THE CASE FOR TRANSFORMATION
FROM ANCIENT TO MODERN How exploration and collaboration lay at the heart of Asia’s greatest trading initiative and the lessons we can learn for transforming sales performance today.
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Consalia’s event publication
28.11.13
Singapore 02.07.2013
From the CEO
As a sales performance improvement organisation, it is our responsibility to keep a finger on the pulse of what’s going on in sales. Having already explored ‘The Case for Transformation’ in GST5, it was fascinating to take the theme to the Asia market. GST6 continued the theme of transformation but focused rather more on the growing trend of collaboration – both internally as well as externally i.e. with clients, suppliers and competitors – and how it is transforming the environment in which we operate. We have moved to a climate where increased competition and unprecedented access to information have empowered the customer; we must all heed the change in trends and learn how the art of collaboration, not the art of war, can bring both survival as well as success. We hope you enjoy reflecting on what was a hugely insightful as well as enjoyable conference.
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Global Sales Transformation Event 6
About Consalia Consalia works with some of the world’s foremost organisations and has achieved a validated client sales performance improvement of over $6.75bn in seven years. We are a joint venture formed by three of Europe’s largest and well-respected consulting groups: Praxi, Development Systems and ITC Network. We have a combined turnover of €35m. We also have a trusted network of partner associates who fall under the brand of The Consalia Global Alliance, the underpinning unity and strength of which is down to long-standing relationships. Combined with a worldwide network of over 450 consultants and associates, located throughout 30 countries and covering 26 languages, we deliver consistently high levels of training with local relevance. In 2012 we launched the world’s first in-house Masters programmes in Leading Sales Transformation; and also in Sales Transformation
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Learning in the information age
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Panel session
Dr Philip Squire, CEO Consalia, explores the notion of disposable learning in an increasingly information-rich environment. He explains that It is no longer about knowledge but rather the way you think.
Collaboration is all very well in theory, but how does it work practically? Panel members drawn from business and the education sector had the opportunity to reflect on the importance of collaboration in their organisations.
UST IN CREATIVITY LLABORATION CONTENTS
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Creativity wins the day
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Trust in collaboration
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Challenging the financial incentives culture of sales
Introduction
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The ‘Art of War’ vs the ‘Art of Collaboration’
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Associate Professor, Hum Sin Hoon, Deputy Dean of NUS Business School, explores the art of collaboration in the context of 15th Century explorer Zheng he and the parallels that can be drawn for today’s business world.
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An introduction to some of the key themes and objectives explored in GST6, The Case for Transformation.
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The Pharma sales revolution Nick de Cent summarises the key trends within the pharmaceutical industry and the changing environment for sales forces.
Key messages from the day Summarising the key take-aways from delegates outlining what needs to be done for Sales to be recognised as a legitimate profession.
Driving sales through collaboration José Aramburu, VP Inside Sales, SAP, looks at some of the key trends for inside sales teams and discusses the nature of collaboration in helping SAP’s own sales organisation.
Zhody Rateb – General Manager, Global Accounts Organisation, Fuji Xerox, examines the nature of trust in establishing effective collaboration, noting the particular importance of this philosophy within his own organisation.
Narendra Kumar Senior Training Manager, Allergan, discusses the factors for successful pharmaceutical product launches and further highlights the need for a shift in the way remuneration, motivation and engagement of sales people is approached.
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Dr Philip Squire, CEO, Consalia, uses the case study of National Australia Bank to illustrate how a creative mindset and client centricity can turn around a business and bring competitive advantages.
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Our commitment A snapshot of the Consalia-designed Masters programme – our commitment to raising the standards of professional practice with the world’s first in-house Masters in Sales Transformation, and in Leading Sales Transformation.
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GST6: The Case for Transformation Written by Nick de Cent. Edited by Phil Linter.
An Introduction The ever-changing, fast-paced nature of the world today means that it is a much more unpredictable place in which to operate. As a result, people have changed the way they think about, react to and conduct their business. In this report, Nick de Cent, business journalist, reflects on the key messages and outcomes of GST6.
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ollaboration
in
the
business
– and particular in sales – is being driven by new ideas and philosophies as the focus of the global economy shift eastwards. world
One figure has been particularly influential with the business community: most people have heard of the ancient Chinese military strategist Sun Tzu and his book The Art of War. More recently, attention has been turning to another Chinese military leader, the 15th century admiral and diplomat Zheng He. The keynote address at Consalia’s 6th Global Sales Transformation Event held in Singapore explored the admiral’s epic voyages of trade and discovery, during a period of unprecedented openness in China. Deputy Dean of the National University of Singapore Business School, Professor Hum Sin Hoon contrasted the approaches of the two military leaders
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in his presentation ‘Zheng He’s Art of Collaboration – an alternative to Sun Tzu’s Art of War’ and set out several lessons for modern business.
Zheng He’s ethos can be interpreted – in a business context – in terms of Consalia’s own approach to sales performance, embracing the qualities of: Client centricity This is the foundation of sales performance success and involves approaching selling from the perspective of the customer and the customer’s customer; Tactful audacity One of the rarest and most soughtafter qualities, this sees the supplier adding a degree of intellectual and commercial acumen to the business mix, and may involve salespeople challenging the status quo to add genuine value; Proactive creativity This starts with one simple question, “How can we help our customers to increase their competitive advantage?” Authenticity This requires salespeople
to
act with integrity, transparency and original thought. The day’s programme of top-level speakers from leading global enterprises continued to explore these qualities in the context of the theme of collaboration. The audience heard from speakers and panellists from the media, technology, banking and pharmaceutical sectors. In addition to listening to the speakers’ highlevel insight and practical advice, delegates were also able to share their own perspectives through a series of question-and-answer and brainstorming sessions. Participants discovered how thought-leaders from companies like SAP, Fuji Xerox and Allergan approach collaboration with customers, partners and colleagues. Among the topics explored were: the importance of shared business models: the impact of corporate culture on collaboration; and the role of incentives and remuneration in promoting (and hindering) collaboration. One key theme to emerge – and one that has come up time and again at Consalia events – is the fundamental importance of being customer centric. However, as Consalia CEO Dr Phil Squire pointed out, why are we still talking about this? It should be obvious,
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but maybe it doesn’t happen to the extent that we want it to.
