PIVOTAL. Strategies for Building a High Growth Sales Organization. Mike and Gary Braun. Pivotal Advisors, LLC

Transcription

1 Strategies for Building a High Growth Sales Organization PIVOTAL ACHIEVING YOUR NEXT LEVEL OF SALES ADVISORS GROWTH Mike and Gary Braun Pivotal Advisors, LLC

2 About the Presenters Co-owners and founders of Pivotal Advisors More than 50 combined years of business and sales leadership experience Mike Braun Served at all levels in sales organizations Gary Braun 6

3 Agenda Welcome and Introductions Presentation Mike & Gary Braun Common Challenges and Fixes 6 Success Factors Typical vs. High Performing Wrap-up

4 Expectations for Today Understand common growth challenges and solutions Understand what High Performing Sales Organizations do differently that Common ones Become aware of things you can do personally to affect sales performance Identify things that you and your organization can implement to enable high growth 8

5 What are your Top Challenges with Sales Teams? At your table, come up with your TOP 3 CHALLENGES that inhibit Sales Growth that you can control 9

6 Fixes What are the things that you have done as a CEO or Business Owner to fix these sales challenges?

7 Most Common Fixes 11

8 A Healthy Sales Organization Sales Performance Factors 12

9 Sales Performance Factors (In detail) 13

10 Common Fixes COMP PLAN TRAINING CRM 14

11 Where We See the MOST IMPACT ACCOUNTABILITY DIRECTION COMP PLAN ACCOUNTABILITY TRAINING PROGRESS CRM PREDICTABILITY 15

12 Scoring Bell Curve for Rating Your Sales Organization Implementing some 5 6 Implementing none or few Implementing many or all

13 Sample Scoring Output 17

14 SALES LEADER Growth Strategy Clearly focusing Pivotal Advisors, LLC 18

15 Growth Strategy COMMON among Businesses Revenue Goals only Many reps are unaware of company goals No initiatives just revenue goals Too many initiatives to execute any effectively Goals Initiatives Any business is good business Not clearly defined Differentiation not really understood or leveraged Commodity differentiators Not enough reps to hit goal People in wrong chairs Structure never changes Ideal Clients Differentiation Size & Structure 19

16 Position and Differentiation Positioning vs. Differentiation The Value Discipline with which you will develop and present your solutions to your customers (How your customers view you vs. your competitors) The 3-5 differences in your solutions that: a) customers see as being different b) is something customers want or need c) customers are willing to pay more for it 20

17 Positioning - The Value Discipline Model Product Leadership Bare minimum to MAKE IT AKA no man s land Operational Excellence SOURCE: Discipline of Market Leaders, Michael Treacy and Fred Wiersema Customer Intimacy 21

18 What Makes You Different? Product Leadership New to World Standard Commodity Operational Excellence Customer Intimacy SOURCE: Discipline of Market Leaders, Michael Treacy and Fred Wiersema 22

19 Differentiation What are the MOST COMMON answers to the question Why should a prospect buy from you vs. the competition? We have the best customer service I can get it to you cheaper/less expensive Mine has a cool feature Me! 23

20 Definition of Differentiation It s not a differentiator: Unless they are willing to PAY MORE FOR IT If they can get the SAME THING SOMEWHERE else Until it is RECOGNIZED BY THE CUSTOMER Unless it is IMPORTANT to their NEEDS 24

21 Potential Ways to Differentiate Features What is special about the product or service features (i.e. bigger, better, faster, more efficient, safest, does something nobody else does ) Organizational Structure How our company is set up to serve yours (i.e. dedicated resources, access to resources ) Markets Served Focused market as opposed to serving everybody (i.e. manufacturing, medical, architectural, etc.) Value Discipline Operational excellence (low cost, help you drive cost, helping you save $...) Product leadership (leading edge innovation, we can help you make $, be more effective, avoid risk ) Customer intimacy (customize to your needs, find you a solution, dedicated people ) Market Segment Focus on particular size of companies or structure (i.e. accountants focusing on ESOP, companies needing smaller runs and more R&D vs. large) Business Model How we make money (i.e. monthly flat fee vs. time and materials, or all-you-can-eat vs subscription ) 25

