Ymax Presentation

1. ‘From Good to Great to Unstoppable’
- Strategies, Tactics, Tools, Techniques –
“Strategy without tactics is the slowest route to victory. Tactics without
strategy is the noise before defeat.” - Sun Tzu
Joe Hegedus - YPG

2. Accelerated growth in channel revenue
1. Key Frameworks
- A 30–60–90 days Model
- Sales Ecosystem
- Sales Strategy
- Buyer and Seller
- Product and Market
- Channel Program
- Partner Selection
- KPI and Action Planning
2. Gaining Insight
- General Trends
- Specific Trends – Market Mapping Model
- Target Customer and Competitor Trends
3. Expanding Distribution Channels
- Channel Selection – The Frank Lynn Model
- Ideal Partner – Profile/Attributes
- Distribution Channel Selection, Intensity, Integration
- Channel: Priorities, Management, Conflict Management
- Channel Programs and Automation
4. Sales Topics - Strategy, Techniques, Tools
- Sales Enablement, Planning and Execution
- Market Reach and Accounts Classification
- Resource Allocation, Territory Alignment, Measuring Productivity
5. Marketing Topics
- Ansoff’s Matrix,
- Bridging the Gap between Sales and Marketing
- Activities, Campaigns, VOC
6. Further Great Topics
- Leadership and Effective Sales Leaders
- Data Driven Decisions, Negotiating
- Dealing with Change, About Risk, Golden Rules
7. Additional tools in your handouts - Round table conversation
2

3. Key
Frameworks
A 30-60-90 days Model
Sales Ecosystem
Sales Strategy
Buyer and Seller
Product & Market
Channel Program
Partner Selection
Action Planning
Establish KPI’s
33

4. A 30-60-90 days Model
Understand Vision and Goals
Review Current Environment
Develop Strategy for
• Executive & Team Member Interviews
• Competitive Landscape
• Expectations: financial, objectives
• Benchmarking
• Team and Talent Assessment
• All Frameworks
• Market Segmentation
• Product Usage, Customers, Channels
• Review Competition
• Demand Drivers & SWOT Analysis
• Sales and Marketing to include:
• People Coverage
• Products and Channels
• Collaborative value-add setting
4
30 Days
60 Days
90 Days
All in alignment with company vision, goals and objectives

5. view of the Sales Performance Ecosystem
Sales
Performance
Ecosystem
Sales
Enablement
Sales Force
Strategy
Sales
Operations
Sales Talent
Management
Marketing
Alignment
Sales Force
Effectiveness
5
• Products, Pricing
• Campaign, Promotions
• Lead Generation, SEO / SEM
• Effective Target Audience
• Sales Force Structure
• Sales Force Sizing
• Territory Optimization
• Quota Setting / Comp Plans
• Sales Process & Methodology
• Opportunity Management
• Key Account Management
• Performance Management
• Sales Support
• Sales Messaging
• Customer Experience Management
• Customer/Buyer Profiling
• CRM/SFA
• Reporting, Sales Analytics
• Resource Allocation
• Opportunity Win/Loss Analysis
• Selection/Onboarding
• Product Training
• Sales Training / Professional Development
• Business & Financial Acumen

6. 6
Sales Strategy Framework
The conversations sales people or channel partners have with prospects and customers are often the last bastion of
competitive differentiation in today’s rapidly commoditizing markets" - American Marketing Association
Strategy
and
Mission
Sales
Support
Sales
Force
Deployment
Individual
Selling
Skills
Coaching
& Supervision
Recruiting
& Training
Information
Resources
Motivation
& Compensation
Sales Strategy
EffectivenessEfficiency
Capability Building
What is the value proposition and the
role of the sales force in its delivery?
Sales force and channels organized for
optimal coverage of selected markets?
Is there adequate coaching &
supervision of the sales force?
Does the recruiting and training match
selling skill requirements?
What critical selling skills are
required for the sales role in
the value proposition?
Is support adequate to maximize the
selling effort?
Is the comp plan in-line with
management objectives? Is the
pay motivating to the sales force?
Are information systems being fully
utilized to support the selling effort?

