Challenge• Existing process time-consuming• Excel-based model inefficient and

unscalable• Heavy reliance on IT-Support

Solution• Enables real-time collaboration• Affords time for strategic thinking• Reduces manual Excel spreadsheet

management

Results at a Glance• Faster turnaround with requests• Greater agility

WEBINAR TRANSCRIPT — February 27, 2013

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Data-Driven Sales Excellence: How theBest-in-Class Align People and Processwith Technology"My territory isn't strong enough to make my number!" "Your salesforecast is pure fiction!" "Why are we double-paying commissions onthis deal?"

These phrases are all-too-common among sales leaders, salesoperations managers, and sales reps. They are also clear indicatorsof inefficiently-run sales organizations, as well as of companies thatfail to beat out the competition because their sales enablementpractices are flawed or completely missing.

In Aberdeen Group's Anaplan-sponsored Webinar on February 27,industry pros came together to discuss data-driven sales excellence,and how the Best-In-Class align people and processes withtechnology.

“Companies using quota planning solutions outperform non-users on ayear-over-year basis across a large number of metrics,” said PeterOstrow, Vice President & Group Director, Customer Management,Sales Effectiveness Research Leader at Aberdeen Group. “Thisincludes the percentage of all team attainment of quota, lead conversionrate, and the reduction in both sales time-to-productivity and averagesales cycle.”

Peter Ostrow is joined by Bryan Bayless, Vice President, GTMFinance at McAfee, and Matt Howard, Vice President of Marketingat Anaplan. They share how Best-in-Class organizations usecloud-based technologies to optimize their territories and planquotas, calculate commissions accurately, and improve theirsales force efforts.

MODERATORPeter OstrowVP/Group Director, Customer ManagementSales Effectiveness Research Leader atAberdeen Group

SPEAKERSMatthew HowardVice President of Marketing at Anaplan

Bryan BaylessVice President of Finance at McAfee

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Moderator: Thank you for joining us and welcome to ourwebinar, “Data-driven Sales Excellence: How the Best-In-ClassAlign People and Process with Technology.” Hosted byAberdeen Group and sponsored by Anaplan. Our firstpresenter in today’swebinar is Peter Ostrow,Vice President andGroup Director of theCustomer ManagementResearch Practice andSales EffectivenessResearch Leader atAberdeen Group. AtAberdeen Peter receivesresearch consumed by end users in marketing, sales andservice management roles. He also leads the saleseffectiveness practice serving the technology service andconsulting enable that enterprise sales forces deploy tobecome best-in-class organizations. And we will then speakwith Bryan Bayless, Vice President of Finance with the go tomarket function at McAfee and Intel Company. His teams aredirectly responsible for supporting the sales, marketingservices and technical support organizations. They focus onplanning, budgeting or reporting financial analysis, calculatingand paying commissions and self performance management.Finally sharing his insights some topics is Matthew Howard,Vice President of Marketing at Anaplan, prior to Anaplan Mattran product management and business development atMerced Systems and held the product management positionsat Siebel Systems. If you’d like to submit a question for theQ&A session at the end of today’s webinar please click the, askthe question button. And it's my pleasure to hand the webinarover Peter Ostrow. Peter --

Peter Ostrow: Great. Thanks Joe I appreciate the time tospend a little while with you folks today. We’re looking forwardto sharing some of our best practices on how businessmodeling territory management, quarter management etcetera are creating best-in-class results for end users who arevery much just like you folks who are on the session with us

today. So from anagenda perspectivewe’ve got basically fouritems that we’re goingto be going throughduring my portion ofthe presentation. Verybrief background intothe research wheredoes all the data come from that Peter the analytics throwsaround on this webinar. As you’ll find actually the informationcomes from folks just like you, your peers, yourcontemporaries, your competitors perhaps and where youthink that process to help inform you guys as to how you canmove your sales dial towards the positive. Then we’ll gothrough quickly some of the goals that we see top performingcompanies focusing on more than under performingcompanies what do they want out of their sales enablementand sales effectiveness and optimization initiatives. Then we’llmove in to the meat of our presentation, which is really aboutthe business competencies. What are the things that peopledo to make sure that then their actual technologies in whichthey invest are as effective as possible when it comes tocreating the appropriate territory management, quotamanagement, compensation, incentive and over all salesperformance management Excellence?

So to get us rolling lets talk a little bit about what we hearwhen we communicatewith end users, there’s alot of complaints that wedo hear out there fromcompanies who don’tfeel like their saleseffectiveness has beenoptimized. One of thethings that we often hearfrom sales reps themselves is what my territory is just not bigenough for me to make my number, they’ve given me this towork with but that’s my number and it's just not fair. So how

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many times have we as managers heard this or perhaps evenas sales reps believed it to be true? And actually sometimes itvery much can be true. The idea behind is this that finding away to scientifically and not emotionally bring about a fairequitable balance set of territories that are matched to theskills and capabilities of the people we have in our variousselling roles is the goal for all companies. Now the thing thatwe hear from managers to reps is, “I don’t buy what you’retelling me; your sales forecast is pure fiction.” Salesforecasting is an interesting animal, we’re all people withemotions and we deal with facts and sometimes those twodon’t work together very well. What we know from ourresearch in the sales forecasting at Aberdeen is that as muchas you can rid of your Captain Kirk and the emotions andbringing in your Mr. Spock and the logic, the more you can dothat, the better. And the forecasting should be a function ofgut feel or emotion or most colored glasses or sand bagging.Forecasting should actually be informed by predictive analyticsby properly put together business models and by territory inquota management that gives us a better opportunity toobjectively, not emotionally or subjectively, understand theshort-term and long-term health of your company. And thenwhy are we double paying commission on this deal? That’sjust something that you hear a lot of times from sales cumadmins, sales folks et cetera. These are complaints that we seeout there because there are so many different versions of thetruth who sold this deal, what's it work, where is it going to beexecuted, which region, which account, which rep and all theshadow accounting that’s going on makes it very, very hardfirst to manage our sales organization as consistently as weneed to do it.

