ABA Sales Management Presentation

8/8/2019 ABA Sales Management Presentation

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Driving Sales While ImprovingProfitability

Greg Armstrong &

Margaret Kane



2

Thinking About Your Sales Organization?

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Value-BasedSales Process

Intranet

SalesManagement

ValueProposition

MarketplaceDifferentiation

Value-TouchMarketing

? SalesPartners

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The ClientExperience

ClientProfitability

IntegratingTechnology

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Internet

AlternativeDistribution

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3

Integrating Sales And Profitability

Client

Profitability

Strategic

Alignment

Value-Touch

Marketing

Channel

Optimization

Sales

Management

Product By Product

Where Are You-Want To Be

Key Drivers OfImprovement

Cost OfSale And Delivery

Value-Based

Sales Process

Observe

Coach

Observe

Assess

Recruit SellerSuccess Model

Drive TheDisciplinedSales Process

Reinforce

DetermineMarket Strategy

CorrectOrganizational

Functions

Compensation

Products

Alignment OfGoals

Pricing

Clients Self-Discover And

ChooseIntegrate ExistingChannels ForMaximum Impact

Segment

Source ofDifferentiation

Tools AndProcess

Value BuiltInto TheSale

ConsistentClientExperience

BrandingStrategy

Valuable

Integrate WithSales Process

Based UponClient Research

SegmentedOffers

ManagementSales Process

Champion

©2000, Kane Bank Services and Inseon



4

Management Solutions

Ü Begin with your business objectives.§ Executive management determines what they want to

accomplish.

Ü Determine your branding strategy.§

Your organization’s value proposition.§ Differentiating the organization.§ Client Intimate, Product Leadership, Operational

Excellence.

Ü Determine your strategies.§ Senior management determines how best to accomplish

the business objectives.Ü Develop products and pricing with best

fit to your target markets.Ü Align objectives with internal partners.

Strategic

Alignment

Determine

Market Strategy

CorrectOrganizationalFunctions

Compensation

Products

Alignment OfGoals

Pricing



5

Management Solutions

Ü Organize the sales resources.§ Recruit and hire to your success model.§ Develop and roll-out a training curriculum.

Ü Drive the disciplined sales process.

§ Activities, skills and behaviors.§ Don’t just focus on results.

Ü Remove mystery from the marketplace.§ Technology and data base applications.

§ Targeted activities for client acquisition.§ The development and use of propensity.

Ü Sales managers expected to coach.§ Coaches that add value to sellers through observation,

assessment, coaching, and continual reinforcement.

Sales

Management

Coach

Observe

Assess



Reinforce



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Management Solutions Client

ProfitabilityÜ What products are profitable for the

bank?§ Do you stop at measuring only portfolio profitability?§ Is it virtuous to cross-sell?

Ü What clients are profitable for thebank?§ Have you identified your high-value clients?

§ Based upon revenue or opportunity?

§ What is your cost to serve?§ Can you identify the future group of high-value clients?

Ü What is the institution’s cost of sale?§ Channel profitability.

§ Should we charge for ATM use?§ What is the impact of transaction behaviors?

Product By Product




©2000, Kane Bank Services and Inseon



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Sales Process Solutions

Ü What channels do we and can we offer?§ Branches, ATMs, in-store locations, field sellers, phone

centers, internet, and sales partners.

Ü Educating and allowing clients to self

select.§ Customers hate to be pushed.§ Can be encouraged through education, pricing, and

incentives.

Ü Integrating all channels for maximum

impact.§ Not just to broaden offer.§ Too often additional channels just add cost

Ü Use of segmentation and propensity.

Channel

Optimization

Clients Self-Discover AndChoose

Integrate ExistingChannels ForMaximum Impact

Segment



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Ü Determine the client experience basedupon the values of the target audience.§ A consistent, disciplined process.

§ Activities and behaviors drive results.

§ How we sell at our bank.Ü Sellers that deliver value during the

sales process.§ Can you compete on the strength of your people?

Ü Does the back-room see itself as partof the sales process?§ Do they support or hinder the sales process?

Ü Do we know if our clients are satisfied?

Value-Based

Sales Process


IncorporatingManufacturing





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Ü Integrate marketing with the salesprocess.§ Targeted.

§ Pointed at markets you choose to compete for.

§ Valuable.§ Touch them for their reasons, not for yours.

Ü Listen to your best clients.§ Marketing based upon client value research.§ Not just product features and benefits.

Ü Marketing that attracts the rightclients to the correct channel.§ Clients tire of product pushing mailers.

Value-Touch

Marketing

Valuable



SegmentedOffers



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Sales Partners

Ü Align internal sales partners.§ Develop goals and referral processes across LOBs.

§ Work with product managers to educate sellers.

Ü Integrate profitable third party offers,if needed.§ Fill potential product holes in investment,

insurance, trust, etc..



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The Champion

Ü Leadership. Without a Champion,someone to take ownership and drivethe effort, it will fail.

Ü The Champions role:§ Evangelize the mission and strategy.§ Develop the point of view and pull it all together.§ Develops a communication plan.§ Keep driving to the future state.§ Deal with internal barriers to success.

§ Collaborate with all managers.§ Stay the course.

Ü Who is your Champion?



12

Integrating Sales And Profitability

Client

Profitability

Strategic

Alignment

Value-Touch

Marketing

Channel

Optimization

Sales

Management

Product By Product




Value-Based

Sales Process

Observe

Coach

Observe

Assess



Reinforce

DetermineMarket Strategy

CorrectOrganizationalFunctions

Compensation

Products

Alignment OfGoals

Pricing

Clients Self-Discover And

ChooseIntegrate ExistingChannels ForMaximum Impact

Segment


Tools AndProcess



BrandingStrategy

Valuable



SegmentedOffers

ManagementSales Process

Champion

Documents

ABA Sales Management Presentation