Sales Growth E-Book

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 521

Veröffentlichungsjahr: 2016

Beschreibung

The challenges facing today's sales executives and their organizations continue to grow, but so do the expectations that they will find ways to overcome them and drive consistent sales growth. There are no simple solutions to this situation, but in this thoroughly updated Second Edition of Sales Growth, experts from McKinsey & Company build on their practical blueprint for achieving this goal and explore what world-class sales executives are doing right now to find growth and capture it--as well as how they are creating the capabilities to keep growing in the future. Based on discussions with more than 200 of today's most successful global sales leaders from a wide array of organizations and industries, Sales Growth puts the experiences of these professionals in perspective and offers real-life examples of how they've overcome the challenges encountered in the quest for growth. The book, broken down into five overarching strategies for successful sales growth, shares valuable lessons on everything from how to beat the competition by looking forward, to turning deep insights into simple messages for the front line. Page by page, you'll learn how sales executives are digging deeper than ever to find untapped growth, maximizing emerging markets opportunities, and powering growth through digital sales. You'll also discover what it takes to find big growth in big data, develop the right "sales DNA" in your organization, and improve channel performance. Three new chapters look at why presales deserve more attention, how to get the most out of marketing, and how technology and outsourcing could entirely reshape the sales function. Twenty new standalone interviews have been added to those from the first edition, so there are now in-depth insights from sales leaders at Adidas, Alcoa, Allianz, American Express, BMW, Cargill, Caterpillar, Cisco, Coca-Cola Enterprises, Deutsche Bank, EMC, Essent, Google, Grainger, Hewlett Packard Enterprise, Intesa Sanpaolo, Itaú Unibanco, Lattice Engines, Mars, Merck, Nissan, P&G, Pioneer Hi-Bred, Salesforce, Samsung, Schneider Electric, Siemens, SWIFT, UPS, VimpelCom, Vodafone, and Würth. Their stories, as well as numerous case studies, touch on some of the most essential elements of sales, from adapting channels to meet changing customer needs to optimizing sales operations and technology, developing sales talent and capabilities, and effectively leading the way to sales growth. Engaging and informative, this timely book details proven approaches to tangible top-line growth and an improved bottom line. Created specifically for sales executives, it will put you in a better position to drive sales growth in today's competitive market.

Leseprobe

PRAISE FOR SALES GROWTH

“Improving sales performance with methods and tools is a must. A refreshing change beyond the common focus on back-office and operational excellence. This book is fact-based and takes a unique customer perspective. I have no doubt that the practical insights laid out here lead to sales growth.”

—Michel Crochon, Executive Vice-President, Schneider Electric

“Sales Growth is sales wisdom condensed in a book. I have recommended this book to many of my sales executives who tell me it’s helped them look at the sales function with a fresh perspective.”

—Joydeep Mukherjee, CEO, HR Johnson

“The new edition of Sales Growth sheds lights on presales, a critically important function in sales management, but one that is often overlooked.”

—William Hendrickx, former President EMEA, Alcatel Lucent

“Sales Growth is an outstanding book, sharing deep insights into the processes embedded in great companies. It is a ‘must read’ book for any company aspiring to outperform its industry. I have personally worked on the principles the book sets out, and seen them deliver exceptional results.”

—Vivek Agnihotri, Executive Director & CEO, Prism Cement

“This book is a must-read for sales executives in emerging markets. The research and practical ideas clearly spell out how to create a global sales strategy with a local edge.”

—Ricardo Villela Marino, CEO, Itaú Latin America; Board Member, Itaú Unibanco

“The authors’ perspectives on the future of sales management are intriguing and thought-provoking. This book is essential reading for senior sales executives.”

—Sunil Rayan, Director of Sales, Google

“If timing is everything, then Sales Growth has it made. We are at an inflection point where massive changes in technology and customer behavior point to growth opportunities. This book provides a critical blueprint for bridging those opportunities—both those in the future and right in front of us.”

—Richard Kellam, former Chief Customer Officer, Mars

SALES GROWTH

Five Proven Strategies from the World’s Sales Leaders Second Edition

Thomas Baumgartner Homayoun Hatami Maria Valdivieso

Cover design: Wiley

Copyright © 2016 by McKinsey & Company. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey. The first edition of this book was published by John Wiley & Sons, Inc. in 2012. Published simultaneously in Canada.

