Showpad Tamara Schenk: the four pillars of successful sales enablement

© MHI Global. All Rights Reserved. 1

Webinar: The 4 Pillars of Successful Sales Enablement

M a y 2 9 , 2 0 1 5 T a m a r a S c h e n k | @ t a m a r a s c h e n k

#4psales

© MHI Global. All Rights Reserved. 2 ©Copyright 2014 MHI Global. All Rights Reserved.

IntroducBon

Tamara Schenk Research Director MHI Research InsBtute, a division of MHI Global

Mario Haneca MarkeBng Director EMEA Showpad

Ø Webinar: The 4 Pillars of Successful Sales Enablement -‐ May 29th Focus: Enabling Frontline Sales Managers

Ø Sales Leadership Forum, London, June 18th, with Showpad workshop, led by Showpad CEO Pieterjan Bouten

© MHI Global. All Rights Reserved. 3 © MHI Global. All Rights Reserved.

SALES LEADERSHIP FORUM JUNE 18, 2015

hYp://www.regonline.co.uk/mhiglobalforum

©Copyright 2014 MHI Global. All Rights Reserved.

HOW TO ENGAGE

#4psales

Please submit your quesBons via the Q&A webinar

panel

Recording will be provided a_er the

session


2015 MHI SALES BEST PRACTICES STUDY: MORE, LONGER,…

World-‐class involves MORE people in the customer organizaDon

4.4 P e o p l e i n t e r n a l l y

World-‐class perceives LONGER sales cycles

+2.8% L o n g e r s a l e s c y c l e s

World-‐class involves MORE people in the sales organizaDon

5.8 D e c i s i o n m a k e r s

W O R L D -‐ C L A S S A L L R E S PONDEN T S

4.6 D e c i s i o n M a k e r s

3.8 P e o p l e i n t e r n a l l y

2.35 L o n g e r s a l e s c y c l e s

Source: 2015 MHI Sales Best Prac?ces Study hCp://mhiglobal.com/2015-‐Study/


…BUT BETTER PERFORMANCE

Source: 2015 MHI Sales Best Prac?ces Study hCp://mhiglobal.com/2015-‐Study/

World-‐class has BETTER retenBon rates

+5.4%

I n c r e a s i n g r e t e n B o n r a t e s

BUT

World-‐class outperforms all respondents by AND

WO R L D -‐ C L A S S A L L R E S PONDEN T S

1.5%

I n c r e a s i n g r e t e n B o n r a t e s

23%


COUNTERINTUITIVE DATA …

Source: 2015 MHI Sales Best Prac?ces Study

What is World-‐class doing differently than all respondents?

Source: ShuCerstock

2015 MHI Sales Best Prac?ces Study Download the Execu?ve Summary here: hPp://mhiglobal.com/2015-‐Study/


AGENDA

@tamaraschenk hYp://www.linkedin.com/in/tamaraschenk [email protected] § 2005-‐2013: T-‐Systems InternaBonal GmbH: VP Sales Enablement & TransformaBon Senior Manager Sales Enablement Head of Business Development UBliBes

§ 2001-‐2005: Managing Consultant, Detecon Sales & Delivery

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

§ 1998-‐1999: RaBo Ltd. Overseas Division Project Manager, Sweden

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

Tamara Schenk Research Director MHI Research InsBtute, a division of MHI Global

Latest Research: Business Drivers for Sales Enablement The Four Pillars Of Successful Sales Enablement

§  Customer Core FoundaBon §  Integrate Frontline Sales

Managers §  FoundaBon in Sales OperaBons §  Collaborate to Integrate

Services


ENABLEMENT MEANS DIFFERENT THINGS…

What‘s missing? The customer…

Training

TransformaBon

ProducBvity

Content

Value Messaging

Sales EffecBveness

Playbooks

Technology

Skills & Competencies

Revenue Growth

Field Readiness

Sales Excellence


FIRST PILLAR: CUSTOMER CORE FOUNDATION

Design

MHI Research Ins?tute Research Note: Sales Enablement – GeTng To The Next Level

Customer Core


Sales OperaDons

Integrated Services Frontline

Sales Managers

PILLARS TO GET TO THE NEXT LEVEL

Design

MHI Research Ins?tute Research Note: Sales Enablement – GeTng To The Next Level

Customer Core

Scope FoundaDon CollaboraDon


MHI SALES SYSTEM -‐ CUSTOMER CORE

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


COLLABORATION ALONG THE VALUE CHAIN

Awareness

Need to change

Define SituaBon

Buying

Evaluate OpBons

Select Best

Imple-‐ment

Assess Value

ImplementaDon & AdopDon

Customer's Journey

Shared goals, strategies, processes and technology

MHI Research Ins?tute Research Note: Sales Enablement – Customer Core

MarkeDng – Sales – Service / Delivery Processes


CUSTOMER CORE SFE FOUNDATION

Awareness

Need to change

Define SituaBon

Buying

Evaluate OpBons

Select Best

Imple-‐ment

Assess Value

ImplementaDon & AdopDon

Customer's Journey

Enablement Services for Sales Professionals

Coaching Services for Frontline Sales Managers

MHI Research Ins?tute Research Note: Frontline Sales Managers – Enablement Needed


