Viewing offline content Limited functionality available. My Deloitte. Undo My Deloitte. Sales Force Effectiveness Gearing up for growth. Many sales organizations have taken quick steps to move to digital channels, virtual selling, redeploying sales efforts and even reducing sales force capacity where needed; but uncertainty and volatility persist.
Focusing on the key issues facing sales leaders in this new environment, this program will address topics such as customer engagement; training, development and retention of sales talent; leveraging analytics and AI to optimize commercial strategies, and how to manage change in a volatile environment. Using frameworks, class discussion and group exercises to assimilate the concepts, you will learn how to adapt your approach to the drivers of sales excellence, ensuring success during an unstable time.
This program is offered in a live virtual format. You will have the opportunity to engage with our faculty and your peers in live discussions and lecture sessions. You will come away with the tools to navigate and succeed in the new business landscape. This program is designed specifically for sales and commercial leaders. Torsten Bernewitz - Principal at ZS Associates and expert in change management, sales force effectiveness and talent management.
Saby Mitra - Principal, ZS; Expert in the sales force role in customer-centric, omni-channel strategies and customer experience digital technologies. Arun Shastri - Principal at ZS Associates with expertise in analytics organization design, data science and advanced analytics, analytics capability building, and analytics process outsourcing. Tony Yeung - Managing Principal at ZS Associates and expert in sales force design, sales effectiveness, incentives, and sales operations.
Kudos for effectively conducting a virtual class discussing virtual sales force effectiveness! Our experts can deliver training, coaching, and ongoing reinforcement through the channels that suit your company best.
We can provide comprehensive training through webinars, self-paced online study, and on-site seminars. On top of that, we believe in sustainability, and so we provide access to tools long after the initial training to help your team continue to grow. From assessing our sales process, to behavioral selling and motivation training, to revamping sales job descriptions and compensation plans — the Collaborative assisted us greatly in enhancing our sales organization.
Whether your team is filled with seasoned, savvy experienced salespeople or newbies just learning the ropes, we have programs and learning opportunities that fit every need. Training can be extremely effective when designed and delivered well, but there is no replacement for one-to-one or group coaching. Our approach is to identify the Desired Outcomes for the salesperson and then to uncover obstacles to success. They know how to be successful—for themselves. Register for our free Finding Answers series, and get weekly tips on building your advisory business delivered right to your inbox.
The Collaborative respects your privacy. We do not sell or share your personal information. Please see our Privacy Policy. Customers were no longer forced to buy natural gas from Shell and now could consider competitors. The top levels of management recognized the need to shift from a reactive marketing strategy to one that was proactive.
As a result, they restructured and restaffed the corporate sales organization and implemented a compensation structure that rewarded performance.
In less than six months, sales exceeded expectations. As shown in Figure 1, the SFEF can help an enterprise ask the right questions and steer toward continual improvement. Zoltners recalled an executive who oversaw a sales force of 4, people. By using the framework to rate their company on effectiveness drivers such as motivation programs, sales force structure, retention, tools, and training, team members identified opportunities for high-impact improvement.
They prioritized a few specific drivers to work on that year, developed and executed a focused improvement plan, and tracked annual progress.
The process was so successful, said Zoltners, that the executive has made this an ongoing practice. Note: The researchers, Andris A.
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