Miller Heiman’s revenue by more than 200
percent.
Eight years ago Sam launched the “Miller Heiman Sales Best Practices Study”, which
has grown to become the most credible sales performance research report in the world.
Sam is a business leader with over 25 years experience and he has knowledge building
sales organizations from the ground up at Fortune 500 companies such as Corporate
Express, British Telecom and Kinko's and he has worked in public companies as well.
He is co-author of Successful Global Account Management and The 7 Keys for
Managing Strategic Accounts.
Sam Reese is graduated with a business degree from the University of Colorado.
Biografías
LUIS MIGUEL SAIZ
Socio fundador de LMS Leadership desde el año 2006.
Luis Miguel tiene 29 años de experiencia en ventas de las cuales 20 de ellos con
responsabilidad a nivel ejecutivo en Dirección comercial y Marketing, en compañías
tales como Dun&Bradstreet, DHL, Equifax y Human Group, siendo un especialista en
las áreas de training, coaching, consultoría e implantación de procesos de ventas.
Licenciado en Ciencias Economicas y Empresariales
Executive MBA: Instituto de Empresa IE-Madrid
Profesor de ESIC programa: Executive MBA
Certificaciones de Miller Heiman para impartir programas en: Strategic Selling,
Conceptual Selling, Large Account Management, Funnel Management, Managers
Coaching y Negotiation Success.
VIDEO CHANGE OR LOSE
9
Understanding Challenges
of Sales Leaders
Sam Reese, Chief Executive Officer, Miller Heiman
10
Miller Heiman Direction
Mission
Assist clients to help them grow profitable sales.
Vision
Become the most credible and recognized resource for salesforce performance and
sales effectiveness expertise
Purpose
Elevate the role, status, credibility and strategic importance of the sales profession.
Sales Professional Evolution
Product
Pusher
Consultative
Order Taker
Solutions
Expert
12
Selling Has Changed Dramatically Over the Past Few Years
VALUE CHAIN
PRECISION TRANSPARENCY
13
Sales Leaders Often Find Themselves In The Crossfire




First to blame
Early commitments
Anecdotes
Leadership Challenges
 Don’t speak the language of
other execs- need more
precision themselves
 Own Customer Management
 Strategic Challenge
14
Sales Improvement Continuum
SALES
TRAINING
GET BETTER
SALES
EFFECTIVENESS
GET RESULTS
SALES
TRANSFORMATION
CHANGE CULTURE
15
Myths that Need to be Addressed
Nothing happens unless we sell something
Sales is only our domain
Just hire great people
The customer is always right
Sales owns the customer
Product/business expertise not required
Sales doesn’t need help
Compensation alone drives behaviors
BUSTED
BUSTED
BUSTED
BUSTED
BUSTED
BUSTED
BUSTED
BUSTED
16
You Need Help Everywhere
17
Disconnects that Create Confusion and Diffuse Accountability
 Unchecked anecdotes especially around pricing
 Hiring and development responsibilities






completely transferred to HR
Commission systems that do not motivate and
drive the right behavior- SVP input required
but support needed
Corollary- belief that short term incentive
plans will reliably drive behavior
Corollary- year to year changes in the
commission system causing gamesmanship
Unfettered access to support resources one
individual at a time
Salesperson by salesperson approach with no
consistency, leading to inability to create any sort
of organization wide forecast or expectations
Un-empowered front line management that must
take the short cut to leadership
18
Sales Language Barriers that Create Support Obstacles
COMPETENCIES
TRAINING
CRM COMPLIANCE
NEW PRODUCT INTRODUCTION
DEVELOPMENT PLANS
COMPENSATION PLANS
19
Miller Heiman Sales System®
A Framework for Understanding the World of the Sales Leader
20
Defining World Class Through Our Sales Best Practices Study
 Established in 2003
 World’s largest annual study
of sales performance best
practices with over 27,000
participants to date.
 Reveals trends, issues,
opportunities in today’s
selling environment.