The art of collaboration vs the art of war
Delegates heard of C-suite frustration with the time it takes sales organisations to execute strategy in the field. However, salespeople also complain about not having the right resources to carry through those strategies. In particular, one speaker described the long-term investment necessary prior to a new product launch. ABOUT THE AUTHOR Among the key themes to emerge at this latest Global Sales Translation Event were: The world is changing so rapidly – perhaps even by the quarter – that salespeople no longer feel so empowered. Accreditation is an important component of transforming sales into a genuine profession. “We’ve got a lot of very, very bright, clever people in sales, so let’s make sales a really respected profession,” Dr Squire emphasized.
Nick de Cent is a journalist, editor and social media specialist with 30 years’ experience writing about business and management. He has retained an interest in sales performance issues since the 1980s and is a passionate advocate for professionalism in selling. Nick currently edits and writes for various print and online media, including The Times ‘Sales Performance’ supplement, Sales Initiative magazine, eyeforpharma.com and Pharmaphorum.com, as well as corporate clients such as McKinsey & Co, the Sales Leadership Alliance, Consalia and SalesAssessment.com. Nick has launched and edited business magazines in the finance and sales fields and contributed to a wide range of publications in the national, business and IT press, including the Financial Times. He works extensively in social media on behalf of clients, particularly in the science and technology sectors. Nick has an honours degree in biology and is a Fellow of the RSA.
When motivating our sales teams there are questions that need to be explored around reward and remuneration.
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Associate Professor Hum Sin Hoon Deputy Dean, NUS Business School
The ‘art of collaboration’ vs the ‘art of war’ As the balance of power shifts from west to east, it makes sense to examine how different cultures approach business, particularly the Chinese who are swiftly emerging as the key global economic driving force. In his keynote presentation, Associate Professor, Hum Sin Hoon, Deputy Dean of NUS Business School, explored the art of collaboration in the context of 15th Century explorer Zheng He and the paralells that can be drawn for today’s business world. PURSUING COLLABORATION
M
ost business people are familiar
with chinese military srategist, Sun Tzu’s The Art of War. Steeped in the Confucian tradition – some historians place Sun Tzu (or Sun Zi) as a contemporary of Confucius, The Art of War has influenced Asian military thinking for the past two millennia and, more recently, become required reading for Western military, business and legal strategists.
However, Sun Tzu is by no means the only military leader to be celebrated across Asia. Recently, the writings of Chinese admiral
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Zheng He (who lived well over 1,500 years after the general) have begun to emerge in translation, marking the 600th anniversary of this 15th century explorer’s maiden voyage in 2005. Rather than pursuing conflict – which, incidentally Sun Tzu saw only as a last resort – Zheng He’s mission from the Chinese emperor was to spread peace and goodwill, and promote trade. At a time of unprecedented openness, this was the favoured economic strategy for the Chinese and there are important lessons to learn for contemporary business people. How much better, therefore, to pursue the Art of Collaboration rather than the Art of War? This was the focus of a keynote address by Deputy Dean of the National University of Singapore Business School, Associate Professor Hum Sin Hoon, at Consalia’s most recent Global Sales Transformation conference in Singapore. Professor Hum outlined the relevance of Zheng He’s voyages to contemporary business thinking – and especially selling – explaining that the seafarer was essentially a diplomat, albeit that he was a consummate warrior too. “He could have conquered but he did not. His mission was to spread peace and goodwill.”
Zheng He completed several trading missions at the behest of the emperor, exploring as far as the
The first step is to prepare yourself for collaboration... This requires hard work and diligence as well as the capability to be innovative. So you build capabilities others don’t have, so you will be attractive. coast of East Africa and South-East Asia. His vast fleet included merchant ships and enormous ‘treasure ships’ carrying gifts from the emperor, as well as a huge complement of 28,000 men, ranging from soldiers to doctors and interpreters to engineers. Co-ordination of this huge army needed considerable organisational ability; Zheng He required extensive skills in leadership, talent and supply chain management, as well as logistics. Considering that his expeditions preceded the voyages of renowned explorers like Vasco da Gama and Christopher Columbus and were on a vastly larger scale, Zheng He was a pioneer of unparalleled stature.
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THE 4 C’S OF COLLABORATION Professor Hum contrasted the approach required for waging war – a quick, decisive victory – with the way we pursue collaboration, which is a perpetual, sustainable relationship. He set out what he calls the four ‘Cs’ of the art of collaboration: Capability building – Before Zheng He embarked on his voyages he spent a “lot of time and energy and resources” building his fleet (including all the different types of ships) and recruiting the right people for the expeditions. Co-ordination – it was important for all 28,000 of Zheng He’s men to “sing the same song”, Professor Hum declared, describing the expeditions as a major co-ordination challenge. Communication – communicating the emperor’s message was at the heart of each expedition, which began with a decree from the emperor and included messages and gifts to the leaders Zheng He encountered on route. Continuity – Zheng He cemented the relationships he established across six consecutive voyages at two yearly intervals, building and sustaining the collaboration, according to Professor Hum. At the same time, Zheng He always chose to collaborate from a position of strength – something that was indisputable, given the capability of his fleet. This remains an important message for today’s businessperson, particularly in sales, Professor Hum said. You are much more attractive as a collaborative partner if you
Zheng He’s seven voyages took him to Southeast Asia, South Asia, the Middle East and East Africa.
come from a position of strength rather than weakness, he explained. There are further modern-day parallels in Zheng He’s expeditions. He relied on corporate sponsorship from above, keeping in contact with the senior leadership (in this case the emperor) as much as possible. In turn, he selected appropriate leaders for his own team along with the right managers, and also enlisted specialists such as medical officers (many were palace doctors) to build his human capital. All of which helped build collaboration and trust with the locals, for instance by providing medical aid. He also built up a repository of useful knowledge about the places he was visiting – the equivalent of market research today. “He found out what goods and supplies the locals were interested in. He found out what currency they used and the trading methods they adopted.”