So the answer at least interms of our currentresearch at Aberdeen isin sales performancemanagement to broadthat category that wetalk about and just tokind of introduce what

sales performance management is. We will turn to our goodfriend of office wisdom Gilbert, “Hey, Ken you’ve almostreached your sales bonus level with time to spare.” Obviously Iset that level too though I am going to need to adjust yournumbers upward so we’ll do it retroactively actually. Or wait aminute, what if I’m just a good sales person? That’s the spirit,can you stay hungry. So this actually is not best practices insales performance management but it just about the need forus to have consistency and fairness in the way we managesupport, incentives compensate, and grow the people whocomprise our sales organization. The sub sets of salesperformance management are compensation, incentives,gamification, and today our focus in on territory and quotamanagement. How would various complexities of territories,whether it’s geography, figure into the formula? Maybe it’sdifferent products, maybe it’s a named account all the differentways in which the people who sell of us do their jobseffectively need to be supported by process and by technologythat’s going to enable the best possible results. So in terms ofthe results we’re going to talk to just a little bit about ourresearch at Aberdeenand how we come by allthe information that I’llbe throwing at you guystoday. You may haveparticipated in the pastin our surveys. Mypractice, which is saleseffectiveness, generallyreaches out to two,three, four hundred folks each time we do a sales ops focusedsurvey. In this particular data set on sales performancemanagement folks answered questions about theirperformance and amongst their performance metrics werethese here how many -- what percentage of your sales repsactually hit their number of last year? What about year overyear growth or change in corporate top line revenue and whatabout that nasty sales cycle – did it grow or shrink? How did itchange on year over year basis? We then combine that datafrom the over 300 companies who took this particular survey

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and then we pop out Aberdeen’s well known best-in-class thetop 20% of performers, the industry average who are themiddle 50% of performers and then your laggards who are theworst, the bottom 40% performers. And in a moment we’regoing to see what those numbers actually look like.

So this performance data is the matched up with behavioralinformation, folks tell us about and I wouldn't be a good analystif I didn’t have anacronym, mine is calledPACE. They talk to usabout their pressures,what keeps up at nightaround salesoptimization? What arethe actions? Thestrategies that they putinto place to alleviatethose business pressures, then we start to see the topperforming companies dramatically pulled away from themiddle and bottom performing companies when we get intocapabilities. The core competencies around process andknowledge management and organizational structure andmetrics used to define and determining measure salesoptimization and then finally E stands for enablers those arethe technologies and services that you spend money on. Thisis where the budget has require to invest in the systems andthe platforms that back up those processes that resolve thosepressures that we talked about. Then what we do today forinstance and in all different ways in which we give our researchthe light of day is wematch the performanceto the behavior and wespit out what you’regoing to see for the restof my presentation whichis what are the best inclass companies doingdifferently? What are

they buying? What mistakes have they learn not to make?How do I learn from these people who are my contemporariesor possibly even my competitors?

So here is the best-in-class cut for our sales performancemanagement research in 2013. So if you guys are looking atthis data here, you’regoing to start to think ofyourselves as you look atthis data. Chances aremost of you are not ableto say that on average83% of our reps hit thenumber last year. And61% of first year reps hitthat specific number thatlower number for the first year. What about corporaterevenue? Does the top line grow by nearly 15%? And did youshrink that sale cycle by three and a half percentage points ona year over year basis? If you’re not able say across the boardthat your numbers pretty well match to roughly these averagesamongst our top 20% or the 60 something companies thatrepresent our best-in-class that means you’re not best-in-class, it means you might have a couple of metrics here in theaverage, you might have one the laggard. If you’re not hittingthose superb numbers you have work to do guys, and whatwe’re going to try to do with the rest of my presentation is giveyou inside into what these folks in the best-in-class are doingdifferently.

So that brings us to theproductivity goals thatcompanies are telling usare most important tothem. Amongst all of thedifferent options folkscould pick a top three outof a big list of goals foroverall sales productivity.

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We’ve got a few here that we want to highlight today and thosestart with the fact that balancing territories in order tomaximize revenue is one of the top priorities and you can seethat the top performers are nominating this more frequentlythan the underperforming average and laggard performers bydecent percentage. Balancing territories in order to maximizerevenue is just plain common sense but a lot of companiesdon’t get to that point. And we’re going to talk a little bit moreabout how they do that, how they can give themselves theopportunity to built in, kept thing and execution changing plansas business needs change et cetera. The next one here istrying to save on the administrative time and money and costdedicated to comp and territory management. Typicalcompanies have more than one and half human beingsdedicated specifically to this function and it's not just aboutthe cost of those human beings, it’s the labor and the effortand all the shadow accounting as you can see here also thatlies behind all that stuff. Now here the best-in-class are littlebit less than the underperformers to say that’s the topproductivity goal they either recognize that it’s almostsomething that’s impossible to get rid of because folks arealways going to be a little bit careful about what they’re doingand whether or not the companies got their plan right and theircommission right, but it is still one of the top three productivitygoals that we’re sharing with you guys today.

So let’s move forward and talk specifically about the conceptsof balancing territories to maximize revenue. Now to a lot ofpeople balancingterritory start with justsimple geography. OkayI can start there. So if Ijoin up with a companyand I’m given SanFrancisco or I’m givenManhattan as a territory,that’s probably prettygood depending on what I’m selling. But what if I join thatsame company and I’m given Fargo or downtown dustbowlempty USA? Okay, the problem here is that just looking at flat

geographical ways of defining territories isn’t strong enough.One of the reasons behind that is because people who join ourcompany to cover these territories; they actually are differentkinds of people. Not all sales people are exactly the same and Ido need to point out that our visuals here include four stockphotos of twins, the whole idea here being obviously that notall reps are the same, but even if two reps join the company onthe same day what if one gets Fargo and one gets Manhattan?It’s not fair and it doesn’t make business sense. And by theway, those are my twin daughters Lorry and Jenny about 17years ago and yes, they will officially be embarrassed whenthey realize what I’ve done in public. Okay, so balancingterritories to maximize revenue make some sense. Let’s take alittle bit of a look at what the metrics are associated withcompanies who tellAberdeen, yes, this is apriority for us versuscompanies who say it’snot a priority for us tobalance the territories.First of the all thecompanies that do thisas a top priority theyreport an average dealsize that’s 40% larger than companies that don’t. They alsohad some other great efficiency metrics, they close marketinggenerated leads at a higher rate, they convert them frommarketing to sales leads that are 12% higher rate and probablymost importantly of all these metrics these folks report an 11%shorter than average sale cycle. This is one of the key metricsthat we’re finding in our sale effectiveness research that folksare really focusing on these days. Think about what your salecycle is, think about your average deal size and then do themath. , half a month means something, as you can see heredifference in terms of our sale cycle. How much more revenueover the course of a year just by shrinking the sale cycle will webe able to achieve? And you can see obviously there’s going tobe some pretty big numbers depending on what you guys selland what your cycle are. So let’s take a look at the number two

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sale productivity goal which is the reduction of admin timededicated to sales comp or territory management.

