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TBA Capabilities: Building a Better Customer Development Process with a Smart Salesforce

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, info@tbaresources.com. 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

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  1. 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, info@tbaresources.com

  2. 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

  3. 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

  4. 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

  5. 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

  6. “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

  7. 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

  8. 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

  9. 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

  10. 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

  11. 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

  12. 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

  13. 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

  14. 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:

  15. Learning Path & Application COACHING ADP MM ATTITUDE KNOWLEDGE SO CIS PIKA SKILLS SSP MSP TO BE DETERMINED NO ONE SIZE FITS ALL

  16. 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

  17. 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

  18. 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

  19. 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

  20. 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

  21. 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

  22. 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

  23. 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)

  24. 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

  25. 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

  26. 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

  27. 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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