This presentation provides advice on how to set up 2012 for attracting and developing the best talent in order to succeed on your 2012 goals. The content is pulled from 2011 surveys and interviews of world-class sales organizations. Topics include Territory planning, Sales Training, and Sales Management.

1. Website Email Phone
www.salesbenchmarkindex.com info@salesbenchmarkindex.com 1-888-556-7338
Sales Strategy Research Results:
Attracting and Developing the Best Talent
Are you ready to be world class?

2. Sales Strategy Research Results:
Attracting and Developing the Best Talent
1 Attracting “A” Players
2 Selecting the Best
3 Onboarding New Talent
4 Developing Future Stars
5 Sales Management Role

3. Attracting ‘A’ Players:
Best Practice Exercise
1. We provide better territories than the competition.
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2. Our quotas are attainable.
3. Our sales managers are coaches and not micro managers.
4. The compensation program follows the 3x uncapped best practice.
5. The sales culture is a meritocracy with favorable accounts going to
proven performers.
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4. Current LA Territories

5. Total Market Potential
Segment A Metro Area Prospects Monthly Net Rev Annual Net Rev Total Net Rev % of Total
Bakersfield 12 $15,000 $180,000 $2,160,000 0.35%
San Luis Obispo 15 $15,000 $180,000 $2,700,000 0.43%
Oxnard 52 $15,000 $180,000 $9,360,000 1.50%
Santa Barbara 25 $15,000 $180,000 $4,500,000 0.72%
Riverside 83 $15,000 $180,000 $14,900,000 2.39%
Los Angeles 681 $15,000 $180,000 $122,580,000 19.59%
Segment A Total 868 $90,000 $1,080,000 $156,240,000 24.97%
Segment B Metro Area Prospects Monthly Net Rev Annual Net Rev Total Net Rev % of Total
Bakersfield 99 $4,000 $48,000 $4,752,000 0.76%
San Luis Obispo 63 $4,000 $48,000 $3,024,000 0.48%
Oxnard 368 $4,000 $48,000 $17,664,000 2.82%
Santa Barbara 143 $4,000 $48,000 $6,864,000 1.10%
Riverside 1059 $4,000 $48,000 $50,832,000 8.12%
Los Angeles 8051 $4,000 $48,000 $386,448,000 61.75%
Segment B Total 9783 $24,000 $288,000 $469,584,000 75.03%
Total Annual Revenue $825,824,000
A Segment 868 $15,000 $13,020,000
B Segment 9783 $4,000 $39,132,000
10651 $52,152,000
Average Monthly Net Revenue $4,896

6. LAX Coverage Area
Prospect Count
Santa San Luis
Metro Los Angeles Riverside Oxnard Bakersfield
Barbara Obispo
Segment A 681 83 52 25 15 12
Segment B 8051 1058 368 143 63 99
Total 8732 1141 420 168 78 111

7. Selecting the Best:
Best Practice Exercise
1. We have defined an “A” player.
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2. We have calculated the cost of a miss hire.
3. Our search and sourcing efforts are confined to pools filled
with “A” talent.
4. We use past performance data to predict future results.
5. Competency screening is determined through scenario
based behavioral interviewing.
6. A standard decision framework is used when choosing
between candidates.
7. Reference checks include past bosses, current and former
customers, and co-workers.
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8. Region vs. Region
Summary of Scores
Overall Score
4.5
4 4.2 4.2 4.2
4.1
3.5 3.7
3.4
3
2.5
2
1.5
1
0.5
0
East South Central Canada West Benchmark

9. Objection Handling
Summary of Scores
Objection Handling
6
5
4.8
4 4.3
4.1
3.8 3.7
3 3.3
3.0
2
1
0
East South Central Canada West Average Benchmark

10. Convert Strategy to Tactics
Summary of Scores
Convert Strategy to Tactics
4.5
4 4.2
3.9 3.8
3.5 3.7
3.4
3
3.0
2.5
2.5
2
1.5
1
0.5
0
East South Central Canada West Average Benchmark

11. Onboarding New Talent:
Best Practice Exercise
1.
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By role, we understand the time it takes a new hire to make the first
sale.
2. By role, we understand the time it takes a new hire to reach quota
run rate.
3. We have an individualized 30/60/90 plan for each new hire.
4. Leading indicator measurement is used to track new hire progress.
5. Sales managers are measured on hiring effectiveness.
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12. Pre-Ramp Accountabilities
Doing the Right Things at the Right Time
o Details should be in Onboarding process documentation
Pre-Ramp Accountabilities: Job Execution
Months
Activity 1 2 3 4 5 6
Internal Process Review X
Onboarding for “Key Accounts” Update, Status X
% of Pipeline (Pred + Non Pred) versus Quota X
Prospecting Phone Calls X
Joint Account Meetings w/Regional Manager 5 15 30 40 40 40
Joint Account Meetings w/Senior Sales Rep 4 4 2 2 2 2
Appointments w/Clients (with a Source) 2 2 1 0 0
Appointments w/Clients (Solo) 0 1 2 4 8 10
Generation of Proposals (for New Trials) 0 0 4 6 6 6
Negotiation of Contract and Terms 0 2-5 2-5 5-10 5-10 10
Territory Plan Development & Update 0 1 1 3 3 3
Run Rate (% Annual Quota Achievement) 25% 40% 50% 70% 90% 100%

