anaplan and opensymmetry top sales planning best practices

© Copyright 2015 The Sales Management Association.

Sales Management Association Webcast

30 April 2015

Presented by

The Top Sales Planning Best Practices for 2015

http://www.linkedin.com/in/kellytousi

https://twitter.com/ZSAssociates

https://uk.linkedin.com/pub/jon-clark/1/a89/4b4

https://www.linkedin.com/in/lauraaroach

https://twitter.com/OpenSymmetry


About The Sales Management Association

Slide 2© 2015 The Sales Management Association. All rights reserved.

A global, cross-industry professional association for sales operations and sales management.

Focused in providing research, case studies, training, peer networking, and professional development to our membership.

Fostering a community of thought-leaders, service providers, academics, and practitioners.

Learn More: www.salesmanagement.org

http://www.salesmanagement.org/

Today’s speaker’s

Slide 3© 2015 The Sales Management Association. All rights reserved.

#SalesPlanning

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30 April 2015

Presented by

The top sales planning best practices for 2015







5/5/15 5© 2015 Anaplan, Inc. All Rights Reserved. Anaplan Confidential Information

SALES

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REALITY & MINUTIAImproving sales performance is a constant struggle

• Manual processes and spreadsheets• Changing priorities in corporate objectives • Legacy systems that are not flexible• Increasing complexity in sales processes• Inability to adapt to change and disruption• No modeling & planning solutions (What-If Scenarios)• Data stored in disparate systems (CRM, ERP, HR)• Lack of collaboration across the enterprise/stakeholders• Visibility of accurate sales data (i.e. forecasts, historical)


REALITY & MINUTIADIFFICULT TO ALIGN SALES WITH CORPORATE OBJECTIVES

Corporate Objectives

AlignmentTERRITORY & QUOTA

PLANS

INCENTIVE COMPENSATION

PLANS

SALES FORECASTING

DEALDESK

MisalignmentACCOUNTSEGMENTATIONS


OPERATIONS

SALES

HR

FINANCE

ITMARKETING

Limited scale &

collaboration

No audit & controls

Resource intensive

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Misaligned plans

No Trust

in data

A BROKEN LANDSCAPE

© 2014 Anaplan, Inc. All Rights Reserved. Anaplan Confidential Information

Plan & model multiple ‘what-if’ scenarios with collaboration across the enterprise in a few hours

Align sales plans with corporate objectives & goals 1st time ever

Change business drivers & view sales performance metrics & results instantly

Assign & manage sales territories, quotas & incentive compensation one integrated platform

Improve sales forecasting accuracy Between 75%-80%

Calculate sales performance & compensation in seconds

WHAT IF YOU COULD DO MOREWhat more, or less, could look like


A COMPREHENSIVE SPPM SUITE

REPORTING & ANALYSIS, WORKFLOW, AUTOMATION, PERFORMANCE, SCALABILITY, DATA INTEGRATION, CALCULATION ENGINE, DOCUMENT

MANAGEMENT

Territory Managemen

t

Sales Capacity

Management

QuotaManagemen

t

Incentive CompensationManagement

CreditingManagement

DealDesk

SalesForecasti

ng

Sale

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erf

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Territory Planning

Account Segmentati

onPlanning

Sales CapacityPlanning

QuotaPlanning

Incentive Compensation

Planning

Account ScoringPlanning

CreditingPlanning

SALES PERFORMANCE PLANNING & MANAGEMENT (SPPM) Framework

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Copyright © OpenSymmetry Inc. Proprietary Information

Delivering on Sales Promises

Top sales planning best practices

Presented by: OpenSymmetryJon Clark, Laura Roach

Date: 30 April 2015

www.opensymmetry.com

11


The ChallengeIntegrated PlanningAdapting to Market ChangesHolistic SPMSuccessful Change Management & Collaboration

Are you delivering on your sales promises?

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QuotasThe goal, the WHAT your

trying to achieve

Driving your Sales

TeamTerritory

WHO, WHERE you are going to go to achieve

DESIGNHOW you will pay,

motivate, drive performance for

achievement

So What?If you don’t know the

WHY to what your driving

© 2012 Forrester Research, Inc. Reproduction Prohibited

Alignment with Growth Opportunities

Jan. 2015 Forrester report: “Grow Your Revenue Stream With Customer-Centric Finance”

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A Big Problem

say retaining good performers will be a big problem in 2014/2015.

More than a third of sales leaders are increasing salaries to keep their best people.

56%

>30%

source: BMS Quarterly Sales Index April 2014

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A Big Problem (continued)

34%counter-offer from

existing employers26%

unable to meet

salary expectations

19%offer from other

employer

11%Long recruitment

process

11%long recruitment

process

reasons for losing top talent

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Top Business Issues for Sales in 2015

Source: SIRUSDECISIONS, 2015 ISMM

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1. 99% total company team attainment of sales quota

2. 75% of sales reps achieving individual quota

3. 13.1% YOY growth in total company revenue

4. 3.3% improvement (reduction of) average sales cycle

*According to Aberdeen Report, Beyond the Quota: Best-in-Class Deployments of Sales Performance Management

Companies deploying Best-in-Class SPM solutions experience:

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++++Significant Return on Sales Performance InvestmentBest-in-Class companies that invest in SPM experience this:

2XQuicker Sales37% Faster Growth

Shorter Sales Cycles

36%Lower Turnover

25%More Sales Reps Making Quota

7%

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success is:

when it works. picture that.

