Bijdrage Sales Leadership Masterclass Rotterdam School of Management. Sales naar een strategisch niveau brengen door de sales strategie te formuleren. Invulling geven aan het sales leiderschap dat nodig is om deze sales strategie te realiseren.

1. Sales Strategy and
Leadership
Sales Leadership Diploma Programme
Ed Peelen

2. Objective
Kick off:
Start formulating your sales agenda (for this program):
• Formulate the strategic sales challenge
• Explore type of leadership this requires from sales

3. Your sales challenge
• What was different five years ago?
• What challenges you now?
• What will be different in five years from now?

4. A rapidly changing landscape
• Commodization of products; focus on
solutions
• Professionalization of purchasing
– Focus on core suppliers
– Demand partnership, act
transactional
– Ask for solutions, buy commodities
• Competitive pressure
• Economic crisis
• Disruptive business models

5. Changing landscape - customer
requirements
• Be personally accountable for our
desired results
• Understand our business
• Be on our side
• Design the right applications
• Be easily accessible
• Solve our problems
• Be creative in responding to our needs
Source: The Chally World Class Sales Excellence Report

6. Changing landscape - corporate
requirements
• Marketing vacuum
• Increased sales productivity
– Sales expenditures 10% of sales
– Largest commercial cost component
• Reshaping and repositioning traditional functions
– Away from silos, bureaucracy, inward focus
– Organizing around core processes, f.e.: customer, supply,
strategic integration (Kraft)
•Do you recognize
these changes in your
organization?

7. Imperatives for the strategic sales organization
Strategic
sales
organization
Involvement
Putting sales
back into
strategy
Intelligence
Customer
knowledge
Integration
Getting your
act around
customer
valueInternal
marketing
Selling
customer to
company
Infrastructure
Alligning
sales
processes
with business

8. Imperatives for the strategic sales organization
Strategic
sales
organization
Involvement
Putting sales
back into
strategy
Intelligence
Customer
knowledge
Integration
Getting your
act around
customer
valueInternal
marketing
Selling
customer to
company
Infrastructure
Alligning
sales
processes
with business
International Inspiration
Integrity
Influence

9. Matching the buyer’s perspective
9
Customer
focus?
Changes?
One customer,
more positions
Multi
channel ?
Capabilities?
How to
recognize?
Value
propositions?

10. Differentiate - Sales competences

11. Differentiate –allocate resources

12. Bridging the leadership gap
• The voice of the customer
• Strategic dialogue
• Changing the infrastructure (alignment)
– From outcome based models
towards behaviour based models
(inputs from sales what customers
want)
• Internal promotion

13. Leadership vs management
The myths The realities
Role of the manager Authority Interdependency
Source of power Formal authortiy Everything else
Desired outcome Control Commitment
Managerial focus Managing one-on-
one
Leading them
Key challenge Smooth operation Make changes that
all the team to
perform better

14. Leadership
How would you approach this challenge?

15. The promotor
• Entrepreneurial skills
• Opportunity driven
• Experiments
• Incremental, take new paths step
by step
• Will beg, borrow, steal resources
from wherever they can be found
• Flat structures, open
communication
• Decentralized decision making
The trustee
• Manages existing resources as
efficiently as possible
• Moves slow on opportunities, want
guarantees before action
• Analytical, conservative
• Feels uncomfortable to borrow,
share or temporarily use
resources
• Seeks control
• Resource control reflect status
and influence
Leadership styles

16. Leadership
• Sales executive being distant from the company
• How to live up to your responsibilities?
• Participation in related activities
• Playing a role in a company top team

17. Leadership
Managing/ leading in a paradoxal context?
How would you approach this challenge?

18. • Managing/leading in a paradoxal context
• Critical success factors
– Impact – the capacity to add value
– Intimacy – close, trusted, mutual relation
– Vision – compelling picture of what can be achieved
– Role model
– People practices – people with collaborative attitudes and
abilities
– Informal networks – communities of practice
– Reward potential – mostly a barrier
Leadership external