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Library of Congress Cataloging-in-Publication Data:

ISBN 9781119281085 (Hardcover) ISBN 9781119281092 (ePDF) ISBN 9781119281061 (ePub)

Contents

Foreword

Preface

Strategy 1 Find Growth Before Your Competitors Do

Chapter 1 Look Ten Quarters Ahead

Surf the Trends

Invest Ahead of Demand

Make It a Way of Life

Notes

Chapter 2 Mine Growth beneath the Surface

Find the Pockets of Growth

Look beyond Sales

Keep It Easy for the Sales Team

Notes

Chapter 3 Find Big Growth in Big Data

Harvest Every Source of Big Data

Get Personal in Selling

Put Big Data at the Heart of Sales

Notes

Strategy 2 Sell the Way Your Customers Want

Chapter 4 Master Multichannel Sales

Blend Remote Sales and Field Sales

Integrate Online and Offline

Orchestrate Direct and Indirect Channels

Bring Service Channels into the Fold

Notes

Chapter 5 Power Growth through Digital Sales

Optimize Fanatically and Often

Get Mobile to Drive Growth

Integrate Digital in a Great Omnichannel Experience

Notes

Chapter 6 Innovate Direct Sales

Engage Customers Early

Unlock Growth in Key Accounts

Pursue New Prospects Relentlessly

Chapter 7 Invest in Partners for Mutual Profit

Manage Partners as an Extension of Your Sales Force

Confront Channel Conflict Head-On

Chapter 8 Sell Like a Local in Emerging Markets

Get on the Ground

Overinvest in the Right Partners

Build Talent for the Long Term

Strategy 3 Supercharge Your Sales Engine

Chapter 9 Tune Sales Operations for Growth

Give Sales Teams More Time to Sell

Use Sales Operations to Benefit Customers

Chapter 10 Pay More Attention to Presales

Focus on Quality, Not Quantity, of Leads

Use Expertise Appropriately Before and During the Sale

Notes

Chapter 11 Get the Most out of Marketing

Capitalize on a Company-Wide Understanding of Buyers’ Needs

Smooth the Flow of Insights Between the Field and Marketing

Collaborate to Influence the Journeys that Drive Repurchase and Loyalty

Notes

Chapter 12 Build a Technological Advantage in Sales

Arm Sales Teams with Insights

Enable Channel Partners

Gear Up for Analytics

Notes

Strategy 4 Focus on Your People

Chapter 13 Manage Performance for Growth

Coach Rookies into Rainmakers

Set the Tempo of Performance

It’s Not Just about Pay

Notes

Chapter 14 Build Sales DNA

Create a Culture for the Long Term

Give Middle Managers a Starring Role

Put Together the A-Team

Notes

Strategy 5 Lead Sales Growth

Chapter 15 Drive Growth from the Very Top

Challenge the Status Quo

Galvanize Sales Teams

Role Model Change

Demand Results, Results, Results!