7. 7
Buyer/Seller Framework
Buyers use more information sources than ever for making purchase decisions. That makes it imperative to
understand buyer situations, needs, process, motives, and the buyer organization behavior.
Buying
Situation
Buying
Center
Buyer
Organization Behavior
Buying
Process
Buying
Needs
Account
Targeting
Strategy
Relationship
Strategy
Selling Strategy
Channel
Strategy
Sales StrategySalespersonAccount

8. Product/Market Expansion - Framework
Market Penetration
Low Risk
Product Development
Moderate Risk
Market Development
Moderate Risk
Diversification
High Risk
Product Market
Matrix
Existing Products New Products
ExistingMarketsNewMarkets
8

9. Channel Program Framework
•Supply
•How are you
going to deliver
•Product
•What are you
going to offer
•Define
•Who are you
going to serve
• Demand
• What are the
needs
Channel
Development
Sales
Enablement
Implementation
Methodology
Marketing
Support
9

10. 10
Partner Selection Framework
Strategic Fit
Business
Engagement
Skill &
Resource
Audit
Marketing &
Development
Partner
Engagement
On-going
Business
Engagement
Strategic Channel Partner
Each step consists of Checklist, Process, Metrics, Evaluation Criteria

11. Action Planning Framework
11
Action Outcome
Action Outcome
Action Outcome
Objective Objective Objective Objective Objective
Targeted Opportunity Areas
Owner
Owner
Owner
Resources
Resources
Resources
Date
Date
Date
Action Outcome Owner Resources Date
Each Targeted Opportunity Area will have a specific objective, or what you want to achieve. That objective will drive actions.
Identify the outcome, the owner, needed resources, and the do by date for each action.
*** What is in it for you? What is in it for the customer? Is your Objective SMART? ***

12. KPI Framework - Action Oriented Method
S
M
A
R
T
O
B
J
E
C
T
I
V
E
S
Action
Outcome
Owner
Resources
Date
What are the steps you need to take?
What will happen by taking this action?
Who will be accountable for the action?
What people, programs, money do you need?
When will the action be completed?
12
Objective What do you want to achieve?
S
M
A
R
T
pecific
easurable
chievable
elevant
ime-bound

13. Gaining Insight
Market-Mapping
General Trends
Specific Trends
Customers and Trends
Players and Trends
13

14. Gain insight – General Trends
• Predominant vertical markets and trends
• Predominant accounts (discuss also potential accounts)
• Industry conditions and trends
• Product trends in the market
• Economic Environment
• Impacting government regulations and policies
• Other factors that shape the territory
Purpose – Identify the critical factors impacting the territory
Output – Statement that describes the current condition of the territory
Benefit – Understand the factors that influence your ability to sell into the territory
14

15. Conduct a full Market Mapping
• Geography covered
• Category of products coverage
• Distributor partner coverage (identify gaps in coverage)
• Distributor partner influence (identify strengths and weakness)
• Significant competitors and market share trends
• Company competitive influence and market share and penetration rates
• Significant competitive wins/losses
Purpose – Identify significant territory characteristics and what you may need to do differently
Output – Compressed statement and data, clearly and concisely explaining conditions
Benefit – This will contribute shaping the Territory Plan, establish Objectives and Quota
Gain insight – Specific Trends
15

16. 16
Gain insight - Major Target Customers
• Is their business growing, flat or declining? Why?
• What do they need? Why?
• What are they willing to pay? Why?
• What channels do they use today? Why?
• How do they want to do business? Why?
• What drives them to make a purchase? Why?
• What kind of experiences are they seeking? Why?
• What specific actions would cause them to increase their spending? Why?
• What channels are they planning to migrate to and/or use over the next year? Why?
Understanding the
needs of the customer
is the single most
important input to
channel strategy.