How do you measure success of your plans?

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Plans Working?

Ops

CoreStrategi

cRevenue Growth Increasingly Profitable SalesEffective Penetration of New MarketsIncreasing Market ShareGaining Competitive AdvantageIncreasing Channel LoyaltyOverpayments/Errors

Low Ratio of Admin & IT Resources to PayeesEffective Auditing and TrackingHigh Payee Engagement and StabilityHigh Percentage of Payees Achieving Q

Effective New Product LaunchIncreasing Ability to Deliver New PlansIncreasing Ability to Handle Complexity and Change

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Placeholder

Feel like we need the current state to future state slide on how we were able to execute and how we can help others

to plan this out on this slide

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What’s your SPM Maturity Number?

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OS Smarter Salesforce Model

SPM – Smarter Sales Force Assessment

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Ch

an

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an

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tDesign

Enabling Technologies

Business Process Management

Business Intelligence

Sales Strategy

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Value Grid Assessment Example

Positive Impact to Sales Performance in FY13/14

Eas

e of

Impl

emen

tatio

n

Notes:

Size of bubble shows relative upfront cost

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ICM Solution

Target Setting

Pay dataSubs

Salesforce Competency Assessment

Clarify Career Maps

Plan Design

Prog Design Revisit

Territory and Quota Alignment

High

Medium

Low

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High Tech Case Study

the PROBLEM

theSOLUTION

• Business being restructured with new leadership• Changed sales strategy• Losing market share• Under achieving on sales goals• Shift in Channel vs. Direct Sales

• SPM Maturity & Assessment• Future state roadmap• Channel and territory alignment

a trusted leader & proven partner.success is:

We never expected to achieve 105

percent of quota in the first month.

-Krista Endsley, AbilaCEO

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the PROBLEM

Pharma & Medical Devices Case Study

theSOLUTION

• Sales Role Assessment• Plan Design by sales role• Modeling of future state plan

designs• Implementation of SPM solution

a trusted leader & proven partner.

success is:

Providing research, development, production of bio-tech and pharmaceutical drug therapies.

Needed to adapt to changing market and customer landscape & shift to a customer driven focus

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Ineffective leadership

sponsorship

Peer Support and alignment by middle

management

Resistance to Change from employees

Most fail before they start

due to lack of resources or

planning

70%of Change Efforts Fail

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Understanding the Scale of the ChangeLow Challenge Aspect High Challenge

Urgency of Change

Long-term/Not business critical

Urgent/Business Critical

Business Strategy

Minor course correct Major change/ re-focus

Sales Strategy Minor course correct Major change/ re-focus

New Products No new products Major new products being launched

New Territories Current geography, no territory re-alignment

Regional expansion, major territory alignment

Plan Design Minor changes Major redesign across all roles

Process Change Minor changes Major redesign

Technology Change

Minor changes Major redesign including new systems

Sales Organisation

No or minor changes Major re-organisation

Business Communication

Two-way, transparent and regular, multiple channels

One way, high level, infrequent

Individual Communication

Regular one to ones on performance/career mgt.

Managers tend not to be open with staff

Experience On large scale projects None – either poor experience of no

experience

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Stakeholder Impact Assessment

Stakeholder groups impacted by implementation Stakeholder requirements

and painpoints Key potential

barriers/enablers to SPM implementation

Assess degree of impact from SPM, identify contexts

Assess stakeholder needs to enable implementation to be successful

Assess current stakeholder perspective – level of positivity/negativity toward change

It is important to understand how supportive different stakeholders might be

From the start of the project it is important to have the right stakeholder engagement

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Effective Change Management

Stakeholders Assessment

Communications & Training Requirements

Change CapacityRisk Mitigation(Tools, Experience, Leadership)

success is:Easy change management.

Structured Approach

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the PROBLEM

Insurance Case Study

theSOLUTION

• Complex Sales Channels, 3rd party networks

• 3rd party networks• Risk of turnover,

understaffed, not agile, resistant to change

• Aggressive timelines, data problems

• Current state assessment• Future state road map• Change Management• Readiness Assessment• Implementation of SPM solution• Migration strategy


Insurance and financial provider of auto, commercial, farm, homeowners and life insurance coverage.

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Know your challengesKnow where you want to go (Future Visions) Take a structured, holistic and integrated planning approachUnderstand what success is and how to measure itEngage key stakeholders early and oftenUnderstand communication and training requirementsKnow your change capacity and risk mitigation

Deliver on your salespromises!

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Our sales organization gave [me] a standing

ovation after training was presented at [our] sales

meeting.-Lynn Ferrera, HertzSenior Director of Global Compensation

““



30 April 2015

Presented by

The Top Sales Planning Best Practices for 2015







anaplan and opensymmetry top sales planning best practices

Sales

sales plans

sales operations

sales territories

sales performance compensation

sales performance metrics

sales forecasting accuracy

sales processes inability

sales planning best