Intrepid Sales 2 0 White Paper

8/7/2019 Intrepid Sales 2 0 White Paper

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Sales 2.0Exploring Paradigm Shifts inWeb Technologies, Sales Performance,and Learning

Sharon A. Vipond Ph.D.Peter T. DunnIntrepid Learning Solutions

Intrepid Learning Solutions Executive White PaperAugust 2008


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Exploring the Paradigm Shift in Sales Performance, Technologies, and Learning

This White Paper is Proprietary to Intrepid Learning Solution

How much do you know about Sales 2.0?I you are a sales representative, you are probably overwhelmed with constant business travelto and rom client meetings and too concerned about making your quarterly revenue quotas todevote any time to understand the meaning o Sales 2.0

I you are a sales executive, you may be one o many who have a passing amiliarity with the termbut are simply too busy gathering sales metrics, setting quotas, and closing deals to spend anymore time exploring the implications o Sales 2.0.

I you are a sales trainer or enterprise learning executive with responsibility or supporting nationalor global sales teams, you are probably preparing your WBT solution or the next product launchand trying to determine how many members o the sales orce have the training and inormationthey need to be ully ready or launch.

To be blunt, whatever you are doing right now in any one o these sales or sales-support roles, stopand consider: There is probably nothing more important to the uture success o your company orto your own personal success than understanding the implications, problems, and potential o theseismic paradigm shit taking place rom the increasingly outdated Sales 1.0 solution selling modelto that o Internet-enabled and customer-centric Sales 2.0.

The Rapidly-Evolving Internet is Creating a Cultural Paradigm Shit

Over the past twenty years, we have seen changes in all types o sales processes across all industrysegments. Most o the signifcant changes have come over the past seven years, driven largely bynew enabling technologies, an increasingly tech-savvy customer base, and rapid evolution o theInternet. These changes have aected the roles o both sales and marketing, as well as the ways inwhich they interact and support each other. In addition, economic actors continue to lengthen andcomplicate purchase decision cycles and drive up the cost o traditional feld sales operations.

Technology advances have changed the playing feld in highly competitive markets, making theamiliar solution selling Sales 1.0 model too expensive, too slow, too unpredictable, and toohazardous or building relationships with todays more sophisticated and knowledgeable customersand decision makers.

As a whole, customer preerences, the ever-rising cost o sales, and the availability o next-generation technologies are together mandating a Sales 2.0 transition or sales organizations thatwant to outperorm the competition -- or merely to survive.

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This White Paper is Proprietary to Intrepid Learning Solutions

The Importance o Becoming Sales 2.0 LiterateIt is increasingly clear that Sales 2.0 is not just another buzzword. Each company and salesorganization must ace the changing needs o the market and the evolving landscape that is Sales2.0. Sales 2.0 is quickly becoming the new mantra or business-to-business selling as well as themodel or other types o sales models.

The Bottom Line: What do you need to know about Sales 2.0 selling techniques, enablingtechnologies, and relationship-dierentiators that will enable you to move yoursel, your sales team,or your sales training organization toward Sales 2.0?

This white paper provides an introduction to these critical questions and describes the challengesand potential benefts o the Sales 2.0 selling and learning model. In the ollowing sections,youll discover:

WhatyouneedtoknowaboutSales2.0.Asastartingpoint,exactlywhatitis. Thebusiness,social,andtechnologyforcesthataredrivingSales2.0. HowSales2.0isqualitativelyandquantitativelydifferentfromtheoldSales1.0solution

selling model, and why it is a better way o selling. ThepotentialproblemsandpitfallsassociatedwithmovementtotheSales2.0

selling model. Whatyoucandoasasalesleaderoralearningprofessionaltomovetothenewmodel.

The Evolution o the Internet: Web 1.0 to Web 2.0

Beore exploring the Sales 2.0 paradigm shit, we must frst look at the oundational seismic shits iInternet technology and social networking that gave birth to Sales 2.0 and other related paradigmshits. A ew basic statistics quickly make it clear that the Internet is rapidly evolving around us: 1

Nearly1.5billionpeoplearoundtheglobenowhaveaccesstotheInternet. Mobiledevicesoutnumberdesktopcomputersbyafactoroftwo. Nearly50percentofallU.S.Internetaccessisnowvia24x7always-on

broadband connections. Thetwolargestsocialnetworks,MySpaceandFacebook,wereeachattracting 1.5millionworldwidevisitorsamonthinApril2008.