17. Gain Insight – Players - Competitive Ecosystem
Organization Capabilities, Core Competencies, Differentiators
Market
Players
Your
Company
Main
Competitor
Competitor
2
Competitor
3
Brand
Recognition
Product
Breadth
Project
Engineering
Technical
Support
People
Coverage
Channels
Coverage
Service
Coverage
Product
Availability
Lead
Times
Product
Technology
Market
Share
Trend
Very Strong
Good
Weak
None
Who is winning?
Why?
17

18. Distribution
Channels
Channel Expansion
Selection Model
Success Factors
Ideal Partner Profile
Distribution Strategy
Channel Management
Channel Programs
Conflict Management
Channel Automation
18

19. 19
Decided to Expand Distribution?
Address these and Adopt a Model
• What are your goals and expectations?
• What are the best channels to use and cost to serve?
• Is the company ready for the selected channel?
• What are the channel realities and distribution challenges?
• How will products and services reach the end user?
• What can channel partners do for the company?
• What will it take to develop a channel program and recruit channel partners?
• How will costing, pricing and discounts be handled?
• What process and tools will be required for the channel sales and marketing?
• What number of intermediaries is needed? Highly selective or intensive approach?
• How will rules of engagement and channel conflict be handled if adopting a mix of direct and indirect?

20. Channel Selection – the Frank Lynn Model
1. Product and Customer Segmentation
2. Customer Satisfaction Requirements
3. Prioritize Customer Satisfaction Requirements
4. Delivering on Customer Satisfaction Requirements
5. Marketing Efficiency
6. Marketing Effectiveness
7. Manufacturer and Channel Partnership
8. Measuring and Weighing the Results
20

21. 21
Critical Success Factors
• Readiness for change (ADKAR: awareness, desire, knowledge, ability, reinforcement)
• Creative and critical thinking
• Time, budget, resource commitments
• Cross functional collaboration
• Good understanding of the target customer
• Clear and logical sales & channel framework
• Clearly defined and integrated strategies
• Senior management commitment and involvement
• Consistent communications to key stakeholders

22. 22
Working with Distributor Partners
• Market Mapping - list qualified prospects for each target
market in the area
• Business Plans – with partner input and jointly developed
• Marketing Plans for each potential target market
• Branding and Advertising – craft and launch campaigns in
alignment with manufacturer vision and standards
Develop support structures, develop teams, processes, and
programs that build capabilities:
• Commercial Agreements/Distribution Contracts
• Market Development Co-op Funds
• Functional Discount Incentives
• Sales Support: Technical & Customer Service
• Partner Product Specialist for in-house and end-user
training and Safety Seminars
• After Sales Support: warranty, upgrade, service, repair
Definition of
Markets
Mobilization
of Markets
Structure of
Organization
End-user
segmentation
& targets
Channel
segmentation
& targets
Role of each
channel to each
targeted end-user
Understand
environment
& trends
End-user demand
creation
Programs/activities/pricing to
motivate target channels to
perform desired roles
Structure organization to be
consistent with market
definition & mobilization
Motivate/Compensate to
perform in accordance with
channel roles

23. 23
Ideal Partner Profile - Distributor Attributes
• Relevant customer base
• Established channel structure
• Training and development culture
• Recognized brand and major player
• Acknowledged to be “Best in Class”
• Skilled at sales, technical expertise and education
• Product inventory & delivery consistency
• Value added services: engineering, commissioning
• Financially sound and reliable trading history
• Vision- knowing today what others will know eventually
• Clear Succession Plan in place

24. 24
Channel Strategy
Channel
strategy
Distribution
Intensity
Channel
Selection
Channel
Integration

25. 25
Channel Management
Channel
Management
Selection Motivation Training Evaluation
Managing
Conflict

