Post on 25-Dec-2015
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Ian Irving | BREESE
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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
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Welcome to “This Economy”
“Uncertain economy” | “Challenging economic times” | “Current economic conditions”
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Change How We Sell
Provocative SellingProvoke your client
Challenger ModelChallenge their knowledge
SPIN SellingSituation, Problem, Implications, Needs Payoff
FUD SellingFear, Uncertainty and Doubt
Bare Handed Selling
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Information Technology
Accelerates
InformationCommunicationsData acquisition
Real time reporting
Amplifies
MobilityMulti-platform
SynchronizationCollaboration
Illuminates
DataAnalytics
TransparencyContribution
Data, Information and Intelligence
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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
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Sales Strategic Issues: 2015
Analytics: 3D DataMeasuring how we sell
Customer X.0: The Multi-Channel CustomerSmart, sophisticated buying
Collaboration: The Social Sales CommunityChanging how we communicate
Revenue Marketing: Part of SalesDemand gen., Enablement, Nurturing
Sales Technology: Sales Rep AutomationBeyond SFA: Sales Force Accounting
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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
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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
2012 Study: 1,200+ responses, 15 verticals
Participate for 2013, survey opens November 2012
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World-Class Sales Organizations?
Salesperson Productivity
Quota Achievement Account Acquisition Account Retention Lead Growth
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Key Findings Sales Best Practice Survey
Understanding Your Customers
Front-line Sales Management Priorities
Technology’s Role in Improving Business Results
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Understanding Your Customers
12
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Front-line Sales Management Priorities
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CRM Confidence is Growing
14
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How do you improve demand generation and prospecting performance?
How are buyer behaviors affecting successful sales cycles?
How do you improve customerretention, satisfaction andloyalty?
What is your strategy for talent management?
How do you utilize analyticsto manage and drive yourbusiness?
How do you create andsupport a culture of salescollaboration?
2 0 1 2 M I L L E R H E I M A N S A L E S B E S T P R A C T I C E S S T U D Y
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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. Qualified Lead Growth
93%
39%
WCAll
91%
39%
WCAll
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Strategic Issue: Create Opportunities
What is the account based marketing strategy?
What is the Marketing contribution to the sales pipeline?
How do you improve demand generation and prospecting performance?
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Marketing Transformation
Marketing
Corporate MarketingBrand, PR, Comm.
Product MarketingProduct, Solution, Vertical
Field MarketingLead Generation
2002
Corporate MarketingReputation
Content MarketingProduct, Solution, Vertical
Revenue MarketingDemand Creation
Marketing
2012
Inbound - Outbound
Marketing OperationsData, Metrics, Technology
Buyer/Sales Enablement
Social Media
Measurement
Buyer 2.0
More InformedBuyer
ChangeCatalyst
Social Engagement
Transparency
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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.
Growth in Account
Acquisition
92%
34%
WCAll
93%
48%
WCAll
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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?
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Buyer 2.0: Buyer Chaos
More people = more complex decision processA more formalized process = more activities for the buyer to executeMore 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
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Buying Process
Buyer 2.0: Knowledge Acquisition
Awareness
Status Quo
Activity
Phase
Shape Concept
Break Status Quo
KnowledgeBase
General
Shopping
Research
MarketOptions
Sales Execution
Evaluation
Engagement
Provider Capabilities
Justification
Selection
SolutionSelection
Decision
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Sales & Marketing Process
Buying/Selling Process Alignment
Buying ProcessJustification
SelectionEvaluation
Engagement
Shopping
ResearchAwareness
Status Quo
Activity
Phase
Break Status Quo
Shape Concept
Sales Execution Decision
AccountManagementSales
CustomerMarketing
Marketing
Prospecting
Demand Creation
Sales Cycle
ContentMarketing
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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. Growth in
Account Retention
91%
42%
WCAll
96%
38%
WCAll
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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?
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Sales & Marketing Process
Buying/Selling Process Alignment
Buying ProcessJustification
SelectionEvaluation
Engagement
Shopping
ResearchAwareness
Status Quo
Activity
Phase
Break Status Quo
Shape Concept
Sales Execution Decision
CustomerMarketing
Sales CycleProspectingAccountManagementSales
Marketing Demand Creation
ContentMarketing
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Sales Process
Customer Lifecycle Management
Buying Process
Awareness
Status Quo
CustomerMarketing
AccountManagement
Customer ServiceBilling, support, service
Accounts / ContactsBuying influences, coaches
NurturingAccount based marketing
Reputation ManagementBranding, social monitoring
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Sales Process
CRM: Customer Relationship Management
Buying Process
Awareness
Status Quo
CustomerMarketing
AccountManagement
Customer Service Systems
Sales Force Automation
Marketing Automation
Reputation Management
CRM System
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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. Growth in Salesperson Productivity
80%
17%
WCAll
85%
33%
WCAll
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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?
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Talent Management
New HirePerformance
Time to Prod.Sales Process
Market-ProductAccounts
ProfessionalDevelopmentBusiness Acumen
Grad. DegreeTechnical
Cross-function
EmployeeRetention
TurnoverTenure
RecognitionFinancial
ProfileAssessment
HiringBest Practices
Top PerformersDevelopment
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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.
Growth in Salesperson Productivity
93%
45%
WCAll
81%
25%
WCAll
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Strategic Issue: Operations and Enablement
How do you utilize analytics to manage and drive your business?
What is the ROI of our CRM system? How consistently is your sales process used and understood?
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Measuring Productivity
DATARevenue Value by Sales Phase
Revenue Forecast
ANALYTICSVelocity by Sales Phase
Conversion by Sales Phase Ideal Customer Attributes
Factored Pipeline
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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.
Growth in Quota
Achievement
81%
25%
WCAll
85%
27%
WCAll
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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?
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Social Technology: Selling and Sales
Social CollaborationVirtual Knowledge Network
Social Platform
Social SellingBuyer 2.01:N to 1:1
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Social Selling: A New Way to Prospect
Search- Internet- LinkedIn - Facebook- Social Communities
Pursue- Research- Monitor- Triggers - Alerts
Connect- Approach- Messages- Metrics
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Social Collaboration
Sales Rep Sources of
Information
What you know
Who you know
Who they know
Who we know
Knowledge Network
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The Social Sales Community
Sales CommunitiesRegions
Vertical MarketsCompetition
Products
Sales CommunitySales Reps
Sales ManagementSubject Matter Experts
Marketing
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Attributes of World Class Sales Organizations
Standardized process to qualifyUnderstanding customers needsLeveraging Social Media
CRM is effectiveImprove quality of workSales & business metrics are aligned
Criteria to define strategic accountsJointly set objectives with accountsReview results with accounts
Gain access to decision makersAllocating the right resourcesDisciplined process
Getting new hires effective fastProfessional developmentKnowing why best are best
Spend sufficient time coachingClearly defined activitiesLeverage best practices
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DISCUSSIONImplications for YOUR Organisations?