2012 Sales Best Practices Study Global Participation
22
A Roadmap To Improvement And Understanding
Understanding the Key Gaps Between the World Class Firms and the Others





Lead Growth
Account Acquisition
Account Retention
Salesperson Productivity
Quota Achievement
23
Miller Heiman Sales System®
24
Customer Trends
Understanding Why and How Customers Buy From You
25
Customer Trends
Understanding Why and How Customers Buy From You
QUESTION
ALL
WC
We know why our customers buy from us.
73%
90%
We consistently use a formal process for measuring customer
satisfaction.
35%
74%
SOURCE: 2012 Miller Heiman Sales Best Practices Study
26
Create Opportunities
Targeting, Gaining Access and Qualifying Prospects
27
Create Opportunities
Targeting, Gaining Access and Qualifying Prospects
QUESTION
ALL
WC
Sales and Marketing are aligned in what our customers want and
need.
34%
80%
We have a formalized value proposition that is very compelling to our
prospects.
39%
93%
Social media is a very effective tool for understanding our customers'
needs.
16%
42%
We consistently follow a standardized process to qualify
opportunities.
39%
91%
SOURCE: 2012 Miller Heiman Sales Best Practices Study
www.millerheiman.com
28
Manage Opportunities
Allocating Resources to Qualified Opportunities and Managing to Closure
29
Manage Opportunities
Allocating Resources to Qualified Opportunities and Managing to Closure
QUESTION
ALL
WC
Our organization collaborates across departments to pursue large
deals.
48%
89%
Our organization is highly effective in allocating the right resources to
pursue large deals.
34%
92%
We have an established procedure to know when to stop investment
in large deals.
20%
69%
In a large deal, we always gain access to key decision-makers.
38%
91%
We clearly understand our customers' issues before we propose a
solution.
When we lose a significant sales opportunity, we always know the
reason why.
Our sales people immediately communicate with management when
something unexpected happens to jeopardize a deal.
48%
93%
27%
74%
52%
89%
SOURCE: 2012 Miller Heiman Sales Best Practices Study
30
Manage Relationships
Protecting and Growing Strategic Accounts
31
Manage Relationships
Protecting and Growing Strategic Accounts
QUESTION
ALL
WC
Our organization regularly collaborates across departments to
manage strategic accounts.
42%
91%
We jointly set long-term objectives with our strategic accounts.
35%
93%
We have relationships and dialog at the highest executive levels with
all our strategic accounts.
38%
96%
Specific criteria have been established to define a strategic account in
our company.
37%
89%
SOURCE: 2012 Miller Heiman Sales Best Practices Study
32
People & Organization
Organizing, Developing, Staffing and Managing a High Performance Sales Team
33
People & Organization
Organizing, Developing, Staffing and Managing a High Performance Sales Team
QUESTION
ALL
WC
Before making a final hiring decision in our sales organization,
we assess all candidates using a standardized assessment tool.
33%
77%
We know why our top performers are successful.
39%
91%
Our performance review process helps improve the sales force’s
job performance.
26%
82%
Our organization requires the sales force to regularly participate in
professional development programs.
33%
87%
Our management team is highly effective in helping our sales
team advance sales opportunities.
39%
88%
Our process for getting new hires to full productivity is highly
effective.
17%
80%
SOURCE: 2012 Miller Heiman Sales Best Practices Study
www.millerheiman.com
34
Management Execution
Aligning the Organization and Driving Behaviors Essential for Success
35
Management Execution
Aligning the Organization and Driving Behaviors Essential for Success
QUESTION
ALL
WC
We leverage the best practices of our top performers to improve
everyone else.
25%
89%
Our executive leadership is actively engaged in our sales process.
48%
92%
Our company has clearly defined the activities required for each
stage in our sales funnel.
34%
93%
In an average week, our sales force definitely spends sufficient time
with customers.
27%
85%
In an average month, our sales managers definitely spend adequate
time coaching each individual on the sales team.
20%
76%
SOURCE: 2012 Miller Heiman Sales Best Practices Study
36
Operations & Enablement
Providing Infrastructure and Programs to Enable Sales Productivity Improvement
37
Operations & Enablement
Providing Infrastructure and Programs to Enable Sales Productivity Improvement
QUESTION
ALL
WC
Our sales compensation policies are aligned with our business
objectives.