26. 26
Channel Management - Support Components
C
H
A
N
N
E
L
M
A
N
A
G
E
M
E
N
T
Marketing
Support
Channel
Development
Commercial
Support
Business
Support
• Joint Marketing Plan
• Co-operative Marketing
• Marketing Co-op Fund Support
• Partner Website and Extranet
• New Partner Acquisition
• Partner Incentive Programs
• Joint Market Development Plan
• Product Sales & Distribution
• Pricing, Discounts and Specials
• Partner Payment Plans
• Commercial Contracts
• Partner Database & CRM Systems
• Accreditation Process
• Training & Certification Program
• Product Development Liaison
• Customer Care

27. 27
Establishing the Channel Program
Well defined Go-to-Market
Strategies
(Segment, Target & Positioning)
Knowledge Center Process,
Tools, Techniques, People
Balanced Demand & Supply
Programs & Process
Comprehensive and
Standardized Partner
Program
Clear demarcation between
Direct & Indirect Engagement
Models
Realistic Pipeline and
Revenue Forecasts

28. 28
Dual Channel Approach – Manage Channel Conflicts
without unnecessary friction, without harming channel relationships or confusion among customers
Awareness
Proposal
Interest
Preference
Brand Decision
Order
Installation
Service
Influence
Fulfillment
Indirect
Channel
Direct
Sales
Force

29. 29
Create Loyalty to Retain Partners. How?
• Long term view
• Strong brand identity
• Clear communications
• Best products and services
• Building trust with openness
• Compelling value proposition
• Treated as equal
• Ease of doing business with
• Recognition of unique capabilities
• Shared expertise, train, support, and
mentor
• Continuous training, education, and
improvement

30. 30
Channel Automation Example
Employees
Pricing
Products
News
Resellers
Gold
Silver
OEMs
Support
Sales
Example of
Channel
Management
System
Direct Sales

31. Sales Management
Strategies, Methods, Tools
Sales Enablement
Planning and Execution
Critical Skills
Productivity Measuring Tools
Efficiency and Effectiveness
Accounts Tearing
Portfolio Segmentation
31

32. 32
A Systematic Approach to Sales Enablement
Motivate & support
sales force
Develop skills for
effective selling
Organize for efficient
coverage
Develop sound
selling strategy
Clear segmentation
Explicit objectives,
goals and priorities
Winning selling
proposition
Realistic time frame
and expectations
Right structure territory
Right size team
Continuous Improvement
process for adequate
coverage
Define necessary skills
Develop training and
coaching programs for:
• Product knowledge
• Buying/Selling process
• Sales methodology
• Planning & execution
Align reward systems:
• Compensation
• Recognition
Provide the necessary
organization support:
• Remove obstacles
• Guide
• Energize
• Excite

33. Quality Planning and Effective Sales Execution
You need the idea and planning but the ability to execute could make a real difference.
Success = (Quality of the plan) X (Effectiveness of execution)
• A 9/10 plan with 5/10 execution yields an outcome of 45
• A 9/10 plan with 9/10 execution yields an outcome of 81
To achieve the highest/best outcome, sales and marketing teams define and agree on what they each
need to do exceptionally well to achieve. Steps:
• Define Your Critical Success Factors
• Align Your Teams
• Develop and Execute with Accountability
• Track Your Critical Success Factors
• Review and Improve
33

34. Plan and prepare for Sales Performance
Critical skills:
• Creating trust in customer relationships
• Effective use of processes to develop the sales opportunity
• Active listening and effective questioning during ‘discovery’
• Positioning the company and yourself for the opportunity
• Preparation and delivery of powerful presentations
• Planning for Effective Negotiation and Closing
The Value in Not Planning
34

