Sara Ceder, Manager at Ascend, has a passion for Sales Excellence
What does Sales Excellence mean for organizations that you meet?
For most of our customers Sales Excellence answers the question “How can I use my sales organization in the best way to outperform growth targets?"
The reasons organizations ask themselves that question vary. Some are wondering because they are start-ups and never had a sales organization before. Others have identified inefficiency. A feeling or fact indicating that doing things differently could improve results.
How are you helping organizations?
We are guided by our experience of topics commonly addressed in a sales excellence context – meeting organizations where they are. Some have not yet concluded what their pain points are, while others already know specific areas they need to address. We work through diagnosis, design, and embedment in various depths.
- Diagnose using key questions of a sales strategy is powerful. Each question relates to a set of potentially missing pieces. For example: “Where to Play?“ relates to a customer’s segmentations and market analysis. Whereas “What capabilities are needed?” might relate to sales reps’ assessment, trainings or reorganizations.
- Design of missing pieces is always done with the customer in focus. Ways of working, tools and strategies that are designed have one purpose: to drive the customer along their buying journey. In general, improvements in sales organizations often comes down to being more proactive and closer to the customers.
- Embed and secure sustainable change to see results. We work a lot with sales simulation and on the job coaching. The format is adjusted to size of organization of course. A one-day workshop for our start-up partnerships, and program of 3 years for a large multinational organization.
Why do you have a passion for Sales Excellence?
Working with Sales Excellence is enabling new business opportunities, and I am always eager to see that happen.
One important part of the work is to sort out what sales reps should not be doing. For example, which customers are not the target group or what activities do not belong to sales. Another part is to set a minimum standard of what sales reps always should be doing. That is in customer relations of course, but also in collaboration with marketing, product – and delivery functions. Most sales organizations have a strong and creative drive to fulfill customer needs. With priorities and a common ground set, the sales machine starts working at a new level and magic happens!