Zheng He’s voyages were invariably meticulously prepared – an important message for any contemporary business or, indeed, a sales call where research and preparation are essential. He invested in considerable technological capital around the art of navigation and also in large ports, which acted as his ‘distribution centres’. “The first step is to prepare yourself for collaboration,” Professor Hum explained. “This requires hard work and diligence as well as the capability to be innovative. So you build capabilities others don’t have, so you will be attractive.” Professor Hum also set out what he described as Zheng He’s ‘Five acts of collaboration’. The first was the way in which the admiral chose to articulate his intention for collaboration. On arrival in a new port, his first act was always to read out the emperor’s decree (in translation)
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to local dignitaries – that way, they immediately understood that his intentions were peaceful. Zheng He’s second technique was always to practice generosity. His treasure ships were filled with priceless gifts for the local rulers from the emperor. He acted according to the principle that “What I give out is more valuable than what I will receive from you”. He went further by sharing China’s advanced knowledge with the locals, extending generosity to the wider public, for instance through passing on agricultural knowledge and fishing techniques. This instance through ensured that the winwin followed as it encouraged the local
We have traversed more than 100,000 li (50,000 kilometers) of immense water spaces and have beheld in the ocean huge waves like mountains rising in the sky, and we have set eyes on barbarian regions far away hidden in a blue transparency of light vapors, while our sails, loftily unfurled like clouds day and night, continued their course [as rapidly] as a star, traversing those savage waves as if we were treading a public thoroughfare.
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people to want to reciprocate through bilateral trade. Zheng He’s efforts to pursue the sustainability of the relationship ensured longerterm success. For instance, he acted to keep the sea lanes open by pursuing pirates. In this way, he maintained peace and the balance of political power. Finally, he endeavoured to build ongoing trust by improving the lives of those he visited: one example was the way in which he enlisted the help of his Chinese doctors to administer to the local
population. In truth, Zheng He’s 15th century philosophy is remarkably modern in its outlook, echoing the principles that underpin Web 2.0. Today’s online business models often feature a similar approach, for instance many smartphone apps tend to be given away free. Then users may choose to buy the premium version once they have begun to trust the app and the organisation that has built it. “You grow traffic and then generate a return,” Professor Hum concluded.
BIOGRAPHIES
Sun Tzu (544–496 BC) Sun Tzu or Sunzi was a Chinese military general, strategist and philosopher during the Zhou dynasty’s Spring and Autumn Period. He was born with the name Sun Wu and known outside his family by the style name Changing. He is traditionally credited as the author of The Art of War and, accordingly, has been a major influence on Chinese and Asian history and culture, both as the author of the treatise and as a legendary historical figure.
ZHENG HE (1371–1433) Zheng He was a Hui-Chinese court eunuch, mariner, explorer, diplomat and admiral, who commanded expeditionary voyages to Southeast Asia, South Asia, the Middle East and East Africa from 1405 to 1433. He was a favourite of the Yongle Emperor, whom he had helped rise to power. Zheng He climbed to the top of the imperial hierarchy and served as commander of the southern capital Nanjing. However, he fell from grace when there was a change of regime.
ZHENG HE IN THE MODERN ERA Bringing Zheng He’s philosophy up to date, delegates suggested that, when applied to sales, such an approach would involve more focus on the customer. His spirit of generosity would be captured not in an unethical way, say via bribery, but through techniques such as free trials, as exemplified by the model used to sell online apps. Collaboration – rather than confrontation – would be at the core of the sales methodology. However, this does not preclude a ‘Challenger’ approach, if it adds more value for the customer,
salespeople. Interviews found that customers most often associate traits such as ‘manipulation’, ‘supplier-centricity’, ‘overt arrogance’ and ‘complacency’ with salespeople. Consalia has found that the positive values customers look for in salespeople centre on: Authenticity – which plays to Zheng He’s transparency theme; Client centricity – they need to be more customer focused; Proactive creativity – as exemplified by Zheng He’s numerous voyages; and Tactful audacity – similar to a Challenger approach.
Creating a win-win scenario is at the heart of Zheng He’s ethos and modern-day sales.
How to do business Zheng He-style
Research by Consalia has established that these ideals are very far from what customers actually tend to experience during their day-to-day interactions with
1. 2. 3. 4. 5.
Articulate your intent Practise generosity Build the win-win Make collaboration sustainable Build trust on an ongoing basis
KEY FACTS
Zheng He’s seven voyages took place between 1405 and 1433. He covered a distance of over 50,000 km during this time, traveling to Southeast Asia, South Asia, the Middle East and East Africa.
Although Zheng He commanded a vast army of followers and crew, he sought to promote trade and economic growth instead of building an empire under his rule.
Zheng He: Columbus: Da Gama: Magellan:
(1405) – 28,000 (1492) – 90 (1498) – 160 (1521) – 265
The ships of Zheng’s armada were as astonishing as its reach. Some accounts claim that the great baochuan, or treasure ships, had nine masts on 140 meter-long decks. The largest wooden ships ever built, they dwarfed Columbus’ Santa Maria (30m)
Number of Ships: Zheng He: Columbus: Da Gama: Magellan:
(1405) – 48 to 317 (1492) – 3 (1498) – 4 (1521) – 5
José Aramburu H
Vice President, Inside Sales, Asia Pacific, SAP
Driving sales through collaboration “Everything is about collaboration.” That’s the view of SAP’s, José Maria Aramburu. As regional VP for inside sales, Aramburu has found collaboration to be essential for success in the virtual sales world. COLLABORATE FOR SUCCESS
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s regional vp for inside sales in
asia pacific and japan, aramburu
finds
collaboration
essential
for
success in the virtual sales world.
Collaboration can result in greater achievement, for instance by increasing coverage of customers or geographies and by introducing new expertise. It can also bring about increased innovation; currently a big issue amongst companies. Further it can enable you to strengthen or even form new relationships, both internally within your organisation, and with prospects and clients.