35. 35
Sales Force Productivity
Profit contribution
per $ direct selling cost
= $...
Selling Margin
…% profit contribution
margin
Selling Rate
Revenue
hr. actual selling time
= $...
Sales Force Utilization
Hrs actual selling time
per day per rep
= …
Direct Selling Cost
$... / day per rep
Effectiveness
Profit contribution
hr. actual selling time
= $...
Efficiency
Direct selling cost
Hr. actual selling time
= $...
• Compensation plans
• Sales tools
• Value proposition
• Skills assessment
• Partnerships
•Territory opportunity planning
• Reduced overhead costs • Centralized sales admin
• Sales force automation
Productivity Measuring Tools - Increase Sales Productivity
*** This approach will allow you to right-size teams and optimize selling cost. Focus should be on serving you customers well,
on efficiency and effectiveness to profitably grow revenues. You'll never cost-cut your way to real and sustained Success ***
35

36. Efficiency and Effectiveness
“Efficiency is doing things right; effectiveness is doing the right things.” Peter Drucker
Definition
Process
Drivers
Metrics
Efficiency Effectiveness
Get in front of the right customers, for the
right amount of time, at a minimum cost
• Territory design / coverage
• Activity reporting systems
• Sales support
• People
• Systems
• Structures
• Coverage
• Penetration Rates
• Call rates
• Cost per call
Maximize sales potential in front of the
customer
• Selling skills
• Account strategy
• Application knowledge
• Recruiting
• Training
• Coaching
• New orders/bookings
• Sustained Growth of Sales
• Growing and sustainable margins
• Repeat business
36

37. 37
Example of Market Reach
Based on Customer Accounts Tearing
Tier 3
Small & Mid Tier Accounts
Tier 2
Core Market
Accounts
Tier 1
Strategic
Accounts
Strategic Account Team
owns account strategy
Factory and Partner jointly
own account strategy
$XXX + annual revenue
$XX + annual revenue
$X + annual revenue
Partner owns
account strategy

38. This chart looks at 2 dimensions – Revenue & Resources. Have any of you had accounts that consume lots of resources with little revenue?
Spending too much time on these accounts is wasteful. And, when you do, there are accounts therefore that you cannot spend time on. We call
that an opportunity cost problem, where you are under-investing and risking opportunities that you never have time to pursue.
HIGH
LOW HIGH
Revenue
Potential
Resources
Cost of sale problem
Opportunity cost problem
Risk
“Under-investment”
Waste
“Over-investment”
Managing Opportunities – Where do you invest your time?
38

39. Portfolio Segmentation – Account Classification Model
HIGHER
LOWER HIGHER
Future
Potential
Current Revenues
$
T
$
T
$
T
$
T
A
BC
D=?
2
Business Development/
Penetrate
Business Development/
Invest
Marketing/Educate Manage/Protect
1
A
39

40. Account Classification - Definitions
Offers significant future business potential. Deserving
significant sales effort.
Valued but does not make a significant contribution and
offers a limited future potential.
Little or no revenue contribution today and insufficient
data to accurately assess potential.
Makes significant current revenue contribution.
Delivering on their potential.
A1
B
C
D
Business
Development
Invest
Marketing
Educate
Prospecting
Investigate
Manage
Protect
Offers significant future business potential. Deserving
significant sales effort.
Business
Development
PenetrateA2
40

41. Optimize - Common design goals
Account
Consolidation
Usually Customer Driven
- Main driver -
greater effectiveness in specific
accounts or market segments
offering the best opportunities
Workload
Leveling
Usually Activity Driven
- Main driver -
greater effectiveness by
opportunity distribution for
greater quota attainment
Territory
Compression
Usually Cost Driven
- Main driver -
greater cost efficiency and
higher activity rates with
lower travel expense
Sales Territory Alignment
The often overlooked high-impact low-cost Productivity Tool
Right people & skills in the right place = higher Revenue and Profits
Good alignment can:
• Enhance customer coverage & satisfaction
• Lead to increased sales & profits
• Reduce travel time & costs
• Positively effect rewards & consequently morale
Obstacles to good alignment:
• Sales forces resist change
• Comp plans working against best alignment
• Alignment work can be a cumbersome task
• No process in place
• Data required often not readily available
Many companies reward territories and not the sales person
Alignment is not a one time event. The cost of disrupting the sales force through realignment can be managed.
41

