0000010036 00000 n The site also contains data about reps’ pipelines, including the size of each opportunity, what kind of technology the customer requires, and who the competitors are. They are defining a new role for their rainmakers as collegial mentors who can impart what appear to be instinctual relationship-building skills. He expected reps to have three times their annual sales quotas in their pipeline of prospects on a rolling basis, quarter by quarter. The goal isn’t to replace rainmakers but to narrow the gap between the top 15% or 20% and the rest of the sales force. An iterative process between the local reps and senior management ensures that the expectations for individual salespeople are in line with overall corporate objectives.Traditionally, sales managers assumed that if you wanted to see significant growth, you had to look at last year’s performance and then try to gauge how many new salespeople you could add, given the potential market and the ramp-up time that each new rep would require before generating revenue. To ensure that business partners (like IBM Global Services and Accenture, which implement the systems SAP sells) would be drawn into the selling effort, McDermott decided that at least half of each individual pipeline should be assigned to a business partner that would team up with SAP to close the deals.Merely setting such goals, however, is not enough. A study of a comparable program in the Korean offices of another global financial-services firm found similar, though not identical, results. “The industry has changed a lot in 15 years,” says Todd Thomson, chairman and CEO of Citigroup’s Global Wealth Management division. The result: Citigroup’s U.S. private bankers generate an average of $5.5 million per rep in revenue, compared with about $4 million average sales per rep in the rest of the industry.A dramatic transformation at SAP Americas, in particular, shows how important systematic processes can be. Pilot’s division — a large group in a mature industry — added $300 million in new business (about 10% organic growth) in 2005 alone, an improvement he attributes specifically to a reinvention of the operation’s sales process. The key to retention is to set people up to succeed. 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