Inputs for Sellers (Nov) • Understand the supply: raise the TN that we can match • Spend time with good customers • Sales team management • Accelerate your learning in sales: 70%, 20% and 10% • The journey of sales
1. Understand the supply: raise the TN that we can match Currently, we have 6,000 EP opportunities. 2900 Forms are recent forms (they were raised in 6 months). 1) What is the supply for different academic backgrounds? Cluster 1: Sufficient resources Economics, Marketing, Business Administration, Finance, HR We have quite sufficient supply in business related background. Normally if TN is not searching for multi-‐years working experience, multiple language skills, or MBA, it is quite possible to find EPs. Cluster 2: We have but depend Law, Teaching and education, Social science and IT For this cluster, we do have EPs who have academic backgrounds. But the whether or not we can match the TN really depends on if TN has specific
requirement for working experience, language or countries. •
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Even though it seems that we have law backgrounds students. But 60% of them only study business law. Globally we have only 30 EPs who have working experience in law. 60% EP of Social Science studies Psychology. It doesn’t mean they can really work in Psychology. But we do have quite a few social work background EP with working experiences (560) IT is a focus for a lot of OGX countries now. But in order to raise relevant IT TN, it is important to check supply before raise.
Cluster 3: Scarce resources Other technical subjects, Communication and journalism, Engineering, Nature and life science, Arts and architecture For this cluster, we need to confirm supplier before we raise. If we proactively LC/MC for pocket recruit, it is possible to match. • • •
62% EP of Other Technical Background has Advanced Mathematics background (It doesn’t mean they can work on this). Tourism has most EP with working experiences (200) Electrical & Electronics & Industrial & Mechanical Engineering are our top Engineering Profile; But globally we have only around 20 EP with working experience with each background We have very limited amount of EPs who have the following academic backgrounds: Architecture, Fashion & Design, Graphic Design, Children Education Profession, Aerospace Engineering, Automotive Engineering, Chemical Engineering, Civil Engineering, Environmental Engineering, Agriculture, Biochemistry, Hydromechanics, Plant Products Technology, Food Engineering, Genetic Engineering, General & Inorganic Chemistry, Horticulture, Land & Water Management, Medicine & Healthcare, Molecular Biolog, Process Engineering / Bioproces, Microbiolog, Biophysic, Animal Products Technolog, Constructio, Fermentation Technology
2) What is the supply for different working experience? Cluster 1: Sufficient supply (more than 200 EPs globally)
Database management, Tourism, Child (Youth) Education, Foreign Languages Education, Social work, Public Relations, Corporate Community Engagement, Event Management, Hotel + Restaurant Management, Business Administration, Organization Management + Planning, Project Management, Financial Planning + Budgeting, HR resources, Marketing
3) Who are the suppliers? Find the world map of suppliers in Nov.
IT EPs: https://dl-‐web.dropbox.com/get/Supply Nov/IT EP Nov.html?w=c8b6997a Engineering EPs:
https://dl-‐web.dropbox.com/get/Supply Nov/Engineering EP Nov.html?w=5d5dd730
Marketing EPs:
https://dl-‐web.dropbox.com/get/Supply Nov/Marketing EP.html?w=a052f17a
4) Where you can find those supply information? AFT: http://www.myaiesec.net/content/viewwiki.do?contentid=10228388 2. Spend time with good customer (1) Choose right stakeholder to work with to close deal and upsell: Target mobilizers, not advocates A lot of time, we were able to kill the company meeting and the company clearly wants an intern and they love AIESEC. However, two weeks later, they stop answering your calls and emails, leaving us confused: what’s happened? -‐-‐-‐We need to who is here to help and who is to waste our time.