So we’ll go back to our friends Gilbert and talk aboutefficiencies in the market place. Hey, let’s have a little pre-meeting to prepare forthe meeting tomorrowand the boss has told,whoa! You think it’s safeto jump right into thepre-meeting withoutplanning for that pre-meeting? And it ends upwith the trio of meetingsyou think you’re veryfunny but you’re not. We all go to too many meetings; wedon’t want the administrative aspects of running our saleorganization, balancing their territories, getting commissionsstraightened out, getting the splits figured out, reducing theshadow accounting to be anything more that needs to be. Andagain it’s not just the hours of the full time resource or threeresources; it’s a management of these people, it’s a technologysupport behind them, it’s human capital resources that go intosupporting these people and it’s the inherent lack of efficiencythat drags and gives us more friction in terms of just sealingmore deals. So then we take a look here at another slice anddice of the data. You guys can see the way the blue versus lightblue goes here.Companies tell Aberdeenthat one of their topgoals is to reduce theadmin time, they do alittle bit better aroundthe overall current teamthat came at the salesquota and a dramaticimprovement in terms of the companies that say this isimportant in terms of the first years reps who actually hit theirnumber. We’re going to talk a little while about sales turnover.Having a larger percentage of your first year reps hitting their

number has great, great ramifications. So the number threegoal is all about the reducing shadow accounting. Shadowaccounting starts with aconcept of trust; do wereally trust the peopleare on our team, do wetrust the people thatwere in; we’re in a salesbusiness overall and sotrust is sort of in airrefutable commodity asit is. Trust leads us tothink also about what we guard most privately which is ourmoney and unfortunately many of us keep two sets of books,yes, the movie references there is from ShawshankRedemption. The idea of shadow accounting and keep a doublebooks is that a lot of sales people and commission folks invarious role don’t entirely trust the system and they spendtime guess what? Not selling and keeping their ownspreadsheet, keeping their own record, their own set of booksguarding their money carefully because the systems just hasnot proved to be as entirely reliable as it needs to be.

So now that we’ve identified the goals that companies tell usthe best in class firms and what they’re talking about as theirpriorities. Let’s move onto the second of threechapters here. This arethe businesscompetences, what arethe best practices thatcompanies are tellingAberdeen are mostimportant for them todeploy in terms of overall optimizing their sales effectivenessand then more specifically making sure that their sales team isquoted, territory managed, commission incented, paid andmanaged as efficiently as possible. So the three things herethat we’re going to go in a little bit more detail start with theidea of segmenting our team into different kinds of skills. Not

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all sales people are born the same and not all sales roles arethe same and we’re going to take a little bit of a peek into theperformance of those companies who say they do this versusthose who don’t. As you can see the best-in-class lead theunderperforming companies in their commitment to doing so.What about the things that we use to determine the quotas ofour sales staff? Some companies just have the seniorexecutive decide, we know that companies that rely on thatperform pretty poorly compared to companies that actuallyuse the estimated opportunity of the market itself. How muchof this product do we believe, think, or know we can sell in thisterritory whether it’s a geography, an industry vertical, a list ofnamed accounts, whatever it might be. This gives us theopportunity to actually determine a quota and to hold the rightkind of carrots and sticks in front of our people so that theyachieve as much as possible for their benefit of course as wellas for our benefit. And then there is the idea of assessing andoptimizing sales territories regularly. The opportunity forcompanies to test and plan and adjust their territories, theircompensation around those quotas – that’s crucial and it’s notas popular as the other business competencies and we’ve got alittle bit of a lead by best-in-class among others, but it isdefinitely worth thinking about.

So let’s start with this first competence the idea of segmentingour team into skill based groups. Despite my twin referenceearlier, all sales peopleare not alike. Somepeople might be betteras hunters others mightbe better as farmers,some folks might have askill sets that enabledthem to be better on aninside sales role, othersmight be better as the road warrior, they might be great at themeet and the greet, closing deals in person or on the golfcourse. And a side note, this is why we need sales mobility tobe a top priority for our sales organizations, these folks need tobe a able to know how to work their territory, how to create

opportunities for themselves to track them to forecast themand to close them in an anywhere, anytime, any device type ofenvironment. We move onto the next competency now, andwe also talked about assessments. This is from some otherresearch that we’ve donehere at Aberdeen intosales training. What wehave here is comparecompanies in thatresearch you said thatthey use behavioralanalysis tools tounderstand what theirsales candidates andpeople are going to be most to adapted doing job role wise inthe dark blue and then the light blues folks we don’t botherwith that. Obviously getting a wrap of time for reps, the quotametrics, even reducing travel expenses, which is an importantmetrics associated with the sales training world, all of theseshow significant year-over-year improvement amongst thecompanies that adopt the assessment approach, and they’regenerally doing worse year-over-year amongst companies thatare not doing this. Again this is from the sales trainingresearch. Let’s go back to the sales performance managementresearch and talk a little bit more amount segmenting the teaminto skills based groups. If we actually have the ability toassess and divide and get these folks into job roles, hunter,farmer, inside, outside,closer whatever it mightbe that match their skills;the results are here infront of you. Companiesthat do so have a highercustomer renewal rateand they do better againaround overall and firstyear rep quota attainment.

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Finally if we segment the team into skill based groups we alsohave the opportunity to think about market opportunitiesdetermining what ourquota is. Got a greatcartoon here, it’s actuallyone of my favoritecartoons. By setting oursales goals after thesales, we’re able toconsistently maintain anabove average salesquota. Happy smiles areall around. Unfortunately life doesn’t work this way, we need toget a little bit more specific and when we actually take a look atwhat it means to let the possible sale, possible revenue,possible throughput production, whatever the word is for aspecific product and think how much of these can we sale inCleveland, how much of that thing can we sell to thebiopharmaceuticals companies during these period of time andif we use market research let’s say which many of us do tounderstand what those possibilities are we can actuallydetermined quotas that give us these nice little happy facesbut don’t force us to do so after the fact. Now the data alsobears out the value of doing this.

