Management Excellence

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Business Activity

Management Excellence

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Who We Are

Fusion Learning - Shared Purpose

The Sales Effectiveness source:

Passionate & practical learning leaders

Committed to collaborative performance solutions that work!

Enabling Clients to embed sales culture

Our mantra is “Enabling and Embedding Sales

Fusion Learning Business Activity Management Excellence pg 2

Our mantra is “Enabling and Embedding Sales

Performance.”

Enabling means developing targeted individual capabilities

Embedding means implementing simple, integrated and performance sustaining processes

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Session Objectives

1. Learn about best practices from BDC on

how to make Business Activity

Management sustainable and alive in the workplace.

2. Provide Practical Sales Management

principles that can be applied within your organization.

3. Share details on how this initiative is

being measured through a Learning

Evaluation study by the Canadian Society for Training and Development; funded by Human Resources and Social Development Canada (HRSDC).

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World Map

Questions:

1. What observations do you have of the map presented? 2. What did the cartographer who created map try to show? 3. How are you feeling about this ‘new map’?

4. How does this exercise relate to Business Activity Management Excellence?

5. What learning from this exercise can help us with our journey to achieving Business Activity Management Excellence?

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Jacinthe Higgins

Director, Learning & Leadership

Strategies

Presenters for Today

Strategies

Diane Martel

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Business Development Bank of Canada

Crown Corporation established in 1945

Mission to foster and support the development of small &

medium-size business in Canada

Three lines of business – commercial lending, consulting

services and venture capital

Network of 94 branches, 1,700 full-time employees, and

serve 27,000 clients

Portfolio of over $ 10 Billion

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Top Employer/Top Company for Leaders

BDC as an employer of choice

Canada’s Top 100 Employers 2007, 2008, 2009 and one

of Montreal’s Top 10 Employers

30 Best Pension and Benefit Plans 2007 and 2008 (rank #1)

Top Companies for Leaders 2007 - North America

Bersin and Associates 2007 Learning Award for Leadership

Development Excellence

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Current State vs. Desired State

Current State Desired State

Strong entrepreneurial spirit (want to retain)

Entrepreneurial + disciplined sales management approach

Empowerment culture Accountability + coaching culture

Strong analytical and technical competence

Technical and coaching competence

Close Deals presented Active prospecting/constantly

leveraging professional and personal

leveraging professional and personal networks

Deal vs. portfolio growth orientation Balance between relationship and

portfolio growth orientation

Results-driven management Results focus and activity-driven

management

Individual Account Manager view Individual + area view to business

Personal relationships Consultative relationships

Commitment to pipeline management varies

High commitment and accountability to accurate & robust pipeline

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Business Activity Management

Guiding Principles

Activity Frequency

Review & Coach AM/CMs on preparing an Individual Action Plan

Yearly

World Class One-on-Ones

One-on-One Meeting (30 to 60 minute meeting with each direct report) to review Individual Action Plan and track progress .

Monthly

progress .

Sales Team Meetings

Team meeting to share success, build capability and motivate team to higher levels of sales performance

Monthly (min.) to Weekly (max.) Weekly Pipeline & Activity Reviews

Review CREM reports to help support sales activity

Weekly

Accompanied Visits

Spend time on Phone/Accompanied Coaching and assist with Business Development on an as need basis. For instance, new AM/CMs will require more of your time (ie. 50% of all calls during the first two months)

Consistent activity – up to 50% of time with new AM/CM; reinforcement coaching for existing AM/CMs

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Knowledge or Skill Level Before Training

Activity Average Before Training

1. Apply the Five Sales Coaching Skills model 27%

2. Use an Effective Feedback Model 31%

3. Lead Successful One-on-One Meetings

(Applying the Model) 32%

4. Diagnose & Review Sales Pipeline with

Account Managers 50%

5. Apply model for handling Account Manager

resistance 32%

6. Apply the Accompanied Visits process

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Business Activity Management Excellence

Learning Objectives:

Enhance coaching skills to instill discipline, consistency and

efficiency in business development activities

Complement and support existing sales training provided to

account managers (Business Development Essentials/Building Strategic Relationship)

Learn to create value for our Account Managers

BAME I Webinar I BAME II Webinar II Prepare Classroom Training (2 days) Application Activities (1.5 hours) Classroom Training (1 day) Self Paced (1-2 hours) Coaching Sales Results 1. 2. 3. 4. 5. BAME II Application Activities (1.5 hours) Learning Architecture

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Business Activity

Management Excellence

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Sales Manager’s job is NOT to

create sales.

Sales Manager’s job is to

create SALESPEOPLE.

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Are you a Captain?