7 kinds of stakeholders
1. Go-‐Getters. Motivated by organizational improvement and constantly looking for good ideas, Go-‐Getters champion action around great insights wherever they find them. 2. Teachers. Passionate about sharing insights, Teachers are sought out by colleagues for their input. They’re especially good at persuading others to take a specific course of action. 3. Skeptics. Wary of large, complicated projects, Skeptics push back on almost everything. Even when championing a new idea, they counsel careful, measured implementation. 4. Guides. Willing to share the organization’s latest gossip, Guides furnish information that’s typically unavailable to outsiders. 5. Friends. Just as nice as the name suggests, Friends are readily accessible and will happily help reps network with other stakeholders in the organization. 6. Climbers. Focused primarily on personal gain, Climbers back projects that will raise their own profiles, and they expect to be rewarded when those projects succeed. 7. Blockers. Perhaps better described as “anti-‐stakeholders,” Blockers are strongly oriented toward the status quo. They have little interest in speaking with outside vendors. Go-‐Getters, Teachers and Skeptics are all mobilizers. Guides, Friends and Climbers are talkers. Characteristics of Mobilizers: • Better at generating consensus • Difficult to talk to
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• Focused on driving productive change for their company • Supplier agnostic à Insight Selling Engage Mobilizers by: • Talking about THEIR company (not yours) • Avoiding features and benefits convos • Delivering disruptive insights Warning, they will… …ask a lot of questions …ask the tough questions Go-‐getters à Want to DO Teachers à Want to SHARE Skeptics à Want to TEST You can get the training PPT from NAFTA here(by Dominic from Canada)-‐ https://www.dropbox.com/s/1kjgy78ro2dtvot/NAFTA 2012 -‐ %28Dominic%29 Building your network workshop.ppt
Give your customers a reason to up sell:
A lot of time, if your customer can take 1 TN, they can also take 5 TNs. It is just that AIESEC is not in the key supplier list. They need a reason to take more. Do we dare to ask for more? Most of time, TN taker doesn’t take more only because we don’t ask and we don’t negotiate. In your last company meeting, did you ask your TN to take more instead of 1? Check the TN list of your LC, when was the last time that you went to the TN taker and offer them another package? If they need higher contact from AIESEC to up-‐sell, is your MC actively involved in supporting up-‐selling partnership? Did you ask? Can we deliver it in different way? Your TN needs a reason to take more. If they take 5 instead of 1, will you match and manage account in different way? Case in the network: In AIESEC Mainland of China, if a TN takes 10 internships; they are clustered to National Exchange Partner (NEP) list. The delivery of NEP will be supported and tracked by MC. MC will support talent sourcing for NEP and provide training to account manager. Can they can extra benefits from taking more? Your TN needs a reason to take more. If they take 5 instead of 1, will they get extra benefits? Case in the network: In AIESEC United States, only if you take more internships (there are different levels of partnership benefits), you can get the benefits like workshop in conference, virtual branding, domestic interns, etc. Moreover, Upselling partnership is easier if: -‐ We are reliable and we deliver our promise -‐ Our partner understand and support why we do things
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Proactively replicate our success:
You raised and matched a TN! Congratulations! But what is next? Can we replicate the success? Can we raise more TNs like this one? -‐Get information and endorsement from the TN taker -‐Research and find similar TN -‐Take the company list from the same industry and try it out -‐Find industry association for more support in resources From 1 TN to 10 TN, let’s go!
3. Sales Team Management One of the hardest steps to make in your career, because it means a total change of mind set. A sales person is naturally selfish, a rebel child, one of the lads or lasses and in control of his own time, work rate, earnings and destiny. As a manager he or she needs to adapt skills that are unknown to them like being nurturing, controlling, being in an adult mode, setting an example, responsibility for others, a role model, not a team member but now the boss.
(1) The responsibility of sales manager
-‐Focus on team rather than individual accomplishment. -‐A sales manager's real task is to nurture and to teach. -‐Go into the field, and work with your people. Sales members also need the sales manager's expertise to guide them through the rough spots. Often the sales manager can't see what's wrong by talking to them. In fact, oftentimes the salesperson has no idea they have a problem or flaw until an observer identifies it. If the sales manager goes out and observes how the salesperson performs, the solutions are evident
I.
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(2) 5 Biggest Sales Management Mistakes Mixing Recognition with Coaching:
One common sales management blunder is to congratulate your sales force for a job well done and quickly move to areas of improvement. This tactic can often be interpreted by sales staff as a lack of appreciation. A best practice is to separate the recognition from the coaching. Save the performance improvement areas for coaching sessions. Set up separate recognition of your sales rep success even if it's a small celebration. It's the little gestures of respect and celebrations of achievement that gain the hearts and minds of the sales force.