40%
85%
Our sales performance metrics are aligned with our business
objectives.
45%
93%
Our sales management team is highly confident in the data available
from our CRM system.
25%
81%
Our CRM system significantly improves the productivity of our
salespeople.
23%
66%
SOURCE: 2012 Miller Heiman Sales Best Practices Study
38
www.millerheiman.com
39
Results Worth Fighting For










Increase in profitable revenue
Improved relationships with clients
New product pull through and cross sell success
Reliable forecasts
Resources aligned with best opportunities and high win rates
More effective strategy pursuits and deal reviews= strong selling actions
Faster rep ramp up
More reliable hiring success
Enabled sales leadership- language, tools, coaching
Quota attainment; job satisfaction; promotions; rewards; recognition; etc
Strategic Analysis & Decision Making
Standardized process to qualify
Understanding customers needs
Leveraging Social Media
Gain access to decision makers
Allocating the right resources
Disciplined process
Criteria to define strategic accounts
Jointly set objectives with accounts
Review results with accounts
Getting new hires effective fast
Professional development
Knowing why best are best
CRM is effective
Improve quality of work
Sales & business metrics are aligned
Spend sufficient time coaching
Clearly defined activities
Leverage best practices
41
Thank You
www.millerheiman.com
42
Presentacion resultados
estudio 2.012 Miller Heiman
Sales Best Practices España
Luis Miguel Saiz, Partner & Managing Director LMS Leadership
MH Distribution Partner para España
CHANGE OR LOSE
“People don’t resist change.
They resist being changed.”
- Peter Senge
Sea lo que fuere lo que le llevo
a donde se encuentra hoy
no es suficiente para
mantenerle ahí
Receptivity to Change
Source: Dr. Tom E Smith, University of Southern California
45
Principio fundamental de ventas
46
Reflexión sobre la situación actual




Cambio radical de nuestro entorno de ventas.
Obsesión por la reducción de costes.
Involucración en ventas de todos los niveles de la empresa.
El precio como factor clave en la negociación, peligro de
comoditización.
 Riesgo síndrome de Estocolmo del comercial.
 Entender negocio del cliente, su ciclo de compra, proveer
soluciones, diferenciación, demostrarlo.
47
Experto en proveer Soluciones
 Lo importante no es lo que estamos vendiendo, sino
construir relaciones beneficiosas a largo plazo entendiendo
el negocio de nuestros clientes para poder aportarles valor.
48
Customer Trends
Understanding Why and How Customers Buy From You
QUESTION
ALL
WC
SPAIN
We know why our customers buy from us.
73%
90%
71%
We consistently use a formal process for measuring customer
satisfaction.
35%
74%
40 %
SOURCE: 2012 Miller Heiman Sales Best Practices Study
49
Create Opportunities
Targeting, Gaining Access and Qualifying Prospects
QUESTION
ALL
WC
SPAIN
Sales and Marketing are aligned in what our customers want
and need.
34%
80%
49 %
We have a formalized value proposition that is very
compelling to our prospects.
39%
93%
15 %
Social media is a very effective tool for understanding our
customers' needs.
16%
42%
33 %
We consistently follow a standardized process to qualify
opportunities.
39%
91%
31 %
SOURCE: 2012 Miller Heiman Sales Best Practices Study
www.millerheiman.com
50
Manage Opportunities
Allocating Resources to Qualified Opportunities and Managing to Closure
ALL
WC
SPAIN
Our organization collaborates across departments to pursue
large deals.
48%
89%
45 %
Our organization is highly effective in allocating the right
resources to pursue large deals.
34%
92%
42%
We have an established procedure to know when to stop
investment in large deals.
20%
69%
23%
In a large deal, we always gain access to key decision-makers.
38%
91%
40%
We clearly understand our customers' issues before we
propose a solution.
When we lose a significant sales opportunity, we always know
the reason why.
48%
93%
50%
27%
74%
33%
Our sales people immediately communicate with management
when something unexpected happens to jeopardize a deal.
