Improving Sales Improving Sales ProductivityProductivity

Strategies and TacticsStrategies and Tactics

SalesEdgeOneSalesEdgeOne Sales Summit/ October 6, 2010 Sales Summit/ October 6, 2010

Andrew Rudin,Andrew Rudin,Managing Principal, Outside Technologies, Inc.Managing Principal, Outside Technologies, Inc.arudin@outsidetechnologies.com

Key Problem to SolveKey Problem to Solve

Increase sales output per dollar Increase sales output per dollar spent.spent.

Why Why “No thanks. We’re “No thanks. We’re good for now . . .”good for now . . .” is a is a recipe for sales disaster. . . recipe for sales disaster. . .

Customers tell us . . .Customers tell us . . .

% of US & European customers selecting a % of US & European customers selecting a given selling activity as “most destructive.”given selling activity as “most destructive.”

35% = too much contact35% = too much contact 20% = lack of product knowledge20% = lack of product knowledge 9% = lack of business or industry knowledge9% = lack of business or industry knowledge 8% = sales style “too aggressive”8% = sales style “too aggressive” 8% = forgotten or ignored after the sale8% = forgotten or ignored after the sale 20% = other20% = other

Source: McKinsey, 2009 n = 1,252

Every Selling SystemEvery Selling System

. . . can fulfill its purpose in less time . . . can fulfill its purpose in less time and at a lower cost. and at a lower cost.

. . . creates the need for new . . . creates the need for new supporting systems.supporting systems.

. . . creates new selling problems.. . . creates new selling problems.

Case #1Case #1

““I don’t care how you make your I don’t care how you make your number, as long as you make it.”number, as long as you make it.”

Risks:Risks:

Dependency on cash cows Dependency on cash cows Fat, dumb, and happyFat, dumb, and happy Planning? What planning?Planning? What planning? No portfolio. Risks are concentrated No portfolio. Risks are concentrated

Case #2Case #2

““The direct channel and the reseller The direct channel and the reseller channel have different goals.”channel have different goals.”

Risks:Risks:

Lost salesLost sales Looking stupidLooking stupid Channel sales clashes with direct Channel sales clashes with direct

salessales Opportunity costs from infightingOpportunity costs from infighting

Case #3Case #3

““Focus your efforts on reaching Focus your efforts on reaching CXO’s!”CXO’s!”

Risks:Risks:

No validating opinionsNo validating opinions Bad assumptionsBad assumptions Ability to understand the informal Ability to understand the informal

networknetwork Failure to connect with broader Failure to connect with broader

buying communitybuying community ““All eggs in one basket” syndromeAll eggs in one basket” syndrome

Tactics for managing risksTactics for managing risks

1. Accept1. Accept2. Eliminate2. Eliminate3. Reduce3. Reduce4. Share4. Share5. Transfer5. Transfer

Opportunities to improve Opportunities to improve sales productivity . . .sales productivity . . .

Categories of selling risks of concern to Categories of selling risks of concern to sales executives:sales executives:

1. Economic1. Economic2. Competitive2. Competitive3. Situational Awareness3. Situational Awareness4. Data integrity4. Data integrity5. Business process and workflow5. Business process and workflow

. . . And some risks that are . . . And some risks that are emerging . . .emerging . . .

1. Data in the cloud1. Data in the cloud2. Social bookmarking2. Social bookmarking3. Social media policy3. Social media policy

Andrew Rudin,Andrew Rudin,Managing Principal, Outside Technologies, Inc.Managing Principal, Outside Technologies, Inc. arudin@outsidetechnologies.com

website: website: www.outsidetechnologies.com

blog: blog: www.outsidetechnologies.wordpress.com

703.371.1242 (mobile)703.371.1242 (mobile)www.xeesm.com/andyrudinwww.xeesm.com/andyrudin