We look at folks who tell Aberdeen that this is one of the waysin which they determine sales quotas and as you can seethey’re performing betteron a year over year basisaround closing andconverting leads, keepingcustomers happy or inonboard and of courseour friend here first yearsreps hitting their numbermore effectively.Assessing and optimizedsales -- sales territories regularly, what do we have here? Wehave the opportunity to make sure that companies who do thisgive themselves the chance and the information and the

outlook to figure out hey, how are we doing? Should we makechanges to some of these things? Take a look at all those logosright here these arecompanies that are partof the fortune ten andthese logos represent theway a lot of organizationlook at territory. Some ofyou guys might work fororganizations wherethere might be onehuman being or multiple human beings whose entire job is justcalling let say on Apple or on Chevron or something like thatand two often folks look at territories in two clean and two neatmanner well she handle ExxonMobil, he handles HSBC givethem the quota and we’ll see what they can do. Assessing andoptimizing sales territories calls or different kind of thinking itmeans hey, what if maybe a person and a half or three peopleshould be on Google, what if in fact Wal-Mart isn’t really doingany doing any business with us because guess what we just wediscover that we don’t sell products that they want because weactually choose to make a profit which isn’t often the case forfolks who are not suppliers for Wal-Mart. , so assessing theseterritories using again the fact and the predictive analytics thatwe’ve talked about to figure out what the opportunities are thathelps us figure out even if we’re not in a geographic based typeof approach but then main account type of approach. What doorganizations can do? And let’s just think about matchingproducts to territories even if we go back to sort of a traditionalsingular thought ofterritories, , there aredifferent kinds ofterritories there areurban landscapes, thereare very open desertoutpost. Are we going totry to sell bottles waterto New Yorkers? Are wegoing to try to sell taxi cabs to folks in New Mexico? We’ve gotto make sure that the products match the territory. The

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territory being a place a type of company a named accountwhatever that might be. Most importantly as we’ve got tounderstand that as business needs change what if they builtlike they’re doing here in Boston soon a big casino in themiddle of the desert or maybe the products that we sell tothese people are going to be a little bit stronger than water.What if they close down Times Square in New York maybe weshould be thinking about selling more of our non taxi cabtransportation methodologies maybe bikes who knows what itis. But as the business needs change we need to be able toshow our reps that we are behind them and that we have theirbacks by making sure that what they’re selling, to whomthey’re selling make sense. Finally before I wrap up and turn itback to Joe let’s just simple talk about the enablingtechnologies that we see in our research best-in-classdeploying more frequently than other. First and foremost thequota planning or management solution this is an application,this is a software, this aplatform that usually butnot always can beconfigured andintegrated with yourCRM or FFA. Thisenables you to figure outwhere are the places oraccounts or the verticalto whom we sell andthen how do we match those to the people, skill sets andbusiness needs of our company from an overall revenuegeneration prospective, these are obviously available fromsoftware and application vendors. Not too far from that is theopportunity for geographic or territory management. Whenwe’re talking about GPS enabled we’re talking about locationintelligence types of things. Again geography isn’t everything,it’s just one of the layers that creates for great sale territorymanagement. And then finally when we talk about salescompensation there’s a lot of applications that people areusing but we have to make sure that these things can automateall of these exceptions we talked about. Remember early on thefrustration question, why I’m double paying on this account,

we’re not making any money, we’re losing money on thisaccount because we’re paying two different reps or twodifferent partners or whatever it might be, automating thesplits, the overwrites, the quotas, the steps, the changes of allof these things; as much as they can be automated by thesystem this works to everybody’s benefit.

So in closing I’m simply going to show you guys the results ona year-over-year basis of all three of these solutions.Companies that usedquota planning solutionsoutperform those whodon’t on year-over-yearbasis around a wholeheap of sales metrics.They’re shortening theirsales cycle, they’reconverting leads moreeffectively, more quota attainments across the board, theirwrap up time which is typically about three and a half months,and typical replacement cost of a sales rep is over $35,000 –let’s think about how important that that one is. Secondly wetalk about the geo orlocation intelligentsolutions. You can seethe pattern here,companies who areadopting these solutionsare performing betterthan other. Finally thecompanies thatautomate all theseexceptions that we’retalking about, they’redoing better in terms oftime, they’re better interms of quota and interms of that all-important top line,corporate revenue. Now

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guys I have some take aways for you. Number one, restorebalance in the Universe. Balancing territories is absolutelycrucial because we need to think about the success of our repswith what it cost in terms of time and money to get these folkshired and up to speed and absolutely crucial that the territorymanagement includes a balancing factor. What about thecircle of trust? This is also important to make sure that thetime spent shadow accounting, question, worrying, stressingout over whether my payments and my forecast is accurate. Ifwe automate this and we do it flawlessly our sales reps willactually spend less time spreading and more time selling.Matching skills to responsibilities, we talked aboutassessments and using those opportunities to figure out whoshould do what job and then what does that job actually looklike in terms of the audience to whom we’re selling and thepeople who are going to be in those roles and then finally we’vegiven you a lot of information about the opportunity to usequota and territory planning, predictive analytics and businessmodeling tools to help you guys automate. So with that Joe, Iam ready to turn it back it over to you.

Moderator: Thank youvery much, Peter. Ournext speaker is BryanBayless of McAfee.Bryan, the floor is yours.

Bryan Bayless: Thanks.Very good to be heretoday I appreciate theinvitation to talk. To startout I would like to go intoa little bit of backgroundon McAfee and me.McAfee is the world’slargest dedicatedsecurity technologycompany. We deliverproactive solutions and

services to help secure systems and networks around theglobe. We protect consumers and enterprises of all sizes fromthe latest threats that’s from an individual consumer or a smallbusiness with a couple of employees all the way up to theworld’s largest companies that we all know very well. I havebeen with McAfee for about 11 years, I have been in multipleroles across many functions and disciplines. I started out as afinancial analyst; I was supporting our services organization Ialso supported our engineering and sales organizations in thatcapacity. I have done a few wonderful systemimplementations at McAfee. I spent a year as a Chief of Staffto the CEO and most recently, over the last six years or so, Ihave taken on a role supporting our go-to market functions,which for us is primarily sales, marketing services, customersupport primarily focused at the enterprise.

