During the PMMI annual meeting Chris Mott presented on his metrics based approach to assessing, selecting, training, onboarding, managing and upgrading B2B sales channel. A particular challenge is doing so when the reps don't work directly for you, but rather for a channel partner. And it's further complicated when international elements are added.

1. The Missing Links
Building High
Performing
International Sales
Teams
Presented by:
Chris Mott - Kurlan Associates
PMMI - October 2013
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2. Sales DNA
Capabilities Shift
• Value Presenters vs. Consultative Advisors – 21%
• Account Managers vs. Proactive Hunters – 8%
Critical Data
• Only 33% of weaker salespeople have strong Commitment
• Nearly all Salespeople in the bottom
74% have issues with Rejection
• 60% Make Excuses
• 56% Are Not Extrinsically Motivated
• 45% Are Not Self-Starters
• 20% have either strength as a Hunter or Closer - 6% (both)
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3. Inside the Sales Force
45%
Sales Posturing
51%
Account
Manager Skill
Set
29%
Farmer Skill Set
47%
Hunter Skill Set
33%
Consultative Seller
Skill Set
32%
24%
Qualifier Skill Set
Closer Skill Set
35%
Overall Sales Capability

4. Percentage Of Sales Skills
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Elite 6%
Next 20%
Bottom 74%

5. Selecting Great Salespeople
Requires
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You must always be recruiting
80-20 means the sales recruiting process is broken
Skilled enough to recognize the wrong people early
Get the identify step right – common problem
Assess Everyone – Sales Specific Assessment
Identify and discuss the hidden sales DNA
• Early (Resumes) – what’s not there?
• Middle (Interview) – it’s an audition
• Later (hiring) – proper on-boarding

7. Myth #1
• Representatives can not be held accountable

8. Myth #2
• We can’t get good data from our representatives

9. Myth #3
• They won’t follow a defined sales process

10. Baseline Selling
Where Customers and Reps. Start
Commitment to Solve
They’ll Spend More
Prospect
Quantified Problem
SOB Quality
Have Timeline for Decision
Compelling Reasons to Buy
Know Process and Criteria for Decision
They Need It
Suspect
Qualified
Scheduled 1st Meeting
Company, Capabilities and Value Proposition
Found an Issue
Needs and Cost Appropriate Presentation
Engaged Prospect
Inoffensive Close
Scored
© Copyright 2008 Dave Kurlan
DaveKurlan.com

11. Must Optimize The Sales Process
Where Value Is Sold
Commitment
They’ll Pay More
Prospect
With Decision Maker
Have Timeline for Decision
Know Process /Criteria for Decision
Quantification
SOB Quality
Compelling Reasons to Buy
They Need It
Suspect
Qualified
Booked Appointment
Story & Capabilities
Engaged Prospect
Value Proposition
Needs and Cost Appropriate Presentation
Inoffensive Close
Scored
Reached a Prospect

12. Sales Managers
Should Spend 80% Of Their Time on
These Top 5
Sales Management Functions

13. Sales Management Functions
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Accountability
Coaching
Motivating
Growing People
Proactive Recruiting

14. Required Competencies
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Focus on Hunter and Qualifier Skills
Build their Consultative Selling Ability
Understand Sales DNA
You Must Provide Motivation
Leverage Metrics
Manage to a Defined Sales Process
Hold Your Salespeople Accountable
Regular Pre-Call Strategy
Consistent Post-Call Debriefing
Better Opportunity Management
Increase Focus on New Business
Stop Believing Myths
Use a Sales Specific Recruiting Process
Invest in your Sales Force

15. Questions
Chris Mott
Kurlan Associates
cmott@kurlanassociates.com
(508) 887-3312
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