Capacitação em Gestão de Vendas - primeiro

Capacitação
Marketing & Vendas
Quem somos
Empresa de consultoria que atua no mercado brasileiro e internacional desde 2000
apoiando nossos clientes em questões estratégicas, tecnológicas, processos e
operações.
Nossos consultores sao executivos sêniors, com experiência destacada em
empresas de diversos portes e segmentos, sempre na busca de melhores resultados
para nossos clientes
Nossa missão
Criar valor através da inovacao estrategica, modernizacao e
alavancagem financeira e operacional
Mercados e Serviços
Empresas de Soluções e Serviços TI
• Planejamento Estratégico & Marketing
• Go To Market Plan & Execution
• Plano de Negócios
• Programa de Canais e Alianças
• Recrutamento & Seleção e Gestão de Canais
• Gestão de Operações
• Valuation / Merge / Acquisition
• Aprimoramento de Gestão
• Plano de viabilidade técnica & econômica
ALGUNS CLIENTES
Sócio Diretor da PA Latinoamericana
Allan Adolfo Pires
• M ais de 20 anos de experiência em marketing, vendas e
desenvolvimento de negócios junto a empresas de tecnologia e
consultoria na América Latina.
• D iretor executivo de empresas internacionais de soluções de
gerenciamento, tais como, IFS, MRO Software, Support Systems e
Grupo Sonda Procwork.
• Professor de Negócios & Gerenciamento de TI
• Graduado em Matemática, pós-graduado em Análise de Sistemas e
Gerenciamento de Negócios
• MBA Internacional Executivo – FIA USP / Universidade de Cambridge /
EM LYON / Universidade Vanderbilt
• Coordenador das PSVs Gestão empresarial e Industrial
• CEO da TARGIT BRASIL
MÓDULO 1
MODELO DE NEGÓCIO
ÁREA DE VENDAS
AGENDA
•  Modelo de Negócio
•  Processos da Gestão de Vendas
•  Estabelecimento de objetivos
•  Canais de Distribuição ( diretos, indiretos e alianças )
•  Gestão de resultados ( Mapa de Indicadores )
Presença do Cliente: graus de contato
Contato: Intensidade e Extensão
Isto é modelo de negócios? •  Saas •  Venda em loja -sica e E-­‐commerce •  Receita de anúncio 10 Isto não é modelo de negócios •  Saas – Modelo de precificação ( pricing model) •  Venda em loja -sica e E-­‐commerce – Modelo de canal ( Channel Model ) •  Receita de anúncio – Modelo de receita ( revenue model 11 MODELO DE NEGÓCIOS •  Um Modelo de Negócios, descreve os fundamentos de como uma organização cria, entrega e captura valor. •  É uMlizado para representar os aspectos essenciais de um negócio, incluindo objeMvo, ofertas, estratégias, infraestrutura, estrutura organizacional, práMcas comerciais, processos operacionais e políMcas. 12 Missão de Vendas “Facilitar o processo de aquisição de soluções/serviços do CLIENTE ALVO de acordo com sua necessidade e/ou desejo .... e atenda as expectaMvas dos invesMdores e colaboradores” Ou seja, apoiar o cliente para que o processo seja mais Eficiente Eficaz 13 MODELO DE NEGÓCIOS RESULTADOS ECONÔMICOS
MODELO DE NEGÓCIOS
INSUMOS 1.  Recursos 2.  Competências 3.  Inovação 14 Estratégias e Tecnologia
Estratégias da Organização
Estratégias da área comercial
Objetivos da área comercial
Visão Gestão Estratégica
QUESTIONAMENTOS INICIAIS PARA O PLANEJAMENTO ESTRATÉGICO
• O que desejamos fazer? (missão)
• Onde queremos chegar? (visão de futuro)
• Ambiente externo onde atuamos (atual e futuro)
• Ambiente interno e suas características (pontos fortes e pontos fracos)
• Quem é o nosso cliente e o que ele considera de valor?
