sales management association webcast sales force ... · sales & delivery 1998-1999: ratio ltd....

© Copyright 2014 The Sales Management Association.

Sales Management Association Webcast

3 December 2014

Presented by

Sales Force Enablement: Best

Practices and Emerging Trends

http://de.linkedin.com/in/tamaraschenk


https://twitter.com/tamaraschenk


About The Sales Management Association

Slide 2© 2014 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 Panelists


#SalesEnablement





https://twitter.com/smassociation


© Copyright 2014 The Sales Management Association.

Sales Management Association Webcast

3 December 2014

Presented by

Sales Force Enablement: Best Practices

and Emerging Trends

#SalesEnablement







©Copyright 2014 MHI Global. All Rights Reserved.

Source: 2014 MHI Research Institute Sales Performance and Productivity Study

“Inability to Communicate Value Messages” remains top challenge in 2014


46% 57% 62%

67% 74% 66%

52% 75% 75%

54%72% 76%

66%77% 81%

88%93% 91%

90% 95% 92%

2012 2013 2014

Improve process, skills orcompetency training

Improve product knowledgeand market competitiveintelligenceChange coverage model

Change compensation andquota strategy

Deploy new CRM system

Deploy dedicated salesmanager training anddevelopmentDeploy new salesproductivity applications

Process, skill ands competencies top; followed by product knowledge, market and competitive intelligence

2014 MHI Research Institute Sales Performance & Productivity StudyMiller Heiman Sales Performance and Productivity Study 2013Miller Heiman Sales Performance and Productivity Study 2012


@tamaraschenk

http://www.linkedin.com/in/[email protected]

2005-2013: T-Systems International GmbH:VP Sales Enablement & TransformationSenior Manager Sales EnablementHead of Business Development Utilities

2001-2005: Managing Consultant, DeteconSales & Delivery

1999-2001: Diebold: Senior Consultant:Sales & Delivery

1998-1999: Ratio Ltd. Overseas DivisionProject Manager, Sweden

1992-1998: Rausch + Partner (own company):Sales & Delivery

Tamara SchenkResearch DirectorMHI Research Institute

New Sales Enablement Data2014 MHI Sales Performance and Productivity Study

Sales Force EnablementFoundation:

Customer Core Front Line Sales Managers Foundation in Sales Ops Integrated Services

Your take-aways

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

mailto:[email protected]



51% of those achieving forecast spend more than $1,000 per person in sales enablement



Those forecasting to (over)achieve plan have a broader scope of Sales Enablement

© Miller Heiman , Inc. All Rights Reserved. 10©Copyright 2014 MHI Global. All Rights Reserved.

0% 20% 40% 60% 80% 100%

HR

Products

Operations

Marketing

Sales

2013 2014

2014 MHI Research Institute Sales Performance & Productivity StudyMiller Heiman Sales Performance and Productivity Study 2013

Marketing has three times more responsibility for Sales Enablement in 2014 than in 2013


What‘s missing? The customer…

Sales Training

TransformationProductivity

Sales Content

Messaging

Effectiveness

Playbooks

Performance

Technology

Skills & Competencies

Revenue Growth

Field Readiness


"We cannot solve our problems with the same thinking we used when we created them."

Albert Einstein [1879 – 1955]


Customer Core

Design

FrontlineSales

Managers

Scope

Sales Operations

Foundation

Integrated Services

Collabora-tion

MHI Research Institute Research Note:Sales Enablement – Getting To The Next Level


"The main thing is to keep the main thing the main thing."Stephen Covey

Entire customer's journey with the entire stakeholder network

At each stage

At all levels


Awareness

Need tochange

DefineSituation

Buying

EvaluateOptions

Select Best

Imple-ment

AssessValue

Implementation & Adoption

Customer's Journey

Shared goals, strategies, processes and technology

Gate 1 Gate 2Future Vision established?

Gate 3 Gate 4Best buying

option? Won?