Since joining McAfee I’ve seen quite a few changes. In 11 yearsI have been through multiple CFOs, quite a few CEO, scores ofacquisitions – I would like to say it’s been a very interestingjourney here at McAfee. The most recent change for us, whichis a rather big one, was the acquisition by Intel. Even today alot of people still continue to ask me, “what’s the biggestchange since it’s been acquired?” or “are you seeing significantchanges in your business,” “how you have been impacted,” “doyou see a lot of involvement, a little bit of involvement?” Andto be honest with you, the biggest impact on me and thereason that I started looking into integrated fields planning andfinance to begin with was the move from what I saw McAfee,which was kind of a growth at all cost right, very aggressivegrowth, to under Intel what I would like to call a little bit moreprofitable growth. It’s not that we want to take our foot off thegroup but right we still want to grow, we still want to growaggressively. We justwant to do it in asresponsible yet asprofitable way aspossible. So within myorganization, go-to-market functionsprimarily responsible for

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sales marketing and customer support, we started to look atsome driver-based profit metrics inside the salesorganizations, specifically to help us drive that profitability. Wereally started to focus on the three areas that we saw assources of merging pressure. There were some processinefficiencies that emerged to how we went about supportingthe fields organization which led the process inefficiencieswithin the sales organization. There were some territory andquota alignment issues, I’ll call that kind that misaligned plans,that goes anywhere from plans not aligning with theseterritories, the quota is not aligned to territories, to individualsplans, it’s not aligning to the roles of they’re actually servingand then the result, just counting pressures that we wereseeing in the business without a really good way ofunderstanding whether or not it was reasonable discounting.So we take a look at those three areas and that’s really where Iwant to go along a little bit.

So first I want to go through some process inefficiencies thatwe saw. This is a very pretty chart of how we manage thecommissions compquotas; where planningwas when I took over theGM function. We havetwo different ERPsystems – we hadmultiple Excel filesmultiple Accessdatabases, it was very,very interesting. I don’tthink it’s a surprise to anyone that organizations manage a lotof Excel spreadsheets. I love spreadsheets. Every time I hearsomebody say, “Oh I can’t wait until we stop usingspreadsheets,” – I actually disagree. I like building manyapplications in Excel, I like using Access databases to get alittle bit more power, I’m huge fan of pivot tables, I lovereporting, I love the flexibility. Where it starts to getchallenging is when you start to get into complicated tasks likecompensation, conditions, quarter planning, and territories –you just you run into limitations that you can’t solve with

Access in Excel.

I think what you see up here on the slide is we are paying the1,500 people with 40 databases and 13 spreadsheets of datainputs, that’s fine and we got it done. But when you’re paying1,500 people across a 100 different plans, doing it in threesegments, doing it with two major business units, it starts toget infinitely complex. Your runtime actually runs out when youtry to do very simple things. It takes far too long when you tryto get data to the sales force, which leads to mistrust in thedata. So it wasn’t that we weren’t able to calculatecommissions, it wasn’t that we weren’t able to issue CompPlans, think we did all of that – the team did very hilariousefforts using Excel and Access to get those things done. It wasjust that every time we wanted to drill into attainment stackranking, it took too long. So we really took a look at thisprocess and said, “We need to do better, there’s got to be abetter way then Excel and Access, I have got to be able to getto the information that I want to more quickly, so that we canmake decisions faster.”

Somewhat related to the to the overall commissions process isquota management. Frankly when I started looking into theorganization of what weare doing, I really felt thatthere was a lack ofvisibility to the overallquota allocation. I thinkwe were really good atthe higher levels andthen as you to roll down -- i.e it had spreadsheetfull operation. We really started to lose the ability to roll all ofthat back up a big part of the data is who’s on what plan, whatare they doing, what does our quota look like, what is ourcompensation? And again, all of this at the detail level wasmanual, that’s a lot of data, right? It’s not complex data, but itis a lot when you’re multiplying that across 1,500 individualswho potentially run three quotas with three tiers ofacceleration, it’s big. The challenge for me and that was that I

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didn’t know at any given point in time during the quotastudying process if I was at 5% over assign or if I was at 20%under assign, and that’s a big issue. I felt like not having thatdata at my fingertips and ready to roll was making it verydifficult to manage, and very difficult to have any confidence inour quota setting process.

That very directly links to the territory alignment, as well as thecommission calculations that we talked about before. From aterritory perspective wecan set quotas veryaccurately with the datathat we have, if we arenot also looking at theterritory associated withthat quota at the sametime. It’s not worthlessbut its close to, its reallyhard to know if you’resettings quotas accurately if you don’t have confidence in howthese territories are align with different rules in yourorganization. We had a two-step process when it came toterritories and quotas, and it was going on at the same time bytwo different teams in two different systems. Again withmultiple databases and multiple spreadsheets, there was noway to link back the impact that territory changes were havingon the actual quota themselves without two people getting inthe room and talking it out and comparing the spreadsheets.That just didn’t give me a lot of confidence that we werealigning the territories and the quotas as efficiently as wecould. And when you have quota that’s set incorrectly, thatwas an opening for potentially overpaying and things like that.

From the commission calculation side, again that was done inAccess and Excel. Multiply it out and you just understand thatright away from a calculations standpoint if you’re trying tomange every individual and spreadsheets trying to pull thattogether the opportunity to any kind of analytics or timelyreporting on what that looks like is impossible, that piecewasn’t the one that was difficult, the actual calculation itself

was difficult, but we got it done. But pulling it all together anddoing analytics on it, that was impossible. That wasn’tsomething that we could do trying to pull data from across 40different databases, and again that’s just for one year. If you tryand do any kind of trending data, or any year-over-yearanalysis, if you really try to go along with that, it just it wasn’tgoing to happen. So those were the areas that I was reallyfocused on from of a territory and quota planning standpoint.And then last on the slide, we didn’t really know if we wereover discounting or under discounting. What we knew wewanted to do was havevisibility into the pricingfluctuations that we sawand then be able tocompare it out acrosscustomers andsegments. My big pushleading the organizationwas that I also wanted todraw that back into territories and quotas. If you can show arep how much their discount and how much that’s going toimpact your compensation, you might have an opportunitythere to have a discussion about pricing a little bit better. Sowe are really trying to focus on these areas, make sure that weare doing the right things to drive the right behavior and reallytry to drive and recruit in the margins.