Note

Chapter 16 Make It Happen

Start a Dialogue about Change

Implement the Vision

Notes

Epilogue Reimagine Sales Growth

Go From Street-Smart to AI-Smart

Get Someone Else to do the Selling

Notes

About the Authors

Thomas Baumgartner

Homayoun Hatami

Maria Valdivieso

Acknowledgments

Index

EULA

List of Tables

Chapter 1

Table 1.1

Chapter 4

Table 4.1

Chapter 7

Table 7.1

Table 7.2

Chapter 13

Table 13.1

Chapter 16

Table 16.1

List of Illustrations

Chapter 1

Figure 1.1

Companies are making meaningful investments in longer-term sales opportunities

Chapter 2

Figure 2.1

Micro-market analysis reveals pockets of growth

Figure 2.2

Micro-market lens fills the pipeline with otherwise hidden opportunities

Figure 2.3

Redesigned territories better match rep time with opportunity

Chapter 3

Figure 3.1

Potential impact of big data in retail

Chapter 4

Figure 4.1

Sales experience is more important than customers tell you

Figure 4.2

Banking customers who use more channels also spend more

Chapter 5

Figure 5.1

Going, going, gone digital

Figure 5.2

Digital-sales metrics

Chapter 7

Figure 7.1

The virtuous circle of lifetime value management

Chapter 8

Figure 8.1

Chemicals company prioritizes partners across multiple dimensions

Figure 8.2

Tailoring partner investments to current and potential value

Chapter 9

Figure 9.1

A holistic definition of sales operations

Figure 9.2

Optimizing sales operations increases selling time

Chapter 10

Figure 10.1

Presales’ role across the pipeline

Figure 10.2

Presales should account for up to half of commercial staff

Figure 10.3

Winners in consumer packaged goods bring more experts to customers

Chapter 11

Figure 11.1

Strong marketing and sales capabilities deliver market-beating growth

Chapter 12

Figure 12.1

Companies still struggle to derive full value from digital sales tools

Chapter 13

Figure 13.1

Sales team performance board at TDC

Figure 13.2

Pace of performance management

Chapter 14

Figure 14.1

Managers need to be coaches, not super-reps

Figure E.1

Today’s technology can automate many sales activities

Guide

Cover

Table of Contents

Preface

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Foreword

I’ve always wanted to start a company. I grew up watching my father build a chain of apparel stores, and I started my first business, Liberty Software, when I was 15. A friend and I wrote computer games (Crypt of the Undead was one of our first), my grandmother wrote the music, and we sold them to Atari. In college, I ran the company out of my dorm room; I studied entrepreneurship, and interned at Apple, where I wrote code for the Macintosh and became enamored with the “Think Different” mind-set that permeated the organization, from the revolutionary products the company built to the pirate flag flying on the roof. Early in life, I knew I wanted to create new products, encourage revolutionary ideas, and build a distinctive culture in my businesses.

So it came as a great surprise when, upon college graduation, my entrepreneurship professors told me not to start my own business but instead get “real-world experience.” Specifically, they urged me to take a sales position that focused on building relationships with customers. They called it “carrying a bag.”

I was less than enthusiastic. A career in sales wasn’t anything close to the path I had envisioned for myself. Yet this turned out to be some of the best business guidance I’ve ever received. It certainly changed my life and deeply influenced the company I ultimately did create.

After graduation I accepted a job at Oracle answering its 1-800-number. I didn’t want to be a 1-800-number operator, but soon I discovered that working with the customer was a lot easier and a lot more fun than writing code. It also taught me the value that guides everything we do at Salesforce today: nothing is more important than customer success, and sales is the entry point to learning how to make the customer successful.

Anyone on the front line has incredible access to information about the customer, the competition, and the changing market. Sales gives us the intelligence necessary to know our customers. deliver the right products, and compete. It’s really the heart of an organization, the vital connection to the customer—and far too often it’s overlooked.

During my career, I’ve had a chance to see sales from every angle. Early on, through my work as a salesperson, I understood the value of a program that would allow people to track leads, manage contacts, and keep tabs on account information. I also knew the traditional systems we had, which were expensive to buy, time-consuming to implement, and difficult to use, could be vastly improved. Observing the trends that were happening in the consumer world, I thought that sales-force automation and customer relationship management products could better serve customers if they were sold as a service and delivered over the Internet, which would make these pivotal products faster to implement, easier to use, and far less expensive. So, in 1999 I founded Salesforce with a new technology model, the cloud; a new business model, pay-as-you-go subscription services; and a new philanthropic model, donating 1 percent of Salesforce’s product, 1percent of Salesforce’s equity and 1percent of employees’ time to help nonprofits fulfill their missions.

At the time, I had no idea that we would ultimately evolve our service to other areas, such as customer service, marketing, and analytics, and also develop a platform on which others could build new applications. But that is what our customers showed us they needed.

Today, we are leveraging the cloud, social, mobile, data science and Internet of Things technologies to help businesses connect and collaborate with their customers in new ways. Companies like Unilever, State Farm, and Mattel are using our technologies to transform themselves into customer-centric enterprises that can go faster, better align their organizations across business groups and functions, and be more innovative.

This technology shift is more profound than anything we’ve seen, and is transforming the way we sell. Buyers are engaging with brands in ways never before possible. We are now working in a world in which everyone is trying to determine how to best leverage technology to sell, but this does not mean that technology replaces sales. Too many companies have cut sales departments or neglected to nurture them.

This is not a time to diminish sales; it’s a time to reassess and reinvent it. As technology evolves and the world becomes more interconnected, companies need to implement the right strategies and right services to get better at selling. Having a dedicated, enabled, and passionate sales team is the way companies grow. By managing and motivating sales to develop trusted relationships with customers, and by using tools to make the process more transparent, collaborative, and strategic, companies can deliver sustained and consistent growth.

As the CEO of Salesforce, which has more than 150,000 customers, I meet with thousands of CEOs every year. In my own business as well as those of our customers, I witness how sales is being transformed. In this digital era, sales reps aren’t lugging around briefcases full of purchase orders—they are closing deals on their phones and tablets in real time. Companies are creating one-to-one journeys for their customers that traverse sales, service, and marketing. And every part of the selling process is more intelligent, data-rich, and quantifiable, allowing sales teams to connect with their customers in entirely new ways.

