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Ian Irving | BREESE

Ian Irving | BREESE. Strategic Issues for 2012. The Next “New” Selling Environment Key Findings: 2012 Best Practice Study Strategic Issues of the 2012 study Social Media and B2B Sales Attributes of a World Class Sales Organization. Welcome to “This Economy”.

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Ian Irving | BREESE

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  1. Ian Irving | BREESE

  2. Strategic Issues for 2012 The Next “New” Selling Environment Key Findings: 2012 Best Practice Study Strategic Issues of the 2012 study Social Media and B2B Sales Attributes of a World Class Sales Organization

  3. Welcome to “This Economy” “Uncertain economy” | “Challenging economic times” | “Current economic conditions”

  4. Change How We Sell Provocative Selling Provoke your client Challenger Model Challenge their knowledge SPIN Selling Situation, Problem, Implications, Needs Payoff FUD Selling Fear, Uncertainty and Doubt Bare Handed Selling

  5. Information Technology Accelerates Amplifies Illuminates Information Communications Data acquisition Real time reporting Mobility Multi-platform Synchronization Collaboration Data Analytics Transparency Contribution Data, Information and Intelligence

  6. Technology Drivers: 2015 • Social is Mainstream • Customers get smarter • Social sales community • Limitless Bandwidth • Skype, video chat, stream • Tele-Presence, virtual events • Life in the “Cloud” • Anytime, anywhere, anyone • Big Data • Transparency, predictive analytics

  7. Sales Strategic Issues: 2015 • Analytics: 3D Data • Measuring how we sell • Customer X.0: The Multi-Channel Customer • Smart, sophisticated buying • Collaboration: The Social Sales Community • Changing how we communicate • Revenue Marketing: Part of Sales • Demand gen., Enablement, Nurturing • Sales Technology: Sales Rep Automation • Beyond SFA: Sales Force Accounting

  8. The Edge of Innovation 2012 • Tablets/mobility • iPads: Touch.salesforce.com • Synchronization, Dropbox, The “cloud” • Social Selling • Prospects: search, seek, track & engage • Customers: community, knowledge and nurture • Marketing Impact • Creating Opportunity: Demand gen, content, campaigns, Account Based Marketing • Managing Opportunities: Enablement, Message, Tools • Managing Relationships: Nurturing • Collaboration: • Chatter, Jive • Social Sales Community, Customer collaboration • Social Enterprise, Social CRM 60x and 300x images of mouse retina using Laser Scanning Confocal Microscopy

  9. 2012 Miller Heiman Sales Best Practice Survey • World’s largest annual study of sales performance best practices • Over 27,000 participants to date • Reveal trends, issues, opportunities in today’s selling environment Participate for 2013, survey opens November 2012 2012 Study: 1,200+ responses, 15 verticals

  10. World-Class Sales Organizations? • Salesperson Productivity • Quota Achievement • Account Acquisition • Account Retention • Lead Growth

  11. Key Findings Sales Best Practice Survey Understanding Your Customers Front-line Sales Management Priorities Technology’s Role in Improving Business Results

  12. Understanding Your Customers

  13. Front-line Sales Management Priorities

  14. CRM Confidence is Growing

  15. 2012 MILLER HEIMAN SALES BEST PRACTICES STUDY How do you improve demand generation and prospecting performance? How are buyer behaviors affecting successful sales cycles? How do you improve customer retention, satisfaction and loyalty? What is your strategy for talent management? How do you utilize analytics to manage and drive your business? How do you create and support a culture of sales collaboration?

  16. How do you improve demand generation and prospecting performance? We have a formalized value proposition that is very compelling to our prospects. We consistently follow a standardized process to qualify opportunities. WC WC 93% 91% All All Qualified Lead Growth 39% 39%

  17. Strategic Issue: Create Opportunities How do you improve demand generation and prospecting performance? What is the Marketing contribution to the sales pipeline? What is the account based marketing strategy?

  18. Marketing Transformation 2012 2002 Marketing Marketing Change Catalyst Social Media Corporate Marketing Reputation Corporate Marketing Brand, PR, Comm. Social Engagement Revenue Marketing Demand Creation Field Marketing Lead Generation Buyer 2.0 Inbound - Outbound More Informed Buyer Content Marketing Product, Solution, Vertical Product Marketing Product, Solution, Vertical Buyer/Sales Enablement Transparency Marketing Operations Data, Metrics, Technology Measurement

  19. How are buyer behaviors affecting successful sales cycles? Our organization is highly effective in allocating the right resources to pursue large deals. We clearly understand our customers’ issues before we propose a solution. WC WC 92% 93% All All Growth in Account Acquisition 34% 48%

  20. Strategic Issue: Manage Opportunities How are buyer behaviors affecting successful sales cycles? How do multiple buying influences change the decision making dynamic? Are customers becomingbetter at buying?

