MOST Analysis

Mission Statement

This first workshop is a return to basics. In the fast-paced world of sales, it’s easy to get caught up in future projections and complex strategies. However, it’s important to remember that the foundation of our business is the daily interactions with our customers. What is the point of making assumptions about the turnover we will gain in 12 or 24 months when we can demonstrate that we lose it every day with customers who come to buy and that we have not been able to transform?

The first part of our program will be devoted to identifying among your internal sales processes those that are not in line with your growth objectives. By addressing the causes of unidentified turnover leaks, we can pave the way for significant growth.

We understand the complexity of your sales organization. Decade after decade, companies determine internal processes that are supposed to be the right answer to win and retain more customers. Often, these processes are added to existing ones without simplifying them. We’re here to help you navigate this complexity.

Never in the last ten years have sales organizations been under such pressure to change and adapt to all the challenges that companies face: digital transformation, the need to innovate, successive economic crises, sustainable development and many more.

This adaptation to constantly changing market conditions pushes the company’s functional departments (HR, finance, marketing, IT, etc.) to generate more and more tools to use, data to collect and processes to apply.

We often arrive at a situation that is out of control or, starting from a sincere objective, to help the sales department gain market share, flood the sales teams with rules, information, and data. We thus create monsters that slow down growth or kill turnover. Sales teams need more time to get used to a new method or procedure before integrating another. This “always more efficient” situation often masks the negative impact on productivity, customer experience, and the desire to do well for the sales teams, which usually results in a loss of turnover.

You will learn to observe and analyse your organization to identify and value the turnover you lose every day, the main cause of which is the application of unsuitable processes. These unsuitable processes, which we refer to as ‘turnover killers ‘, are those that lead to the loss of potential sales or customers. Their financial impact has never been calculated, making them a significant but often overlooked issue in sales management.

You will understand the difference between your main KPIs and these turnover killers. The former is calculated automatically by your computerized management systems; the latter can only be identified empirically and by observing the daily activity of your organization. Turnover killers are hidden everywhere at the level of your customers and distributors, as well as in the recruitment and integration of your salespeople or the coaching or management methods of the latter. Some turnover killers are easy to correct; others require a medium-term solution.

You will know who in your organization has the best profile to identify your turnover killers and prepare the recommendations to present to your executive committee. The result to be achieved is to:

1. Perfectly understand all your sales processes and how they are used

2. Know how much turnover you lose daily because of some of these processes. You will thus earn sums ranging from a few thousand dollars to several millions. It is not about making more sales but about recovering those that you lose each day because of certain inefficient or outdated aspects of your sales organization

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Objectives

01. Introduction: What is the definition of a revenue killer? Understand revenue killers with examples. Why identify revenue killers? What skills to identify revenue killers? How do we identify revenue killers?
02. Client killers: What is a client killer? Understand client killers with examples. Method to identify client killers in B2C. Method to identify client killers in B2B.
03. Distributor killers: What is a distributor killer? Understand distributor killers with examples. Method to identify distributor killers.
04. Productivity killers: What is the definition of a productivity killer? Understand productivity killers with examples. Method to identify productivity killers.
05. Recruitment killers: What is the definition of a recruitment killer? Explain recruitment killers with an example. Identify a method to identify recruitment killers.
06. Onboarding killers: What is an onboarding killer? Understanding onboarding killers with an example. Method for identifying onboarding Killers.
07. Sales coaching killers: What is a sales coaching killer? Understanding sales coaching killers with an example. Method to identify Sales Coaching Killers.
08. Sales management killers: What is a sales management killer? Understanding sales management killers with examples. Method to identify sales management killers.
09. Reporting killers: What is a reporting killer? Understand reporting killers with an example. Significance of the method to Identify reporting Killers from the finance department. The importance of the technique in Identifying reporting killers from the sales department.
10. Resources killer: What is a resources killer? Understand resource killers as an example—the significance of the method to identify resource killers.
11. Motivation killers: What is a motivation killer? Understand motivation killers with examples. Significance of the method to Identify Motivation Killers.
12. Evaluation killers: What is a motivation killer? Understand motivation killers with examples. Significance of the method to Identify Motivation Killers.