So to solve these problems at the start I was really focused onthe tools. I felt like we had pretty good processes. We hadawesome people. Thepeople on the team werekilling themselves to geteverything right all thetime. So I really wantedto focus on a tool to helpus align quotas toterritories, make surethat we were settingquotas and ruling them out appropriately. Make sure that wehad the visibility towards discounting, really create something

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to pay on that would allow me to do analytics, trending,reporting, other things that I wanted to do that databases andspreadsheets didn’t afford me. And so I looked at lot ofdifferent point solutions, having done quite a few systemimplementations at McAfee. I knew what I was about toundertake was going to be difficult. The challenge that I raninto was that I really didn’t think I would be able to doeverything that I wanted. I was looking at several disparatesystems; I was looking at pricing analytics, commissioncalculator; I was looking for a territory planning tool, a truequota management tool, not just a quota rollout tool. I foundthere’s a very big difference between quota planning, which isactually building bottoms up quota as opposed to just rulingout numbers. And really what I found is to do everything that Iwanted to do, I was probably looking at three or four prettymajor implementations over a period of three, four years. Thatreally wasn’t something that I willing to bite off. I felt like thepain of going through that was probably worth sticking withExcel and Access and looking for something else to help mesolve my problems. I went to my boss, the CFO at the time, andhe pointed me towards this company called Anaplan, and said,“Hey go check them out. I hear they are doing some prettyneat things that might help solve your spreadsheet problems. Idon’t know if they will solve all your problems, but at aminimum we can hope to get some of that data out ofspreadsheets and into a tool that will allow us to moreaccurately set quotas and maybe do some better things.” Itwas very, very eye opening the first time that I looked at thetool. I really saw the capability to do a lot of things, a lot ofthings that I wanted to do. But I was pretty skeptical; I’malways skeptical when somebody comes in and says hey wecan replace your spreadsheet; I like my spreadsheets. I’ve useda lot of different tools where people said I’m going to replaceyour spreadsheets and the reality is that we end up pulling dataout into Excel, slice and dice, put it back in the tool and wecontinue on using Excel.

So we bit off in small parts and we started with the quotamanagement piece. We decided to do a POC around gettingrid of all of the spreadsheets that are managing the quotas.

Let’s at least get to a point where I know when I am setting myquotas if I am over assigning or under assigning. And quitehonestly I knew if I could just do that piece and I could actuallyget my team to start using that tool, as opposed to using thespreadsheets. Then I was going to have a very good chance ofsuccess with the territories commissions calculation deal. Sowe started off with the quota management piece. We endedup getting that up and running and got the team out ofspreadsheets in months; we weren’t looking at years. Weactually had the model built in weeks, not months, and I hadteams who were trained and able to use the tool with highdegree efficiency within days. I was very, very impressed andwhat excited me the most about that is, as with any systemimplementation, I felt like I had a team that knows what theyare doing. If I could get them to build what they need to dothen I would have a higher degree of success as opposed tohaving them talk to someone who does the building, who thentalks to someone who does the implementation.

My team was very energized by this. They were ready to stepup to the plate. I was put in a position with Anaplan withbuilding the software I was able to be reliant on my team. Iwas able to let them be the business experts as well as thesystem experts, if you will. We didn’t have to rely on any kindof freeway communication to get that done; we wereresponsible. It was awesome. We went from quotamanagement, we went right into a territory alignment andcommission calculation and we also ruled out an applicationwith the deal desk. It’s given us tremendous amount of powerwithin the commission calculation alone. I am able to do withthe calculations now what used to take days. We’re able to dothis in hours, sometimes in minutes, and that’s given us theopportunity for realtime reporting, that’s given us theopportunity for getting date into rep hands at a much fasterpace. From a territory standpoint I am able to align territorychanges with quota changes because I’m able to them quicker.It doesn’t take me a week to figure out the change in aterritory, the impact that has on future business or on availablebusiness or market size, I am able to do that now. So we’ve gotto a point where we were using this single hub to drive

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everything that we were doing from a territory quotamanagement commission calculations standpoint and also weare able to rule that out for the deal desk as well.

It’s nice to say that from a process standpoint, from a toolsstandpoint, the finance team got to a better spot. My teamwas very quickly seeing that nights and weekends turnaroundtimes across databases and spreadsheets are going to be athing of the past. But what we really needed that to translateinto was measurable improvement for McAfee. And what wereally looked for was the territory alignment and quotamanagement piece. What do we really believe that we’ve beendriving there? First andforemost I know that inaligning territories andquotas, I am going tosolve the coverage gapsthat we’ve had in thepast. And when we goback across where wewere, setting quotaswithout a true quota management tool that wasn’t aligned tothe territories, there were coverage gaps, sometimes as muchas 20%. Using Anaplan now for the quota planning and theterritory alignment by fixing those coverage gaps, I amabsolutely confident that I have the right amount of over assignwhich is going to help reduce my commission. It also gives usa better chance in plan right. When you set a reasonable goal,it’s a bottoms up metric based goal that’s based on theterritory, that is based on what we know. We have a muchbetter shot at hitting that. From a quota management andcalculation standpoint I know that I have been able to reducecommission overpayments. We’re able to report dailyattainment to the reps. The productivity gain alone in the repreporting, we are talking tens of thousands of hours. The repused to scale through their Excel reports looking for orders,looking for mistakes. That took an estimated between five and10 hours per month per rep, and that’s a lot when you aretalking about 1,500 reps.

Now we are down in most territories zero and in some caseswhere it is more complicated, we’re talking one to two hours amonth, five to 10. And then from a deal desk perspective we’veseen an improvement discounting. We have actually seen animprovement in some of the metrics that we used aroundcustomer satisfaction and customer attention. We’ve seenoverall some very positive impacts that I believe are having themargin impact that we were searching for. We have less to do;the finance team is working less. We truly are deliveringmargin back to the company. So I feel like we are doing ourparts. It’s easy to grow, grow profitably, and put that all in thegrowth margin, but I feel like my responsibility as part of thefinance organization is to let the sales team drive the growthand then for me to figure out ways to maximize profitabilitywithin that. So with that I head back over to Joe.

