rh 2020: valor e inovação - willis towers watson que objetivos e metas como conhecimentos,...

Eficácia da Força de Vendas – Melhores práticas e tendências globais de gestão da

força de vendas para o crescimento sustentável em um cenário adverso

Anselmo Nunes, Eduardo Prado e Peter Gundy7 de maio de 2015, São Paulo

© 2015 Towers Watson. Todos os direitos reservados. De propriedade da Towers Watson. Reprodução permitida somente com autorização expressa, por escrito.

RH 2020: Valor e Inovação

Desafios para a Eficácia da Força de Vendas no Brasil

Anselmo Nunes e Eduardo Prado


Alinhamento dos processos da Força de Vendas

towerswatson.com © 2015 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.

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Recursos

Humanos

Vendas /

ComercialMarketing

Gestão dos

indicadores

Efetividade

Dinamismo

KPIs ou metas? Market Share ou

Evolution Index? Valor, peso ou SKU?

Positivação ou Horizontalização?

Alinhamento de terminologiasMétodo, processo, ciclo /

periodicidade, reconciliação de

metas, alocação das cotas

individuais

Target settingSimulações, forma de interagir, veículos de

comunicação, público-alvo, simuladores.

Testes, Comunicação e Treinamento

Estratégia de

Negócio

(empresarial)

Resultados

Plano de Carreira e RecompensasGestão dos conhecimentos, habilidades e comportamentos esperados e

da gestão do desempenho


4

O QueObjetivos e

Metas

ComoConhecimentos,

habilidades e

comportamentos

(competências)

Mapeamento do

Desempenho

Faixa Salarial - Estepes

Inicial Em

desenvolvimento

Esperado Acima Excepcional

Gestão de consequências

1 2 3

Driving Profitable Growth

Peter Gundy


How Leading Companies Have Succeeded

Tremendous pressure to innovate

Strong appetite for growth, low tolerance for giving up profits

Resources are scarce and diminishing

Talent markets are heating up

Buyers are more savvy and demanding than ever before

High growth markets are generally not at home (but profit is)

The corporate performance imperative in today’s global

economy is more challenging than ever before

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>

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There are numerous fast-growing, profitable industries –

but many of us are not in those businesses

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© 2015 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.

For most established companies, the core sources

of profitability are in mature markets

High Growth Industries(Annualized Growth Estimate 2008-2018)

High Profit Industries(Last 12 Months Profit Margin)

43%

56%

74%

88%

134%

Online PaymentProcessing

Online FashionSamples Sale

Social Networking Sites

E-Book Publishing

Social Network Gaming

14%

16%

16%

18%

20%

Real Estate Agents/Brokers

Commercial Equip.Rental & Leasing

Oil & Gas Extracttion

Legal Services

Accounting & TaxPreparation

Source: Sageworks

Source: IBIS

Today’s sales reality is about optimizing complex factors

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Growth leaders have found that sustained growth is not

achieved simply with incentives

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Improve how we measure profits

Then pay for profitability

Watch the profits roll in

Plan “B”

Getting sales people to drive profits? Easy….

What do profitable growth leaders look like?

• Standard Pacific Corp.

• Pinnacle Entertainment

• Toll Brothers

• GoPro

• Meritage Homes Corporation

Consumer Products High Technology Professional Services

Financial Services Pharmaceutical General Industry

Fortune 1000 leaders in 3-Year Revenue Growth and Net Income Growth

(As of 12/31/2014)

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• ARRIS Group

• Micron Technology.

• Take-Two Interactive Software

• Facebook

• FleetCor Technologies

• On Assignment

• TrueBlue

• Kforce

• IHS

• Robert Half International

• Hilltop Holdings

• Leucadia National Corp.

• Nationstar Mortgage Holdings

• Springleaf Holdings

• CIT Group

• Catalent,

• Zoetis

• Hospira

• Johnson & Johnson

• Merck & Co

• FMSA Holdings

• Halcón Resources Corp.

• Colfax Corporation

• Crestwood Equity Partners

• Emerge Energy Services

Growth leaders did not get their sales people to focus on

driving profitability overnight; it was an evolution

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Education Focused

Focus on establishing

philosophy and

awareness but with

limited monetary

reinforcement

Outcome FocusedFocus on shaping

outcomes with

incentives; transaction

focused

Behavior Focused

Focus on shaping

behaviors; tools,

programs and metrics

are developed

Talent FocusedFocus on modeled

behaviors and

relationship

management; use of

integrated talent tools

and sophisticated,

tailored metrics

STAGE

3

STAGE

4

STAGE

2STAGE

1

Education-focused companies are focused on building

awareness with less focus on actual results

Characteristics

• Statements of company philosophy reinforced in communication and education

• Profitability reinforced in incentive program literature and sales training

• Metrics: Generally only high level metrics available (e.g., company or division

profitability)

• Use of recognition programs or token incentives to reinforce profitability

Education Focused

Manufacturing

Example

• Durable goods manufacturer

• Launched effort to begin to focus the sales force on profitability

• Implemented a 5% bonus for sales people based on company

profitability

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1

Outcome-focused companies introduce profit-based

incentives even though measurement may not be robust

Characteristics

• Heavily invested in shaping the sales outcomes, generally through the incentive program

