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TBA Capabilities: Building a Better Customer Development Process with a Smart Salesforce. Prepared by: Tom Blodgett CEO, TBA Resources, Inc. 18 Stonlea Lane Dublin, NH 03444 212-563-7740, [email protected] Concept Overview. TBA – who we are and what we offer

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tba capabilities building a better customer development process with a smart salesforce

TBA Capabilities: Building a Better Customer Development Processwith a Smart Salesforce

Prepared by:

Tom Blodgett

CEO, TBA Resources, Inc.

18 Stonlea Lane

Dublin, NH 03444

212-563-7740, [email protected]

concept overview
Concept Overview
  • TBA – who we are and what we offer
  • CRM strategy deployment experience
  • How our approach ensures success
  • Smart Selling training methodology
  • TBA engagement model
tba who we are
TBA – Who We Are

Tom Blodgett and development / delivery network

  • Leading sales competency & business solution provider across industry boundaries
  • 40 years experience in executive coaching, performance consulting, and selling system development
  • MBA Harvard Business School
  • Managed the development of the original Professional Selling Skills (PSS) program
  • General Manager of Xerox Learning Systems (XLS), 1965-1973
  • Founded TBA Resources in 1973—primary training supplier relationship with many industry leaders
  • Network of partners, instructional designers, developers, instructors
tba what we offer
TBA – What We Offer

Differentiating capabilities:

  • Instructional design that assures job-relevant subject matter content and individual certification in necessary Global Account Management/Sales competencies
  • Customization to client environment: specific corporate values, skills and knowledge applications, targeted value segments and strategic customers
  • Performance support tools, change management consulting, and leadership support to assure sustainable profit improvement through coaching and performance management
market challenge of 2004
Market Challenge of 2004

The strategic account management best practice model has changed dramatically

  • Top customers want to control the buying process and do not want to be sold
  • Suppliers often appear the same, or are made to look the same, so price is still the differentiator
  • Value propositions must evolve from product to service to relationship focus, and be tailored to strengthen customer alliance potential
  • Strategic dependence between supplier and customer is the best offense and only defense for the high value customer segment
as is vs to be
“As Is” vs. “To Be”

Broad aims and guiding principles for 2004 strategic account manager development

  • Learn to treat top customer relationships as assets
  • Select future winners and seek alliances with them
  • Focus on gain in future wallet (not only present wallet)
  • Jointly determine the optimum commitment of supplier and customer resources
  • Jointly undertake the necessary product and service adaptations for mutual gain
  • Seek distinguishable customer intelligence, insight and understanding of what drives the customer’s business model
  • Transfer value from products to services, increasing sustainable return on customer assets
tba what we offer7
TBA – What We Offer

Customized Smart Selling training programs for unique client needs – no one size fits all – for example:

  • Strategy Orientation (SO) – strategy review, values / skills inventory, assessment and planning
  • Product/Market Knowledge Application (PKA) – web-based market segment / channel training for strategic insight including diagnostic certification
  • Consultative Influence Skills (CIS) – executive conversation skills for all levels, in all phases to facilitate choices / process integration
  • Smart Selling Program (SSP) – strategic multi-functional team selling for alliances and partnerships
  • Maximizing Sales Performance (MSP) – sales management coaching / 360º feedback on competency model
crm deployment experience
CRM Deployment Experience

Sample clients :

American Express

Aventis (Rhone Poulenc Rorer)

Chase Global Investor Services

GE Industrial Risk Insurers

Hilti Corporation

MeadWestvaco Packaging Resources Group

Prudential Life Insurance

Toronto-Dominion Bank

Unistrut Engineering

Weyerhaeuser

crm implementation issues
CRM Implementation Issues

TBA addresses the most important and difficult to resolve

IMPORTANCE

DIFFICULTY

Overcoming organizational barriers

Aligning CRM goals with business goals

Gaining management support

Overcoming employee resistance

Training employees

Redesigning effective work flows

Changing measurement / reward systems

2.5

2.7

2.7

2.5

2.7

2.5

2.1

2.4

2.1

1.8

2.3

1.8

2.3

2.0

Source: Fujitsu Consulting, 2001; Scale: 0-3.0

crm implementation goals
CRM Implementation Goals

TBA addresses most frequently set and least frequently met strategic account management goals

SET

MET

Sell more to current customers

Increase customer satisfaction

Increase customer loyalty / retention

Increase revenue

Acquire new customers

Identify new product / service opportunities

Increase customer profitability

98 %

88%

86%

79%

74%

71%

58%

71%

75%

59%

48%

56%

71%

60%

Source: Fujitsu Consulting, 2001 ; Scale: 0-3.0

strategy alignment
Strategy Alignment

Each enterprise, strategic business unit and channel has unique needs, challenges & opportunities:

Becoming embedded in customer strategy

Determining best practice models

Enhancing selling process and skills

Gaining appropriate standardization

Sustaining knowledge / skill / relationship advantage

Attaining incremental sales productivity

Finding the right development partner capabilities

how tba ensures success
How TBA Ensures Success
  • Conducting discovery research with management and top performers
  • Designing training options / building on generic platforms
  • Gaining deep client knowledge for role plays, case situations, etc.
  • Teaching knowledge and skills through tested learning system including web-based program delivery
  • Collaborating to reinforce through continuous learning and coaching