Etapas
FOFA
Externo
Missão
Visão
Valores
Objetivos e
Estratégias
Metas
Ações
Implementação
Controle
Interno
Avaliação
PLANEJAMENTO ESTRATÉGICO: DIRECIONADORES DA ESTRATÉGIA •  Lock in do mercado
•  Concentração
•  Volume
•  Ameaça de integração
•  Determinação de preços
•  Crescimento do setor
•  Custos fixos
•  Diferenças/Similaridades entre os produtos
•  Força da marca
•  Custo de troca de fornecedor
•  Concentração
•  Regionalização / Globalização
•  Barreiras de Saída
•  Custo de troca de fornecedor
•  Propensão dos clientes
•  Relação preço/rendimento
•  Força da marca
•  Funcionalidades embutidas
em novos produtos
•  Economia de escala
•  Patentes
•  Identidade da marca
•  Custos de troca
•  Exigência de capital
•  Distribuição
•  Legislação
•  Relação oferta/demanda
•  Volume de compras
•  Custo de troca
•  Nível de informação
•  Produtos alternativos
•  Sensibilidade de preços
1 •  Identidade
da marca
COMPETITIVIDADE: 5 FORÇAS DE PORTER 19 DIRECIONADORES DA ESTRATÉGIA
Eficiência Operacional (Volume) Lucro no
volume vendido
Diferenciação
pelo Produto
(Inovação/
P&D)
Zona de Risco
para PME s
Lucro no volume
produzido
POSICIONAMENTO
ESTRATÉGICO
Lucro
garantido
Lock do Sistema (Padrões) Lucro em
cada venda
InWmidade com Cliente (sob medida) SETORES DE ATUAÇÃO HORIZONTAIS
(Processos de Negócio Genéricos)
VERTICAIS
(Atividade Econômica)
Automação da Força de Vendas Gestão de Recursos Humanos Contas a Receber Contas a Pagar A
G
R
I
C
U
L
T
U
R
A M
A
N
U
F
A
T
U
R
A F
I
N
A
N
C
E
I
R
O
21 ABRANGÊNCIA GEOGRÁFICA •  Onde estão os clientes, os quais, queremos vender para eles? •  Como estão organizados? •  Eles sabem dos nossos produtos e serviços? •  Conseguimos demonstrar nossos produtos e serviços para eles? •  Eles querem comprar nossos produtos e serviços? •  Conseguimos entregar nossos produtos e serviços para esses clientes? 22 ABRANGÊNCIA GEOGRÁFICA MERCADO GLOBAL •  Matriz da Posição CompeMMva Internacional Força
dos
Produtos
e
Serviços
Barões
Reis
Comuns
Aventureiros
Cobertura Geográfica
Fonte: Traduzido e adaptado de Gogel, R
and Larreche, JC (1989)
23 ESTRATÉGIA DE INVESTIMENTOS IDENTIFICAÇÃO DAS ÁREAS VITAIS Atividades de Apoio
•  Cadeia de Valor Genérica –  Exemplo INFRAESTRUTURA DA EMPRESA GESTÃO DE RECURSOS HUMANOS DESENVOLVIMENTO DE TECNOLOGIA AQUISIÇÕES LOGÍSTICA INTERNA OPERAÇÕES LOGÍSTICA EXTERNA MARKETING Atividades Primárias
E VENDAS SERVIÇOS PÓS-­‐VENDA 24 Conceitos
Perspectiva: Cliente
Estratégia
Participação no Mercado
Objetivo
Métrica
Meta
• Aumento do market share
•  Em 03 anos/Mensal
• IMS >= 25 %
• Aumento qualitativo da carteira
• Em 01 ano/Mensal
• IQC >= 60% ( do
Faturamento Mensal)
• Em 01 ano/Mensal
• Realização de visitas
• Em 01 ano/Mensal
• Preservar o índice de clientes
ativos
*Carteira colocada até o 5º dia
em relação ao Faturamento.
