Think Globally, Act Locally: Making Global Implementations Work

by OnTarget

Ah, the headaches of implementing a sales methodology that will work around the globe. Different languages, different cultures, different time zones...as if managing a team wasn't hard enough when everyone is in the same building.

This series of columns will take a look at the different issues involved in making a global sales organization work, based on our experience with not only our clients, but with our own global sales organization.

The first question we'll look at is what makes a global implementation of a sales methodology work? By successful global implementations, we mean that salespeople...from sales executives through the field force...are actually using the methodology. "That's what makes the difference," says Hugh Stevenson, OnTarget's CEO in Europe. "Can we get sales organizations to use our programs often enough and well enough? It sounds simple, but no matter how good a methodology is, if it's not being used, it's not doing any good."

Hugh finds three elements are critical for a successful global implementation:

A mission to be consistent around the world through the useof simple, effective tools
According to Bill Kelleher, Sector Services Executive for IBM Global Services, teaming productively within IBM and getting everyone around the globe facing in the same direction was difficult. Their approach to this problem was to implement a process oriented sales methodology and rigorously enforce the use of it. The program they chose was Target Account Selling (TAS). "With only one framework and one direction, it's much easier to bring people together," says Kelleher.

According to Kelleher, whether a member of his team is in Germany, France or Georgia, "we're all asking the same questions. The approach is consistent and offers a common language to present the opportunity to management."

"A common language for sales helps organizations get past language barriers," says Nick Nascone, Senior Vice President for OnTarget. "A process-oriented methodology creates a common operating system across the sales enterprise regardless of geography. It's the way salespeople will talk about their accounts and opportunities, despite their own native tongue. With this, they can effectively communicate using one word that will speak volumes."

A sales model that fits how your organization is organized
In order to make implementations work globally, the model has to suit how the customer is organized. For a consistent approach to work across the entire enterprise, management at all levels must be involved and supported during implementation. "From the world-wide sales executive to a European or Asian or North American manager to the country manager...all the way through to the field force," says Hugh. "Does your sales process have the ability to support the needs of sales personnel at all those levels to ensure a successful implementation?"

Check to ensure that your sales methodology includes specialized workshops for the executive leadership, account managers and front line managers, in addition to the basic workshop for the field force. These workshops should address the specific issues that these people face in making a new sales methodology work. Without support at all these levels, and rigorous enforcement by the leadership and the organization's infrastructure, the field force may often not use the new methodology consistently. And if it's not used...it can't possibly work.

Tailoring at the Local Level
"There's a perception that you can fly around the world from the US or from anywhere else, drop in and deliver a program and then get results," says Hugh. "That's nonsense. It simply doesn't work that way. This is one reason why over 90 percent of sales training retention disappears in less than a month after the workshop."

It's important to have a local spin. Each country...really any local region, has different flavors and styles...they all have unique market, customer and competitive dynamics that have to be considered in order for a program to be successful. "Companies try very hard to implement consistent field models across the world. But that rarely works," says Hugh. "For example, many countries have different go-to-market mechanisms -- one may do 60 to 70 percent of their business through channels, another almost entirely through the direct sales force." Not only do different local regions have different market dynamics, there are cultural differences in the way people conduct business in different areas of the world, and even how they learn. "I teach classes in France and Germany completely differently," says Clare Sutton, an OnTarget Instructor. "The content delivered is the same, of course, but different audiences have different cultural preferences in how they learn and how they conduct business. It's important to be able to read the audience so you don't turn them off from the start. You have to really understand the personality of the country in order to effectively teach a program."

So the message is clear. Think globally by implementing a process that delivers a consistent framework and a common language for thinking and talking about opportunities and accounts. Act locally to ensure acceptance and applicability to the unique situations in each region. And be sure to support and gain the commitment of every level of the sales organization.

Well, you've done your homework. You've chosen your partner. What now? "The ultimate value of entering into a partnership is to leverage your partner's core competencies, expertise and market penetration -- all while generating revenue for both parties," says Wendy Lea, OnTarget's Managing Partner for Channels and Alliances. "But it's not as easy as just choosing a partner. To move forward effectively, you must have a structured process for managing this partnership." Part of this process is the development of a joint go-to-market plan to facilitate partner performance that clearly outlines the roles and responsibilities of each partner. This will provide the necessary detailed insight for going to market with and through your new partner.

For more information about CHAMP, the Channels and Alliances Management Process, call (404) 965-1611 or visit our website at www.ontarget.com.