Gate 5 Gate 6New

challenges


Awareness

Need tochange

DefineSituation

Buying

EvaluateOptions

Select Best

Imple-ment

AssessValue

Implementation & Adoption

Customer's Journey

Enablement Services for Sales ProfessionalsCompetencies, Knowledge, Strategies, Expertise

Coaching Services for Frontline Sales Managers

MHI Research Institute Research Note:Sales Enablement – Customer Core


Source: lucaforni.com

Every piece of content requires at

least a "how to use" training

No sales training without content


Results & WinsChange & Situation Value Perception

Customer‘s Journey

Select Best

Imple-ment

AssessValue

Evaluate Options

Need toChange

Define Situation

Providing Perspectives

Best Buying Vision

Future Vision of Success

OwnOutcome

IncreaseValue

Content & Training

Context & Concepts

Content & Training

Decision Dynamics

Content & Training

Value Dynamics

Business Awareness - Skills, Knowledge, Strategies, Expertise

Focus

Principle

Services

Scope Sales Pros

Scope FSMs*

Coaching Framework and Guidelines

FSM = Frontline Sales Managers


Enabling the sales force

Shaping the sales system

MHI Research Institute Research Note:Sales Operations – Partner for Sales Enablement

Sales Operations

Sales Force Enablement


Source: Shutterstock

Enablement Operations = Production process + collaboration model

MHI Research Institute Research Note:Enablement Operations – Cross-Functional Collaboration


EnablementServices

Tailor services along the customer’s journey

Develop coaching services for the frontline salesmanagers

Data shows that those who achieve plans invest more in sales enablement than others

But it has to be done the right way

BusinessImpact

Customers at the Core

One design point: The customers

Map customer’s journey back to your internal process landscape


MHI Sales Best Practices Study

Are you focusing on the behaviors that lead to

World-Class Sales Performance?

Each year, the MHI Research Institute identifies the behaviors that lead to World-Class Sales Performance through analysis of the MHI Sales Best Practices Study.

As a participant you will receive:

Immediate access to our report Perspectives on Productivity: The Next Level of Transparency, with insights from our research on how B2B sales leaders are driving sales performance and productivity.

First access to the comprehensive Study results in Q1 – timely business intelligence you can apply to your sales strategy to give you a competitive edge.

Join the Study, Get the Results

www.mhiglobal.com/2015study

Open through November 30

https://millerheiman.az1.qualtrics.com/SE/?SID=SV_1M0fUt0lHeZZtm5&source=SF


MHI Research Institute is a research

organization dedicated to improving

the performance and productivity

of complex B2B sales organizations,

providing strategic analysis and

decision making support for leaders

that develop and execute sales

strategies.

We measure, research and analyze

the attributes, behaviors and

strategies that drive World-Class

Sales Performance.MHI Global Sales System®


64%11%

25%

Americas APAC EMEA

20%

19%

12%11%

21%

17%

Executive/LeadershipSales LeadershipSales OpsFrontline Sales ManagerFrontline Sales or Account ManagerOther

59%20%

21%

>100 100-499 500+

• Third annual survey from MHI Research Institute, companion to the annual MHI Global Sales Best Practices Study

• Results reveal investment and priorities in the areas of sales operations, enablement, training and technology.

• 432 participants globally with a diverse representation of sales force size, regions and roles.*

Sales Force Size Region

*51% of respondents were from top management levels in Sales and Operations

Roles

Questions and Discussion


If the customer is missing from sales

enablement, how can firms incorporate

their input? For example, who should

collects this information?

#SalesEnablement









What makes a good sales enablement

manager? What individual competencies

are important for these jobs?

#SalesEnablement









What is the difference between sales enablement

and sales operations? Is there anything special

about the term and the way you see it working in

firms (sales enablement) that is especially

important to call out

#SalesEnablement









There is quite a bit of investment in sales training

across industries. How challenging is it to link

sales performance to coaching or training impact?

What suggestions might you have?

#SalesEnablement









How many companies perform a integrated and

holistic approach with objectives identified well in

advance. In your experience, what portion of firms

do that well?

#SalesEnablement









Which metrics represent the best measures of

successful sales enablement?

#SalesEnablement









Do you have any rules of thumb, whether to build

or buy a sales enablement capability?

#SalesEnablement







These Slides Are For SMA Staff Use

Slide 33

Create a business card graphic for a presenter. Here’s how:

1. You’ll need the information we requested from them in slide 9

above.

2. Create one card per presenter.

3. Replace the name, title, organization name, email (if submitted)

in one of the graphics at right with that of the presenter’s.

© 2014 Yourco, Inc. Used with permission by The Sales Management Association. All rights reserved.

Bob KellyChairman

The Sales Management Association

sales management association webcast sales force ... · sales & delivery 1998-1999: ratio ltd....

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