22 Identifying Growth Opportunities Products/ Service Lines SAME NEW A1 A2 B Markets SAME NEW More CURRENT products/ service lines to CURRENT customers (sell more products/ services) C CURRENT products/ service lines to NEW customers (sell to new logos) Taking CURRENT products/service lines to NEW markets, NEW geographies or through NEW channels D Introducing NEW products/service lines to CURRENT customers Introducing NEW products/service lines to NEW markets, NEW geographies or through NEW channels Based on model from the Harvard Business Review 26

23 Defining Your Sandbox Ideal prospects that give us the best chance to win Growth - Adjacent markets Opportunistic outside of scope, must meet criteria 27

24 Create Sales Initiatives What are Sales Initiatives? The few large objectives that Lead to your desired revenue results Drive your critical sales activities Provide critical direction for how you will win They help us get laser focused on how we will: Target the right prospects and customers Deploy reps in the right way Hire the right sales people Sell the right products 28

25 Sample Sales Initiatives GOAL: Increase Revenue by 25% INITIATIVES: Grow our sales team by 25% $X in Revenue from new prospects 30% Revenue from New Product BIG ROCKS: Hire 1 new Rep each month Build our bench (have 3 potential Reps in the wings each quarter) Define ideal client by July 30 th 20% of prospects contacted each quarter 10 prospecting calls per week per Rep Close rate from 35% to 50% 100% of reps trained on new product in 90 days 27 new accounts with an average of X in Q3 30 new X in Q4 29

26 Growth Strategy COMMON among Businesses HIGH PERFORMING Sales Leaders Revenue Goals only Many reps are unaware of company goals No initiatives just revenue goals Too many initiatives to execute any effectively Any business is good business Not clearly defined Differentiation not really understood or leveraged Commodity differentiators Goals Initiatives Ideal Clients Differentiation Goals for Revenue and others (New Clients, Growth, Product, Market share, etc) understood by all and discussed frequently The company has defined 2-3 specific initiatives that it will focus on to achieve goals. Clearly defined Focus on prospects that give us the best chance to win Defined, understood across organization, are truly unique and are being leveraged by sales staff Not enough reps to hit goal People in wrong chairs Structure never changes Size & Structure Company has enough people in the right seats to execute the company strategy Keep a warm bench 30

27 SALES LEADER People Developing the Right Team Pivotal Advisors, LLC 31

28 People COMMON among Businesses Reps & managers hired based on Industry experience, past sales performance, rolodex and interview Poor success rate (1 in 7) Heavy product training Lots of shadowing Sometimes spend time in different departments Typically <1 week Little to no ongoing development of reps Missing essential skills No regular performance reviews or only annual performance reviews (or generic reviews) No career development plans Selection Onboarding Capability Retention 32

29 Your BEST Salesperson Think of your BEST Salesperson Wouldn t you like to CLONE them? At your table, take a few minutes to discuss: WHY are they the best? WHAT do they do that makes them good? 33

30 What is the Right Type of Rep for You? Hunter? vs. Farmer? Hunter Farmer 34

31 What is the Right Type of Rep for You? Consultative/ Complex Transactional Consultative/ Complex Sale? vs. Transactional Sale? Hunter Farmer 35

32 What is the Right Type of Rep for You? Consultative/ Complex Transactional Selling Selling Brand? vs. Unknown? Brand Unknown Brand Unknown Hunter Farmer 36

33 What is the Right Type of Rep for You? Transactional Consultative/ Complex Direct Channel Direct Channel Direct? vs. Channel? Brand Unknown Brand Unknown Hunter Farmer 37