• Metrics:

– Some investment in systems to measure profitability, but still not precise

– Examples include volume, market share, product integration, or profit proxies (gross margin)

• Profit incentives (e.g., commission modifiers, deal-based “profitability” awards) begin to

proliferate

in sales incentives

• Orientation is transaction focused

Example

• A national heath insurance company focused on improving profitability

• Developed a profit incentive based on an estimate of divisional profitability,

including factors of group rates, discounts, and risk pools

• Incentive payout targeted at 10% with a 20% maximum upside

Financial

Institutions

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Outcome Focused2

Behavior-focused companies are driving results by tailoring

jobs and assignments

Characteristics

• Seek to shape sales behaviors and create sustained change in sales results

• Metrics:

– Metrics are robust compared to Stages I and II, more precision in measuring profit at

the sales person level

– Examples include product profitability, contribution margin, customer segment profit

• Emergence of differentiated job profiles and job roles

• Goals and expectations of sales people include focus on cross-selling as a job standard

Example

• Global supplier of imaging equipment, software, and services

• Established an enterprise sales executive role to target largest hospitals

and imaging centers to sell the full suite of the companies services

• Developed a specific competency profile and selection process to better

inform recruitment and selection processes

Medical

Devices

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Behavior Focused3

Talent-focused companies bring it all together with an

integrated approach to sales effectiveness

Characteristics

• Have adopted an integrated talent strategy with focus on identifying talent with competencies

and behaviors required to sell effectively in the profitable growth paradigm

• Heavy investment in career paths, learning requirements, and competency development

• Metrics:

– Sophisticated, precise, and measurable at the sales person and customer level

– Examples include customer profitability, CRM metrics, service metrics, qualitative metrics

• Strategic recruiting process and tailored process for matching candidates to sales roles and

sales people to customers

• Incentives balance volume, profit, balance/integration of services

High Technology

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Talent Focused4

Example

• Global software developer with multiple acquired units

• Established a common job architecture for all sales roles across the

enterprise, including common levels and job titles

• Rolled out a career framework to promote cross-line of business movement to

better promote product knowledge and multi-product sales

Talent-focused companies synchronize the three key

gears of sales effectiveness

Business

and Sales

Strategy

Business

Results and

Sales Force ROI

Right People

With The

Right Skills

Focused On

The Right

Opportunities

Highly

Engaged and

Motivated

Sales

Effectiveness

Tools and Technology GovernanceChange Management

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Avoid the Trap of the Four Big Myths


It’s simple:

Just pay

for profit

1

A good

sales person

can sell

anything

2

Profit-minded

sales people

are born, not

developed by

managers

Sales people

don’t care

about career

paths

3

4

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• Sales incentives should reward the desired behaviors and results that

drive profitable growth, but’s rarely as simple as tying pay to a profit

measure

• Beware of unintended outcomes of sales incentives

• Focus on the key questions

– What can the sales organization do to influence profit?

– For which jobs might it make sense to include a profit measure?

– At what level of profitability should we measure?

– If profit is used in the sales incentive plan, then at what job level is it

appropriate?

– What other profit drivers might be more appropriate measures than

actual profitability?

It’s simple: Just pay for profit

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1

There are many examples of profit-based sales

incentives that have failed miserably

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Approach Why it doesn’t work

Use of a corporate profit

measure

• Extremely poor line of sight

• No positive motivational impact

• Reduces pay-for-performance differentiation

and is ignored by the sales force

Paying for profit % • Can end up paying larger incentives to reps

generating low dollar values of profit (small

volume but high margin %)

Link to a reduction of sales

expenses

• Can lead to reduced customer-facing time,

having a negative impact on top line revenue

• Leading companies understand that getting the most from their sales

resources is a matter of strategic deployment and talent management,

not just hiring strong “athletes”

• These companies have invested in developing robust job designs that

are supported by a competency framework and aligned with the go-to-

market strategy

• This understanding of the role and it’s requirements permeates sourcing,

recruiting, learning, career development, performance management, and

rewards

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A good sales person can sell anything2


Transactional Consultative

New Customer

Acquisition

Account Management

Territory Management

How Customers Buy

Ho

w S

ale

s P

eo

ple

Sell

1. Prospecting

2. Results Focus

3. Sales process execution

1. Management of the

Sales Process

2. Market and Industry

Knowledge

3. Prospecting

4. Problem Solving

5. Knowledge of Products and

Services

6. Closing

7. Sales Presentation Skills

8. Sales Execution

1. Territory Planning

2. Management of the

Sales Process

3. Business Knowledge

4. Problem Solving


Services

6. Customer Advocacy

7. Closing


9. Sales Execution

1. Account Planning

2. Business Knowledge

3. Market and Industry

4. Sales Execution

5. Problem Solving


Services

7. Customer Advocacy

8. Closing


10.Relationship Management

11.Demonstrating Value

“Account Management”

“Inside Sales” “Business Development”

“Territory Management”

