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Chuck Dulde SAVO Group
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SAVO Sales Enablement Industry Benchmark Study Chuck Dulde Sr. Director – Customer Value September 20, 2012
SALES EFFECTIVENESS CASE STUDY
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WHAT JUST HAPPENED?
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PRODUCT KNOWLEDGE
MEMORABLE DELIVERY
ALIGNED WITH BUYER
35% ALIGNING SALES CONTENT & MESSAGE TO BUYER/PROCESS
33% DEVELOPING/DELIVERING COMPETITIVE INTELLIGENCE
26% AUTOMATING THE PREPARATION OF SELLING MATERIALS
6% ENABLING MOBILE SELLERS
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THE BUYER COMPLICATION
85% OF COMPANIES INVOLVE 3-‐10 INDIVIDUALS IN BUYING DECISION
58-‐70% OF BUYING PROCESS IS COMPLETED BEFORE TALKING TO A VENDOR
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WHAT’S AT-‐RISK? AS BUYERS ASSERT MORE CONTROL IN THE SALES PROCESS…
SELLERS LOSE EFFECTIVENESS
VALUE RELEVANCE
CONTROL 7
WHAT’S THE IMPACT?
SOURCE: ABERDEEN SALES EFFECTIVENESS RESEARCH (JAN 2012)
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83% Reps Achieving Quota
Leaders Laggards
22%
23% Revenue Growth
6%
9.7% Average Deal Size
(0.5)%
(1.4%) Average Sales Cycle
7%
Buyer Decision
REFRAMING THE CHALLENGE
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Profitable Growth Inidadves
Corporate Execudon = Sales Execudon
Sales Execudon
LEVERS OF SALES EFFECTIVENESS
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Learning Systems
CRM
Sales Modon Competency Development
Sales Measurement
Sales Execudon
THE SAVO MATURITY MODEL
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Sales Enablement Program
Management
M&A New
Product Launch
CRM
Knowledge Management
Messaging
Sales Process
Social Collaboradon
Compeddve Intelligence
Asset Management
Workforce Management
GTM Strategy
Competency Development
Sales Measurement
Sales Execudon
REVENUE & COST-‐OUT INITIATIVES
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Seller Effecdveness
• Seller Effecdveness • Seller Producdvity/Efficiency • New Product Launch • Mergers & Acquisidons • Channel/Partner Contribudon • New Markets • New Geos • Exisdng Market Penetradon • Exisdng Account Penetradon • Recurring Revenue Retendon • Markedng & IT Expense Opdmizadon
SALES EFFECTIVENESS HEATMAP
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Avg Score3.43.33.13.03.03.02.9
1.21.21.21.11.01.01.0
§ Sellers are engaging SMEs for customer conversations § Company’s brand is maintained across sales content § Demos & samples are available for customer evaluation § Content sellers use is generally accurate § Sellers systematically identify competitors for each oppty § Sellers not able to access sales assets when mobile § Lack a process to capture competitive learnings § There are few incentives for sellers to share knowledge § Preparing selling materials is manual & inefficient § Sales content/message not aligned to buyer/process
SALES EFFECTIVENESS COMPETENCIES…
… AND CHALLENGES
63% OF COMPANIES ARE LAGGARDS IN DELIVERING SALES MATERIALS &
MESSAGING TO SELLERS BASED ON THEIR SELLING SITUATION
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43% OF COMPANIES ARE LAGGARDS
SALES MANAGERS CANNOT VERIFY A SELLERS SITUATIONAL FLUENCY
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ARE YOU MAKING PEANUT BUTTER SANDWICHES?
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MARKETERS • MESSAGE CREATION SKILLS
• CREATIVE SHIFT TO SALES MOTION
• OWNS GO-‐TO-‐CUSTOMER COVERAGE MODEL
SALES LEADERS • MESSAGING INSPECTION & COACHING
• SALES MOTION ANALYTICS
• RESOURCE FACILITATOR
SELLERS • MESSAGING DELIVERY SKILLS • SALES MOTION DISCOVERY & EXECUTION • RESOURCE MANAGER
Quesdons
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SAVO CONFIDENTIAL © 2012
Thank You!
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SAVO CONFIDENTIAL © 2012