“12 claves para optimizar los resultados de venta: el enfoque de las empresas líder” Madrid, 13 de junio de 2012 Conclusiones del estudio de investigación.

Presentación del tema: "“12 claves para optimizar los resultados de venta: el enfoque de las empresas líder” Madrid, 13 de junio de 2012 Conclusiones del estudio de investigación."— Transcripción de la presentación:

1 “12 claves para optimizar los resultados de venta: el enfoque de las empresas líder” Madrid, 13 de junio de 2012 Conclusiones del estudio de investigación “ Miller Heiman 2012 Sales Best Practice Study ”

2 Biografías J UAN C ARLOS D EL O LMO 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

3 “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 4 www.millerheiman.com Thank You www.lmsleader.com

5 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

6 Biografías S AM R EESE 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.

7 Biografías L UIS M IGUEL S AIZ 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.

8 VIDEO CHANGE OR LOSE

9 Sam Reese, Chief Executive Officer, Miller Heiman 9

10 Miller Heiman Direction 10 Assist clients to help them grow profitable sales. Mission Become the most credible and recognized resource for salesforce performance and sales effectiveness expertise Vision Elevate the role, status, credibility and strategic importance of the sales profession. Purpose

11 Sales Professional Evolution Product Pusher Consultative Order Taker Solutions Expert

12 12 Selling Has Changed Dramatically Over the Past Few Years TRANSPARENCY PRECISION VALUE CHAIN

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 13

14 Sales Improvement Continuum 14 SALES TRANSFORMATION SALES EFFECTIVENESS SALES TRAINING GET BETTERGET RESULTSCHANGE CULTURE

15 Myths that Need to be Addressed 15 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 16

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 17

18 18 Sales Language Barriers that Create Support Obstacles COMPETENCIES TRAINING CRM COMPLIANCE DEVELOPMENT PLANS COMPENSATION PLANS NEW PRODUCT INTRODUCTION

19 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. 20

21 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 22

23 23 Miller Heiman Sales System®

24 24 Customer Trends Understanding Why and How Customers Buy From You

25 25 Customer Trends Understanding Why and How Customers Buy From You SOURCE: 2012 Miller Heiman Sales Best Practices Study

26 26 Create Opportunities Targeting, Gaining Access and Qualifying Prospects

27 27 www.millerheiman.com Create Opportunities Targeting, Gaining Access and Qualifying Prospects SOURCE: 2012 Miller Heiman Sales Best Practices Study

28 28 Manage Opportunities Allocating Resources to Qualified Opportunities and Managing to Closure

29 29 Manage Opportunities Allocating Resources to Qualified Opportunities and Managing to Closure SOURCE: 2012 Miller Heiman Sales Best Practices Study

30 30 Manage Relationships Protecting and Growing Strategic Accounts

31 31 Manage Relationships Protecting and Growing Strategic Accounts SOURCE: 2012 Miller Heiman Sales Best Practices Study

32 32 People & Organization Organizing, Developing, Staffing and Managing a High Performance Sales Team

33 33 www.millerheiman.com People & Organization Organizing, Developing, Staffing and Managing a High Performance Sales Team SOURCE: 2012 Miller Heiman Sales Best Practices Study

34 34 Management Execution Aligning the Organization and Driving Behaviors Essential for Success

35 35 Management Execution Aligning the Organization and Driving Behaviors Essential for Success SOURCE: 2012 Miller Heiman Sales Best Practices Study

36 36 Operations & Enablement Providing Infrastructure and Programs to Enable Sales Productivity Improvement

37 37 Operations & Enablement Providing Infrastructure and Programs to Enable Sales Productivity Improvement SOURCE: 2012 Miller Heiman Sales Best Practices Study