Bythesecondquarterof2006,50millionblogshadbeencreated;newblogswere being added at a rate o two per second.

eBayreportsthatithasmorethan84millionactiveusersworldwide,whotradeover $2,000 worth o goods every second.

1JohnMusserandTimOReilly,Web2.0:PrinciplesandBestPractices,OReillyMedia,Inc.,Fall,2006,page7.http://oreilly.com/catalog/web2report/chapter/web20_report_excerpt.pd

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These trends in Internet usage maniest themselves under a variety o common namesand technologies, including social computing, user-generated content, podcasting,and blogs. Taken together, these trends and user-riendly technologies are now labeledWeb 2.0 and represent the next generation o a user-driven, intelligent web.

Web 2.0 is a set o economic, social, and technology trends that collectively orm

the basis or the next generation o the Internet. Todays Internet is a more mature,distinctive medium characterized by user participation, openness, and interaction.Although its eatures are operating across much o the Internet today, the vastdisruptive impact o this paradigm shit is just beginning.

Web 1.0 was primarily a broadcasting medium that allowed one-way communication opre-packaged content. In sales processes, Web 1.0 was a vehicle or online versions obrochures, press releases, inormation sheets, and other types o traditional marketingcollateral. By contrast, Web 2.0 is primarily an interactive medium that allows two-waycommunication o collaborative content.

Like Sales 2.0, Web 2.0 is more than just a technology buzzword. It is a transormative,seismic orce that is propelling companies across all industriesand within virtually allunctional segments o those companies (e.g., sales, marketing, enterprise learning)toward a new way o doing business.

The scope o Web 2.0 typically includes the ollowing set o technologies:

SocialnetworkingsoftwaresuchasFaceBook.comandMySpace.com. Wikisoruser-createdknowledgebasessuchasWikipedia.com. Collaborativesoftwareincludingtoolsforwebconferencingand

team-based collaboration. Blogsandglobalbloggers,whohavebecomemajornewssources

and destinations with major political and social importance on the web. Video-sharingusingsuchsitesasYouTube.com.

Using Web 2.0 technologies and social networking, it becomes easier or individuals(both inside and outside the corporate world) to add comments, create blogs, articulateand widely-publicize their opinions, and upload audio and video.

What is important or sales proessionals is not the new technology, but the actthat Web 2.0 signals a cultural shit in the way all types o people and organizations

use the Internet to interact with one another. The ollowing table compares the keycharacteristics o Web 1.0 to those o Web 2.0.

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Web 1.0

DoubleClick

Ooto

Akamaimp3.com

Britannica Online

personal web sites

Evite

domain name speculation

cost per page view

screen scraping

publishing

content management systems

directories (taxonomy)

stickiness

Web 2.0

Google AdSense

Flickr

BitTorrentNapster

Wikipedia

blogging

upcoming.organdEVDB

search engine optimization

cost per click

web services

participation

wikis

tagging (olksonomy)

syndication

Sales 2.0 Defned

Sales 2.0 uses Web 2.0 technology to overlay the reactive style o Sales 1.0 solution selling onto theinnovative mechanisms and milestones o the modern Internets consumer marketing environment.Sales 2.0 is an evolving conceptual paradigm whose vision is to merge sales and marketing into aseamless eort to target buyers more eectively using innovative and integrated tactics in order tobring in more business at a lower cost. Key objectives o the Sales 2.0 approach are simply:

MorePredictability:Knowingwhatiscomingdownthepipeline.HigherVelocity:Closingdealsfasterandwithlesscostofsales.HigherVolume:Closingmoredeals.HigherValue:Generatingmorerevenueatlowercosts.HigherCustomerSatisfaction:Creatingandsustaininglong-termcustomersatisfactionandloyalty.

Sales 2.0 is the synthesis o new technologies, sales models, processes, and mindsets. Theparadigm leverages people, process, technology, and knowledge to make signifcant gains byintegrating the power o Web 2.0 and on-demand technologies with proven sales techniques inorder to increase sales eectiveness and velocity.

Sales 2.0 also leverages increased communication and collaboration between sellers and buyersand members o the selling team, together with a proactive and visible integration o knowledgeand measurement o the buying cycle into the sales cycle.

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Sales 2.0 Key Implications

InSales2.0,buyingpatternshavechangedradically.Forexample,80%ofcustomersndyoubeforeyoundthem.Also,pushhasbecomepullascustomersprefertobedrawninto purchases by clear and compelling value propositions that explain why they need theproductorservice.Meanwhile,salesandbuyingprocessesareundergoingcontinualre-alignment as products, technology, and customer sophistication increases in complexity.

