Sales Performance: Big Data, Analytics, and a Culture of Transparency (2/3)

How to manage internal company data transparency to increase sales performance? One rule to follow: culture first, then performance.

Transparency, considered a “Big Bang” in the sales industry, requires transforming communication policy and rethinking the company’s very identity to consolidate its message in the eyes of customers and strengthen its values within sales teams.

In 2017, 92% of executives believed that digital technology strengthens the definition of common values (PwC). Indeed, digital transformation subjects companies to transparency and, consequently, demands irreproachability in the precision of their values. This cultural transition provides a breath of fresh air and, as a result, gives momentum to the company.

Making transparency and accountability pillars of sales culture is one of the most delicate steps in building optimized sales teams. Indeed, transforming the way your team works and thinks can quickly encounter internal resistance (demotivation, opposition, fear, etc.). Nevertheless, the gains are considerable once team members start working together in an atmosphere of trust.

How to implement a culture of transparency for performance?

Moving from control to trust

In 2014, 87% of French people considered internal communication actions essential. That said, due to a lack of information transparency, 50% do not trust what is said, 20% believe the information is falsified, and 18% suspect they are victims of manipulation. How can the problem of employee distrust towards sales management be resolved?

Information opacity is the biggest factor in a team’s inefficiency. Transparency within a sales organization is therefore highly recommended for increased productivity.

How can sales managers motivate their teams in the face of this major organizational and cultural change?

• It is important that employees do not feel ‘watched’ by their hierarchy. Company directors must participate in this increased transparency of their activity, performance, and objectives, just like managers and sales representatives. When senior management is transparent with its teams, a sales culture of transparency naturally takes hold. “We wanted our employees to be involved at all levels of the strategy and to give their best. And for that, we needed transparency,” shares Benjamin Tierny, CEO of Dernier Cri.
• For example, the CEO of Mars, Thierry Gaillard, organizes a 30-minute meeting every 6 weeks, titled “Let’s Discuss It,” to address all employee concerns. This practice helps create a strong bond of trust between employees and the leader.

Promote active communication

Digital platforms, proactively implemented by management, foster creativity and communication and establish a mindset based on trust and transparency. To date, they have become an indispensable tool that generates cohesive and stimulating work teams.
How to develop a transparent digital platform that promotes achieving objectives?

• Provide everyone with the same access to logistical information and company news, in addition to a space for asking questions, sharing skills and ideas within a secure framework supervised by the manager. Everyone must feel free to ask questions and share their ideas, even at the risk of being wrong without being humiliated, in order to increase motivation.
• At Air France, a “non-punishment for error charter” was introduced after management realized that accidents were primarily due to human error. As such, employees are invited to report their errors and malfunctions anonymously. Admitted errors are forgiven, and no sanctions are imposed. However, unacknowledged errors are penalized.
• Furthermore, HCL implemented the “Feed Forward” system. On a voluntary and anonymous basis, everyone can provide feedback on the skills they appreciate and those they recommend developing in a colleague they have worked with. The goal is to propose professional development areas without traditional hierarchical evaluations. Communication through the hierarchy is thus streamlined.

Promoting well-being for performance

Through its transparency, a new open and digital workspace leads to more dynamic collaboration.

• Transparency within the company means that each sales representative knows what is happening in the organization: which companies are targeted and which sales representative is handling which account. Indeed, greater clarity on everyone’s role eliminates potential bitterness regarding competition among sales representatives and fosters collaboration and, consequently, sales performance.
• For example, Disneyland created a “Municipal Council” that meets 4 times a year. This council comprises volunteer employees responsible for addressing “small daily concerns” identified by “neighborhood facilitators” who report problems.
• Finally, digital tools that foster collaboration are an implicit factor in employee satisfaction and well-being. Indeed, employees are more likely to believe their company cares about their well-being if it provides them with effective collaboration tools.

Establishing healthy competition for greater efficiency

Making each sales representative’s activities visible, measurable, and quantifiable by the team is the key to efficiency.. Indeed, easy access to one’s performance through digital means allows one to keep objectives in sight.

• The principle of “gamification” is one of the methods, taking the form of a challenge, that encourages sales representatives to achieve their sales objectives. Indeed, 81.3% of executives observe a real increase in their turnover thanks to the organization of sales challenges.
• Furthermore, the gratification system (e.g., managers’ marks of satisfaction through “likes” or digital comments) improves teamwork. However, a technique to adopt would be to reward only 30% of the best sales representatives to accelerate their desire to win and excel.

Encourage innovation

Finally, thanks to the transparency provided by digital technology, sales representatives have the opportunity to develop their innovative ideas and create added value.

“Data applied to a business problem generates innovation” (Ibrahim Gokcen, Maersk)

At Orange, social innovation ideas are collected on the IdClic platform, regardless of employees’ profession, status, or seniority. The proposed ideas are then analyzed by volunteer experts (feasibility study, estimated gains) and potentially deployed. The results are in: since 2007, 1/3 of employees have participated (approximately 122,000 ideas), 10% of the ideas have been implemented, and they have generated several hundred million in savings.

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• Sales Performance: Big Data, Analytics, and a Culture of Transparency (1/3)
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