38 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 39

40 Strategic Analysis & Decision Making Standardized process to qualify Understanding customers needs Leveraging Social Media CRM is effective Improve quality of work Sales & business metrics are aligned Criteria to define strategic accounts Jointly set objectives with accounts Review results with accounts Gain access to decision makers Allocating the right resources Disciplined process Getting new hires effective fast Professional development Knowing why best are best Spend sufficient time coaching Clearly defined activities Leverage best practices

41 41 www.millerheiman.com Thank You

42 Luis Miguel Saiz, Partner & Managing Director LMS Leadership MH Distribution Partner para España 42

43 “People don’t resist change. They resist being changed.” - Peter Senge CHANGE OR LOSE Sea lo que fuere lo que le llevo a donde se encuentra hoy no es suficiente para mantenerle ahí

44 Source: Dr. Tom E Smith, University of Southern California Receptivity to Change

45 Principio fundamental de ventas 45

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. 46

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. 47

48 48 Customer Trends Understanding Why and How Customers Buy From You SOURCE: 2012 Miller Heiman Sales Best Practices Study SPAIN 71% 40 %

49 49 www.millerheiman.com Create Opportunities Targeting, Gaining Access and Qualifying Prospects SOURCE: 2012 Miller Heiman Sales Best Practices Study SPAIN 49 % 15 % 33 % 31 %

50 50 Manage Opportunities Allocating Resources to Qualified Opportunities and Managing to Closure SOURCE: 2012 Miller Heiman Sales Best Practices Study SPAIN 45 % 42% 23% 40% 50% 33% 53%

51 51 Manage Relationships Protecting and Growing Strategic Accounts SOURCE: 2012 Miller Heiman Sales Best Practices Study SPAIN 42% 41% 50% 43%

52 52 www.millerheiman.com People & Organization Organizing, Developing, Staffing and Managing a High Performance Sales Team SOURCE: 2012 Miller Heiman Sales Best Practices Study SPAIN 40% 47% 32% 40% 43% 25%

53 53 Management Execution Aligning the Organization and Driving Behaviors Essential for Success SOURCE: 2012 Miller Heiman Sales Best Practices Study SPAIN 32% 49% 32% 35% 16%

54 54 Operations & Enablement Providing Infrastructure and Programs to Enable Sales Productivity Improvement SOURCE: 2012 Miller Heiman Sales Best Practices Study SPAIN 49% 42% 29% 27%

55 Alinear ciclo de ventas y ciclo de compra

56 Premisa Básica 56

57

58 Hemos hablado de…. 58

59 ¿y ahora QUÉ…? 59

60 Change is coming 60 Conocer TU estado de situación

61 Sales Performance Meter 61 Informe escrito Análisis de las respuestas y estado de situación Comparativa con las WCSO Recomendaciones Objetivo Comparar las prácticas en ventas de TU organización/área de negocio con las mejores prácticas en las WCSO Informe gráfico

62 Sales Performance Meter. Report 62 Support and Enablement - Monitor

63 Sales Performance Meter. Report 63 Creating Opportunities Managing Opportunities Managing Relationships Management Execution Support & Enablement People & Organization

64 Sales Performance Meter. Report 64 Summary of Results by Element of The Miller Heiman Sales System ® Your Overall Score Focus Focus Monitor Focus

65 Sales Performance Meter. Report 65 Informe resumen Sales Performance Metrics

66 Change is coming 66 Resultados Métricas Análisis Conocer el estado de situación Crear un plan de acción Definir los indicadores-objetivos (KPI´s) Puesta en marcha del plan Volver a medir y analizar los resultados Analizar los resultados

67 GRACIAS POR VUESTRA ASISTENCIA  JUAN CARLOS DEL OLMO ▫ Email: jolmo@lmsleader.com ▫ M: 633.30.48.61 ▫ Blog: jcdelolmoplaza.es  LUIS MIGUEL SAIZ ▫ Email: lmsaiz@lmsleader.com ▫ M: 625.353.576 67 www.lmsleader.com

68 68 www.millerheiman.com Questions