•  IVC >= 24
*visitas por mês/vendedor
• ICI <= 2%
• (2% Clientes C4 por carteira )
Iniciativa
Lista de objeMvos ESTRATÉGICOS para vendas EFICIÊNCIA
EFICÁCIA
Menor custo por processo de venda
Maior produtividade da equipe comercial
Maior retorno por cliente
Reduzir custo de pós-venda
Reduzir descontos
Garantir Faturamento Recorrente
Reduzir Time to Market
Vender para o cliente certo
Vender a solução certa
Vender o volume certo
Aumentar market share
Aumentar o cross selling
Penetração em novo mercado
Penetração com novo produto
Vender com ROI necessário
Aprimorar Pré-vendas
Aumentar o Fat. Recorrente
Aprimorar a cobertura de mercado
# de win backs / recompra
Aumentar # de usuários
Vender replicação
Aumentar satisfação dos clientes
27 Key elements of a go-­‐to-­‐market strategy Identify
business
implications
Develop
customer
insights
•  Define the
market
•  Understand
customers
through
multiple lenses
•  Segment
customers
Translate
insights
into a
segment
strategy
•  Prioritize
Implement the marketing mix
Have
financial
impact
Design
the value
proposition
Provide a
distinctive offer
customer
segments
•  Develop
segmentspecific
strategy
•  Perform a
competitive
analysis
•  Design the value
proposition
•  Evaluate the
value proposition
•  Identify business
implications
28 Brand/comms
Product
Pricing
Implementation
Sales and
channel
•  Manage
branding and
marketing
communications
•  Develop product
strategies
•  Develop pricing
strategies
•  Define and
manage channel
delivery
•  Execution
plan
Key elements of a go-­‐to-­‐market strategy – Preparing the markeMng plan Identify
business
implications
Develop
customer
insights
•  Define the
market
•  Understand
customers
through
multiple lenses
•  Segment
customers
Translate
insights
into a
segment
strategy
•  Prioritize
Implement the marketing mix
Have
financial
impact
Design
the value
proposition
Provide a
distinctive offer
customer
segments
•  Develop
segmentspecific
strategy
•  Perform a
competitive
analysis
•  Design the value
proposition
•  Evaluate the
value proposition
•  Identify business
implications
29 Brand/comms
Product
Pricing
Implementation
Sales and
channel
•  Manage
branding and
marketing
communications
•  Develop product
strategies
•  Develop pricing
strategies
•  Define and
manage channel
delivery
•  Execution
plan
Basic steps and elements of the markeMng plan Step 3
Step 2
Step 1
Marketing strategy
development
Target market
selection
Market and
competition analysis
End products/
key information
•  Market size
•  Market growth
•  Strengths and
weaknesses of
competitors
•  Competitors'
behavior
•  Market
segmentation
•  Positioning
•  Differentiation
factors
•  Market share
30 •  Marketing mix
– Product
– Price
– Place
– Promotion
Which customers have the highest need?
• Businesses where service is differentiator / core
• Frequent customer interactions with employees
• Size of impact on customer s economics
• Decision size relative to other priorities
POTENTIAL ISSUES
TO BE ADDRESSED
SALES AREA
Which customer
segments should
we target?
Which have highest purchase propensity?
• Strategic priority
• Budget availability
• Rapid decision process; fewer decision makers
What is the size and growth of each segment?
Who are our true competitors?
• New entrants?
How should We
achieve $50 mil
revenue profitably
within 3 years and
optimize the
return to its equity
investors?
Do we have a
superior value
proposition?
(price/feature
combination)
What unique features or capabilities does
OUR S product / services offer?
How do customers value these differences?
What proportion of the customer value we create
do we capture through our pricing strategy?
Does our brand clearly communicate our
positioning and differentiation?
• Key messages to target segments
• Brand attributes, promise and personality
• Message consistency (eg: PR, collateral, media)
Are we
communicating
our superior value
effectively?
Do we have an effective marketing
communications program?
• Thought leadership program (PR, whitepapers,
webinars, speaking opportunities, analyst reports)
• Content-rich, search engine-optimized website
• Channel support materials (sales collateral, demo,
ROI analyses, RFP / presentation support)
• Promotion of initial solution to new customers
• Cross- / up-selling services to existing customers
Are we using the most effective sales channels
(channel economics; fit with target customer
segments; ability to master sales process)?