  21. Buyer 2.0: Buyer Chaos More people = more complex decision process A more formalized process = more activities for the buyer to execute More information, from more sources = Buyer Chaos “…. 57% of the buyers journey is complete before engaging with a sales rep” …….Really? View of Mt. Everest from Base Camp 1

  22. Buyer 2.0: Knowledge Acquisition Sales Execution Break Status Quo Shape Concept Decision Buying Process Phase Shopping Evaluation Selection Status Quo Justification Awareness Research Engagement Activity Knowledge Base Market Options Solution Selection General Provider Capabilities

  23. Buying/Selling Process Alignment Sales Execution Break Status Quo Shape Concept Decision Buying Process Phase Shopping Evaluation Selection Status Quo Justification Awareness Research Engagement Activity Sales & Marketing Process Account Management Prospecting Sales Cycle Sales Demand Creation Content Marketing Customer Marketing Marketing

  24. How do you improve customer retention, satisfaction and loyalty? Our organization regularly collaborates across departments to manage strategic accounts. We have relationships and dialog at the highest executive levels with all our strategic accounts. WC WC 91% 96% All All Growth in Account Retention 42% 38%

  25. Strategic Issue: Manage Relationships How do you improve customer retention, satisfaction and loyalty? What is the connection between satisfaction and revenue? What is your large account management strategy?

  26. Buying/Selling Process Alignment Sales Execution Break Status Quo Shape Concept Decision Buying Process Phase Shopping Evaluation Selection Status Quo Justification Awareness Research Engagement Activity Sales & Marketing Process Account Management Prospecting Sales Cycle Sales Customer Marketing Demand Creation Content Marketing Marketing

  27. Customer Lifecycle Management Buying Process Status Quo Customer Service Billing, support, service Reputation Management Branding, social monitoring Awareness Sales Process Account Management Accounts / Contacts Buying influences, coaches Customer Marketing Nurturing Account based marketing

  28. CRM: Customer Relationship Management Buying Process Status Quo Customer Service Systems Reputation Management Awareness Sales Process Account Management Sales Force Automation Customer Marketing Marketing Automation CRM System

  29. What is your strategy for talent management? Our process for getting new hires to full productivity is highly effective. When we lose a high-performing salesperson, we always know the reasons why. WC WC 80% 85% All All Growth in Salesperson Productivity 17% 33%

  30. Strategic Issue: Management Execution What is your strategy for talent management? What are the behavioral attributes that predict success in our organization? How much time, energy and resources do we invest in improving our sales team?

  31. Talent Management Profile Assessment Hiring Best Practices Top Performers Development New Hire Performance Time to Prod. Sales Process Market-Product Accounts Professional Development Business Acumen Grad. Degree Technical Cross-function Employee Retention Turnover Tenure Recognition Financial

  32. How do you utilize analytics to manage and drive your business? Our sales performance metrics are aligned with our business objectives. Our sales management team is highly confident in the data available from our CRM system. WC WC 93% 81% All All Growth in Salesperson Productivity 45% 25%

  33. Strategic Issue: Operations and Enablement How do you utilize analytics to manage and drive your business? How consistently is your sales process used and understood? What is the ROI of our CRM system?

  34. Measuring Productivity DATA Revenue Value by Sales Phase Revenue Forecast ANALYTICS Velocity by Sales Phase Conversion by Sales Phase Ideal Customer Attributes Factored Pipeline

  35. How do you create and support a culture of sales collaboration? We leverage the best practices of our top performers to improve everyone else. In an average week, our sales force definitely spends sufficient time with customers. WC WC 81% 85% All All Growth in Quota Achievement 25% 27%

  36. Strategic Issue: Management Execution How do you create and support a culture of sales collaboration? Where do sales people go to access information or access resources? How do internal resources swarm to large, complex deals?

  37. Social Technology: Selling and Sales Social Selling Buyer 2.0 1:N to 1:1 Social Collaboration Virtual Knowledge Network Social Platform

  38. Social Selling: A New Way to Prospect • Search • Internet • LinkedIn - Facebook • Social Communities • Pursue • Research • Monitor • Triggers - Alerts • Connect • Approach • Messages • Metrics

  39. Social Collaboration Sales Rep Sources of Information What you know Who you know Who they know Who we know Knowledge Network

  40. The Social Sales Community Sales Community Sales Reps Sales Management Subject Matter Experts Marketing Sales Communities Regions Vertical Markets Competition Products

  41. Attributes of World Class Sales Organizations Standardized process to qualify Understanding customers needs Leveraging Social Media Gain access to decision makers Allocating the right resources Disciplined process Criteria to define strategic accounts Jointly set objectives with accounts Review results with accounts Getting new hires effective fast Professional development Knowing why best are best CRM is effective Improve quality of work Sales & business metrics are aligned Spend sufficient time coaching Clearly defined activities Leverage best practices

  42. DISCUSSION Implications for YOUR Organisations?

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