1.
managing sales productivity
::mike kunkle ::
::transforming sales results :: analytics + people = growth

2.
agenda
sales growth through…
analytics
–data: what, why, how (tools)
people
–issues: diagnosing root causes
–solutions: train, coach, counsel, manage, change
:: mike kunkle :: transforming sales results ::
2Connect the Dots

3.
sales analytics

4.
managing sales productivity
sales analytics & data
what
–activity
lead indicators
lag indicators
–quality
how wellare they doing the activity
:: mike kunkle :: transforming sales results ::
4

5.
managing sales productivity
sales analytics
what
–activity
lead indicators
lag indicators
:: mike kunkle :: transforming sales results ::
5
dials
appointments
connects
contacts
conversations
appointment funnel
%
%
%
%

6.
managing sales productivity
:: mike kunkle :: transforming sales results ::
6
sales analytics
what
buying process
buying methodology
buying process map
example of process map from http://www.salesbenchmarkindex.com

7.
managing sales productivity
:: mike kunkle :: transforming sales results ::
7
sales analytics
what
sales process map
sales methodology
buying process
there are lead and lag indicators throughout
there are exit criteria for each process stage
the quality of methodology determines forward movement
there are conversion ratios for each stagepresentqualifydevelopclosevalidateresearch
salesprocess
example of process map from http://www.salesbenchmarkindex.com
%
%
%
%
%

8.
managing sales productivity
sales analytics
what
:: mike kunkle :: transforming sales results ::
8
sales process: stages /conversion

9.
managing sales productivity
sales analytics
why
:: mike kunkle :: transforming sales results ::
9
sales process: stages /conversion
find the biggest opportunities for growth

10.
managing sales productivity
sales analytics
why
:: mike kunkle :: transforming sales results ::
10
sales process: stages /conversion

11.
managing sales productivity
sales analytics
why
:: mike kunkle :: transforming sales results ::
11
Rep 2

12.
managing sales productivity
sales analytics
why
:: mike kunkle :: transforming sales results ::
12
sales process: stages /conversion

13.
managing sales productivity
sales analytics
why
:: mike kunkle :: transforming sales results ::
13
Rep 1

14.
managing sales productivity
:: mike kunkle :: transforming sales results ::
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sales analytics & data
how (tools)
http://www.gartner.com/newsroom/id/2730317
sfdc–16%
sap –13%
oracle –10%
msft–7%
ibm–4%
others –50%
crmoptions
big players
names/percentages are links

15.
managing sales productivity
sales analytics & data
how (tools)
crmoptions
by
market presence
&
satisfaction
https://www.g2crowd.com/categories/crmhttp://i.marketingprofs.com/assets/images/daily-data-point/crm-L-G2-101014.jpg
15 :: mike kunkle :: transforming sales results ::

16.
managing sales productivity
sales analytics & data
how (tools)
:: mike kunkle :: transforming sales results ::
16
crmoptions
a few others
to review
logos are links
http://marketingprofs.com/charts/2014/26203/the-top-rated-crm-software-systems-by-users

17.
managing sales productivity
sales analytics & data
how (tools)
:: mike kunkle :: transforming sales results ::
17
BI / analytics logos are links

18.
managing sales productivity
BI / analytics
by scale &
satisfaction
(one of several charts, see links below)
:: mike kunkle :: transforming sales results ::
18https://www.g2crowd.com/categories/sales-intelligencehttps://www.g2crowd.com/categories/demand-generation/productshttps://www.g2crowd.com/categories/business-intelligence/research
sales analytics & data
how (tools)

19.
people

20.
managing sales productivity
people
sales productivity through people
–issues: diagnosing root causes
–solutions: matching the right solution to the issue
train
coach
counsel
manage consequences
change something
:: mike kunkle :: transforming sales results ::
20
.

21.
managing sales productivity
people
diagnosing
:: mike kunkle :: transforming sales results ::
21
condition
reason
solutions
don’t know something
whatto do
training
coaching
why to do it
how to do it
*adapted from Ferdinand F. Fournies
the 16 reasons why employees don’t do what they are supposed to do *

22.
managing sales productivity
:: mike kunkle :: transforming sales results ::
22
condition
reason
solutions
incorrect thinking
their way is better
coaching
counseling
your way won’t work
something else is more important
they are doing it (lack of feedback)
*adapted from Ferdinand F. Fournies
people
diagnosing
the 16 reasons why employees don’t do what they are supposed to do *

23.
managing sales productivity
:: mike kunkle :: transforming sales results ::
23
condition
reason
solutions
misalignedconsequences
a negative consequence for doing it
manage
consequences
no negative consequence for not doing it
a positive consequence for not doing it
no positiveconsequence for doing it
*adapted from Ferdinand F. Fournies
people
diagnosing
the 16 reasons why employees don’t do what they are supposed to do *

24.
managing sales productivity
:: mike kunkle :: transforming sales results ::
24
condition
reason
solutions
constraints
obstaclesbeyond their control
counsel
change
transfer
terminate
personal limits (incapacity)
fear (anticipating failure)
personal problems
no one could do it
*adapted from Ferdinand F. Fournies
people
diagnosing
the 16 reasons why employees don’t do what they are supposed to do *