At the same time, a new Knowledge Imperative requires sellers to become well-armedknowledge warriors able to deal with the situational fuency dilemma. Why? Becausesales now operates in an on-demand world -- 24 hours a day, seven days a week.

Todays broadband Internet presents an entirely new venue or customer/seller interactions.Elements include sotware-as-a-service (SaaS), which provides a new mode o inrastructureacquisition with virtual data centers. Sales 2.0 also creates a new culture o person-to-person and B2B interaction.

To be sure, Sales 2.0 demands insightul use o the impressive new technologies in thearsenal. Among the most important questions: How can technologies accelerate the salesprocess?Also,wheredoestechnologytintotheoverallsolutionarchitectureandsalesarchitecture?

The ollowing table similarly compares the key characteristics o Sales 1.0 tothose o Sales 2.0.

Sales 1.0

Rigidly ollowing a sales processControllingwhatthebuyerknows

MarketingversusSales

Selling solutions

High-efciencyversushigh-touch

Volumeversusrelationships

Travel, meeting, schedule hassles

Technology is a burden

Counteveryactivity

Forecastprobability

Pipeline volume

Massprospecting

Sales 2.0

Helping prospects buyBuyers educate themselvesbeorehand

Integrated & interdependentmarketing/sales

Helping customers succeed

High-efciencyANDhigh-touch

Relationship-driven volume

Engaging anytime, anywhere

Technology makes sales repsmore eective

Measureactivitiesthatmatter

Forecastpredictability

Pipeline shape and velocity

Networks and communities ounlimited opportunities

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Sales 2.0 also creates leverage or savvy sales organizations in a variety o ways. Sales cycleshave become less pronounced and meaningul in a 24/7 world, premier opportunitiesare more easily prioritized, while scarce expertise and industry knowledge have becomeincreasingly valued. In addition, best practices prolierate more quickly, while the incominggenerationofsalespeopleismorerapidlyidentiedandempowered,akeytoretainingtomorrows leaders.

Moving to Sales 2.0: Why Sales 1.0 Doesnt Work Anymore

Sales 1.0, the traditional enterprise sales model, ollows the top-down, rigid processunnel shown below. Within the Sales 1.0 model: Field-basedsalesrepresentativesandsalesexecutivesconductmostoftheir

business through ace-to-ace prospect and customer meetings. Salespeopleareheldaccountablefortheentiresalesprocessfromsuspect

to prospect to proposal to deal close.

Individualmembersofthesalesteamaremeasuredonrevenuetheygenerate. Salespeopleareprimarilyinterestedinclosingthenextdealandmaking

their quotas. Salespeoplehaveessentiallylearnedthattheirpersonalstoreofinformation,

best practices, and sales tips must be kept a closely-guarded secret romother members o the highly-competitive sales team i they are to achieveindividual goals.

Sales 2.0 Represents a Better Way of Selling

Sales 2.0 requires marketing and sales groups to behave quite dierently. In the Web 2.0world, a high value is placed on authenticity. Similarly, with Sales 2.0, customers expect salesreps to be genuine, authentic and non-manipulative, and to avoid the kind o high-pressuretactics that still worked within the Sales 1.0 world.

Sales 2.0 represents not just a better way o selling, but a substantial enhancement o theentire customer purchasing experience. Too oten, the Web 1.0 environment, with itsemphasis on pushing inormation out to a wide audience, tended to overload customerswith inormation. While customers gained access to inormation that in the past belongedentirely to sales proessionals (e.g., product eatures, comparison pricing, customercomplaints), they oten regarded that data as an undierentiated blur o meaningless acts.

By creating a more collaborative environment, Sales 2.0 allows the sales proessional tousehisorherspecicexpertisetohelpthecustomerdifferentiatebetweenessentialandnon-essential inormation. In addition, the two-way communication inherent in Web 2.0technologies helps ensure that the sales proessional remains ocused on customer needsratherthanonapredeterminedsalesagenda.Sales2.0alsohelpssellersrenetheirmessage because Sales 2.0 emphasizes authenticity and interactivity. Given the astereedback capabilities o Sales 2.0 enabling technologies, it becomes immediately clear tothe sales team when a set o messages is poorly received or ineective.