13. Onboarding Measures
Metric Definition
Average number of months between the new hire start date of a
quota-bearing sales professional and the point at which that sales
Ramp Time to Full Sales Productivity professional reaches sales 'full productivity', which is determined
as 100% of their monthly sales goal. Count as 12 months the time
for each sales professional who never reaches 'full productivity'.
Percentage of sales professionals that leave a company in a given
Sales Turnover Rate
year. (The cause of turnover can be voluntary or involuntary.)
Average number of sales calls executed by each sales
Sales Calls per Sales Rep
professional.
Average number of sales proposals submitted by each sales
Sales Proposals per Sales Rep
professional.
Average number of sales appointments executed by each sales
Sales Appointments per Sales Rep
professional.
Pipeline Ration Ratio of the pipeline relative to total assigned sales quota.
Breakeven Point Minimum sales revenue required to cover selling expenses.
Average annual sales quota amount assigned to each sales
Sales Quota Amount per Sales Rep
professional.
Percentage of sales professionals achieving at least 100% of
Sales Quota Attainment
assigned annual sales quota.

14. Developing Future Talent:
Best Practice Exercise
1. We retain the top 25% performers for at least 5 years.
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2. Certification programs enforce career-long training.
3. We have a multilevel progression within the same job family.
4. A clear career advancement path is established.
5. Training content components are
1. Industry perspectives
2. Selling competencies
3. Product knowledge
4. Use case
5. Sales methodology
6. Automation tools
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15. DF Belt Certification Process
• Tier 1 – Relationship & Insurance (Step 1)
• Tier 2 – Discovering Needs (Steps 2, 3, 4)
• Tier 3 – Meeting Needs (Steps 5A/B, 6, 7)
• Tier 4 – The Visit To Client (Steps 8, 9, 10, 11)
• Certification Process
– Each criterion on QA Form has been designated a Tier Level
– To Move Up to the Next Tier Level
• If 4 out of 5 call evaluations (based on call date/time), the Rep achieves
Excellent or Good rating on all QA Form criteria for the next, current and
previous tier levels
– To Be Moved Back to the Previous Tier Level
• If 2 straight call evaluations (based on call date/time), have any Fair or
Poor ratings for the current or previous levels
• Managers must re-score calls before a Rep is moved down a level

16. Pilot Training Plan
• February (Tier 1) – Relationship & Insurance
– Step 1
– Relationship First, Task Second
– Uncovering Insurance In Branded Way
• March (Tier 2) – Discovering Needs
– Steps 2, 3, 4
– Distinguishing Call Need from Call Purpose
– Place Caller Needs Before Your Own
– Active Listening
– Empathy
• April (Tier 3) – Meeting Needs
– Steps 5A/5B, 6, 7
– Branded, Efficient Transitioning of Non-Prospects
– Setting Next Action Steps
• May (Tier 4) – The Visit To CLIENT
– Steps 8, 9, 10, 11
– Matching Caller’s Words/Tone

17. Sales Management Role:
Best Practice Exercise
1. Sales managers do not have their own accounts.
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2. District sales managers have direct responsibility for reps for a
defined list of named accounts.
3. Job description calls for: staffing, training/coaching, forecasting,
quota allocation, account assignments.
4. Our sales managers received 2x the training of our reps.
5. New sales managers are enrolled in a peer mentor program.
Back

18. SM Weekly Cadence (Assuming 10 Reps)
Monday Tuesday Wednesday Thursday Friday
Office Day Field Day Field Day Field Day Office Day
• Admin Work
• Sales Mgmt Call
• Planned/Spontaneous Ride-Alongs • Top-grading
• Sales Team Call Interview
AM
• Rep Phone Calls • 1-on-1 Meetings
• Talent Reviews
(Planning / • Account Visits
Resolve Issues) • Skills Training or
Corporate Call
• On-boarding / • Top-grading
Fast Track Interview
• Planned/Spontaneous Ride-Alongs
• EDP Activities • Talent Reviews
PM
• 1-on-1 Meetings
• CAN Activities • Dashboard
• Account Visits
Review/Pipeline
• Admin Work Review

19. How to Get Started?
Phase 1 Phase 2 Phase 3
Determine Sales
Assess Sales Force
Force Maturity
Prioritize Possible
Conduct Sales
Conduct Discovery Remediation Present Findings
Benchmark
Actions
Means Results
1. Exec Interviews Assess Sales 1. Capture Current State
Identify Key
2. Mystery Shopping Performance 2. Show End State
Drivers to improve
3. Documentation Drivers Possibilities
4. Metric Data 3. Make Recommendations
5. Customer Survey 4. Quantify Impact
Performance Drivers
6. Sales Rep Survey
1. Channel Management 8. Sale Management
7. Sales Rep DILO
2. Compensation Planning 9. Sales Performance
8. Expert Panel Management
3. Key Account Management
4. Lead Generation 10. Sales Process
5. Quota Setting 11. Sales Strategy
6. Sales Force Structure 12. Talent Management
7. Sales Force Size 13. Territory Design

20. Learn More
Contact us to hear the rest of the story...
Download the Talent Management Whitepaper Here
Download our Sales Strategy Whitepaper Here
Email - info@salesbenchmarkindex.com
Phone - 1-888-556-7338
Web: http://www.salesbenchmarkindex.com/
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