52%
89%
53%
QUESTION
SOURCE: 2012 Miller Heiman Sales Best Practices Study
51
Manage Relationships
Protecting and Growing Strategic Accounts
QUESTION
ALL
WC
SPAIN
Our organization regularly collaborates across departments
to manage strategic accounts.
42%
91%
42%
We jointly set long-term objectives with our strategic
accounts.
35%
93%
41%
We have relationships and dialog at the highest executive
levels with all our strategic accounts.
38%
96%
50%
Specific criteria have been established to define a strategic
account in our company.
37%
89%
43%
SOURCE: 2012 Miller Heiman Sales Best Practices Study
52
People & Organization
Organizing, Developing, Staffing and Managing a High Performance Sales Team
QUESTION
ALL
WC
SPAIN
Before making a final hiring decision in our sales
organization, we assess all candidates using a standardized
assessment tool.
33%
77%
40%
We know why our top performers are successful.
39%
91%
47%
Our performance review process helps improve the sales
force’s job performance.
26%
82%
32%
Our organization requires the sales force to regularly
participate in professional development programs.
33%
87%
40%
Our management team is highly effective in helping our
sales team advance sales opportunities.
39%
88%
43%
Our process for getting new hires to full productivity is
highly effective.
17%
80%
25%
SOURCE: 2012 Miller Heiman Sales Best Practices Study
www.millerheiman.com
53
Management Execution
Aligning the Organization and Driving Behaviors Essential for Success
ALL
WC
SPAIN
We leverage the best practices of our top performers to
improve everyone else.
25%
89%
32%
Our executive leadership is actively engaged in our sales
process.
48%
92%
49%
Our company has clearly defined the activities required for
each stage in our sales funnel.
34%
93%
32%
In an average week, our sales force definitely spends
sufficient time with customers.
27%
85%
35%
In an average month, our sales managers definitely spend
adequate time coaching each individual on the sales team.
20%
76%
16%
QUESTION
SOURCE: 2012 Miller Heiman Sales Best Practices Study
54
Operations & Enablement
Providing Infrastructure and Programs to Enable Sales Productivity Improvement
QUESTION
ALL
WC
SPAIN
Our sales compensation policies are aligned with our business
objectives.
40%
85%
49%
Our sales performance metrics are aligned with our business
objectives.
45%
93%
42%
Our sales management team is highly confident in the data
available from our CRM system.
25%
81%
29%
Our CRM system significantly improves the productivity of our
salespeople.
23%
66%
27%
SOURCE: 2012 Miller Heiman Sales Best Practices Study
Alinear ciclo de ventas y ciclo de compra
56
Premisa Básica
58
Hemos hablado de….
59
¿y ahora QUÉ…?
60
Change is coming
• Conocer TU estado de situación
61
Sales Performance Meter
Objetivo
Comparar las prácticas en ventas de TU organización/área de
negocio con las mejores prácticas en las WCSO
Informe escrito
• Análisis de las respuestas y estado de situación
• Comparativa con las WCSO
• Recomendaciones
Informe gráfico
62
Sales Performance Meter. Report
Support and Enablement - Monitor
63
Sales Performance Meter. Report
Creating Opportunities
People & Organization
Managing Opportunities
Support & Enablement
Managing Relationships
Management Execution
64
Sales Performance Meter. Report
Summary of Results by Element of The Miller Heiman Sales System ®
Your Overall Score Focus
Focus
Focus
Focus
Focus
Monitor
Focus
65
Sales Performance Meter. Report
Informe resumen
Sales Performance Metrics
66
Change is coming
• Conocer el estado de situación
Análisis
• Analizar los resultados
• Crear un plan de acción
Métricas
• Definir los indicadores-objetivos (KPI´s)
Resultados
• Puesta en marcha del plan
• Volver a medir y analizar los resultados
67
GRACIAS POR VUESTRA ASISTENCIA
 JUAN CARLOS DEL OLMO
▫ Email: [email protected]
▫ M: 633.30.48.61
▫ Blog: jcdelolmoplaza.es
 LUIS MIGUEL SAIZ
▫ Email: [email protected]
▫ M: 625.353.576
www.lmsleader.com
68
Questions
www.millerheiman.com
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