Sales Academy , livre ebook

Troubador Publishing Ltd - Lars Henningsson

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61 pages

English

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Are you a Managing Director or Sales Director? Do you want to significantly improve the hard results of your sales team but aren't sure how? Welcome to the Sales Academy.Sales Academyis a comprehensive approach that has been proved with real-life case studies to work again and again. To date theauthors have run more than 30 Sales Academies, and the average increase of sales result was 125%. The return on investment(ROI) is in the 500-1000% range, much more if counting the lifetime value of the additional new business gained. ManagingDirectors and Chief Sales Officers have solved their growth target problems, SDs have doubled, tripled and in some cases quadrupledtheir NEW BIZZ results and per rep performance. The Sales Academies have also meant huge successes for many sales executives, nowperforming at and above the top range of their industry. We have seen individual reps increase their results from 300K to 3 M Euromaking them recognized stars, and gaining tons of recognition, in their companies and in their industries.This is a practical hands-on book on how to lead a sales force transformation with tangible results. With sample agendas and tips onhow to set up and run your own Sales Academy, this book is for any professional looking to make the change from good to great - andbeyond.

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Marketing et communication

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Publié par	Troubador Publishing Ltd
Date de parution	28 novembre 2020
Nombre de lectures	0
EAN13	9781800467774
Langue	English
Poids de l'ouvrage	2 Mo

Informations légales : prix de location à la page 0,0450€. Cette information est donnée uniquement à titre indicatif conformément à la législation en vigueur.

Extrait

Copyright © 2020 Lars Henningsson and Rupert Flores

The moral right of the author has been asserted.

Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms of licences issued by the Copyright Licensing Agency. Enquiries concerning reproduction outside those terms should be sent to the publishers.

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ISBN 978 1800467 774

British Library Cataloguing in Publication Data.
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Matador is an imprint of Troubador Publishing Ltd
Contents
Sales Academy
1
The Performance Challenge
2
Proprietary Sales Methodology
3
The Sales Plan
4
Sales Academy Training
5
The Sales Director Development Programme
6
Focus on the numbers
Summary
Select Bibliography and Tips for Further Reading
Sales Academy
Sales Academy is a proven concept to improve sales performance. Sales Academy delivers real results. The more than 30 sales organisations that have tried the concept had an average year-1 new client acquisition increase of 52%. The year-2 improvement in many cases exceeded 100%, and in some cases 150%. We have seen longer-term improvements inspired and driven by the Academy exceeding 400%. The ROI trends around 3,000% of the investment. In real money, we are speaking about hundreds of millions of euros in value created for our clients.
This is meant to be a practical guide for any executive who wants to double his sales force’s result without adding more people. The odds will be good. So far, the Sales Academy has a close to 100% success rate.
The Most Successful Sales Academy Group
Let’s start with having a closer look at the most successful Sales Academy group to date measured in total million euro improvement.
There are many successful Sales Academy groups, and the below graph is just one of many similar examples. This particular group went from a new business result of 4m euro to 21m euro in two years. It clearly illustrates the continued, sustained improvement that is possible also after the Academy ends. In this case, the Academy lasted until Q3, and management coaching and quarterly follow-up events then supported the group.

Sure, anyone can be successful with a single group, especially when you start from a low level. Just like a Norwegian trainer can be seen like a shining candle in the dark in a Manchester football club deprived of fun. To do the same with a whole-country sales organisation takes more than luck.
The Most Successful Sales Academy
The most successful Country Sales Academy, encompassing various groups and a full sales organisation, took the new business result from 8.5m to 30m in two years. This was with roughly the same number of sales reps and a stable team.

Improvement per Sales Rep
In per-rep sales, more long-term, the below development beats everything else and it has been supported by Sales Academy all the way through.