No Sales Plan: Another common sales management blunder is not developing a sales plan to help manage the sales team. A successful sales team requires regular planning tracking, and
review to achieve the targeted results. Every sales rep requires their own action plan to direct day-‐to-‐day activities and set up accountabilities. All sales plans have at least 3 requirements: Sales Rep Development: Where most plans fail is they are developed by the sales manager not the sales rep. To ensure a high level of plan acceptance, have the rep develop the plan and guide them toward the right objectives. Regular Reporting: Sales plans should be established on a weekly basis to provide flexibility in the planning cycle. Reviewing can take place on a monthly basis. Sales management excellence involves reviewing the results against the plan to determine missed opportunities and areas for improvement. Sales Metrics: A successful sales plan focuses on results and activities. Establish the proper sales metrics to drive your business results. Metrics can include: number of client phone calls, number of contacts, appointments set, appointments conducted and sales closed. Do not overwhelm your sales staff with excessive tracking numbers. Focus on the few measures that matter the most to your business.
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No Sales Support:
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A common sales management blunder is to manage a sales person without providing them with the level of support required to succeed. Spending the time one-‐on-‐one and in the field with your sales team will not only provide support but convey a sense of the importance of sales people in your organization. Moreover, different sales members need different levels of support.
Focus on Control Sales Management:
Effective sales management requires sharing in the responsibility to find the problems and bottlenecks in your sales process. Seek the solution together with your reps. Be a champion for helping them achieve their agreed results.
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Lack of Sales Accountability:
Is your team lacks a clear policy of sales accountability; it remains your responsibility to implement the process. Creating a culture of sales accountability will not happen overnight. Expect to lose members. Sales reps who have under performed and will not accept personal responsibility for their own results, will leave. This is not a bad thing. It will increase the standard of your sales team.
(3) What makes a good sales team
ü Vision ü Goals ü Clear Direction ü Results ü Member Efficiency ü Sustainability ü Culture You can get the training PPT from NAFTA here (by Alexi from US)-‐ https://www.dropbox.com/s/dnk1vpzr8i5n6ud/Managing a Sales Team_NAFTA_2012.pptx
4. Accelerate your learning in sales: 70%, 20% and 10% A great sales person needs continuous learning. And the learning of selling does not come from training only. 70% of our learning comes from practice-‐from what we do. 20% comes from feedbacks towards what we do and how we do it. 10% comes from the training that answers our challenges (not all the training is effective). My challenge for you: -‐Do we practice enough to learn? Do we give enough practices to our members to learn? -‐Do we innovate the way we do things so we are also learning new things all the time? -‐Do we proactively ask for feedbacks during our sales process? Do we proactively give feedbacks to our sales members? -‐Do we organize training to solve the current challenge we have(market, product, communication, negotiation, etc)? Or do we organize training because we think we need a training to improve the sales capacity of our members? Let’s speed up our learning in sales! Keep practice and improve!
4. The journey of sales
Selling is not easy! Selling AIESEC product is not easy! It takes me 7 months to raise my first TN. But I am the happiest person in the world when I picked up my intern at airport of Beijing. I have a friend who just joined a company 3 months ago. He used to be MCVP BD and was struggling to get TN signed all the time. But he had amazing result in 3 months after he joined the company. He was the top-‐performing employee in the company. And he told me, after AIESEC, selling becomes so easy. When we joined AIESEC, we didn’t expect that it would take us so long to raise a TN. We didn’t know achieving iGIP pipeline is such a difficult thing. We expect us to be successful and to be cool. But success does not come easily, especially for GIP. And a lot of people quit because they think they don’t come to AIESEC to fail and they don’t have the patience to insist to success. I believe leadership is to take challenge and overcome it. I got tremendous learning because of selling and managing this program. And I invited you to take that challenge and grow to be the person we want to be. I am not telling you it will be easy. I am telling you it is going to be worthwhile. Enjoy it!