OR

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Business Activity Management

Core Elements

Skills

Process

& Tools

Attitude/Environment

& Tools

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Managing Performance

World Class One-on-Ones

What:

Monthly sit down meeting with Direct Reports’ to review individual performance and create action plan for next month that will help them achieve Individual Action Plan.

Key

Factors:

Direct Report Feelings & Facts

Level of Activities

Strengths/Areas Needing Focus

Best Practise: Create a regular meeting in Outlook monthly with each of your AM/CMs. Make these

meetings a priority—do not cancel them.

Strengths/Areas Needing Focus

Pipeline Management

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Individual Action Plan

Printout of Sales Metrics (ex. CREM Reports)

One-on-One

AM/CM: Manager: Date: Big Picture:

Opening Question:

1 2 3 4 5 6 7 8 9 10

1. AM/CM Green Flags: a)

b)

3. AM/CM Red Flags a) b) 2. Manager Green Flags:

a) b)

4. Manager Red Flags a) b) Sales Results, Pipeline and Activities

Help Needed (Manager Action Plan): AM/CM Action Plan:

E M P L O Y E E N A M E

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A. Review last few meetings

B. Review Sales Results,

Pipeline and Activities

C. Prepare Big Picture

Questions on One-on-One Form and label the

One-on-One

AM/CM: Manager: Date:

Big Picture: Opening Question:

1. AM/CM Green Flags: a)

b)

3. AM/CM Red Flags a)

b)

2. Manager Green Flags: 4. Manager Red Flags 1 2 3 4 5 6 7 8 9 10

C

C C

A

One Form and label the 10 point scale

D. Write two Green Flags

on One-on-One Form

E. Write two Red Flags on

One-on-One Form

F. Write quick notes to help

guide tactical discussion in Pipeline, Activities and Sales Results

2. Manager Green Flags: a)

b)

4. Manager Red Flags a)

b)

Sales Results, Pipeline and Activities

Help Needed (Manager Action Plan): AM/CM Action Plan:

D E

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Productive One-on-Ones:

3

4

2 1 2 3 4

Repetitive One-on-Ones:

1

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One-on-One Conversation - Structure

OPEN

Connect Why meet WIIFM

CONCLUDE

Summary Next Steps

ENGAGE

Big Picture Green Flags Red Flags

WIIFM (AM/CM) Timing Sales Pipeline Help Required Action Plan

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5 Step Effective Feedback Model

Did well… Do differently in future…

1

3

Account Manager / Consulting Manager “What did you do well?”

“What is one thing you would do differently next

time?”

Build Confidence Build Skill

2

4

Manager “Here is what I saw you do well…” “In future, I would like you to…” time?”

Cause clear & specific action plan

5

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Accompanied Visits

1. Review Contact Planner, _{including Meeting Goals} 2. Set Roles

3. Identify Selling Skills _{to Observe}

BEFORE: PREPARE DURING: DEVELOP

DURING: DEVELOP CLIENT MANAGER AM/CM SE LL M O D E_L ASSESS OB SE RV E O_B S_E R V E

4. Discuss Signs

AFTER: COACH

Build Confidence Build Skill Did well… Do differently _{in future…}

1 3 2 4 Account Manager / Consulting Manager Manager “Here is what I saw you do well…” “Here is what I saw you do well…” “In future, I would like you to…” “In future, I would like you to…” “What did you do well?” “What did you do well?”

“What is one thing you would do differently next

time?” “What is one thing

you would do differently next

time?”

Cause clear & specific action plan

5Cause clear & specific action plan

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Dissecting Buying/Selling Process:

Funnel Management

Presales cycle

Enter into Pipeline

Presales process allows for consistent inflow of opportunities Managing Activities to build Relationship s with Prospects, Professionals Proactive Focus

Enter into Pipeline

Pending

New Loan

Consulting Mandate

A systematic and disciplined sales approach distinguishes between pre-sales and sales cycle Professionals and Clients

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Managing Performance

Weekly Pipeline and Activity Review

INPUT

_PROSPECTS

Generic Sales Funnel:

THROUGHPUT OUTPUT SALES CYCLE TIME

PENDING

NEW

LOANS/MANDATES

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Managing Performance

Weekly Pipeline and Activity Review

LOTS

“Healthy”

“False Hope”

LOTS LOTS LITTLE LITTLE

“Anorexic”

LOTS LITTLE

“Constipated”

Common Pipelines:

LOTS LITTLE LITTLE LITTLE

SKILL

GAP: None _{b) Priority Needs}a) Closing Development c) Targeting a) Acquiring Opportunities b) Activity Management a) Priority Needs Development

b) Sales Call Structure (first appointment)

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Business Activity Management Exercise

Purpose

Assess your Sales Organization’s current state (pre-training).