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Strategies

01. Introduction: Determine which aspects of your company’s sales approach you will focus on to identify revenue killers
02. Client killers: Your customers are not just buyers; they are integral to your sales approach. Involve them in identifying and analyzing customer killers to make them feel valued and integral to the process.
03. Distributor killers: Strengthen your distributor relationships by empathizing with their challenges and constraints
04. Productivity killers: Improve productivity by viewing the development of turnover as a structured mathematical equation
05. Recruitment killers: Involve your customers and salespeople in evaluating your recruitment processes
06. Onboarding killers: See the onboarding of future salespeople as a real business plan
07. Sales coaching killers: See real-time sales coaching as a strategic tool to make your salespeople better than your competitors
08. Sales management killers: See sales management as a systematic and mandatory process regardless of the personality of the sales managers
09. Reporting killers: Transform your vision of the reporting system into a solving system to improve the performance of the sales team
10. Resources killers: Resolve the paradox between obtaining quick results and medium-term investment for the sales team
11. Motivation killers: To ensure the best results, develop and implement a scientific approach to motivating your sales team, providing reassurance and confidence in your methods.
12. Evaluation killers: Base the performance evaluation system on future achievements instead of a review of the past

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Tasks

01. Introduction:

1. Identify the people within your organization with the skills to analyse killer customers.
2. Adapt the method for identifying killer customers in your organization.
3. Decide where, when, and what to observe so that the results represent what is being done today within the sales organization.

02. Client killers:

1. Prepare the sample of customers who will participate in the analysis.
2. Prepare the tools and questionnaires that are useful for collecting the analysis data.
3. Prepare the program and the sequence of observations and customer interviews.

03. Distributor killers:

1. Prepare the sample of distributors who will participate in the analysis.
2. Determine what and how to observe your distributors without disrupting their daily activity.
3. Prepare the tools and questionnaires that are useful for collecting the analysis data.
4. Prepare the program and the sequence of observations and distributor interviews.

04. Productivity killers:

1. Prepare the observation reports.
2. List the tasks that do not generate revenue.
3. Analyse how the sales team optimizes its productivity between systematic and unplanned activities.

05. Recruitment killers:

1. Prepare the tools and questionnaires that will help collect data from the analysis.
2. Involve candidates and sales managers in evaluating your recruitment process.
3. Evaluate the recruitment process of a future salesperson step by step.

06. Onboarding killers:

1. Obtain feedback from salespeople and sales managers on the current onboarding process.
2. Identify unsuitable processes or steps in your current onboarding process.
3. Calculate the direct and hidden costs associated with an unsuitable onboarding process.

07. Sales coaching killers:

1. Observe sales managers in real situations, coaching their salespeople.
2. Obtain feedback from salespeople and sales managers on the current coaching system.
3. Make a quantitative and qualitative assessment of the current sales coaching system.

08. Sales management killers:

1. List the essential and useless tasks of your sales managers.
2. Observe a sample of your sales managers in real management situations.
3. Assess whether the current sales management mode aligns with your business strategy.

09. Reporting killers:

1. Calculate the time spent by sales and finance teams preparing reporting.
2. Assess the quantity and usefulness of the KPIs measured.
3. Make a quantitative and qualitative assessment of the solutions implemented following regular reporting of results.

10. Resources killers:

1. Analyse the productivity of the sales process.
2. Compare the company’s sales resources with those of competitors.
3. Analyse the internal budget decision-making system.

11. Motivation killers:

1. Assess the level of motivation of salespeople, the evolution of their performance level, and their level of commitment.

12. Evaluation killers:

1. Assess the loss of productivity linked to evaluating salespeople.
2. Assess the internal perception of the evaluation process.
3. Assess the added value of the evaluation process.
4. Measure the progress of KPIs per salesperson over three to six months to see the correlation between the evaluation and performance improvement.

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Introduction

What are revenue killers?

We are starting this program with a term rarely used in business: Revenue Killers. At a time when all companies, regardless of their size and sector of activity, are looking for performance as quic