The growth leaders have aligned specific competencies

with each sales role in the organization…

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…and have scaled the competencies within their career

framework

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ABC Company’s Organizational Competency Model

Professional Band

P1 P2 P3 P4 P5 P6

Business Knowledge

Demonstrates general business knowledge developed through education or past experience

Looks for opportunities to build awareness of Equifax’s core services/products and how those offerings are used by customers

Applies an understanding of key business drivers, using this understanding to accomplish own work

Demonstrates an understanding of the impact of Equifax’s services/products on the success of customers

Uses knowledge of best practices and how own area integrates with others to improve own work and the work of less experienced colleagues

Builds and maintains an understanding of industry trends and uses knowledge to identify factors that differentiate Equifax from its competitors

Interprets internal and external business challenges and recommends best practices to improve products, processes or services

Gains deep and comprehensive perspective on industry challenges by networking with experienced industry peers and colleagues within own area of expertise

Anticipates business needs, regulatory issues, and evolving technologies and uses insights to recommend innovative product, process or service improvements to better position Equifax in the market

Gathers strategic insights about Equifax and the industry through networking with a diverse set of peers and colleagues, providing input to functional plans and potentially Equifax’s strategic plans

Influences internal and external business and/or regulatory issues that have an impact on Equifax and the industry as a whole

Acts as an industry and/or functional expert, contributing to the collective body of knowledge through such media as white papers, professional association publications and conventions, trade show presentations, etc.

Problem Solving and Decision Making

Analyzes discreet sets of information in routine situations, seeking guidance from more experienced colleagues to help interpret findings and resolve areas of ambiguity

Uses existing procedures to make routine decisions that require limited judgment, recognizing when a problem is outside own scope of responsibility

Recognizes relevant information and identifies/solves a range of problems in straightforward situations, analyzing possible solutions using standard procedures

Makes decisions within guidelines and policies that impact own priorities and allocation of time to meet deadlines

Applies a new perspective on existing solutions to solve complex problems, analyzing multiple sources of information

Makes decisions within guidelines and policies that impact a range of customer, operational, process, or project activities

Uses sophisticated critical thinking skills, leading others to solve complex problems and takes a broad perspective to identify innovative solutions

Makes decisions guided by policies in nonstandard situations that impact the achievement of customer, operational, or project objectives, frequently amid ambiguous circumstances that require a carefully calculated risk

Solves unique and complex problems with broad impact on Equifax’s business, typically requiring conceptual and innovative thinking to develop solutions

Makes decisions within general functional, company and industry guidelines and develops recommendations for improvements or new solutions, demonstrating a willingness to shoulder personal risk for the sake of moving forward

Identifies and solves the most complex problems with significant impact on the business through advanced critical thinking

Makes decisions to support company objectives and create ground-breaking solutions, demonstrating courage to see them realized for Equifax, and potentially the industry

• Another element of conventional wisdom - related to myth #3 - is that

sales managers are really there to make sure the big deals get closed,

not to make good sales people better

• Our research and experience shows that the leading companies see

sales managers as a key element in optimizing and developing the sales

talent

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Profit-minded sales people are born, not developed by managers3

The growth leaders see sales management as a critical

success factor and a competitive differentiator

Successful sales managers spread

their attention relatively evenly

across all members of the sales

team

– Lower-performing sales

representatives in order to provide

extra coaching and guidance

– Better-performing representatives in

order to focus on other activities such

as performance reinforcement or co-

selling

They understand and appreciate the

range of skill levels and areas of

expertise across the team – and look

for areas of improvement

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Spread evenly across the

entire team

Focused primarily on a few key

members of the team such as top

performers or poor performers37%

46%

22%

63%

High-performing sales

managers

Other sales managers

Percentage of Sales Managers Who Spend Time with Their Sales Team

Source: Towers Watson report: Leverage Sales Managers to Create

Superior Performance, 2011

• Conventional wisdom is that sales people only care about the money

they can earn the through sales incentive program

• Our research suggests that sales people are not just “coin operated” and

that they care every bit as much about advancement, career

development, and learning as other employees

• The best sales organization have created a clear employee value

proposition that is compelling to top performing sales talent

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Sales people don’t care about career paths4


Leading companies have articulated a career path for

their sales people across four dimensions

Distinguish the individual contributor path

from the management path and required skills1

Professional/Expert

Management

1

Provide cross-function opportunities

to develop breadth of expertise2

Building Functional Experience

Risk HR Marketing

FinanceITSales

2

Develop a deep technical path

within a the sales function3

Create opportunities to cross borders to gain

exposure to varied cultures and markets

Professional/Expert

P1 P2 P3 P4 P5 P6

3

4

4

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5 Things to Do When you Get Back to the Office

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Determine how well your company is able to measure and track profitability at the product and/or customer level

If you are rewarding profitability in your sales incentive plans today, determine if you’re experiencing any of the unintended consequences we discussed earlier

Assess the robustness of how the sales organization defines its roles and its approach to talent management

Identify opportunities to move up the curve so that your company can become a talent-focused company

Take stock of what stage of evolution your company is in1

2

3

4

5


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rh 2020: valor e inovação - willis towers watson que objetivos e metas como conhecimentos,...

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