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Aramburu cited a survey of 1,000 IT decision makers undertaken by Frost & Sullivan in conjunction with Microsoft and IBM. This identified two main factors influencing collaboration: how it is facilitated; and infrastructure – how ready you are in terms of processes and tools. Most respondents agreed that collaboration adds to competitive advantage. However, the way in which people prefer to collaborate varies: some like to work as part of teams, or from home. Some prefer to be reached by phone, others by email or face-to-face. In terms of regional preferences, the survey found that Americans favour working alone and prefer email; they also tend to multi-task when ‘collaborating’. In contrast, “Europeans tend to prefer faceto-face collaboration; they prefer to interact directly with each other,” he told the audience. People in Asia-Pacific want to be
in touch constantly. They find the phone indispensible and prefer instant messaging to email. In China, this has become addictive. “Ii’s like, if we’re not constantly connected ‘I’m going to die!’” Aramburu declared. Mind-blockers Turning to what collaboration means for sales – from the perspective of business partners, field executives and virtual salespeople, he suggested that there are several ‘mind-blockers’ that may prevent effective collaboration. Among them are fears that partners may delay the sales cycle, reduce margins, are unreliable at forecasting, or lack relevant expertise or resources. Other issues often revolve around transparency. Specifically with inside sales, such mind-blockers may relate to the role being viewed as restricted to demand generation, or the experience, competencies and skills that virtual salespeople have.
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“Despite people’s desire and need to collaborate, there are mind-blockers in sales, Aramburu stressed. “Everybody likes and wants to collaborate but, in some instances, we don’t collaborate. We don’t get the full benefit outcome of people working together.” If organisations can overcome such obstacles, they can reap the rewards of synergy that collaboration brings. This is important, because markets are changing extremely rapidly and communications and sales models are evolving. “We all know that,” Aramburu emphasised.
It’s not an option any more not to collaborate. Salespeople can’t think any more of being successful without collaborating; all the trends we have seen in our company are about collaborating.” The answer is to provide the relevant technology, process, and culture to be more and more collaborative. Evolving sales models Meanwhile, the sales profession is also evolving. “The world is not the same as it was before,” Aramburu argued. With the decline of relationship selling and the concept of features and benefits becoming less relevant, inside salespeople are increasingly able to challenge customers about how they do things, and focus on the customer’s customers. Sales today is more about enabling the
customer to enjoy a “different purchase experience”, it’s no longer simply about good and bad products. From SAP’s perspective the Challenger approach it follows is both repeatable and teachable. The organisation is able to identify those salespeople who already fit the Challenger model and also teach it to others. Forward-thinking organisations are increasingly building phone and technology-based sales organisations, Aramburu argued. Headcount trends demonstrate this, with inside sales predicted to grow from 10% of the sales organisation in 2009 to 18% in 2015; similarly, revenue due to inside sales is predicted to grow from 12% in 2009 to 20% in 2015. “Inside sales in my organisation is also 90% prime,” explained Aramburu. It’s not just responsible for demand generation. Sustaining relationships Sustaining relationships is a key benefit of collaboration. Aramburu stressed that, with the cloud, customers can switch suppliers with very little difficulty. “So the mindset where the salesman says ‘I’ve sold as much as I can to you this year so see you next year’ doesn’t exist any more.” Instead, sales is about maintaining a constant relationship with customers. “Companies that can adapt to this thinking are the ones that are going to be needed in the future.” a culture of collaboration He discussed how a culture of collaboration could be implemented most efficiently. It involves having the right tools and processes in place and maximising the different routes to market, determining how these collaborate and co-operate. Shar-
Inside sales as a proportion of an organisation’s total sales force. Rise in numbers from 10% in 2009 to 18% by 2015.
18%
Inside sales contribution to total sales revenue.
Revenue growth up from 12% in 2009 to Win rate of 25% 20% by 2015
20%
ing business models with partners and customers is important to generate greater transparency. Practical steps include: collocation and sharing budgets with parners; promoting new business opportunities to them; and teaching them the relevant economic language and to view situations from the customer’s perspective. This may mean adapting the compensation plan and aligning KPIs to promote collaboration. Meanwhile, CRM facilitates transparency, while social media tools also need to be set up properly along with collaboration platforms, including the right supporting material and collateral such as videos and references. Furthermore, collaboration means that customer relationships are now less exclusive than in the past: individual salespeople are unlikely to be able to fulfil a customer’s total requirements. “You cannot just have one person interacting with the customer anymore. Sometimes you need different collaboration and different expertise.” Ultimately, collaboration is a winwin for all involved, Aramburu reminded delegates. Despite the mind-blockers, we have been “wired to collaborate”. He concluded: It’s a ‘no-brainer’; ultimately, it’s all about more sales for your company.”
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“We need to rethink the way we learn because, today, learning is disposable”, Consalia CEO Dr Philip Squire told delegates in the lead up to a break-out session on aligning sales organisations to the requirements of customers.
Dr Philip Squire CEO, Consalia
H
Learning in the information age We need to rethink the way we learn because, today, learning is disposable, Consalia CEO Dr Philip Squire told delegates in the lead up to a breakout session on aligning sales organisations to the requirements of customers.
H
ow we see the world of learning
has changed,” Dr Squire explained. Citing research by the Carnegie Mellon Foundation, he explained how information has not
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only proliferated but knowledge workers need a much wider range of information to be successful in their roles. In 1986, people needed 76% retention of knowledge to do their jobs; by 2013, this figure had fallen dramatically to 5%. “We’re in the era of disposable learning,” Dr Squire said. Instead of retaining the majority of knowledge needed to do a job, people need just-in-time, accessible knowledge, so that they can “pick up and discard information very quickly”. Because of this, we also need to think
We’re in an era of disposable learning, It’s not knowledge that’s important; it’s the way you think.
about how we learn, because most learning systems are still rooted in the past. Research from ASTD (American Society for Training & Development) found that learning is most effective when 24% of the time is spent setting it up, for instance in the way an individual is contracted to that learning; 26% of the time is devoted to the learning event itself; and a whopping 50% is spent on follow-up. In contrast, what typically happens in real life is that only 10% of time is spent on preliminary work; the majority of time – 85% – is spent on the actual learning event; and a mere 5% is spent on follow-up. Learning needs to change its approach for people to benefit from the full impact, Dr Squire emphasised. Because learning is disposable we need to set up new “strategies, frameworks and roadmaps for learning”. Recent innovation is extending to the way learning is accredited. Dr Squire highlighted an initiative
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Average information retention by knowledge workers in:
76%
5%
1986
2013
badges that act rather like electronic certificates. This novel means of accreditation could be set up by employers, individuals and training companies, he suggested.