• New customer sale vs. up-sell to existing
POTENTIAL ISSUES
TO BE ADDRESSED
SALES AREA
(continued)
How can we identify and replicate best practice
approaches from current successful resellers?
How can we
optimize our sales
partner (alliances)
and channel
strategy?
How should WE
achieve $50 mil
revenue profitably
within 3 years and
optimize the
return to its equity
investors?
How should we attract new channels that fit the
desired channels criteria? Alliance partners?
How can we optimize channel training ?
Do channel compensation, incentive and co-op
programs reinforce our product / market focus?
Have we optimized the sales channel support
systems and process, and skills?
How can we
deliver quality
leads consistently
to our sales
channels?
How can we direct market most efficiently
(database / lead source, email / mailer programs,
tradeshows, newsletters, webinars)?
How can we efficiently / cost-effectively leverage
an inside sales / telemarketing program?
How can we optimize sales automation tools /
processes for lead capture and distribution?
Based on our core competencies, what range of
new product / service ideas could we offer?
What should our
product marketing
(new product
development)
strategy be?
Which technology
partners
(alliances) should
we pursue?
Size and attractiveness of each target market?
With which existing or future services would we
compete? What are the key differentiators?
Key technology and delivery elements required?
Platform integration required? Alliance partners?
What are the first cut economics of each?
POTENTIAL ISSUES
TO BE ADDRESSED
SALES AREA
(continued)
How can we
streamline
professional
services for
maximum
efficiency and
effectiveness?
How can we implement customers efficiently, set
realistic expectations and train users to deliver
maximum benefit from our solution?
How can we optimize staffing and skills?
What technology can we feasibly deploy to
maximize efficiency and effectiveness (time,
resources, cost)?
Have we optimized the service delivery process?
What customer-driven metrics should we use?
How much funding do we need over what time
period (scale / refine technology, accelerate
marketing / sales, secure key management)?
How should WE
achieve $50 mil
revenue profitably
within 3 years and
optimize the
return to its equity
investors?
What funding and
governance
strategy should
we pursue?
Which equity investors are best fit (alliance intros,
prospect and talent rolodex, sector experience)?
What is optimal investment timing (pre-money
value, dilution factor, terms) ?
What is optimal Board composition? Should we
introduce technical or client advisory boards?
What are the implications for professional advisor
selection (audit, legal, bank, insurance)? Internal
controls and financial reporting expertise?
Prior to an IPO exit, what internal metrics do we
need to achieve? What external economic factors
need to occur?
What exit strategy
will maximize
value within the
target timeframe?
For an acquisition exit, for which alliance partners
would we be the most attractive target, and which
can act as effective sales channels or technology
alliance partners today?
On which exit actions should we focus in the
short-term, to prepare for eventual exit (SEC
reporting processes, alliance development)?