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A New Culture for Selling

Taken as a whole, Web 2.0 and Sales 2.0 represent a cultural evolution in the way consumersthink about selling and about sales people. Well-designed Sales 2.0 web sites also shapecustomer expectations or business products, services, and or the entire selling/purchasingexperience. These sites have changed the way consumers use the Internet to shop and makepurchases by providing:

Rich,interactive,user-friendlyinterfaces. Applicationdeliveryexclusivelyviabrowser(SaaS). Datathatisuser-ownedanduser-controlled. Acultureofparticipationthatencouragesuserstoaddvaluetotheapplication

as they use it. Socialnetworkingaspartofeachwebsitesappeal,interactivity,and

collaborative nature.

Buyers are more inormed and can learn about products anonymously without needing to speakto a sales person. Sellers have less control over the process o revealing product inormationandnoideaastowhatdatatheseanonymousvisitorsareaccessing.Customershavecometoexpect much shorter sales cycles because e-commerce has trained them to expect one-stopshoppingandinstantgratication.

A New Type of Relationship Selling

Selling is still undamentally about building and sustaining relationships. That hasnt changed.But within the Sales 2.0 world, relationship selling is acilitated by a new type o media and can

bemoreefcient,measurable,andcost-effectivethanSales1.0selling.

Sales 2.0 raises the quality o the types o engagements that sales people can have withprospects and customers, and expands the timerame rom regular business hours to ananytime, anyplace, 24/7 context. Traditional Sales 1.0 methodologies in which customers areinormed o certain value propositions through a regimented series o sales process activities arenow considered too slow and largely ineective.

Sales2.0processesarespecicallyadaptedtothecustomersbuyingbehaviorsandfocusedonhelping them get what they want, when they need it. In act, this new orm o relationship sellingis no longer considered selling. It is now regarded as helping the customer with purchasingdecisions, with the customer as the ocus o control and attention.

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Sales 2.0 Problems and Pitfalls

Industry analysts argue that sales organizations ace several types o risks with Sales 2.0:

Iftheydonottakeadvantageofthesubstantialbenets,theywilllosecompetitive advantage in the marketplace.

AshypecontinuestobuildaroundSales2.0,itwillbeincreasinglydifcultor sales leaders to separate reality rom alse promises; large sums o money

willbespentandmistakeswillbemade.Itwillbecomeincreasinglydifcultor sales leaders to ignore Sales 2.0 and simply do nothing.

CommitmenttotheSales2.0paradigmrequiresmorethannancialinvestmentin new tools and technologies. It requires a strong and sustained commitmentto process change and substantially more discipline in standardizing anddocumenting sales processes.

Sales2.0alsorequiresamajorculturalchange,atboththesalesteamlevel,sales leadership, and individual team member levels.

Serious attention must be directed toward re-training o the sales and marketing teams andsales leadership. Key topics include disciplined, documented, and repeatable sales processes;pervasive measurement o results; and selection and use o Sales 2.0 enabling technologies.Sales teams must also prepare or shits in customer interaction, and increased emphasis onknowledge sharing and team collaboration.

Success in the new era also demands that a hard look be taken at the skills and abilities othecurrentsalesteam.Communicationskills,collaboration,teamwork,technicalsavvy,andwillingness to transer knowledge are essential skills or all members o the team. That includesthe sales super stars who previously operated in a semi-independent mode.

Generational dierences in communication, peer collaboration, and knowledge sharing will alsocome into play, as younger members o the sales team operate within the Sales 2.0 model.

Are Traditional Sales People Still Necessary?

Industry journals and blogs actively speculate about how Sales 2.0 will alter the role o thesales person in the 21st century sales processes, and how it will inevitably require a dierent seto sales competencies, knowledge, and skills. Some industry analysts even question whethertraditionalsalespeoplearenecessaryinaSales2.0world.Manysalesleadersandindustry

observers contend that while the seller/customer relationship will change, relationships willcontinue.

Another provocative theory is that Sales 2.0 will change the desired Sales 1.0 constellationo sales personality traits (persistent, aggressive, money-motivated) toward a set o trustedadvisor traits that include greater demonstration o authenticity, rapport, engagement, andstrong technical knowledge.

There is widespread controversy and disagreement regarding the degree to which any o thesepossible Sales 2.0 scenarios will transpire.

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Web 2.0 is creating Learning 2.0

But one thing is clear. Web 2.0 represents a radical shit in thinking rom the delivery o learningto the enabling o learning. As learning becomes less hierarchical, learning leaders becomeknowledge merchants. Learning stas relinquish some control over enterprise training but still

manage the network (renegades versus comrades).In addition, enterprise learning must partner with IT and other departments to provide Web 2.0inrastructure, even though doing so may disrupt traditional learning environments. Enterpriselearning goals need to shit to knowledge sharing, enterprise knowledge fow, and elimination oinormation silos. In short, Learning 2.0 is about:

Creatingadaptivelearnerswhoareself-motivated,life-longlearners. Allowingpeopletomakesenseoflearningintheirownway,andintheirowntime. Creatinganadaptiveorganization. Reducingthetimeittakestoidentifynewopportunitiesorcompetitivethreats.