When learning is most effective: 24% - pre-work 26% - learning event 50% - follow up
How organisations invest in their employee learning: 10% - pre-work 85% - learning event 5% - follow up Dr Brent Petersen, 2004, University of Phoenix
from internet browser company Mozilla. The ‘Open Badges’ concept enables people to publicise their ‘personal brand’ – including any relevant training accreditation – by displaying
“It’s not knowledge that’s important; it’s the way that you think,” Dr Squire declared. He went on to highlight findings from research and advisory company Forrester, which documented some of the frustrations CEOs have with sales forces: SPEED – the sales force is always 12-18 months behind in terms of executing C-suite strategies in the field; Calling too low – sales reps aren’t getting through to the decisions makers who wield the power;
SELLING THE STORY – The sales force can’t ‘tell the story’ – the focus is on price and not on the full value and quality of products; and PEOPLE – “We have the wrong people”; the talent isn’t smart enough and isn’t tuned into the market. These thoughts set the scene for group discussion around three key issues: From a CEO’s perspective, what does sales need to do differently? What is sales going to look like in ten years’ time? What is the one big constraint you have in terms of maximizing sales performance?
PANEL SESSION Collaboration is all very well theory, but how does it work practically in the cut and thrust of the commercial world? Panel members drawn from business and the education sector had the opportunity to reflect on the importance of collaboration in their organisations, particularly in a sales context.
Lesley Ngai
, former banker turned media executive for MediaCorp publishing, described how sales in banking at one time had a similar reputation to selling insurance. The onetime Citibank executive described how applicants did not see selling as a respectable job, with some people even saying they would prefer to wait on tables rather than go into sales, such was the profession’s poor reputation.
“The guys who came in thought selling was more like begging – ‘Please buy a credit card; please buy a credit card,’’ Lesley declared. “That’s not selling!” It was this experience that started Ngai’s “journey to professionalise sales”. She described how she worked with Middlesex University to create an accredited sales programme at the bank.
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Lesley Ngai, VP, Business & Operations, MediaCorp Publishing
David Williams, Director of Corporate Engagement, Middlesex University
Paul Kan, Senior VP, Group Portfolio & Sales Performance Management, United Overseas Bank (UOB)
Now in the media world, Ngai explained that, in this sector, selling is seen more as a career.
the package that most benefits the client rather than just pushing customers onto their own inventory.
She added: “In media it is highly competitive, highly fragmented. You could do your own campaign by yourself in social media these days. So, our challenge as media owners is: how do we compete with something that is free? That really is a challenge for our sales force right now to continue to learn the new media. I don’t think salespeople are learning fast enough – especially new media.”
DAVID WILLIAMS,
company programmes on which the university collaborates, he outlined an initiative with HBOS/ Halifax designed to raise the bank’s reputation amongst its customers. The bank had been aware that its customer rating (net promoter score) was not only lagging behind the competition but was also declining.
Answering a question from the audience, she highlighted the biggest collaboration challenge within media sales as the issue of collaborating across all media platforms, particularly when a company owns and operates a range of media across online, print and TV. The issue for individual salespeople is the need to sell
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Business Development Manager at Middlesex University, described several ways of collaborating and also stressed the importance of accreditation, acknowledging that organisations are probably not interested in accreditation or qualifications per se. “You probably want to see what the impact is on your bottom line: see what the return is. But, through accreditation, we can help you have an impact on your bottom line,” he stated. Moreover, because the individuals involved in Middlesex University’s programmes receive a qualification, this is a real motivational factor. Describing
some
of
the
in-
The answer, back in 2010, was to implement the bank’s ‘Journey into practice’ programme combined with elements from the university for added rigour. In a very short space of time – four to five months according to Williams – the bank saw a 10% improvement in its NPS, which went from below average to above average in all branches involved in the programme. “Halifax says the programme is the ‘jewel in their crown’,” Williams told the audience. “It’s shaping their future strategy.”
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José Aramburu, VP, Inside Sales, Asia Pac, SAP
“People who never thought they’d get to go to university get to come to our graduation ceremonies.” The fact that people see colleagues graduating helps to sustain the programme. “That in itself sells it back to Halifax,” he concluded. “That’s what we want to do for sales as well.”
PAUL Kan, executive for UOB – who works with the SME customer segment – wanted to know “How do we bring learning to the next level? How do we do ‘learning on demand’?” He explained how, rather than simply sticking with classroom training, his organisation is now planning to implement on-demand learning via phone apps after seeing a cleaner playing Candy Crush Saga on her phone. One way forward may be to encourage salespeople to engage with the
app by offering them a cup of coffee in exchange for completing each learning unit, for instance.
clients, when they naturally ask relevant questions and also know when to “shut up and listen”.
The bank is also taking more of a portfolio approach with its customers. In a bid to move away from simply selling loans and credit cards, it aims to change its sales angle and anticipate customer trends.
One way of doing this is to have excellent sales managers who are also great coaches. “Great sales teams have great sales managers who coach.” This instils curiosity in the team; it makes them stop and think; and they go on and find out more.
José Aramburu, of SAP answered a question about encouraging a culture of ‘consistent learning on demand’, suggesting that organisations should link the concept of lifelong learning to incentives and career progression. Lesley Ngai added that instilling curiosity in salespeople is essential, not only to promote the right attitude to learning but also because it is more effective with
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CREATIVITY NAB Case Study When National Australia Bank dropped the bombshell on Valentine’s Day 2012 that it was ‘breaking up’ its cosy relationship with the other Australian banks, the ‘split’ gained national media attention. NAB’s publicity campaign embraced television and video, banner-towing planes and carefully orchestrated stunts, amongst a myriad of other techniques. The campaign went viral and the ‘break-up’ became the most talked-about item on Twitter that day. At a stroke, the bank successfully differentiated itself from the competition by demonstrating four key sales qualities: authenticity, client centricity, tactful audacity, and proactive creativity.
of a major outsourcing deal with IBM. Because IBM also offered a similar software testing capability, the account team feared their days as a NAB supplier were numbered. Moreover, because the company only sold some $1-1.5 million of software licenses to the bank, the team were concerned they had been forgotten as suppliers. In such situations, it is vital to stand out from the crowd, Consalia CEO Dr Phil Squire stressed. ‘One thing’s for sure,” he told the audience. “If you don’t do something different, you don’t stand a chance!” The key to the team’s eventual success was a combination of sales creativity and communications skill.