FSM -‐ CURRENT STATE

Key role with huge leverage factor

§ Not properly defined

§ Poorly developed and enabled

§ Lack of investment

Source: ShuCerstock


INVESTMENTS IN SALES PRODUCTIVITY

Source: 2014 MHI Research Ins?tute Sales Performance and Produc?vity Study

8%

11%

28%

16%

19%

9%

11%

54%

55%

48%

60%

62%

82%

81%

38%

34%

25%

24%

19%

9%

8%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Deploy new sales producBvity applicaBons

Deploy dedicated sales manager training and development

Deploy new CRM system

Change compensaBon and quota strategy

Change coverage model

Improve product knowledge and market compeBBve intelligence

Improve process, skills or competency training

Completed in 2013 or prior 2014/2015 Not planned or in place

2014 MHI Research Ins?tute: Sales Performance and Produc?vity Study

Sales Manager Development s@ll not a big priority


TOP FSM BEHAVIOURS

Source: 2014 MHI Sales Best Prac?ces Study 2015 MHI Sales Best Prac?ces Study

2015 MHI Sales Best Prac@ces Study – Download your copy: hPp://mhiglobal.com/2015-‐Study/


WHAT’S THE FSM’S FOCUS?


ACTIVITIES, OBJECTIVES AND BUSINESS GOALS

Business Goals

Sales ObjecDves

Sales AcDviDes

To be managed directly?

To be influenced directly?

To be measured directly?


Measure results: business objecDves

Influence sales objecDves

Manage right acDviDes Coach related behaviours

1

2

3

MHI Research Ins?tute Research Note: Front Line Sales Managers – Sharpening Focus

FRONTLINE SALES MANAGER MANTRA

Leading Indicators

Lagging Indicators

Conversion rates per customer’s journey stage

Volume # | Value £, €, $ | Velocity


Source: lucaforni.com

Every piece of content requires at least a "how to use"

training

No sales training without content

INTEGRATED ENABLEMENT SERVICES

MHI Research Ins?tute Research Note: Sales Force Enablement: Integra?ng Content and Training


DESIGNING ENABLEMENT SERVICES

MHI Research Ins?tute Research Note: Sales Force Enablement Services

Customer‘s Journey

Scope for FSMs

Scope for Sales Pro‘s

Customer‘s Focus

Engagement Principle

Design Points for Your Enablement

Services


YOUR TAKE-‐AWAYS

Focus Frontline Sales Managers

§  Key role, but poorly defined and enabled §  Must have: FSM‘s coaching approach should reinforce

the enablement efforts and drive adopBon §  Recommended: specific FSM development programs

§ World-‐class segment with more complexity, but 23% bePer performance

§ Focus on a strategic, holisDc, cross-‐funcDonal enablement

Business Drivers

Four Pillars

§ Design: Customer Core §  Scope: Integrate Frontline sales managers (FSMs) §  FoundaDon in sales operaBons §  CollaboraDon: Integrate content and training services


RELATED RESEARCH CONTENT

§  Various related research notes at “The InsBtute”: § Gewng to the next level, Customer Core §  IntegraBng Enablement Services §  Strategic Issues 2015 Enablement/Training § Dynamic Value Messaging Framework §  Sales Force Enablement DefiniBon §  All Things Enablement: Maturity Model, etc.

§  Various blog posts on our website: hYp://www.mhiresearchinsBtute.com/blog hYps://www.linkedin.com/today/author/1712460 hYp://blog.tamaraschenk.com/

“The InsDtute” hYp://

www.mhiresearchinsBtute.com/

Learn more about frontline sales managers, their role and how they can beCer coach salespeople in “mobile” ?mes: June 18th, London


SALES LEADERSHIP FORUM JUNE 18, 2015

hYp://www.regonline.co.uk/mhiglobalforum


UNPARRALED PERSPECTIVES ON B2B SALES

Published Weekly §  Sales Leadership §  Sales OperaBons §  Enablement/Training §  Sales Technology

§  20 years of CSO Insights OperaBonal Data

§  12 years of MHI Sales Best Prac?ces Study Behavioral Data

§  Jim Dickie §  Barry Trailer §  Joe Galvin §  Tamara Schenk §  Pat Lynch §  Tom Chamberlain §  Anne Petrik §  Kim Cameron §  Laura Andrus

Research Data Expertise

Research, Data and Exper@se Sales Leaders Respect and Trust Globally.

www.mhiresearchinsBtute.com

Webinar: The 4 Pillars of Successful Sales Enablement

M a y 2 9 , 2 0 1 5 T a m a r a S c h e n k | @ t a m a r a s c h e n k

Leadership & Management

Showpad Tamara Schenk: the four pillars of successful sales enablement