42. Marketing
Bridging the Gap
Product-Market Matrix
New Markets
Key Marketing Activities
Fueling the Funnel
S&M Integration Chart
Leverage Campaigns
Customer Experience - VOC
42

43. Ansoff’s classic Product/Market Matrix
Explore possible strategic directions for growth
Existing product New product
Existing market
Market penetration
Increase sales to the existing market
***Low Risk***
Product development
New product developed for existing
markets
***Moderate Risk***
New market
Market development
Existing products sold to new
markets
***Moderate Risk***
Diversification
New products to be sold in new
markets
***High Risk***
Market Penetration: Market stagnating? Market saturated? Competition intensive? Gain Market share. Protect position or secure dominance.
Market Development: may require new competencies and modified products or geographical expansion, new customers/channels/promotions
Product Development: innovative product improvements, product line extensions, new products with good-better-best
Diversification: Related (beyond present product–market, but within present industry) Unrelated (entirely new product and market)
43

44. - Market Size
- Market Growth
- Returns in the Industry
- Pricing Trends and Market Profitability
- Competitive intensity/rivalry
- Opportunity to differentiate products and services
- Distribution structure (e.g. direct, wholesale)
Factors that Affect Market Attractiveness
- People and product competencies
- Relative Brand Strength/Recognition
- Market share and Customer loyalty
- Relative cost position (compared with competitors)
- Distribution Channels strength
- Record of technological advancement or other innovation
- Access to financial and other investment resources
Factors that Affect Competitive Strength
44

45. Existing or new product to NEW MARKETS
ASSES DISTRIBUTION CHANNELS
- Systematically asses existing and potential sales channels across four key
attributes: Channel Coverage, Channel Capability, Channel Commitment, and
Product Commitment.
- In addition, do the work shown as shown on slide 26
THE EASY WAY OUT
Some companies opt for the easy way out, throwing the opportunity at some
of their existing channel partners. “Here are a few case studies, some cross
references on our web site and an additional 10% discount. Go after this new
market!” Half-hearted attempts almost always fail.
For strong economic reasons (cost to train, marketing costs, deal “hit-rate”,
etc.) channel partners rarely deviate from their existing customer targets or
“window,” even if they say they will.
Follow a process and award additional responsibilities when makes sense.
Don’t be deceived by existing partners who might be trying to placate you in
order to avoid new channel partners in the same geographical area.
Keep in mind that customers in new markets already have channel
relationships that possibly they are unwilling to abandon.
45

46. 46
Multi-line Manufacturer Marketing Activity
Market Surveys and Customer Research
• Quantitative and qualitative market and customer studies
• Quick scan market survey, customer experience
management
• Distribution and pricing surveys
Marketing Strategy - Development and Implementation
• Strategy and planning objectives, resources and tools
• Selection criteria matrix and project coordination
• Market spend analysis - efficiency & effectiveness audits
Portfolio Strategy Development
• Identification of profit pools, cost / benefit analysis
• Design brand / product / packaging matrix
• Long term planning and resources allocation
Brand Positioning and Development
• Positioning statement
• Design briefing and implementation
• New product and packaging development
Strategic Product Management
• Product line expansion contraction
• Product differentiation, positioning
• New Product Planning, Development, Introduction
• New Product fit with existing mix
Pricing Strategy
• Brand price - trade off assessment and pricing strategies
• Customer solution pricing. Reseller discount matrixes
• ROI analysis. Pricing Technology and Analytics
• Price Segmentation and Elasticity. Value package pricing