The results soon became apparent. In 2008, the bank had the lowest customer satisfaction rating amongst it peers; in 2012, it had the highest. By August 2012, it had gained one million new customers and increased home loan sales by 9.8%. This was a major success story.
A multifunctional bid team – including representatives from marketing – decided to focus on the customer’s customers. They produced a series of video sound bites highlighting what NAB’s SME customers wanted from the bank. At the same time, the team aligned these to the capabilities of their own offering.
It’s against this background that a large corporate IT supplier set out to protect its position within NAB, following the bank’s announcement
Using the themes ‘Invest in me’, ‘Work for me’ and ‘Make IT matter’, the team introduced innovative touches such as chip-enabled
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business cards to play videos when placed near a recipient’s smartphone, conveniently delivering their chosen message while simultaneously showcasing their company’s technology. Meanwhile, engineers and other onsite personnel wore appropriately labelled T-shirts, to reinforce the messaging. Dr Squire hailed this as “just a beautiful story of how salespeople can be very creative”. The result was a big win for the bid team: not only did the company retain the account but the team boosted annual revenue to some $9 million in the space of a year. Dr Squire attributed this success to the mind-set of the salespeople, and having a “manager who sponsors this kind of thing”. He concluded: It’s the way that salespeople think that is the key.”
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TRUST IN COLLABORATION Zohdy Rateb General Manager, Global Accounts Organisation, Asia Pacific, Fuji Xerox Collaboration lies at the very heart of the existence of Fuji Xerox, an Asian joint venture between the film and document management organisations Fuji Photo Film and Xerox. It is the world’s longest-running joint venture between a Japanese and an American company. In his keynote presentation, Zhody Rateb examines the nature of trust in establishing effective collaboration.
T
he two partners have a strong pedigree in collaboration,” decl-
ared Zohdy Rateb, General Manager, Global Accounts. This encompasses knowledge management, collaborative data analysis and collaboration tools amongst other areas.
Pull exercise
“Collaboration is a ‘pull’ exercise, not a ‘push’ exercise, he emphasised. “People are not going to be forced to collaborate.”
At the same time, collaboration runs deep in his organisation, Rateb said. “The central theme of collaboration within any organisation doesn’t just relate to how we sell – direct sales and indirect sales through agents and JVs (joint ventures) – it also pertains to the partners we have established and to the spin-off companies.” Collaboration may extend as far as equity sharing between organisations. It certainly extends to customers, according to Rateb. “We have this model of trying to establish a collaborative environment with customers.” This may even lead to requests to amend the financial detail of contracts depending on a customer’s evolving financial position. Collaboration at Fuji Xerox is central to the R&D (research and development) sphere, which also includes high-profile external partners such as NASA and the Jet Propulsion Laboratory. “Xerox has seven major research centres. Fuji Xerox has an additional four around the world.”
Collaboration is a ‘pull exercise, not a push exercise; If you have the right relationship, the right rapport, the rest will follow. Trust
Turning to the subject of how collaboration practices differ around the world, Rateb explained that there are structural variations underpinning the differences between east and west. There are also psychological factors. Trust is a major element. “In the US, for example, people see other people as trustworthy until they’re proven otherwise. In the US, they have a higher propensity to trust than in Asia – except for Malaysia, for whatever reason. In Asia, while it is harder
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to get organisations to trust you – or your partner to trust you – once you are trusted, you are trusted for a very long time. “In my organisation, I have been in situations where we have had a deal in front of us, and the deal is with a customer we have dealt with for many years. The deal is good. We have a very strong value proposition. We have strong indications we are going to win and yet my management will not do the deal. The reason is they will cite an incident three to five years back in which trust was lost.
more sophisticated and moreentrenched in a customer’s environment, we saw something else happening. We saw the necessity for trust factors also increasing.” Rateb identified trust as one of the most important prerequisites for collaboration, within the Asia Pacific market. “Don’t forget, once lost, to regain trust in the Asia market, Middle-East market and, to some extent, the Latin America market is particularly difficult. Memories go back a very long way here.”
“This is how powerful and how profound the concept of collaboration and trust is entrenched within my organisation.”
He also underlined the importance of tacit trust in collaborative relationships.
The importance of trust extends equally to the internal organisation too. “One of the very early pieces of advice that was given to me by my manager was ‘work on trust’. It is assumed that you are good enough to be here. Work on the trust; build your internal stakeholders.”
Trust that you intuitively have is equally important to the contracts we have in place. There’s a saying in my organisation: ‘If I have to pull out the contract and read it, it’s too late’.
Trust and innovation
Xerox is an organisation known for its culture of innovation, having invented key technology such as the laser printer, GUI front end (graphical user interface), the mouse and networking. Such a strong track record of innovation also requires a culture of collaboration. As the organisation switched away from a purely productfocused approach, it consequently saw a greater need for deeper collaboration. “As our products became less commoditised,
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A key aspect of collaboration is ownership of the process. “Often, the people who set up the collaboration are not the people who manage it.” One of the greatest areas of failure is where people who have established the collaboration and trust are no longer the ones running it. Rateb discussed what makes collaboration exercises successful: embracing the differences; a greater focus on collaboration,
and less on formal processes. “If you have the right relationship, the right rapport, the rest will follow.” He discussed the need for sound preparation. “We have a very strong governance process, a very detailed process by which we exercise relationships. That is entrenched in our teams’ deal pursuit processes.” He also stressed the need to “eliminate differences and embrace the diversity” but acknowledged that there will always be differences between collaborating parties and this style won’t always suit everyone. “Not everyone is suited to a collaborative process. Just because they are a good salesperson doesn’t make them a collaborative-type character.” He recommended stripping out any focus on legacy when entering into a collaborative relationship. “Don’t come into it with baggage or any egos for that matter. If you do so, you might as well have stayed at home.” He also urged organisations to recognise the need for as much internal support for collaboration as external support. Trust is especially important to creative collaboration, Rateb concluded as he summarised his organisation’s journey from hardware vendor to BPO (business process outsourcing specialist). He emphasised the importance of trust in creative collaboration, especially amongst some cultures: unlike collaboration that merely involves the sharing of labour, creative collaboration requires sharing of new ideas.