25.
managing sales productivity
:: mike kunkle :: transforming sales results ::
25
*adapted from Ferdinand F. Fournies
people
diagnosing
the 16 reasons why employees don’t do what they are supposed to do *
condition
reason
solutions
don’t know something
whatto do
training
coaching
why to do it
how to do it
incorrect thinking
their way is better
coaching
counseling
your way won’t work
something else is more important
they are doing it (lack of feedback)
misalignedconsequences
a negative consequence for doing it
manage
consequences
no negative consequence for not doing it
a positive consequence for not doing it
no positiveconsequence for doing it
constraints
obstaclesbeyond their control
counsel
change
transfer
terminate
personal limits (incapacity)
fear (anticipating failure)
personal problems
no one could do it

26.
managing sales productivity
a simple method that workstell show do review
1
2
3
4



 tellshowdoreview123



 4
#

order
understandingcheck
people
training & coaching
:: mike kunkle :: transforming sales results ::
26

27.
managing sales productivity
a simple method that workstell show do review
1
2
3
4



 tellshowdoreview123



 4
#

order
understandingcheck
people
training & coaching
:: mike kunkle :: transforming sales results ::
27coachingtraining
the initial training | coaching plan summary
I tellthem they tellme
I showthem they showme (roleplay)
I do& they observe they do& I observe
we review(coach) their performance together

28.
managing sales productivity
extending the reviewphase with check-ins
I tellthem they tellme
I showthem they showme (roleplay)
I do& they observe they do& I observe
we review(coach) performance together
people
:: mike kunkle :: transforming sales results ::
28review
check-in
check-in
check-in

29.
managing sales productivity
people
:: mike kunkle :: transforming sales results ::
29extending the reviewphase: conducting check-ins
who
coach& sales rep
what
phonecall or face-to-face meeting
review ofactivity, results, and methods
set goals, develop solutions, create an action plan
why
even the best players need a good coach to improve
How
review activity
reviewresults
discuss methods
set goals
explore possible solutions
select the best solutions
create an actionplan

30.
managing sales productivity
once the basictraining and coaching is done, you can evolve coaching to:
this is for the already-trained, already- coached, self-guided, seasoned rep. consider it a “ongoing check-in.” diagnoseplandoreview123



 4
people
:: mike kunkle :: transforming sales results ::
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31.
diagnose| plan| do | review
diagnose: assess the situation for improvement possibilities
continue to use arm (activities, results, methods)
through reports/results, observation and discussion, identify “what is” (a) through questions and discussion, jointly determine “what should be” (b)
understanding check: summarize for mutual understanding

managing sales productivity
1
people
:: mike kunkle :: transforming sales results ::
31

32.
diagnose| plan| do | review
plan: agree on the plan to close the gap between a & b
lead by questions to engage, foster involvement and gain commitmentdiscuss options, gain consensus on which to try, and create an action planyou are the guide or Sherpa –your rep must be engaged, thinking & participating
understanding check: summarize for mutual understanding
managing sales productivity
people

2
:: mike kunkle :: transforming sales results ::
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33.
diagnose| plan| do | review
do:execute the plangive the rep room to try their plan and make mistakes and/or succeedkeep the door open for the to reach out for help before you meet againobserve or conduct field coaching as requested or necessary, to assist
understanding check: summarize for mutual understanding
managing sales productivity
people

3
:: mike kunkle :: transforming sales results ::
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34.
diagnose| plan| do | review
review: meet specifically to review plan outcomes/resultslisten to details, ask questions, gather information, understand what happeneddetermine whether to cycle again through dpdror consider other alternatives
use the previous review/check-in model
understanding check:summarize for mutual understanding
managing sales productivity
people
4

:: mike kunkle :: transforming sales results ::
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35.
discussion: connecting dots
analytics
training
check-in reviews
coaching
16 reasons
:: mike kunkle :: transforming sales results ::
35

36.
managing sales productivityanalytics + people = sales growth
appendix
::mike kunkle ::
::transforming sales results ::

37.
about mike
mike is a trainingand organization effectiveness leader with special expertise in sales force transformation. after his initial years on the frontline in sales and sales management, he spent the next 21 years as a corporate manager or consultant, leading departments and projects with one purpose –improve sales results. today, in his role as commercial training & development leader for GE Capital, mike uses his in expertise in best-in-class learning strategies, methods, processes, and change leadership to develop the capabilities of sales representatives and sales managers to drive business results. mike freely shares his own sales transformation methodology, speaking at conferences and writing online (see http://slidesha.re/PerfLevers082011and http://bit.ly/EffectiveSalesLearningSystemsas examples) and can be reached at <mike at mikekunkledotcom>, through his blog at http://www.mikekunkle.com, or on various social media sites.
–linkedin
–twitter
–google+
–slideshare
let’s get connected! http://www.mikekunkle.com/about-me
the thoughts and opinions expressed here are my own :: mike kunkle :: transforming business results :: 37