34 What is the Right Type of Rep for You? Transactional Consultative/ Complex Channel Direct Channel Direct Auto Mng d Auto Mng d Auto Mng d Auto Mng d Managed Close? vs. Autonomous? Brand Unknown Brand Unknown Hunter Farmer 38

35 What is the Right Type of Rep for You? Transactional Consultative/ Complex Channel Direct Channel Direct Auto Mng d Auto Mng d Auto Mng d Auto Mng d Proc Strt Proc Strt Proc Strt Proc Strt Proc Strt Proc Strt Proc Strt Proc Strt Process? vs. Start? Brand Unknown Brand Unknown Hunter Farmer 39

36 What is the Right Type of Rep for You? Transactional Consultative/ Complex Channel Direct Channel Direct Auto Mng d Auto Mng d Auto Mng d Auto Mng d Proc Strt Proc Strt Proc Strt Proc Strt Proc Strt Proc Strt Proc Strt Proc Strt Technical? vs. Non-Technical? Tech Non-Tech Tech Non-Tech Tech Non-Tech Tech Non-Tech Brand Unknown Brand Unknown Hunter Farmer 40

37 What is the Right Type of Rep for You? Transactional Consultative/ Complex Channel Direct Channel Direct Auto Mng d Auto Mng d Auto Mng d Auto Mng d Proc Strt Proc Strt Proc Strt Proc Strt Proc Strt Proc Strt Proc Strt Proc Strt Industry? vs. Non-Industry? Ind Non Ind Non Ind Non Ind Non Ind Non Ind Non Ind Non Ind Non Tech Non-Tech Tech Non-Tech Tech Non-Tech Tech Non-Tech Brand Unknown Brand Unknown Hunter Farmer 41

38 What is the Right Type of Rep for You? Transactional Consultative/ Complex Channel Direct Channel Direct Auto Mng d Auto Mng d Auto Mng d Auto Mng d Proc Strt Proc Strt Proc Strt Proc Strt Proc Strt Proc Strt Proc Strt Proc Strt Account-based vs. Territory Individual vs. Team Selling Large $ vs. Small $ Lead Generator vs. Lead Follow-up Heavy Base Pay vs. Highly Leveraged Premium vs. Discount Ind Non Ind Non Ind Non Ind Non Ind Non Ind Non Ind Non Ind Non Tech Non-Tech Tech Non-Tech Tech Non-Tech Tech Non-Tech Brand Unknown Brand Unknown Hunter Farmer 42

39 Improving Your Odds Probability of Performing Well in the Job Interview Only Background Check Personality Testing Skills Testing Interests Testing Job Matching 0% 10% 20% 30% 40% 50% 60% 70% 80% Source: Harvard Business Review 43

40 Interviewing and Selecting Define and communicate your interview process Ask behavioral interview questions for defined skills and traits Use assessments to help with final interviews Make candidates PROVE it! Interview in multiple settings (for final candidates) Use tools to help objective decision making MANY options: Discovery Skills Presentation Skills Sales Planning Skills Organization/Preparation Skills W2 Verification 44

41 Onboarding Expectations 1 st week 30 days 60 days Learn Elevator pitch from existing team members Best practices for presenting our product Ideal client and where to build your list Do Practice your own elevator pitch with peers Attend client presentation meeting with Rep Create preliminary list of prospects (who and why) Deliver Give elevator pitch to sales leader (week 1) and with client (week 2) Give presentation to the Sales Mgmt team First deal in the pipeline at 50% 45

42 People COMMON among Businesses Reps & managers hired based on Industry experience, past sales performance, rolodex and interview Poor success rate (1 in 7) Heavy product training Lots of shadowing Sometimes spend time in different departments Typically <1 week Little to no ongoing development of reps Missing essential skills No regular performance reviews or only annual performance reviews (or generic reviews) No career development plans Selection Onboarding Capability Retention HIGH PERFORMING Businesses Defined skills and traits Clearly defined job profiles Interview and selection process centered around skills and traits Structured and comprehensive program including Product, Sales Process, Systems, Resources Progress and Validation systems 90 days + Systems in place for ongoing development of reps and managers for specific skills needed Regular evaluations of performance and recognition of efforts Career development conversations 46

