Sales Transformation Presentation - Mercuri Urval

Sales Transformation
Building Tomorrow’s Sales force
Stephen Finley – Managing Director, Mercuri Urval UK
Lesley Abery – Head of Consulting Practice, Mercuri Urval UK
Presented on 22 May 2012
at the Microsoft Executive Roundtable - Improving Sales Performance

Transforming your sales operation is a fast and
efficient way of improving profits and growing income
.
To get it right, we believe sales force transformation
should be embedded in the company as a permanent,
forward-moving, capability-building activity informed
by future customer needs and led from the front.

A client driven transformation process process

An overall Sales Transformation Process

What we’ve heard clients say
‘Contact is good but it is largely demand driven…we should
get together and anticipate the future’
‘Nobody ever contacts me from ABC Ltd to get together on
my real business issues’
‘You always respond quickly when we have a problem but
you never call us with a fresh idea’
‘My biggest customer? What is their future strategy? Good
question… I’ve got it here somewhere …’

Goal. Take a look at your business model
with fresh eyes
• How do you make money? What is the value you create?
• Define your business model in terms of creating value for your
customer
• Understand your market position relative to your competitors – now
and in the future
• Look at where you fit in your customers’ value chain
• Get an objective view from your customers as to their perception of
your business
• Look at your leaders. Do they represent your customers needs or those
of your internal management?

Who. Define which clients to focus on,
why and with what proposition
• Which clients have the most potential ?
• How will you change to achieve future results?
• What activities do you need to implement to close the gap?
• Build a clear picture of your business - analyse input from
stakeholders and customers, and examine competitors’ behaviour
• Describe the journey between today and the future, in a way that
is clear and compelling for employees, customers and
stakeholders
Success in business depends on understanding where value is really
created and putting that at the centre of your business strategy

How. Define your customer engagement
model
• How does your company build relationships with customers, and
who builds these relationships?
• Understand how you connect and engage with customers today to
help you establish a closer relationship with them in the future
• Enable your employees to establish a wide network of relationships
with client contacts
• Position people in deeper, stronger and broader networks - this will
make your relationship less vulnerable to risk and change

Define your customer engagement model
Typical Key Account Client Engagement
Model

What. Define and build the right skills to
engage with your clients
• What is your organisational structure? How do you work?
• What processes are being used, and what processes do you need to
make things flow even better?
• Where are efficiencies, contact points, handoffs and bottlenecks?
• What skills and future potential do your people have given the skills
required in future ?
• Define the future skills needed, assess your current skills and
measure the gap between where you need to be and where you
stand today

Define Organisational Structure
Key Positions
Key People
Strong Areas
Weak Areas

Manage Resistance. People create … and
resist change
Knowledge & Experience
Saboteurs
Dinosaurs
Change
Leaders
Dangerous
Amateurs
Motivated to Change

Assess your capability gaps
Sales Manager
Account Executive
Sales Specialist
Solution
Development
Sales Support
Create Compelling
Propositions
Builds Valuable
Relations
Wins Profitable
Business
Mobilise to Deliver
Coaching for
Performance
Today 18 mths Today 18 mths Today 18 mths Today 18 mths Today 18 mths
6 7 5 6 7
6 6 6 6 4
5 5 5 6 4
6 5 4 6 6
2 5 4 5 4

Assess your capability gaps
Sales Manager
Account Executive
Sales Specialist
Create compelling
propositions
Builds Valuable
Relations
Wins profitable
Business
Mobile to Deliver
Coaching for
Performance
Today 18 mths Today 18 mths Today 18 mths Today 18 mths Today 18 mths
2 1 2 1 1 1 2 1 3 2
6 7 5 6 7
3 2 2 1 2 1 3 2 2 1
6 6 6 6 4
2 1 1 1 2 1 3 2 2 1
5 5 5 6 4
Solution
Development 3 2 2 1 1 1 3 2 3 3
Sales Support
6 5 4 6 6
1 1 2 1 3 2 2 1 2 1
2 5 4 5 4

Decide on who and where
• Who is going to be developed and/or promoted?
• Who ought to be redeployed?
• Who needs to be exited?
• If your future model is aspirational and transformative - one third of
your people may not be able to deliver in the new world
How you lead and guide them to find their future is a key mark of
success

Routinely audit client and sales team performance
CLIENT
Account
Status
CPG
CP CDD CSE SM
ABC AMBER NA n n NA
HEI GREEN n n n n
SRAM AMBER n n n NA
NES GREEN n n n n
COSI AMBER NA n n NA
ELBA AMBER NA n n
REL RED NA n NA NA
REV AMBER NA n n n
CLIENT
Account
Status
UK
CP CDD CSE SM
RM GREEN n NA NA NA
INI AMBER n n n NA
DRA AMBERn NA NA NA NA
KEY
GOLD RATING
n SILVER RATING
n
BRONZE RATING
NA NO RATING ISSUED
nnn ACCOUNT RATINGS

The Sales Force Transformation Guide –
what successful growth leaders know:
• Sales force transformation should be embedded in the company as a
permanent, forward-moving, capability-building solution
• Understand where your value is really created, and put that at the
centre of your business and sales strategy
• Understand – in detail – how you engage with customers, and enable
your employees to establish a wide network of client relationships
• Be clear about how each of your company’s departments interact to
create the value you are aiming for
• Don’t water down the execution of your assessment findings
• Remember that tomorrow’s successful companies will restructure
capabilities, not job titles

A client driven transformation process process

.
To find out more about Sales Transformation please
contact
Stephen Finley – stephen.finley@mercuriurval.com
Lesley Abery – lesley.abery@mercuriurval.com
or visit
www.mercuriurval.co.uk