Improvingcapacityforinnovationanddecision-making

Similar to the earlier paradigm shit diagrams, Learning 1.0 is giving way to the evolution oLearning2.0.YetakeydifferenceaboutLearning2.0isthattheparadigmshiftiscumulative.Itbuilds upon the strengths and approaches used in Learning 1.0 rather than discarding many othem as in the Net 1.0/2.0 and Sales 1.0/2.0 models.

Learning 1.0

ILT,WBT,Virtual,Blended

Command&control,top-down,push

Managementhierarchy

Centralizedcontentcreation

Un-managed inormal learning

Taxonomies

Company-identiedexperts

Departmental, divided

Localized searchMultipledisconnectedplans

Silos and boundaries

Structured,FormalLearning

Learning 2.0

Blended, blogs, Wikis, Q&A, search

Bottom-up, peer-to-peer, pull

Mentoring,knowledgenetworks

Grassroots content creation

Managedinformallearning

Tags

Community-identiedexperts

Unied,governance-enabled

Unied,globaldiscoveryUnieddevelopmentplans

Fuzzyboundaries,openborders

Informal,CollaborativeLearning

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Leveraging the Capabilities of Learning 2.0to Support Sales 2.0

Best practices rom the Learning 2.0 training model are increasingly being leveraged to provideleading-edge Sales 2.0 training. Sales training in the Learning 2.0 world is increasingly ocused

on providing continuous knowledge transer, content acquisition, and on-demand learning.2

Indeed, simply to recognize the continuous process o sales learning calls or a undamentalchangeinperspective.ContinuouslearningispartoftheLearning2.0model,anditaccomplishes several important objectives:

Itenhancestheabilityofthesalestrainingfunctiontosupportperformanceofindividual sales proessionals.

Itcreatesagilesalesorganizationsbetterabletorespondtothecontinuouschallenges o new and complex product inormation.

Ithelpsreducehighratesofturnoveramongsalesprofessionals.

Continuoussaleslearningfocusesonreducingtime-to-prociencyandtrainingcostsfornewproducts and services by providing on demand learning that is always available to the salesteam.Continuouslearningenvironmentsandsalesknowledgerepositoriesalsoenhancecompetitive advantage by helping develop a highly proessional, responsive sales team thatanswers customers questions quickly, accurately and comprehensively.

Somespecicbestpracticeelementsofcontinuoussaleslearningmayincludesomeorall o the ollowing:

Aone-stope-learningcenterforcoursesandcollaborationthatmakesiteasy

forsalesprofessionalstondtheresourcestheyneed,suchasmarketknowledge,competitive intelligence or experienced-based best practices.

Discreteproductorservicelearningnuggetsthatcanbealignedtothecurrentsales situation, skill level and knowledge gaps, so that just the right amount oknowledge is provided at the right time.

Real-timedashboardsthatprovidevisibilityintothesalesteamsreadinessand enablemanagerstoquicklyidentifyteamprociencylevels,agreadinessgapsby

team and individual, and determine the best training or closing those gaps. Onlinepeer(e-mail)communitiessalesknowledgebanks--thatenablesales

proessionals to collaborate and communicate while they learn. The sales knowledgebank automatically captures these exchanges so that new knowledge is availableto the whole sales community.

Salesprofessionalsareprovidedwith24x7onlineaccesstocurrentsalesdiscussionsand easy access to answers rom community experts and peers.

2OutStart,Inc,ANewVisionForSalesandPartnerReadiness:ImprovingtheEfciencyandEffectivenessofSalesTeamsThroughContextual,ContinuousLearningandKnowledgeSharing,2007.http://www.outstart.com/docs/Sales-Readiness-White-Paper.pd

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Next Steps for Learning Leaders:Implement Learning 2.0 for Sales 2.0

Learning leaders must conront their own paradigm shit rom Learning 1.0 to Learning 2.0, albeitin a manner that builds upon rather than discards older learning techniques.

Learning leaders who increasingly work within the Learning 2.0 model must now design, deliver,and support sales learning that provides both sales people and sales leadership with at least abasic understanding o three critical components o the new sales model:

Expertise is the ability to apply all types o knowledge to achievement o sales goals.Sales 2.0 enabling technologies and Learning 2.0 inormation sharing approaches willhelp them ocus on applied expertise enabling them to hone that knowledgeexperientially through learning by doing.