Yes, it was an underperforming sales organisation. Sure, many factors impacted this improvement, but it would not have happened by itself. Were it not for Sales Academy, the result would still have been about 500k per rep.
There is indeed a growing body of evidence and studies highlighting how good sales training is part of the success formula for high-performing sales organisations. Leaders that still think salespeople are better off learning the hard way are still there, but now they are not just counter-intuitive, but also counter-factual. It is like sending soldiers to war without training them first. And why would you do that if you really wanted to win the war?
These are hard, real results, and the average Sales Academy is not far behind the top ones. However, almost as important is the positive effect Sales Academy has on team morale and motivation. The training has norming-, forming-, and performing effects that create a high-performing team environment. When we meet salespeople who have done Sales Academy some years ago, they still live by the principles that they learned and helped to form years earlier. Myself being the sales director at the time, this gave me pride and satisfaction that meant almost as much as the financial numbers. When you know your guys perform at a much higher level than the average industry norm, and they are still the same guys as before, that gives you the feeling that you have really succeeded in your job.
It is about helping your reps succeed rather than just hiring, evaluating, and firing them. I met a company owner in a sales event some years ago. He explained to me that the sales results were not going the way he wanted and he was going to fire the sales reps. I was really surprised. After a short chat about how to improve sales results, he changed his mind and asked me for a Sales Academy. In 2 years, results had turned upside down.
What it takes is 6 distinct elements:

1. Performance Challenge
If nothing is broken, why fix it? This is an old truth and here nothing has changed. You probably do not need a Sales Academy to drive incremental improvement, if that is your aim.
Priority from the top is required. Without a clear mandate, the road is likely to be blocked. You need to have the mandate – making an omelette means breaking a few eggs, and not everyone will be happy about your improved results.

2. Sales Methodology
Finding an approach to sales that fits your business and at the same time makes your guys better in front of clients than the competition helps. Using the very best reps to map out how they approach and work with their client accounts may be a good starting point.
Here many go astray. They either adapt some general approach, like spin or challenger, or do nothing at all. Some take a concept from a consultant company or from literature. None of these approaches are good enough.
So, what does a good sales methodology look like? It all depends on the industry. That is why you need to make your own. We will provide a few examples for inspiration in a later chapter. Better start simple. The first sales methodology we used had only five steps, and it was still very powerful.

3. Sales Plan
Without a sales plan, everyone runs around a bit like headless chickens, and that is not conducive to a good sales result. An example of what a strong sales plan can look like is included in Chapter 3.
Focus is important but not enough. To make a real performance lift, many angles must be covered. The sales plan sets clear direction but also delegates authority to reach sub-targets and goals. Almost all companies formulate their goals, but few of them create a real plan for how to achieve them, and that is what really makes a difference. Goals need a plan to be inspiring. It cannot all be about running faster.
Ignore the people who tell you to focus just on a couple of things. That is not how real life works. Success is much more likely to require many marginal improvements and adjustments that together make the outcome increase.

4. The Sales Academy Training
To transform your sales team and sales result, the minimum time is 6–8 months for each training group. That is the time it takes for people to really change. If running a staggered programme, due to, for example, resource constraints, 12–24 months is a realistic time period for a major sales organisation transformation.
Comprehensive means comprehensive: covering all aspects of your offering, as well as sales techniques, and difficult-to-teach areas like business acumen, intellectual curiosity, and business case formulation. Too many companies that we have seen just focus on product training or sales techniques. Far too often, this is very ineffective. Though product training is necessary, it tends to make sales reps push their company’s products and services, while most customers prefer to talk about themselves, and about what would make a difference to them. There is thus a disconnect.
Studies have shown that 80–90% of all sales training fails to deliver measurable impact. When asking executives why they do it, they typically say, “Well, I had to do something…” Not a strong argument, is it?
It is important not to fall into the trap of thinking that Sales Academy is all about getting the low performers up to speed. In almost all of the more than 30 Sales Academies we have seen, it was the high performers that raised the bar the most, and the quickest, at least in euro; perhaps not in per cent. A lot of studies and practitioners have come to the same conclusion. High performers are going to drive most of the improvement. It takes so little to keep high performers motivated. Attention and recognition go a long way; prizes and awards can also help.

5. Sales Director Developme