Moderator: Great, thankyou so much Bryan. Andon a side note thank youto McAfee for the virusesthat you help me avoid.So this brings us to ournext and final presenteron today’s webinar.Matthew Howard, VicePresident of Marketing inAnaplan. Matthew, the floor is yours.

Matthew Howard: Thanks a lot Joe. Before we conclude todayI just want to say a few words introducing Anaplan to theaudience. Anaplanfounders believe thatwith advances in in-memory analytics andcloud-based applicationsthat a new offering couldbe created that wouldmake it possible for alarge complex companylike McAfee to align,

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measure, and improve their operations to a more continuousand agile planning process. With this new offering companieswould be able to create a network of connected and alignedoperational models much like Bryan described, that wouldprovide a single version of the truth. I am not using here asingle version of the truth in the sense that some of the legacyEPM and BI platforms do, that’s really a rearview mirror senseof the truth. The models in Anaplan would give business usersthe ability to do scenario planning on the fly, to roll up forecastfrom real time data in the field, and to analyze and processtransactional data to get immediate answers to complexproblems and do this within a single collaborative platform inthe cloud.

So today we heard how McAfee is using Anaplan to align salesoperations to improve margins. There’s a growing list ofcompanies across theglobe and acrossindustries that are usingAnaplan to addresssimilar challenges intheir operations. Forexample HP has chosenAnaplan to do accountsegmentation, territoryalignment and quotamanagement much like McAfee, across its 23,000 strongglobal sales force. Whole Foods is using Anaplan’s to do ITresource and workforce planning across its 340-storeoperation. DIAGEO is one of the world’s largest alcohol andspirit manufacturers, and it has chosen Anaplan to make surethat every last dollar of its multi-billion dollar promotionalmarketing budget has been spent effectively in their channels.HealthTrust, another example, is the largest purchasingorganization in US health care industry. It's using Anaplan tomaximize profitability of accounts and its medical devicesourcing division. Uniformly, these companies have chosenAnaplan because of unique combination of scale and agilityprovides them. This combination enables them to align and toimprove operations in dramatically new ways. Ways that

maybe they dreamed about before, but they really didn’tbelieve was possible until they saw Anaplan.

So before I hand back to the moderator for that question andanswer session, I want to leave this slide visible with the lists ofsome of our othercustomers on the screen.Notice here that there’s awide range of companiesagain from across theglobe and acrossindustries and reallyacross departments. Ijust want to highlight acouple that are focusedin sales operations and driving improvements through betteralignment in sales. So we know about McAfee, I mentionedHewlett Packard, and a few of the others include Wind River,JIVE, DIAGEO, and Aaron’s. So with that I'd like to thank Petervery much and Aberdeen for the insightful analysis of whatbest in class organizations are doing to be best in class. And Ireally want to thank Bryan for agreeing to tell a story that Ithink is a great testimonial to the power of data-drivenexcellence. Joe, I’ll hand it back to you now.

Moderator: Great, thank you so much Bryan. And on a sidenote thank you to McAfee for the viruses that you help meavoid. So this bring us to our next and final presenter ontoday’s webinar. Matthew Howard, Vice President ofMarketing in Anaplan. Matthew, the floor is yours.

Matthew Howard: Thanks a lot Joe. Before we conclude todayI just want to say a few words introducing Anaplan to theaudience. Anaplan founders believe that with the densest inmemory analytics and cloud based applications that a newoffering could be created that would make it possible for alarge complex company like McAfee to align measure andimprove their operations to a more continuous and agileplanning process. With this new offering companies would be

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able to create a network of connected and aligned operationalmodels much like Bryan described that would provide a singleversion of the truth. I am not using here a single version of thetruth in the sense that some of the legacy EPM and BIplatforms do, that’s really a rearview mirror sense of the truth.The models in Anaplan would give business users the ability todo scenario planning on the fly to roll up forecast from realtime data in the field and to analyze and process transactionaldata to get immediate answers to complex problems and dothis within a single collaborative platform in the cloud.

So today we heard how McAfee is using Anaplan to align salesoperations to improve margins. There’s a growing list ofcompanies across the globe and across industries that areusing Anaplan to address similar challenges in their operations.For example HP has chosen Anaplan to do accountsegmentation, territory alignment and quota managementmuch like McAfee, across its 23, 000 strong global salesforce.Whole Foods is using Anaplan’s to do IT resource andworkforce planning across its 340 store operation. DIAGEO isone of the world’s largest alcohol and spirit’s manufacturersand it has chosen Anaplan to make sure that every last dollarof its multi-billion dollar promotional marketing budget hasspent effectively in their channels. HealthTrust, anotherexample is the largest purchasing organization in US healthcare industry. It's using Anaplan to maximize profitability ofaccounts and its medical device sourcing division. You knowformally these companies have chosen Anaplan because ofunique combination of scale and agility provides them. Thiscombination enables them to align and to improve operationsin dramatically new ways. Ways that maybe they dreamedabout before but they really didn’t believe it was possible untilthey saw Anaplan.

So before I hand back to the moderator for that question andanswer session, I want to leave this slide visible with the lists ofsome of our other customers on the screen. Notice here thatthere’s a wide range of companies again from across the globeand across industries and really across departments.I just want to highlight a couple that are focus in sales

operations and driving improvements through better alignmentin sales. So we know about McAfee, I mentioned HewlettPackard, few of the other includes Wind River, JIVE, DIAGEO,and Aaron’s. So with that I'd like to thank Peter very much andAberdeen for the insightful analysis of what best in classorganizations are doing to be best in class. And I really want tothank Bryan for agreeing to tell a story which I think it’s a greattestimonial to the power of data driven excellence. Joe, I’llhand it back to you now.

Matt Howard: So with that, I would like to thank Peter andAberdeen for the insightful analysis of what best-in-classorganizations are doing to be best-in-class. And I really wantto thank Bryan for agreeing to tell his story, which I think is agreat testimonial to the power of data-driven excellence. Joe, Iwill hand it back to you now.

Interviewer: Thank you so much Matt. Peter, first questionhere is for you. The user wrote that you showed some dataabout the importance of balanced territories. Do you find thatextremely equal territories are required or is a little flexibilityokay?

