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
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RH 2020: Valor e Inovação
Desafios para a Eficácia da Força de Vendas no Brasil
Anselmo Nunes e Eduardo Prado
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Alinhamento dos processos da Força de Vendas
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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
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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
© 2015 Towers Watson. Todos os direitos reservados. De propriedade da Towers Watson. Reprodução permitida somente com autorização expressa, por escrito.
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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There are numerous fast-growing, profitable industries –
but many of us are not in those businesses
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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
• 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
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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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Avoid the Trap of the Four Big Myths
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
Avoid the Trap of the Four Big Myths
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
5. Knowledge of Products and
Services
6. Customer Advocacy
7. Closing
8. Sales Presentation Skills
9. Sales Execution
1. Account Planning
2. Business Knowledge
3. Market and Industry
4. Sales Execution
5. Problem Solving
6. Knowledge of Products and
Services
7. Customer Advocacy
8. Closing
9. Sales Presentation Skills
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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Avoid the Trap of the Four Big Myths
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
Avoid the Trap of the Four Big Myths
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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