Given the critical value of sales and how the digital revolution is transforming it, one would assume that business experts and business school professors would be cranking out reams of rigorous research and filling journals with insights on sales topics. Surprisingly, this is not the case. The topic of sales management is sadly underresearched, especially compared with the massive amount of material available in other business disciplines such as marketing, operations, or leadership. It’s incredible to consider that business students can earn an MBA without ever attending a class on sales. Top journals devote less space to sales than to other management areas, and few, in fact, recognize sales for the important management practice that it is. There has been no great business book that offers a comprehensive, scientifically grounded analysis of sales as a discipline today—until now.

Sales Growth: Five Proven Strategies from the World’s Sales Leaders leverages the leading minds and data of McKinsey & Company to fill the gap in sales-management research. It puts sales management back where it belongs—at the center of management thinking about what makes businesses successful.

McKinsey is a trusted adviser to the world’s leading businesses and institutions, and reading this book is like walking into a room where more than a hundred of the world’s sales leaders are openly sharing their perspectives on the most pressing issues they face. In addition to the stories and case studies woven through the text, there are exclusive interviews with sales visionaries from some of the very best sales organizations.

From finding opportunities ahead of the competition to making the best use of multiple channels, boosting sales performance, and providing real sales leadership—this book covers all the bases. For each topic, the authors share insights, examples, and case studies that are instantly adaptable to any business. Readers gain access to McKinsey’s network to learn how other sales executives have found hidden pockets of growth in geographies and sectors where they thought they knew all the possible leads. They can see how sales leaders manage channel partners to represent their brands as well as their direct reps do. They can learn how to adjust their sales strategies to win in emerging markets or find the best way to develop sales DNA in their organization.

In this second edition of Sales Growth, the authors have built on strong foundations with new research and additional interviews. The new edition also incorporates some of the changes in the field over the past few years, such as the impact on sales growth of increasing automation and outsourcing. But the underlying message of the book remains the same. Sales is both science and art, and the knowledge, research, and expertise in this book will help sales leaders make sense of what’s happening in the rapidly changing business world and equip them to build organizations positioned to succeed in the next decade and beyond.

Marc Benioff

Chairman and CEO

Salesforce

One of the pioneers of cloud computing, Marc Benioff founded Salesforce in 1999 with a vision to revolutionize the enterprise software world with new models for technology, business, corporate philanthropy, and management. Under his visionary leadership, Salesforce has grown from a groundbreaking idea into a Fortune 500 company and the number one customer relationship management platform. Salesforce has been ranked by Forbes as one of the world’s most innovative companies over the past several years, and by Fortune as the world’s most admired company in the software industry for three years in a row.

Preface

When we wrote the first edition of this book in 2012, we were confident we were breaking new ground. Nevertheless, we were still surprised by the overwhelming reaction from readers. While we were gratified by the 30,000 copies read by sales executives around the world and the countless social-media posts and extensive publishing attention, what struck us was how the conversations about the role of sales in driving above-market growth had reached a completely new level.

This feedback and requests for more insights drove us to write a new edition, which is what you are holding now. What’s new? There are three entirely new chapters covering the role of presales, the benefits of marketing and sales collaboration, and a forward-looking view that reimagines what sales might look like in the years ahead. We have also made major updates to the chapters on digital channels, big data, direct sales, and channel partners to incorporate the latest trends and how they’re affecting sales. In addition, throughout the book, we’ve layered in new examples and data based on recent McKinsey surveys of buyers and sellers, and on conversations with many more market-beating sales leaders.

For all the changes, this edition has remained close to its roots: a book for sales executives by sales executives. In that spirit, we have added 20 completely new interviews with sales leaders across many industries: from consumer goods to power generation, from financial services to high tech, and from manufacturing to logistics. These stories from the “front lines of sales growth” are rich with insights into how leading companies use the five sales strategies to deliver growth that beats the market.

These case stories are not just illustrations of how you should think about sales management. They are proven strategies. Together, they comprise a roadmap to tangible top-line growth and bottom-line improvement.

Few if any companies will tackle all five strategies covered in this book in one program. But we are convinced that the insights, examples, and lessons here can deliver significant growth. This book is a record of experimentation, of innovation, and often of courage. We trust it will provide you with a blueprint to pursue sustainable sales growth.

Strategy 1Find Growth Before Your Competitors Do

Chapter 1Look Ten Quarters Ahead

For tomorrow belongs to the people who prepare for it today.

—African proverb

Back in 2009, the United States Congress spent weeks drafting the American Recovery and Reinvestment Act. Most companies simply followed the process, praying it would help kick-start sales that had been ravaged by the deep recession. But at one major high-tech equipment company, sales leaders weren’t waiting. They knew the legislation would create opportunities for them. They put together a dedicated team with a field sales leader to spearhead the stimulus program and made it a focus for the sales organization. This group was responsible for developing compelling offerings, finding target customers, and creating an investment plan.