Velocity describes the rate at which sales goals are achieved, at both the individual

and organizational level. Sales proessionals at all levels must clearly understandthat the goal o Sales 2.0 is not just to increase the speed at which activities areeectively perormed, but to increase that velocity through intelligent measurementand improved communication.

Knowledge relates to what each sales person must know about the customer tobe successul within the overall Sales 2.0 paradigm.

o The customer.o The customers business problem.o How a product or service solution can be applied to solve the

customers problem.

oCompetitivedifferentiation.o The eatures and unctions and value points o the product solution.o The competition and the market landscape in which the product

solution competes.

Knowledgealsoincludessituationaluency,ortheabilitytodrawuponasufcientstoreofinformationtosucceedwithinspecicsituationsthatrequireacombinationofbroadanddeepinsights.

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Next Steps for Sales Leaders:Implement Sales 2.0 Processes

Sales2.0isasignicantprocessandculturaltransition.Bestpracticedataindicatethatsales leaders should begin the transition to Sales 2.0 by immediately implementing the

ollowing changes:

Synchronizemarketingandsaleseffortsintowhatisnowbeingcalledsmarketing Createmultiplecustomercommunicationpointsbyleveragingsuchtoolsasphone,

email, instant messaging and other methods to touch the customer. Updatewebsitestoprovidemoreinteractivefeaturesandfunctionality. Takeadvantageofintelligentprospectingandbusinessintelligence(BI)tools. Increaseeffortstowardtargetedleadgenerationandcultivation. Buildsocialbusinessnetworksbyleveragingthetechnologiesthatsupportand

enable these networks.

Alignsalescompensationwithcompanygoals. Structurethesalesforcewithadivideandconquerapproachthatencouragesinormation sharing rather than inormation hoarding.

Focusoncustomersatisfaction. Encourageandenableinteractionacrossallfronts,bothwithexternalcustomers

and collaborations with internal colleagues.

Intelligent Measurement for Sales Management 2.0

Intelligent measurement within the Sales 2.0 model reers to measurement practices which

produce not just metrics, but the right metrics at the right time. A critical component o SalesManagement2.0isestablishingproactive,meaningfulmetricsthatseektodenequalityofthesales process in the ollowing areas3 :

Qualityofleads.Cultivatingandworkingontherightsalesopportunities. Qualityofthesalesprocess.Doingtherightsalesactions,withtherightpeople,

at the right time. Qualityofsalesteammembersexecutionofthesalesprocess.Doingtheright

actions well. Qualityofcustomerandclientreferences.Doingtherighttypesofcustomer

support and customer service ollow-through activities.

Qualityofoverallsalesmetrics.Providingasustainingmechanismforimprovingall o the quality metrics noted above.

3JimDickieandBarryTrailer,SalesManagement2.0:MetricsNotHunches,LucidEra.comandCSOInsights,Inc.,2007,pages1-9. http://www.lucidera.com/wp_download.php?id=102

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Leaders o sales organizations should ask themselves the ollowing questions to determine theirreadinessforSalesManagement2.0anditsessentialIntelligentMeasurementpractices:

Aretheretrackable,measurableprocessesinplaceforthesalesandmarketingteams? Areprospectssentconciseandspell-checkede-mailswithspeciccallstoaction?

Isthesalesteamnotiedifandwhenprospectsopentheire-mails? Areallsalesrepsabletosourceandqualifytheirownleads? Canthesalesteamtrackhowmanypeoplecametothecompanywebsitetoday? Doesthesalesteamknowwhichoftheircontactswereonthewebsitetoday? Canthesalesteamseewhatwebsitevisitorswerelookingat? Dosalesleadersknowhowmanycontactstheirteamhaswithqualied

web site visitors? DosalesleadersknowwhatpercentoftheirleadscamefromInternetsearchore-mails? Dosalesleadershaveanyideawhatthesemetricswilllookliketomorrow?

SummaryInhighly-competitivemarkets,technologyadvanceshavechangedtheplayingeldfortodayssales sta and the learning proessionals who train and support them.

The Sales 1.0 model is too expensive, too slow, too unpredictable, and too hazardous torelationships with todays more sophisticated and knowledgeable customers and decisionmakers. Likewise, the increasingly-dated Learning 1.0 model does not enable sales teamsto acquire the expertise, knowledge, and process velocity they need to compete in todaysmarketplace.