43 SALES LEADER Process Doing the Right Things Well Pivotal Advisors, LLC 47

44 Process COMMON among Businesses Tribal Wisdom No clearly defined steps or outcomes of each step Reps struggle with Top of Funnel steps of process No standardized tools/reps build their own Tools not consistent with marketing guidelines No formal plans just go work hard hit your number If plans exist, rarely reviewed Goals Handed down to Rep no involvement in developing Manager doesn t have a plan Sales Process Tools and Resources Sales Planning 48

45 Communicating & Aligning Your Growth Strategy 49

46 Components of Individual Sales Plans Create FINANCIAL GOALS Revenue / Gross Margin / Units Create ACTIVITY GOALS Opportunities / Meetings /Demos/ Proposals Define HOW they will achieve their plan? Who they will pursue? (Current accounts/new Accounts) Events they will attend? Industries they will chase? Geographies to focus on? Assumptions and risks? Create ACCOUNTABILITY Break the plan into workable chunks (i.e. quarterly) Reviewed regularly 50

47 4 Levels of Selling Organizations Level Four Feedback Systems, Modified Annually Model of Effectiveness Looks at Leading Indicators Level Three Formal, Measured, Adopted Looks at Lagging Indicators Level Two Informal Sales Process Learn by Tribal Wisdom 14% 24% 46% Level One Lack a Single Standard Sales Process Everyone Works their Own Way 16% SOURCE: CSO Insights 51

48 Why Is It Important to Sales Teams? Percentage of Reps Achieving Quota Comparison 65% 60% 62.8% 55% 56.4% 50% 45% 40% Level 4 Companies Level 1-3 Companies CSO Insights 52

49 Why Is It Important to Sales Teams? Key Sales Task Execution Comparison Meet/Exceed Expectations Accurately Target Prospects 43.1% 58.4% Differentiate versus Competition 59.4% 74.4% Effectively Cross-sell/Up-sell Effectively Introduce New Products 47.0% 42.7% 60.0% 57.8% Sell Value/Avoid Discounting 51.3% 70.0% 0% 10% 20% 30% 40% 50% 60% 70% 80% Level 4 Companies Level 1-3 Companies CSO Insights 53

50 Sales Process Example Step: Qualify Discovery Demo Proposal Active Goal Determine Fit Move to Discovery stage Understand prospect s circumstances, objectives, needs, problems and impact Book the demo Customer agrees our solution will meet needs and agrees on buying process Agree on pricing and terms Insure satisfaction Expand use into other divisions Activities Ask Qualifying questions Enter Lead in CRM and input findings Schedule discovery/demo meeting 1 or more meetings to learn customer needs, buying process, challenges Create Opportunity in CRM Ask for Demo Present to client needs Update SF.com Deliver proposal Identify issues Overcome Objections Update SF.com Establish QBRs Investigate other areas within company Get introduced to other stakeholders Update SF.com Resources/ Tools Qualification Criteria Document Discovery Questions Library Findings Worksheet Pre-call Planner Demo flow checklist User agmts and documents QBR PowerPoint Customer Commitment Agree to a meeting Provide information Agree to demo with decision makers Agree that solution meets needs Request proposal Customer gives order Customer provides referrals 54

51 Tools Discussion Documents Case Studies Marketing Collaterals Questions to ask Stakeholder Analysis ROI calculators Presentation Decks Demo Scripts