34 INFRASTRUCTURE
OFFER
CUSTOMERS
“ADVANCED” BUSINESS MODEL CANVAS: Template A Visual Template for Mapping, Optimizing, and Designing Business Models & Value Chains KEY PARTNERS q  SUPPLIERS q  PARTNERS KEY ACTIVITIES q  PROCESSES KEY RESOURCES q  EMPLOYEES/IP VALUE PROPOSITIONS q  CUSTOMER ITENN PROBLEM/JOB CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS CHANNELS q  MACHINERY q  INVESTORS/ ENVIRONMENT q  PRODUCT/ SERVICE COST STRUCTURE REVENUE STREAMS Based on Business Model Canvas: hlp://en.wikipedia.org/wiki/Business_Model_Canvas “ADVANCED” BUSINESS MODEL CANVAS For Apple’s iPod (2001)
KEY PARTNERS q  SUPPLIERS Original Equipment
Manufacturers
(OEMs)
q  PARTNERS Record
Companies
q  INVESTORS/ ENVIRONMENT KEY ACTIVITIES q  PROCESSES -  Hardware Design
- Software Design
-  Marketing
KEY RESOURCES q  EMPLOYEES/IP -  Staff
-  Apple Brand
q  MACHINERY q  PRODUCT/ SERVICE - IPod Hardware
- iTunes Software
Content &
-Agreements
COST STRUCTURE -  Employees
-  Manufacturing
-  Marketing &
Sales
VALUE PROPOSITIONS “A Thousand Songs
in Your Pocket”
Seamless Music
Experience on
Demand
ITENN q  CUSTOMER PROBLEM/JOB CUSTOMER RELATIONSHIPS “Lovemark”
Switching
Costs
CUSTOMER SEGMENTS Mass Market
“Luxury Spot”
CHANNELS iTunes Store
www.apple.com
Apple Stores
Selected Retail Stores
-  Fragmented and
Low–Fi Music
Experience
-  To Effortlessly
Listen to High Quality
and Diverse Music at
Any Time
REVENUE STREAMS -  iPod Hardware
-  iTunes Store
-  Commissions
Based on Business Model Canvas: hlp://en.wikipedia.org/wiki/Business_Model_Canvas MONTAGEM DOS BLOCOS Strategic Plan
Health Check & Plan
Alignment & Measurement
- Balanced Scorecard
Synergy : Org. Restructuring
Sponsorship
Goal-Setting
Follow Through
Right Man-Right Job
People
Capability Building
Leadership Capability
Productivity & Flexibility
Continuous Improvement
Linking HR to Performance
Great Place to Work
Leadership
Systems & Processes
Management Control Systems
Process Design , Re-engineering
Best Practices
Standard Operating Procedure
IT Strategy & Automation
Change
Management
Minds Path Matrix
Communications
Attitudes & Climate
Change Assessment Measurement
Project
Management
Progress & Outcomes
Estimating
Scheduling, WBS
Taskforce, MAT
Risk Management
38 Sistemas Produtivos
Conceito
Materiais
Informação
Máquinas
Pessoal
Energia
Instalações
Conhecimento
Pacientes, etc.
Matérias-Primas
Óleo bruto
Clientes, etc.
Sistema
Produtivo
Entradas
Tratamento de saúde
Fabricação e montagem
Processos químicos
Atendimentos, operações
Bens
Serviços
Saídas
Pacientes sadios
Automóveis
Gasolina, óleo, etc.
Rendimentos, etc.
Sistemas Produtivos
Conceito
Inputs?
Vendas
Entradas
XXXXXXXXX
Outputs?
Saídas
XXXXXXXXX
XXXXXXXXXX.
O processo de vendas Dubinsky (1980) expõe sete passos reconhecidos como formadores do
processo de vendas, são eles:
1. Prospecção: Utilização de técnicas para identificação de possíveis clientes;
2. Pré-abordagem: Informações são coletadas a respeito do cliente a ser
abordado para que o vendedor se prepare para a visita;
3. Abordagem: Este passo está relacionado aos primeiros minutos de uma
visita de vendas;
4. Apresentação de vendas: Esta é a principal parte do processo de vendas, na
qual os vendedores apresentam suas ofertas e seus benefícios;
5. Lidar com objeções e superar resistências: ênfase nos benefícios para
estimular a compra;
6. Fechamento: solicitação dos pedidos;
7. Atendimento pós-venda: os vendedores continuam a enfatizar a satisfação
do cliente no período após a venda ter sido realizada.