Sales 2.0 is the synthesis o new technologies, sales models, processes, and mindsets. Theparadigmleveragespeople,process,technology,andknowledgetomakesignicantgainsbyintegrating the power o Web 2.0 and on-demand technologies with proven sales techniques inorder to increase sales eectiveness and velocity.

Just as Web 2.0 stimulated the evolution o Sales 2.0, this paradigm shit is also creatingmomentumtowardLearning2.0aswellasothersignicantbusinessandsocialparadigmshifts.Learning 2.0 is ocused on creating adaptive learners who are sel-motivated, lie-long learners;allowing people to make sense o learning in their own way; creating adaptive organizations;reducing the time it takes to identiy new opportunities or competitive threats; and improvingthe organizations overall capacity or innovation and decision-making.

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The Bottom LineThe bottom line is three-old:

First,therapidevolutionoftheInternetandemergenceofWeb2.0arecreatinganew and challenging environment or both sales and learning proessionals. Second,salesleadersandindividualsalesteammembersmustsuccessfullyacquire

the technical knowledge, relationship-building expertise, and collaboration skillsnecessary or selling to the increasingly sophisticated, tech-savvy customers o the 21stcentury. They must acquire this constellation o new skills, implement new salesprocesses, and obtain Web 2.0 enabling technologies as quickly as possible i they areto survive and prosper in the new world o Sales 2.0.

Third,learningleadersmustimmediatelybegintoleveragethebenetsandcapabilitieso the Learning 2.0 model i they are to provide the continuous learning, ocusedtraining, and innovative communication and work skills needed by their sales orce

and sales leadership. This will involve a rapid re-thinking o current Learning 1.0practices and technologies i the sales learning organization is to mobilize around theLearning 2.0 model, and thus keep pace with the knowledge and skill training requiredby the Sales 2.0 sales orce.

Eective sales training must enable each and every person scrambling to build relationships,closedeals,andgeneraterevenueintodayserceandfast-movingWeb2.0marketplacetopulltheir own weight, contribute ully to the overall team, and sustain their knowledge and skills.Building optimum individual productivity and sustaining team accomplishment in the Sales 2.0world is the continuous learning and perormance challenge o todays Learning 2.0 enterpriselearning organization.

AsmanagementguruPeterF.Druckeroncenoted,Itisthetestofanorganizationtomakeordinary human beings perorm better than they seem capable o, to bring out whateverstrength there is in [members o the team], and to use each persons strength to help all theothers perorm. The true test o todays Learning 2.0 training organization will be the extent towhich they accomplish the goal o turning ordinary sales personnel into extraordinary Sales 2.0perormers.

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ReferencesBinder,Carl.FightingtheSalesInformationGlut.SoftwareMarketingJournal. Volume3,Issue3,1998.http://www.binder-riha.com/smj.htmBinder,Carl.BuildingSalesPerformancefortheProductLaunch.SantaRosa,California: Binder-RihaAssociates,2005.http://www.binder-riha.com/Binder_Launch_TechCoire.pdfBinder,Carl.FiveKeystoBuildingaCompetitiveSalesTeam.SantaRosa,California:Binder- RihaAssociates,2002.http://www.binder-riha.com/TechCoire_SalesKeys_Binder.pdfBinder,Carl.SalesKnowledgeManagement:ATechnologyStrategy.SantaRosa,California:

Binder-Riha Associates. n/d. http://www.binder-riha.com/skm_paper.htmCunningham,Darren.SalesandMarketing2.0.LucidEra.com.June25,2008. http://www.lucidera.com/blog/index.php/2008/06/25/sales-and-marketing-20/Daly, Donal. Sales 2.0 is Rolling: Is LinkedIn about to join the mainstream? The Sales 2.0

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Dickie,JimandBarryTrailer.DynamicSalesKnowledgeManagement. OutStartCorporation:CSOInsights.2007. http://www.outstart.com/docs/CSO-Insights-Dynamic-Sales-Knowledge-White-Paper.pdf

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http://www.lucidera.com/wp_download.php?id=102Dickie, Jim and Barry Trailer. Think. Think Dierent. Think Again: Sales2.0WhitepaperPartII.LandslideTechnologiesandCSOInsights,Inc.,2007. http://research.pcpro.co.uk/detail/RES/1213119190_486.html

Durbin,JimandFrankiDurbin.Sales2.0andSocialMedia.Brandstorming.com. May13,2008.http://www.brandstorming.com/2008/05/sales-20-and-so.htmlErvin, Jame-Ane. Sales 2.0: Do we still need closers? [email protected],2008. http://jameane.wordpress.com/2008/03/18/sales-20-do-we-still-need-closers/ESResearchGroup.Sales2.0:WikiWorldandESRsSales2.0CollaborationFramework. WestTisbury,Massachusetts:TheESResearchGroup,October5,2007.