52 Process COMMON among Businesses Tribal Wisdom No clearly defined steps or outcomes of each step Reps struggle with Top of Funnel steps of process No standardized tools/reps build their own Tools not consistent with marketing guidelines No formal plans just go work hard If plans exist, rarely reviewed Goals Handed down to Rep no involvement in developing Manager doesn t have a plan Sales Process Tools and Resources Sales Planning HIGH PERFORMING Businesses Formal Process Defined Trained to, coached to, measured Reinforced consistently Consistent and standardized tools that can be leveraged at each step of the process Each sales person develops a plan for HOW they will achieve their goal which should include: goals, activity level, milestones, risk & assumptions Plans reviewed regularly with sales leader 56

53 SALES LEADER Measurement Measuring What Matters Pivotal Advisors, LLC 57

54 Measurement COMMON among Businesses Look at Revenue/Results only Wrong leading metrics calls, phone time, etc. Reps develop their own goals (don t share them) Initiatives not reviewed or measured or are not measureable ex. Get more new clients or improve margin Revenue typically measured in total and by rep Not broken down by market, customer type, product type Managers only measured on results Multiple systems Can t put all data together to track trends (CRM + spreadsheets + ERP) Activities Progress on Initiatives Results Systems 58

55 Typical Sales Scorecard Sales Rep Revenue Goal Actual % of Goal Johnny $75K $56K 75% Sally $75K $60K 80% Billy $75K $75K 100% Susan $75K $80K 107% 59

56 The Big 3 Metrics Metric Type Opportunity (Leading Indicator) Examples # of Calls # of Meetings # of Demos # of Proposals Qualified Opportunities Touches Close Ratio (Effectiveness) % Opportunities Deals % Proposals Deals % Calls Deals % Meetings Deals Average Deal Size Average Sale/Deal/Project Average Revenue/Client Units per Order Gross Profit $$ per Order 60

57 The Big 3 Scorecard Opportunities Close % Deal Size Revenue Qualified Opptys Close % Proposals Deals (Deals/Opptys) Deal Size Goal $75, % $25,000 Acceptable $50K-$75K %-29% $15K-$20K Needs Imp <$50K <7 <3 <2 <20% <$15K 61

58 The Sales Scorecard Opportunities Close % Deal Size Revenue Qualified Opptys Close % Proposals Deals (Deals/Opptys) Deal Size Goal $75, % $25,000 Acceptable $50K-$75K %-29% $15K-$20K Needs Imp <$50K <7 <3 <2 <20% <$15K Johnny $56K % $14K Sally $60K % $30K Billy $75K % $25K Susan $80K % $80K 62

59 Measurement COMMON among Businesses Look at Revenue/Results only Wrong leading metrics calls, phone time, etc. Reps develop their own goals (don t share them) Initiatives not reviewed or measured or are not measureable ex. Get more new clients or improve margin Revenue typically measured in total and by rep Not broken down by market, customer type, product type Managers only measured on results Multiple systems Can t put all data together to track trends (CRM + spreadsheets + ERP) Activities Progress on Initiatives Results Systems HIGH PERFORMING Businesses Big 3 metrics defined Goals set around LEADING indicators Used as performance management tool Measure progress on initiatives and reviewed quarterly New goals/adjustments established quarterly Used to measure performance Used to analyze business Sales manager measures aligned with specific desired results and initiatives Results and activities easily tracked and reported on One System of truth 63

60 Performance Management SALES LEADER Rewards & Recognition Rewarding Performance Pivotal Advisors, LLC 64

61 Rewards & Recognition COMMON among Businesses Same compensation plan in place for years Reps have different plans Plan is difficult to understand Adjusted because Reps make too much money No longer aligned with company goals Annual Performance Reviews only Performance only managed when rep is underperforming No news is good news Non specific recognition ( Good job ) Good but inconsistent recognition from leadership Compensation Strategy/Philosophy Performance Management Non-Compensation Rewards 65

62 Alignment with Company Strategy Overall Company Strategies Business Unit Strategies Business Unit Strategies Business Unit Strategies Business Unit Strategies Business Unit Strategies R I S K S Sales Goals Profit Goals Product Priorities Culture Team Retention Customer Retention Quality of Product/Service Costs Management Behaviors Comp Plan Sales Force Behaviors 66