TBA begins with understanding the client’s present state/future state – unique to enterprise / SBU /channel

tested learning system
1. Awareness

Strategy, pre-course (paper or CBT), assessment, cases

2. Acquisition

Discussion, text, CBT, audio / video modeling

3. Strengthening

Application & individual team exercises

4. Transfer

Role play, scripted & WYO cases, video playback

5. Reinforcement

Pre-call plans, assessment, coaching, development planning, certification

Tested Learning System
slide14
Selling Skills Model

Be in synch with selling and service culture

Knowledge Use

Involve managers in coaching

Selling Tool Use

Integrate skills with unique strategicselling process

Selling Process

Utilize selling tools for impact

Coaching Practices

Ensure acquiring and using expert customer knowledge

Selling Culture

Example: Smart Selling

Each Smart Salesforce improvement training module should:

learning path application
Learning Path & Application

COACHING

ADP

MM

ATTITUDE

KNOWLEDGE

SO

CIS

PIKA

SKILLS

SSP

MSP

TO BE DETERMINED

NO ONE SIZE FITS ALL

old methodology
Old Methodology

12

1

Linear customer acquisition model

MaintenanceOrder-Taking

Pre-Prospecting

2

Prospecting

Delivery

11

Customer is satisfied

3

Customer is interested

GainingCommitment

DataCollection

CUSTOMER

10

Customer commits to taking action

One

classroom training

program inoculation

4

Making thePresentation

Qualifying

Customer is convinced you have the solution

9

5

Drafting the Proposal

ExploringNeeds

8

DeterminingNeeds / Fit

Requalifying

7

6

strategy mobilization
Skills Inventory

ProcessImprovement

PerformanceManagement

Strategy Mobilization

Change Management: Begin with assessment & attainment of corporate values and competency-based behaviors

Integrity

Performance-driven

Customer-focus

Innovation

People focus

Competitiveness

Collaboration

market management
53%

14%

36%

22%

24%

14%

3%

40%

Market Management

Customer value segmentation based on profit contribution

Strategic Segment

Number ofCustomersas % total(A,B, C, D segments)

Profit Valueas %

Source: PricewaterhouseCoopers research

product market knowledge
Product/Market Knowledge

Self-paced learning units

Diagnostic knowledge assessment

Learning objectives

Content screens

Additional information

Comprehension checks

Key points

Unit reviews

Glossary

Reference files

Objectively-scored

Multiple question types

Assessment and topic outcomes (certification)

Immediate score and narrative feedback

Grade book, transcript, and coaching reports

Optional workshop component

Content review

Strengthening exercises

Tools application

Group decision making

Full simulations

account development
Account Development

Dynamic customer relationship model for sustaining perpetual value creation

Basic continuous account (opportunity) development

FindFacts

ProvideService

SellConcept

Plans Phases of Sale &CustomerRelationship

Uses influence skills in each phase with select decision makers

ImplementPlan

StructureAgreement

GainDecision

consultative influence skills
Consultative Influence Skills

Skills necessary at executive levels for facilitating choices and knowledge advantage exceeding customer expectations

Committo Next Steps

Address Challenges& Resolve Legitimate Concerns

BuildExecutive & ProfessionalRelationship

BuildExecutive & ProfessionalRelationship

Determine Acceptable& Optimal Best Solutions

Explore Problems,Needs and Requirements

Establish Superordinate Business Purpose

Internal Preparation for Customer Partnership

smart selling program
STAGE 2 –

ASSESSING

THE MARKET

OPPORTUNITY

STAGE 1 –

PROFILING

THE ALLIANCE

PARTNERSHIP

INTEGRATION

OF SUPPLIER

TEAM

RESOURCES

INTEGRATION

WITH CUSTOMER

TEAMRESOURCES

STAGE 3 –

SCOPING THE

INTEGRATED

SOLUTION

STAGE 4 –

PRESENTING

THE ALLIANCE

PARTNERSHIP

Smart Selling Program

Global multi-functional team or strategic account team for solution selling

CONTINUOUS

STAGE SETTING –

MULTI-YEAR

RELATIONSHIP

GOALS

CONTINUOUS

OPPORTUNITY

MAPPING &

STRATEGY

DEPLOYMENT

smart sales coaching
Smart Sales Coaching

Maximizing Sales Performance through continuous feed-back and learning

Self-Directed or Classroom Learning

Observed Application/PerformanceProblem Analysis

PersonalDevelopmentPlanning

COMPETENCIES

  • Personal
  • Technical
  • Functional
  • Leadership

Skills CoachingThrough Meetings /Joint Selling

360º Feedback / KnowledgeAssessment

Performance Coaching(Job Counseling)

tba engagement model
TBA Engagement Model

Continued improvement in Smart Selling

  • Refine preliminary hypothesis, shared value proposition, project scope and project vision
  • Discover best practices & skills inventory to determine skills gaps and plan development
  • Discover barriers to productivity improvement (most likely root causes) and plan to address performance issues
  • Design, develop and deliver to specification, as budgeted, evaluate, apply, refine and apply
  • Measure impact and return on investment
engagement customization
Technical Review / Sign Off

Custom- izationStrategy

Draft Devel-opment

Piloting / Sign Off

Train-the-Trainer

DataGathering

EditorialRevisions

Beta Test / Sign Off

Engagement: Customization

Progressive stages of initial design, development & delivery for TBA Client to assimilate and apply technology

Discovery& Design

implementation example
Implementation Example

JUNE

JULY

AUGUST

SEPTEMBER

OCTOBER

4

11

18

25

2

9

16

23

30

6

13

20

27

3

10

17

24

1

8

15

Discovery

Decision

Data-Gathering /Customization

Technical Review

Beta Test

Production

Pilots / Revisions

Train-the-Trainer

development partnership
Development Partnership

Business Outcomes

Linked Tactics

ADD VALUE

Coaching

Sales/Service Performance

SMART SALESFORCE ALIGNMENT & SPONSORSHIP

Incentives

Learning

Future Share of Wallet

MarketManagement

DRIVE THE NEED

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