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Narendra Kumar Senior Training Manager, Allergan
What really motivates sales people to perform? What are the key sales performance factors that drive the success (and failure) of new product launches? Senior training manager Narendra Kumar works for pharmaceutical company Allergan in the Asia-Pacific region. He was so intrigued by the question that he conducted some original research into the issue as part of his MBA programme.
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n a presentation entitled ‘challenging the financial incentives culture
sales’, Narendra Kumar put forward evidence from his own industry that the success of new product launches is substantially driven by the degree of engagement of the sales force with the new offering; this, in turn, is driven not just by financial incentives but by a whole raft of supporting factors as well.
of
“I got curious about why companies are spending so much money and new products are not successful,” he told the audience. “Quite often we offer cash incentives to people.” However, Kumar was not convinced that this is necessarily the right
approach, so his research centred on “what motivates people to sell new products”. He conducted this research in the context of a trend in the pharma sector which will see innovative products facing increasing competition from generics. This is a problem for the innovators, despite a global pharma market predicted to reach $1 trillion by 2016. The cost of R&D means that new product success is vital for innovative companies, driven in part by the understandably strict regulation in the sector: R&D expense is growing at an annual compound rate of 1.4% while the top pharma companies have spent some $1 trillion on R&D over the past ten years. Meanwhile, only
a proportion of new molecules are approved to go to market, meaning that it now costs about $3 billion to develop a new molecule (drug). “It’s very important that when the pharma companies get the products to market they are successful,” Kumar emphasised. Yet, this is by no means guaranteed, despite companies in the US spending $92 billion on PSM (promotion, sales and marketing) in 2012. Of that total, some 32% is spent on the sales force, Kumar explained. “PSM is growing and pharma companies are investing a huge amount of money in the sales force. Unfortunately, there is not much work done about sales force
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Key stats for the pharma industry Total promotion, marketing and sales spend for US pharma industry in 2012: 32% or $29.44 billion of PMS is spent on the sales force.
$92bn
Total pharma R&D spend in last 10 years. Projected size of market by 2016.
Cost of developing a new molecule (drug).
$1trn
$3bn
motivation. Companies feel ‘if we build it, salespeople are going to sell it’. So, there is no need to go and convince them. No need to worry about what motivates them to sell a new product. “But, if you want a new product to be successful in the marketplace, it should be by motivating the salespeople,” he argued. Meanwhile, the pharmaceutical companies – with so much invested in the success of new products – are also saying a “lack of commitment from salespeople is making new products fail”. The salespeople themselves often prefer to sell existing, established products. In an environment where they struggle to get detailing time (face time in front of a professional such as a doctor or other prescriber), they are reluctant to ‘waste’ this window on a new product when it is “safer to talk about existing, successful products”.
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Relationship selling is still the modus operandi in the pharmaceutical sector, with the physicians clearly seen as the professionals and the reps feeding in valuable information to them. Kumar added: “The more ambiguous a salesperson’s role is, the less they will sell a new product.” However, the more innovative a product is the more this will improve sales. He went on to ask: “What are the factors which encourage salespeople to adopt a new product; what motivates them and what are the factors that hinder them?” He also set out to understand which resources salespeople value when adopting new products. One key factor influencing adoption by the sales force is the commitment shown by the organisation to the new product.
If you go and challenge your customers, people have fear that you are going to lose the relationship because pharmaceutical selling is more relationship oriented. That is a big challenge and salespeople are not confident enough. Commitment can be demonstrated in a number of ways and includes: support for knowledge and skills through training; coaching support
from sales managers; reward and recognition; and resources such as collateral dedicated to the new product. “If you have developed a selling intention with regard to the new product, the salesperson will adopt the new product and sell it,” Kumar explained. Kumar’s study went on to test a whole range of factors – including the clarity of product positioning, availability of testimonials, competitive resourcing intelligence, and access to expert product knowledge – with focus groups comprising representatives from sales and marketing. He also gathered responses via questionnaires. Although these were skewed towards data from China and India they, nevertheless, provide valuable insights. The answers confirmed the value of training, in terms of knowledge and skills, as well as the importance of effective targeting and segmentation. Coaching and reward and recognition were also important. Kumar then overlaid these results with further research that suggested that the “most valuable factor ensuring success of a new product is fast take-up of that product”. He explained: “If it doesn’t do well in the first three quarters, it will never do well.” A practical ‘experiment’ with one of the company’s own product launches in Thailand confirmed the efficacy of this fast-start approach. His company identified and trained the top 90 accounts within three days by flying in trainers from all around the world. “As a result, we became the market leader in six months.
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Today, we have more than 80% market share for that brand in Thailand.” The company will now go on to repeat the experiment with another new product launch in Thailand. Adoption of the product by all stakeholders is the key to success for a new product, Kumar underlined. “Adoption is very, very important, whether it is adoption by customers or adoption by salespeople.” He also re-emphasised the need for the organisation to be totally committed, so that everybody works as a team: this includes aligning the marketing messages and the training. “New product readiness should start 10-12 months in advance,” he suggested. This gives time for training and for marketing to develop literature. Importantly, the training should cover how to handle unexpected objections. He acknowledged that regulation often meant that companies can’t train that far in advance, but companies can start “framing the mindset”. They can talk about the relevant anatomy, disease state and the brand. Summing up, Kumar re-visited the elements that the sales force valued as part of a new product launch. He also exposed what they valued less – rewards and recognition. In part, this is because salespeople take this component for granted. The picture is even more nuanced, however. “They value the recognition more and the reward less.” He concluded: “We need to look beyond incentives to the tools, knowledge and resources we give the sales force.”
THE PHARMA SALES REVOLUTION Nick de Cent writes: Some commentators are calling for the traditionally cautious pharma sector to adopt a more entrepreneurial approach to its sales and marketing activity, while continuing to fulfil compliance obligations. Inevitably, this will require extensive changes in culture, particularly among sales reps, or even a complete rethink of the way the various stakeholders – health care professionals (HCPs), patients, payers and the industry itself – engage.
Less radical innovation revolves around boosting the efficiency and customer-friendliness of the current ‘detailing’ process by offering physicians and other prescribers the opportunity to dictate the way they engage with suppliers electronically. Some analysts, however, consider techniques such as e-detailing and closed-loop marketing to be little more than a bid to prop up existing pharma sales models by attempting to add value to the field force.