38.
appendix: resources
crmand analytics research
https://www.g2crowd.com/categories/crm(great resource for software research, ratings, selection)
http://www.cio.com/article/2386104/customer-relationship-management/4-affordable-small-business-crm-options.html
http://www.pcworld.com/article/239095/salesforce_alternatives_5_crm_services_for_small_businesses.htmlhttp://www.forbes.com/sites/quickerbettertech/2013/07/01/11-terrible-crm-systems-for-your-company/ http://marketingprofs.com/charts/2014/26203/the-top-rated-crm-software-systems-by-usershttp://blog.capterra.com/9-cheap-salesforce-alternatives-make-crm-simple-amazon-com/
http://www.gleanster.com/gleansight/2014-crm-for-small-and-midsize-businesseshttp://kusnetzky.net/virtual-worlds/can-mid-market-companies.htmlhttps://www.g2crowd.com/categories/business-intelligence/researchhttps://www.g2crowd.com/categories/demand-generation/productshttp://www.ibm.com/midmarket/us/en/business-analytics.htmlhttps://www.g2crowd.com/categories/sales-intelligencehttp://chandoo.org/wp/2010/01/04/sales-dashboards/
http://www.gartner.com/newsroom/id/2730317
https://www.g2crowd.com/categories/crm
:: mike kunkle :: transforming sales results ::
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39.
appendix: resources
crm(bigger players)
http://www.oracle.com/us/products/applications/siebel/crm-technology/overview/index.htmlhttp://www.sap.com/pc/bp/crm-customer-engagement/software/sales.htmlhttp://www.microsoft.com/en-us/dynamics/crm.aspx
http://www.ibm.com/midmarket/us/en/crm.html
http://www.salesforce.com/
other crmoptions to explore
https://www.pipelinedeals.com/
http://www.pipelinersales.com/
https://www.zoho.com/crm/
http://www.membrain.com/
https://www.insightly.com/
http://www.nimble.com/
https://getbase.com/
http://velocify.com/
analytics options to explore
http://www.sap.com/pc/analytics/business-intelligence.htmlhttp://www-01.ibm.com/software/analytics/cognos/
http://www.qlik.com/us/explore/products/qlikview
http://www.tableausoftware.com/ http://www.lattice-engines.com/
http://spotfire.tibco.com/
http://www.sisense.com/
http://www.angoss.com/
http://www.domo.com/
:: mike kunkle :: transforming sales results ::
39

40.
appendix: resources
reading and resources for sales coaching –from mikehttp://blogs.richardson.com/2013/07/03/using-tailored-post-program-sales-coaching-to-get-results-from-sales-training/
https://www.linkedin.com/pulse/article/20141020050435-834966-simple-methods-to-improve-sales-rep-performance/
https://www.linkedin.com/pulse/article/20140719203006-834966-sales-coaching-practices-that-get-big-results/ http://www.mikekunkle.com/2013/03/31/improve-your-sales-coaching-with-two-simple-steps-part-1/ http://www.mikekunkle.com/2013/04/02/improve-your-sales-coaching-with-two-simple-steps-part-2/ http://www.mikekunkle.com/2013/04/03/improve-your-sales-coaching-with-two-simple-steps-part-3/
reading and resources for sales coaching –from othershttp://blogs.richardson.com/2012/12/12/evaluative-vs-developmental-feedback-why-sales-leaders-must-understand-the-difference/
http://newsalescoach.com/2013/12/sales-manager-why-dont-you-formally-meet-11-monthly-with-every-salesperson/ http://salestrainingconnection.com/2014/06/18/training-sales-managers-to-coach-the-good-the-bad-and-the-ugly/ http://salestrainingconnection.com/2014/09/22/sales-coaching-what-are-you-doing-for-your-top-sales-people/ http://processspecialist.com/increasesales/sales-training/reason-sales-training-coaching-programs-fail/ http://thesalesblog.com/blog/2012/02/02/the-differences-in-sales-coaching-and-sales-training/ http://thesalesblog.com/blog/2012/02/03/the-differences-in-managing-and-sales-coaching/ https://www.linkedin.com/pulse/article/20141020145914-167224-you-need-a-sales-coach/
http://www.forbes.com/sites/scottedinger/2013/06/25/how-great-sales-leaders-coach/ http://thesalesblog.com/blog/2014/03/24/training-and-coaching-is-not-expensive/
http://www.cmoe.com/blog/where-should-i-focus-my-sales-coaching-efforts.htm/ http://jackmalcolm.com/blog/2011/04/sales-coaching-make-them-work-for-it/
http://thesalesblog.com/blog/2014/02/21/non-directional-coaching-isnt-soft/ http://jackmalcolm.com/blog/2011/06/coaching-salespersons-mindset/
https://www.astd.org/Publications/TD-at-Work/2008/Sales-Coaching
http://partnersinexcellenceblog.com/?s=coaching
:: mike kunkle :: transforming sales results ::
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