63 Compensation Plans Straight Commission Break-Even Goal Optimum Steps / Bonus Thresholds Break-Even Goal Optimum Total Compensation Commission Total Compensation Base Salary X X X Commission Revenue/Gross Margin $ Revenue/Gross Margin $ Break-Even Goal Optimum Break-Even Goal Optimum Multipliers Tiers Total Compensation Base Salary X X X Commission Total Compensation Base Salary X X X Commission Revenue/Gross Margin $ Revenue/Gross Margin $ 67

64 The ABC s of Behavior A B C Antecedents Behaviors Consequences Happen PRIOR TO and TRIGGER a behavior Example: Set a goal Created the expectation Sales Rep made a plan Emphasized behavior in team meetings Things people SAY or DO 5 face-to-face client meetings per week Happen AFTER and determine LIKELIHOOD of RECURRENCE Discussed in weekly 1 on 1s Scorecards reviewed Results posted monthly Immediate recognition from Sales Manager Recognition from the CEO Source: Continuous Learning Group 68

65 Managing Performance: One-on-Ones GOAL: Employee gets manager s undivided attention and focus on items on which they need assistance Manager s opportunity to provide direction and feedback FREQUENCY: Weekly (30-60 minutes) 69

66 One-on-One Recommended Agenda Follow-ups from previous one-on-one commitments Recognize Successes Weekly activity and results vs GOALS Barriers and needs Sales person topics Goals and specific actions for next week Summarize and agree 70

67 Non-Comp Reward Examples Acknowledgement/Praise in 1 on 1s or team meetings from manager, CEO or Owner Weekly s/5 in 5s Competition/Salesperson of the month Presenting your success at a meeting Posting of Sales Leaders in public spot Additional Accounts/Territory Sit in on leadership meetings Career planning skills development Lead a training session Afternoon off for achievement

68 Rewards & Recognition COMMON among Businesses HIGH PERFORMING Businesses Same compensation plan in place for years Reps have different plans Plan is difficult to understand Adjusted because Reps make too much money No longer aligned with company goals Annual Performance Reviews only Performance only managed when rep is underperforming No news is good news Non specific recognition ( Good job ) Good but inconsistent recognition from leadership Compensation Strategy/Philosophy Performance Management Non-Compensation Rewards Sets clear direction as to where they should spend their time Aligned with company goals Easy for sales people to understand and get direction Reviewed and adjusted annually Clear expectations for daily, weekly, monthly activities Frequent (weekly) review of performance vs. expectations for all reps Feedback consistently given on performance Celebrate or reward desired performance or successes Recognition and competition leveraged to drive behavior 72

69 SALES LEADER Execution Making It Real Pivotal Advisors, LLC 73

70 Execution COMMON among Businesses Deal Coaching (strategizing) Intermittent skills coaching only for correction One way Work on Meet ad-hoc or as needed (hallway/open door) One-way reporting of information (Rep to Manager) Focus only on pipeline and deals Clear on revenue goals Loosely defined for activities and behaviors Only on individual level if rep is underperforming Coaching & Feedback Sales Operating System Expectations & Standards Adjustments f Company meetings s Team meetings Many unclear of progress Communication 74

71 Characteristics of Sales Managers Sales Managers Don t have a lot of time Have lots of fires to put out Are keenly aware of their sales numbers Gives top reps freedom to sell their own way Reward good sales numbers with compensation Know how to jump in and sell when needed Develop others with little or no training themselves Learn by tribal wisdom 75

72 Sales Management Operating System What High Performing Sales Leaders Do 1-on-1 formal meetings with Reps Coaching Time in the Field with Reps Key Metrics Focus with Reps Weekly or bi-weekly Deal Skills Performance Career 25% - 50% (Ride-alongs/Joint calls) Use Leading indicators to diagnose coaching opportunities Reinforce desired behaviors. Focus on skills development and performance levels 76