Process

1. Use tool on next page to evaluate “current state” of your Sales Management team.

2. Be prepared to share one insight with large group.

Timing

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Assess Your Sales Organization’s

Current State (Pre-training)

Objectives Pre-Training

1. Use an Effective Feedback Model 1 2 3 4 5 NA

2. Lead Successful One-on-One

Meetings (Applying a Model) 1 2 3 4 5 NA

3. Diagnose & Review Sales Pipeline with

Account Managers _{1 2 3 4 5 NA}

4. Apply the Accompanied Visits Process

(prepare, observe, evaluate selling skills) 1 2 3 4 5 NA

Scale: Very Poor Poor Average Good Very Good Not Applicable

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Learning Evaluation

Evaluation was done as a part of the

Investing in

People

initiative

Project funded by

HRSDC

as part of the Workplace Skills

initiative

CSTD

project headed up by Allan Bailey and Lynette

Gillis of Learning Designs Online

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ROI Measurement Tools

1. Self Assessments

Immediate impact

Job Impact questionnaire

Effective practices audit

2. Hard Data on the

Performance Areas Not

Applicable Not at All 1 2 3 4 To a Great Extent 5

Apply the Five Sales Coaching

Skills model NA 1 2 3 4 5

Use an effective feedback

model NA 1 2 3 4 5

Lead successful One-on-one Meetings (applying the model)

NA 1 2 3 4 5

Diagnose and review sales pipeline with Account Managers

NA 1 2 3 4 5

2. Hard Data on the

Business Impact

3. Focus Groups

Branch Managers

Account managers

Executives

If there are other aspects of your job that you are doing more effectively, efficiently, or better as a result of training, briefly describe these improvements:

Managers

Apply model for handling

Account Manager resistance NA 1 2 3 4 5

Apply the Accompanied Visits process (prepare, observe, evaluate selling skills)

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Immediate Impact – Level 2

Assess your knowledge or skill level in the area before and after the program.

Activity Average Before

Training

Average After

Training Gain

1. Apply the Five Sales Coaching

Skills model 27% 89% 62%

2. Use an Effective Feedback

Model 31% 92% 62%

3. Lead Successful One-on-One

Meetings (Applying the Model) 32% 97% 65%

4. Diagnose & Review Sales Pipeline with Account Managers

50% 90% 40%

5. Apply model for handling

Account Manager resistance 32% 79% 46%

6. Apply the Accompanied Visits process (prepare, observe, evaluate selling skills)

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Job Impact – Level 3

Activity How Comfortable? Did you apply it? Did it improve performance? 1. Apply the Five Sales

Coaching Skills model 86% 91% 84%

2. Use an Effective Feedback

Model 96% 95% 90%

3. Lead Successful One-on-One Meetings (Applying the

Model)

97% 86% 87%

4. Diagnose & Review Sales Pipeline with Account Managers

93% 75% 78%

5. Apply model for handling

Account Manager resistance 79% 83% 78%

6. Apply the Accompanied Visits process (prepare, observe, evaluate selling skills)

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Additional Feedback

Question

How personally motivated are you to

apply this learning to your job?

How well developed are your plans

Average

97%

How well developed are your plans

for applying the learning to your job?

How would you describe this

program? – Credible – Practical – Relevant – Essential 84% 93% 91% 92% 93%

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Lessons Learned

1. Strong collaboration is required between internal

resources and external partner to:

– articulate learning architecture;

– customize design;

– ensure training delivery is real and practical

2. Sponsorship and endorsement of Senior Leaders; they

must walk the talk and model the behavior - use the

techniques & help BM truly understand how to apply

skills.

3. Promote “Progress vs. Perfection”.

4. Follow-up, follow-up, follow-up.

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Why Partner with Fusion

Based on an RFP on the market. Finalist amongst eight well known firms specialized in Sales Management and

Leadership.

Fusion Learning won our business:

Understood our specific needs, unique culture and business

issues

Total flexibility - Content, customization of solution

Sales & Coaching Performance experts –

High degree of professionalism and talent

Learning solution innovative design (2d+w+1d+w)

High standard of excellence that is woven into everything they

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Q

+

A Discussion

Diane Martel

Senior Advisor, Learning Strategies

Jacinthe Higgins

Director, Learning & Leadership

Strategies

Kevin Higgins

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Did We Deliver?

1. Learn about best practices from BDC on

how to make Business Activity

Management sustainable and alive in the workplace.

2. Provide Practical Sales Management

principles that can be applied within your organization.

3. Share details on how this initiative is

being measured through a Learning

Evaluation study by the Canadian Society for Training and Development; funded by Human Resources and Social Development Canada (HRSDC)

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