43 PRINCIPAIS PROCESSOS -­‐ VENDAS Sales &
Distribution
Strategy
Institutional
Selling
Distributor
Management
Trade
Marketing
Sales &
Distribution
Strategy
Sales Strategy
Framework
Sales Meeting &
Everyday
Effectiveness
Institutional
Selling
Sales
Management
Control System
Distributor
Management
SPIN Approach
To Selling
Sales Force
Management
Trade
Marketing
Incentive
Planning
Sales Strategy Framework
Buying
Situation
Account
Targeting
Strategy
Buying
Center
Relationship
Strategy
Organizational
Buyer Behavior
Account
Salesperson
Sales
Strategy
Buying
Process
Sales Channel
Strategy
Buying
Needs
Selling
Strategy
Sales Management Control System-Example
Sales/ Mkt Head
BC members
Forecast
Control
Plan
Report
Mission, Vision,
Corporate Values, Group
Policy
Resource
Planning
Financial
Budget
Review of
annual
Sales plan
Five Year Business Plan
Corporate
policy
Annual sales
Report
Annual Business Plan
Review
Annual Operating Plan
Action Log
Quarterly Sales Report
Business head
Quarterly sales Plan
Review
Forecast
Action Log
Last year performance
Monthly sales Plan
Monthly Score Card
Marketing Info Sys
Sales Force
Seg.Head
Review
Weekly sales Plan
Action Log
Cumulative Weekly
Score Card
Census
Contact
Strategy
Daily Activity Control Sheet
Weekly
Contact Plan
Check List
Daily Score Card
Spin Selling –Needs Creation Selling
S - Situation
Discuss, understand or explain the situation with the prospect
P - Problem
Next identify the problem that exists or could arise.
I - Implication
Explain, discuss or understand the implication of the problem
for the prospect's business (i.e.., what organizational
improvement can potentially be achieved)
N - Need
This effectively creates a need or opportunity to rectify the
problem (with the sales person's product/service).
Sales Force Management Framework
Recruiting/Selection
Objectives
Training
Objectives
Realism
Initiation to
Task
Person
Outcomes
Task Specific
Self -Esteem
Job
Outcomes
Job
Satisfaction
Job
Involvement/
Commitment
Congruence
Role Definition
Resolution of
Conflicting
Demands at Work
Performance
Incentive Planning-Approach
• 
• 
• 
• 
• 
• 
• 
Pure Commission
Quota
Territory Share Goal
Share/Share Change
Relative Measure
Relative Rank
Flat Rate
Ø 
Ø 
Ø 
Ø 
High Motivation
High ROI
Low Motivation
Low ROI
Productivity Study : Day in the Life Of
Salesman
• 
How the salesman actually spent the day
7%
23%
1%
7%
Active Selling
23%
– 
– 
– 
– 
– 
– 
39%
Delivery / Order Taking
Administration
Travelling How the salesman
Passive
Selling he spent Available
thought
the day
55%
10%
10%
15%
10%
• 
Active Selling
Delivery
/ Order
How the salesman
would
likeTaking
to spend Administration
the day
Travelling
Passive Selling
50%
Active Selling
Administration
Passive Selling
10%
Available
15%
15%
Active selling
Passive Selling
Administration
Delivery Order Taking
Traveling
Available/Free
Comparison of
–  Reality
–  Perception
–  Ideal
10%
Delivery / Order Taking
Travelling
Available
A full day in the life of a
salesman studied & time spent
on
• 
Diagnosis of sales man s
productivity & alignment to
business needs
Selling Execution: Salesman Checklist
Compliance
15%
67%
69%
68%
100%
PREPARATION
BUILDING THE
RELATIONSHIP
Complied
• 
IDENTIFYING THE NEEDS
AND OBJECTIONS
CLOSING THE DEAL
ADMINISTRATION
Not Complied
Pre-meeting, Meeting & Post-meeting issues analyzed on
–  Preparation, Building relationship, Identifying needs & objections, closing &
administration
• 
Diagnosis of sales man s selling effectiveness & alignment to business needs
Sales Audit : Sales Meeting Effectiveness
Sales Meeting Effectiveness
• 
Asking questions
Listening
Qualifying (the opportunity for both parties)
Discovering hot buttons (wiifm-what’s in it for me)
Building rapport
Establishing trust
Developing credibility
Developing a valuable relationship
Addressing objections
Planning next action steps
Confirming understanding
Asking for referrals
Seeking additional opportunities to serve & sell
Evaluating responses & results (positive/ negative)
Affirming decisions (minimizing buyer’s remorse)
• 
• 
Analyzes the
effectiveness of
salesman during the
course of the meeting
Analyzes soft sales
skills
Diagnosis of sales
man s soft skills & retraining priorities
assessed