47. 47
Marketing Activities, Fueling the Funnel
Partner
Incentives
Portfolio
Planning
Marketing
Tools
 Business Intelligence
 Effectively Target Selected
Audience
 Email / Web Marketing
 Lead Generation, Tracking
 Content Marketing, SEM,
SEO
 Sales Tools & Training
 Product Demos
 Seminar Tools
 Trade Show Tools
 Social Media Ads
 Catalogs, White Papers
 Brochures, Flyers, Ads
 Product Training
 Applications Training
 Lead Generation/Tracking
 Promotions, Product
Campaigns
Leads/Lists/Networks
Suspects
Customer
s
Selected Activities
Prospects
Marketing
Communications
Reinvest in Local Marketing Activities
Tools
Fueling
The
Opportunity
Funnel
And
Growth
Marketing
Database and
Knowledge Center
Increased
Company Sales
& Profits
Increased
Partner Sales
& Profits

48. Leverage Marketing Campaigns
 Purpose
Determine how to best deploy your marketing resources across your regions and territories
 Output
• Identified sectors where marketing can help you create awareness and interest
• Specific marketing campaign that can help you and the partners to create awareness and interest
• Additional targeted opportunities identified
 Benefit
• New business opportunities for your partners and your company
• Maximization of your marketing resources by efficiently coordinating marketing efforts across your territories
48

49. Integrated Sales and Marketing
ActivityLevel
Awareness Interest Preference Action
Sales
Marketing
49
In order to utilize and leverage marketing effectively, fully integrate it with your sales efforts. It’s quite costly to fully focus a sales team
on creating awareness and interest. At what point your level of sales involvement increases, and the level of marketing decreases?

50. 50
VOC Initiatives
Customer Experience feedback contributes to:
• Repeat business
• Increased revenues, profits, ROI
• Enhanced monitoring and measure of success criteria
• Internal improvement and productivity gains
• Reduced support requirements
• Closer customer relationship
• Shorter transaction times
• Sales force assessment and rating

51. Further
Great Topics
Leadership
Data-driven Decisions
Effective Negotiating
Influencing Change
About Risk
Words of wisdom
51

52. Leadership and what Effective Sales Leaders do
• I define Leadership is the ability to inspire and guide through a compelling and articulate vision for a better future
of the organization. People will define this in different ways but I believe that everything else is secondary to this
statement.
• To succeed, a Leader must see and articulate a vision in order to attract and motivate a team, then be able to
identify the key issues, challenge the views held within the team, and make judgments from among the varying
perspectives in the team.
• Sales organizations that experience growth and create a better future have Leaders that are not afraid to look
forward and to lead the change. They welcome scorn from the team creating opportunity for dialogue but don't
always conform to the consensus.
• An effective Leader is able to connect with their teams and connect their teams to the larger goals with a sense of
passion and meaning. A leader will create internal motivation and to drive performance will break down silos that
are holding the team back.
• Leaders are aware of their strengths and weaknesses and have clarity around the kind of leaders they want and
need to be. These Leaders will be more adaptable to change. Their organization executes better, faster, and more
consistently.
• Great Leaders build teams and these teams build the businesses. Good Leadership is also about advancing the team
members. They like to see that employee skills improved and their careers have progressed. Great Leaders don’t
quit; they are ordinary people with an extraordinary amount of determination.
52

53. The Power of Data-Driven Decisions
“In God we trust, everyone else please bring your data” – The world of 6Sigma
• No sugarcoating or excuses can replace the cold harsh truth of data. The advent of CRM gave us automated
dashboards. You still have to connect all dots; otherwise, you may fail to pick up on developing trends.
• About KPI’s: these are metrics, but remember that not all metrics are KPI’s. Both are important. Metrics
themselves say nothing about the general company's condition and KPIs say nothing about the company's
performance details. So, ensure that these provide critical information and that you can see the real story.
• Properly identified KPI’s should get behind the sales process providing a forecast for what can be expected to
occur. Whether you are in business serving customers with a product or a service, nothing happens until
somebody sells something. In Sales there is only one KPI that really matters and that is Revenue.
• Be aware of analytical-blind-spots. Quantitative data sometimes has a gap which can not be bridged. You can
see the Who, Where, When and What, but sometimes you can't fully explain Why and How. You’ll need to
observe sales people, distributor, and customer behaviors - not just the numeric summaries.
53