For instance, one radically experimental approach proposes an electronic marketplace that transforms reps into entrepreneurs in charge of their own micro-businesses, with success determined both by their expertise in key specialty areas and their proven ability to interact with HCPs. This paradigm is exemplified by the RIMEDIO platform out of the United States, which styles itself as a “complete end-to-end eCommerce platform” and operates a hybrid model incorporating elements of Amazon, eBay and LinkedIn.
In parallel, we can also expect to see a continuing emphasis on KAM (key account management) and strategic selling as pharma organisations seek to interact with key customers – buying groups, public sector bodies and payers – on a more strategic level. However, success for the majority in this area will depend on more companies gaining deeper insight into the true nature of KAM and its profound implications for their organisation.
It sees the reps of today, whether directly employed, as part of CSO (contract sales organisation) teams, or as independent microbusinesses, joined by other key individuals, such as pharmacists, in interacting as part of an online community that also includes patients, HCPs and payers. Such a system would, of course, need to be tightly regulated to ensure compliance and adherence to relevant legislation in each country in which the system operates.
The pharma sector is headed for a sales revolution. However, in an industry notoriously resistant to change, exactly when this revolution will happen, nobody can be exactly sure. The consensus suggests the transition to new sales and marketing approaches will be apparent by 2016-2018, with the transformation complete by the end of the decade. For more information see the 2013 ‘eyeforpharma’ white paper – “Tomorrow’s Salesperson: A guide on the next steps in Pharmaceutical Sales Best Practice and Beyond.
http://www.eyeforpharma.com/download/content-tomorrowsalesperson.php
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Collaboration and the road to professionalism The message of collaboration as exemplified by the activities of 15th century explorer Zheng He – and articulated by Professor Hum Sin Hoon – remains a surprisingly modern one for today’s sales professionals and the organisations they belong to, especially in the context of a global shift in economic power from west to east. Yet, collaboration is often hard to pursue because of the challenges companies face in the context of the way they work, particularly because they are all too often organised into silos. Another important factor is the mind-set of our people – the so-called “mind blockers” referred to by SAP’s José Aramburu. Fuji Xerox’s Zohdy Rateb echoes this sentiment, emphasising that, although we instinctively understand collaboration to be valuable, reaping its benefits takes us on a continuous journey, often with numerous obstacles in the path.
Remuneration
Indeed, sales management practices can militate against the concept of shared business models and a collaborative environment. For instance, while reward and remuneration is traditionally seen as a key driver of sales performance, it can lead to the wrong result when misapplied. “Remuneration policy quite often
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stops us from collaborating as much as we can. Yes, we need to share, but how we are incentivised and how we’re rewarded is important. Shared business models are highly desirable but often remuneration policy restricts us from doing so,” Dr Phil Squire argued. In this context, he challenged the conference to consider whether companies should cease paying commission. It’s a point worth considering given Narendra Kumar’s research conclusions that, although pay is significant, it’s not the most important differentiator for successfully selling a new product.
Customer centricity
During the group sessions, delegates once again raised the demand for organisations and salespeople to be more customer centric. And yet virtually every sales course we attend teaches us about customer centricity. So why are we still talking about it? Because it doesn’t happen ‘in the real world’ to the extent that we want it to. At board level, research has highlighted the frustrations so often felt by C-suite executives with regard to their sales operations, especially the time it takes to execute strategy in the field. Yet a familiar view from salespeople themselves – and one articulated by delegates – is
that they are often not provided with the right resources to execute the strategy effectively. In this context, Kumar’s idea of training pharma reps 12 months before a product is launched represents an interesting concept. How many companies would feel able to take such a long-term view remains to be seen, given the required level of sales force investment in a product that wouldn’t deliver revenue until a year later – it would take a lot of courage on the part of the board.
change of pace
Other frustrations for the sales force include the breakneck pace of change – with change happening by the quarter. This has left many salespeople feeling less empowered than they once were or, perhaps, should be.
Accreditation
A key issue in moving the professionalism of the sales function forward has to be accreditation. We should support all credible initiatives that seek to further this aim. Observers can see this idea beginning to germinate around the world but a number of obstacles remain to be overcome. As Dr Squire states, we know what the problems are yet we haven’t quite got around to solving them. It’s a journey we’re still on. Let’s continue that journey to transform sales into the genuinely respected profession it deserves to be.
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Our commitment Making sales the world’s most sought-after profession
THE MASTERS
M
ost other professions offer the opportunity to gain an academic qualification, as validation and acknowledgement of a level competency in one’s field. Yet historically, sales has been underserved in this area and as such has never benefited from the same level of benchmarked standards. Recent high-profile cases of mis-selling, bonuses and unethical conduct have heightened the already negative connotations surrounding sales. So don’t we owe it to the thousands of people in sales to talk about the ethics of selling; to make values in selling lead other levers to generate sales and to help legitimise the profession by looking for ways to properly educate the profession of sales? Since 2007, Consalia has worked with academic institutions, clients and customers; an investment that has culminated in our pioneering Masters programmes, accredited by Middlesex University. Consalia is now able to offer two routes to gaining a Post Graduate Masters degree in Sales Transformation, one for Sales Leaders, the other for Sales Professionals involved in selling complex solutions. These are unique programmes, which focus on applying world-class, leading-edge thinking and expertise to participants’ transformation goals within their organisation. This represents the first opportunity for organisations to offer academic recognition to their sales individuals for their experience and expertise within the workplace. Both programmes are totally focused on sales and are based on proven practices for performance improvement and real-world learning. The programmes are offered on an in-company basis, as a series of modules to be run over a period of two years.
Key Benefits Relevance Individual & organisational relevance as projects are work based. The 1st work-based masters designed by those in Sales for Sales. Time WBL means time out of the office is minimised. In-house programmes mean you aren’t tied to university semesters. Value Validated sales process and sales performance improvement. Motivate & retain top talent / reduced attrition rates. Enables organisations to measure the benefits of learning. Innovation Outputs of student assignments will fuel thought leadership as well as innovation for your company. Through close scrutiny and interrogation, students will creatively change and improve upon their own practice.
This is our commitment to sales. To find out more contact: masters@consalia.com Global Sales Transformation Event 6
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The Summit Group Part of the Consalia Global Alliance Minneapolis, Minnesota USA
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