www.researchandmarkets.com/reports/565909/sales_2_0_wikiworld_and_esrs_sales_2_0.pdFarrington,Jonathan.Sales2.0TheClockisTicking.TheCustomerCollective.com. June22,2008.http://www.thecustomercollective.com/TCC/20420Ford,Andrew.ThereisNoTimefortheOldWay.Salesopedia.com.n/d.

http://www.salesopedia.com/content/view/1340/10761/James,Geoffrey.DoYourCustomersValueYou?SalesMachine:BusinessNetworkBlog. February18,2008.http://blogs.bnet.com/salesmachine/?p=170James, Georey. Sales 2.0: Leveraging Web 2.0 To Sell. Whitepaper. n/d.

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www.aberdeen.com/c/report/research_bries/5201-RB-sales-web-collaboration.pdLedingham,Dianne,MarkKovac,andHeidiLockeSimon. TheNewScienceofSalesForceProductivity.HarvardBusinessReview.September,2006.1-10.Leslie,MarkandCharlesA.Holloway.TheSalesLearningCurve.

Harvard Business Review. July-August, 2006. 1-12.Majer,Alen.Sellinginthe21stCentury.Salesopedia.com.n/d.

http://www.salesopedia.com/content/view/1340/10761/Miller,Jeremy.Sales2.0:Areyoureadyfortherevolution?

Salesopedia.com. n/d. http://www.salesopedia.com/content/view/1243/10761/Moore,Geoffrey.Sales2.0:Denitions,ObservationsandThoughtsonTransitioningtoHigherVolume/ VelocitySales2.0Model.Proceedingsofthe2007Sales2.0Conference. SanFrancisco,California:October30,2007.http://sales20conf.vportal.net/Morphy,Erika.Sales2.0:FriendorFoetoCRM?LinuxInsider.April18,2008. http://www.linuxinsider.com/story/59784.html?welcome=1208717155

Musser,JohnandTimOReilly.Web2.0:PrinciplesandBestPractices.[Excerpt]. OReillyMedia,Inc.,Fall,2006.

oreilly.com/catalog/web2report/chapter/web20_report_excerpt.pdOutStart,Inc.ANewVisionForSalesandPartnerReadiness:ImprovingtheEfciencyandEffectiveness ofSalesTeamsThroughContextual,ContinuousLearningandKnowledgeSharing.2007.

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About the Authors

SharonVipondisaPrincipalConsultantwhoseareasoffocusaretrainingindustryresearch,benchmarking, competitive analysis, and enterprise learning strategy. She has co-authorednumerous research reports on topics such as leadership development, training alignment,knowledge management, authoring tools, and best practices in sales training. Sharon hasaPh.D.andM.A.inOrganizationalCommunicationandPsychologyfromtheUniversityofMinnesota-TwinCities.

PeterDunnisaConsultantinIntrepidsConsultingPractice,whereheispartofateamthatresearches and benchmarks clients against industry best practices, analyzes curriculumdesign and perormance models, and develops learning strategies that align clients trainingresources and processes to business objectives. As a consultant or global clients, he hasconducted primary and secondary research and data gathering, developing learning strategyimplementation plans, and measuring business impact. He holds a B.A. rom the University oVirginia.

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About Intrepid Learning Solutions

Intrepid Learning Solutions is a leading provider o learning and perormance consulting,outsourcing, and research services to global companies. With industry-leading expertisein learning management, business process outsourcing, and research, Intrepid deliverstransormative business results or its clients.

Since its ounding in 1999, Intrepid has rapidly established itsel as one o the leadingprovidersinthelearningbusinessprocessoutsourcingmarketplace.PresidentandCEO,VikeshMahendroo,attributesthecompanysgrowthtoourapproachofpartneringwithclients to provide industry leading perormance solutions. Intrepids proven track record oproviding comprehensive learning services to leading global companies has attracted a widerangeofclientsinaviationandaerospace,technology,nancialservicesandotherindustries.

IntrepidhasbeenrecognizedasoneofthecountrysTopTwentyOutsourcingFirmsbyTrainingOutsourcing.com and in August, 2007 was ranked by Inc. magazine as 79th on its 26thannual Inc.500 list o the astest-growing private companies in the U.S.

FormoreinformationaboutIntrepid,visitwww.intrepidls.com.

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