73 Coaching Makes a Difference Rep Percentage to Goal by Coaching Effectiveness 110% 19% Performance Improvement is directly attributable to COACHING EFFECTIVENESS Performance Against Goal 100% 90% 102% 97% 80% 83% 70% High Medium Low Coaching Effectiveness SOURCE: 2005 Sales Executive Council research 77

74 Who Do Sales Managers Spend Your Time With? Typical Managers 60% 50% 50% 40% 30% 25% 20% 10% 10% 15% 0% New Reps Underperforming Reps Performing Reps Star Reps 78

75 Who Do Sales Managers Spend Your Time With? Typical Managers High Performing Managers 60% 50% 50% 40% 35% 40% 30% 25% 20% 10% 10% 15% 15% 10% 0% New Reps Underperforming Reps Performing Reps Star Reps Ramp-up/ onboard Move up or move out Leverage Check-ins/ keep engaged 79

76 Are You Getting the Right Stuff? Work with your Sales Team to determine: Exactly what information you need results, forecasts, ratios, etc. Information that gives sales visibility and gives you confidence in their numbers How often the information is needed (weekly, twice a month, monthly ) How the data is given to you (formal reports, spreadsheets, CRM output, , etc ) What you want the sales leader to focus on 80

77 COMMON among Businesses Deal Coaching (strategizing) Intermittent skills coaching only for correction One way Work on Meet ad-hoc or as needed (hallway/open door) One-way reporting of information (Rep to Manager) Focus only on pipeline/deals Clear on revenue goals Loosely defined for activities and behaviors Only on individual level if rep is underperforming Company meetings s Team meetings Many unclear of progress Execution Coaching & Feedback Sales Operating System Expectations & Standards Adjustments Communication HIGH PERFORMING Businesses Deal Coaching (ad hoc) Skills Coaching (regularly) Performance Coaching (weekly) Career Coaching (periodically) Specific and 2-way discussion Team meetings 1-on-1s weekly Ride-along schedule Annual planning Weekly reporting Clear on leading and lagging indicators and behaviors Company makes changes based on performance and company strategy Regularly with CEO and Executive team and peers 81

78 What s It All Mean? A Healthy Organization has: All six performance factors working A system where average sales people can be successful Alignment from top to bottom More consistent results Faster ramp up time for new Sales people Leaders managing and coaching from fact vs. opinion Rewards & Recognition Rewarding performance Leadership & Implementation Making It real Measurement Measuring what matters SALES LEADER Growth Strategy Clearly focusing Process Doing the right work well People Developing the right team 82

79 What are you going to do? INDIVIDUALLY answer the following questions: What are the 1-2 things that you want your organization to do differently? What will you personally do differently? 83

80 We work with companies in different ways Pivotal Performance System We work with the Sales Leader to implement SALES SYSTEM BEST PRACTICES from the GROUND UP Sales Leader Alliance We work with STRONG Sales Leaders who want to CONTINUE TO LEARN and EXPAND their perspective Fractional Sales Manager We act as your Sales Leader if you CURRENTLY DON T HAVE A SALES LEADER and are trying to grow PIVOTAL PERFORMANCE SYSTEM SALES LEADER ALLIANCE F FRACTIONAL SALES MANAGEMENT Year-long structured certification program Combination of Sales Leader Education and individual Coaching Implement and gain full adoption of key systems Access to Pivotal tools and experts Meets ½ day each month Education on difficult topics specific to Sales Leaders Leverage the peer group to make better decisions Access to tools and experts Annual membership Pivotal manages the sales team while implementing the Sales Success Factors Can be short or long term Utilizes Pivotal Certified Sales Leaders For more information contact: Gary Braun gbraun@pivotaladvisors.com

81 Thank you for giving us the opportunity to be with you today! 85