Peter Ostrow: Thanks Joe. You know I think yes, and yes wouldbe my answer to that question. I don’t think any of us are naïveenough to think that the 80-20 rule doesn’t apply sometimesin sales management. That being that, the folks who are ourtop performers are probably delivering more than theirmathematical share of revenue to the companies. So you knowif a person is a top performer and they have a slightly biggerterritory or a more proven territory than someone else on theteam, I don’t think that that’s a big flaw. The flaw howeverdoes hurt if we see widespread instances of territorymisalignment. The ramifications of it, we have seen a lot todayin the examples that I provided from the data and the real lifeexamples from McAfee. So I think that 100% perfect balanceis not essential but in the spirit of maybe Jennifer Lawrence,the occasional stumble is okay.

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Interviewer: Great, thank you Peter. The next question here isfor you also. The match between assessment skills andpersonalities among sales reps in different territories and rolesinterests me. Can you elaborate on how I can explore thismore fully?

Peter Ostrow: Sure. So there are a lot of different technologiesand providers out there who you can look up that deal with thecontext of sales assessments or sales training andassessments. I think the idea behind that is that the classicsales professional is not just one type of human being, it’s notone profile or personality type; there are a lot of different skillsthat come into play. If someone is particularly adept at visualcommunications and they are suave and debonair and pickingwhich wine to order, yeah maybe they should be in the field.And on the other hand if someone is 50 dials an hour and greatat processing spreadsheets and data and order entry whilethey are talking to someone and multitasking but they don’tprefer to venture far from the office, then an inside role isprobably better for them. So if we take person A and put themin job B and vice versa, we are really shooting ourselves in thefoot. So the idea behind that is to figure out the territory, thejob role, the type of product being sold, and there are somepretty nice tools that are available on the market that you canlook up fairly easily with independent research, and I would vetthose out.

Interviewer: Great thank you so much Peter. Bryan, thisquestion is for you. What key metrics for compensationprocess were you tracking that improved with the introductionof Anaplan?

Bryan Bayless: So there is quite a few metrics that we track. Iwould say I call out four that I have seen the best improvementon. Number one is probably our over-assignment. As I said onthe call, we continuously struggled with verifying how muchover-assign was out there and where it was. And now withAnaplan and the tools that I have, I am able to validate theover-assignment and actually get to a better spot with over-

assignment. So where we used to be at risk of being under-assigned or moderately over-assigned, now I am veryconsistent and have the ability to be very consistent in howmuch over-assignment is actually on the street.

The other is probably cycle time. As I mentioned, we used totake weeks to turn around simple requests; it was days to runthe commission calculation. Most of our cycle times haveimproved pretty dramatically to the point where we get toanother metric which is the number of reps that havedashboards. Before with our cycle time so long, thedashboards just didn’t have any value; the data was too old.With where we are at right now, we are providing dashboardupdates I think three times a week with the goal of getting todaily which we should be able to do. So we are improvingacross those as well. And the last is a little bit more selfishfrom a finance perspective, but our approval process, we havea couple of metrics around that that we track relative to timingand accuracy. And this past year, with the process that we hadin place and the tools that we had in place, we had definitelythe smoothest and it was the most accurate approval processthat we have had to date. So those are a few of the key thingsthat I am tracking that have improved.

Interviewer: Great, thank you Bryan. Peter, this question hereis for you. My sales teams comprise of 75% channel partnersand 25% direct. I try not to conflict between them but it’sinevitable. How can I manage these territories so theparticipants are productive without looking over theirshoulders?

Respondent: That’s a really good question Joe, very insightfulby the person who actually asked that question. You know,that’s the idea behind using these solutions around quotamanagement and optimizing the data so that we are not givingour front-line whether they are on staff, inside, field orpartners, channels, resellers, franchisees, whatever, we don’twant to give anybody any more need to expend calories duringthe day to worry about their own back and looking over theirshoulder in the questioner’s terminology there. The way to

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manage territories so that they are more productive withoutlooking over their shoulder is to be very clear as to what is thechain of events, what is the chronology and the flow, the flowchart if you will, of sales leads that are inbound, sales leadsthat are generating through marketing, throughcommunication, through telemarketing, and as much aspossible to use these tools and solutions we have been talkingabout today to develop the kind of workflow that A, has thedecision maker’s best interest in mind as well as those of thepractitioners in the front-lines, and B, make sense for thebusiness.

There are times when doubling down on the commissionpayments to an in-house person and a channel person isworthwhile because we may be paying out a little bit morepercentage wise in a commission but at the end of the day ifthe business is of a certain size and of a certain margin, it’sworth bringing in plus, there is a lot of soft benefits that can beaccrued from that. So whether you have all channel, all director a mix of the two, yes, it’s inevitable, you are going to seesome conflict but these solutions have a lot of those basescovered.

Interviewer: Thank you Peter. And Matt, does Anaplanintegrate with CRM systems?

Matt Howard: Yeah. Actually it’s great question. I would liketo emphasize that Anaplan is designed to be fully integratedand seamlessly a part of any enterprise environment. So wehave prebuilt connectors for Salesforce.com and a Cloud-basedintegration tool called SnapLogic. But we also have, and mostcustomers use, our native data integration platform, whichenables people to do importing and exporting of flat files andExcel files as well as automated connections to databaseplatforms and other integration tools. So yeah, it’s fullyintegratable and integrated with common CRM systems, ERPsystems, HR systems and other types of BI tools as well.

Interviewer: Thanks very much Matt. And finally, this is aquestion Bryan here. How big is McAfee’s sales group? Howmany reps, territories?

Bryan Bayless: So we manage about 1800 payees out ofcommissions. When you start to break that down, we haveabout 700 or so that are unique; I call them geographic oraccount-based territories. Those would be kind of the typicalrep role that you are thinking of in both inside and field. Andthen over that we have the remainder on either technical roleswith mapping territories, we have product specialists withproduct-specific territories that map and the geographiesnamed accounts and then we also have our partner salesorganization that maps in to partners.Interviewer: Great thank you so much Bryan. And this doestake us to the conclusion of our webinar. A member of thepresenter team will answer all unanswered questions and itwill be e-mailed out. And I would like to take this time to thankour presenters Peter Ostrow, Bryan Bayless, and Matt Howardfor their research, insights and recommendations. I would alsolike to thank our participants for their interest andparticipation. And of course, thanks to our sponsor Anaplan formaking this webinar possible. I hope you found this webinarbeneficial, and we do wish you the best wherever you may be.

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