54. Negotiating Styles
Concern for
other party
Concern for self
Avoiding
Compromising
Competing
Distributive “Win-lose”
Integrative Collaborating
Problem solving ”win-win”
Yielding
Accommodating
HighLow
High
Assertion
Cooperation
54

55. Effective Negotiating
“In business as in life, you don’t get what you deserve, you get what you Negotiate”
Dr. Chester L. Karrass
Traits – Personal Style
• A logical mind
• Self-confidence
• A dedication to preparation and detail
• The courage to cope with reasonable risk
Traits – Approach to Negotiation
• Hard work and stamina. Lazy people make poor negotiators.
• Patience and willingness to let the situation evolve
• The ability to live with ambiguity for long periods of time. Things are rarely black and white in negotiation.
• Persistence and a refusal to give up in the face of opposition
Traits – Working with Others
• Ability and willingness to become involved with the other party. Engaging on a personal level helps reveal hidden “Iceberg” factors.
• Attention to others. Ability to listen and focus on the other party lets them know you value their opinion.
• Tolerance of disagreement and confrontation
• Good Judgment. “Good judgment comes from a lot of experience…a lot of experience comes from bad judgment.”
• A Both-Win approach. Should not be a battle. Successful negotiation does not happen when one gets everything at the full expense of another.
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56. Change
While change is inevitable, growth is entirely
optional.
Ways you can influence change:
 Build Common Purpose – Why Change?
 Clarify the Direction – What to Change?
 Develop Capacity – I Can Change
 Inspire Teamwork – I Want to Change
Achieve Results Early-On – Makes SenseVideo - Change and the Pain of the lobster
Video - Times of stress are also times that are stimulus for Growth
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57. Being prudent is a must but know that playing it
always safe will hinder growth. Measured risk,
courage, and the ability to take chances are key
drivers of growth.
A culture that is embracing positive and calculated
risk can yield benefits like:
• The team members will learn new skills the
organization will grow ‘muscles’
• People will feel empowered to break through self-
imposed limits
• Individually and as a team, they will uncover
unforeseen opportunities
• Organization will overcome the fear of failure and
become more creative
• Both the team and the organization, will break free
from average and achieve amazing results
About Risk
‘Incorporate’ Risk into Strategy

58. A Few Golden Rules
• Quickly identify areas and opportunities for growth. Identify true enablers within the organization. The obsessive presumption of
opportunity scarcity is often times one of the persistent hangovers of low performing sales teams led by the uninspired.
• Transformation projects, that are great in theory, will fail in practice if there is no buy-in and people refuse to step outside of the
comfort zone. You need the idea but the ability to execute is often far more important. Should spend more time on doing.
• Workflows and collaboration are critical to success. Automate! Sales organizations must automate and streamline all
administrative, non-value-add activities. Free those in revenue-affecting, customer facing roles so they may focus on serving
customers with the best solutions.
• Improve across the board but focus on strengths and do what you do well. Often times, your strengths are your low effort, high
value, low-hanging-fruit.
• Stop reacting. Shed light on your ‘dark’ data. Start predicting! Always manage your risk but make decisions faster than competitors.
• Hire top producers; everyday that goes by, without them on your team, is revenue that you may never recover.
• Know your customer. Distributors are your Channel Partners. Know the difference between the two and learn to serve both.
• Collaboration is a part of every culture. Build trust, engage people, provide direction, remove obstacles, and get out of their way.
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59. “If everything's under control, you're going too slow.” - Mario Andretti
Thank you!
What was the most valuable takeaway?
What could be improved?
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 Joe.Hegedus@ymaxpremier.com
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