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SALES PRODUCTIVITYTHE MODERN GUIDE TO:

The Sales Process Isn't What It Used to Be01

The sales process isn't what it used to be. With 94 percent of b-to-b buyers reporting that they conduct some form of online research before purchasing a business product, sales teams are focusing on increasing prospect engagement online.

The Importance of an Optimized Buying Process

01

SALES TEAM

CUSTOMERS

How does a sales organization build repeatable processes that serve both customers and itssales team?

Sales technology that puts the customer at the center of sales productivity does more than help

sales professionals answer customer questions. Using data to automate and track the sales

process can also help sales teams deliver personalized information and follow-up that move

prospects further along the buying process.

Technology has become the answer for many sales

teams. North American businesses invest approximately

$2,280 per rep per year on technology to make their

sales teams more productive. In many cases, that invest-

ment is paying off: in a survey conducted with the Sales

Management Association from September to November

of 2014, 77 percent of respondents said their use of

sales technology is more than somewhat effective. When

asked about sales-related technology investment objec-

tives, more than 63 percent of respondents ranked

improving the quality of customers' experience as more

than somewhat important.

Putting the Customer at the Center of Sales Productivity01

Putting the Customer at the Center of Sales Productivity01

"In the past, salespeople interactions represented almost the

entirety of the "customer experience," at least for busi-

ness-to-businessfirms. Now sales calls occur in the context of a

much broader web of buyer-seller interactions. As a result,

sales forces are paying attention to the holistic customer expe-

rience to organize buyer coverage and communication ap-

proaches. Technology that integrates seamlessly with selling

activity is essential to this effort."

Bob Kelly, chairman of the Sales Management Association

The Challenge of Low Sales Technology Adoption01

44%

Lack of support from senior leadership

25%

Insufficient training on technology

41%

Salespeople are not held accountable for use of the

technology

Driving both customer experience and pipeline acceleration re-

quires sales leaders reimagine their scope of responsibility and

implement well-crafted processes and systems to guide the evo-

lution of their teams.

According to the Sales Management Association survey, respon-

dents who reported low technology adoption cited the following

influences:

Perhaps more important than the challenges that lack of adoption creates for selling organi-

zations, it is clear that the disjointed process adversely affects the buying experience as well.

The Customer Now Controls the Sales Cycle02

Successful sales organizations have embraced the new reali-ty: the customer now controls the sales cycle. With 84 per-cent of senior b-to-b buyers using online technology like social media to help them make their purchasing decisions, sales teams must evolve their processes and approaches to deliver prospects experiences that close deals faster.

The Buyer's View of the Sales Process

02

Research provided by IDC

Technology has and will continue to

transform the traditional sales funnel,

blurring the lines between stages and

offering opportunities to create more

personalized touchpoints. Mobility has

fundamentally changed the nature of

enterprise sales, with constant connec-

tion and real-time interaction becom-

ing the new normal for b-to-b custom-

ers.

Accenture coined this new reality of sales the Nonstop Customer Model, noting the ideal cus-

tomer experience is more dynamic, accessible and continuous. To compete and win, sales

organizations must move at customer speed and anticipate the demands of their buyers.

Today's b-to-b buyers are making the shift "from offline settings into online and mobile environ-

ments," requiring sales technology that prioritizes mobile-first architecture and real-time com-

munication tools. Integration with other platforms is another priority; a seamless blending of

sales tools with marketing and service ensures a connected sales process and an improved

buyer experience.

Technology is Transforming the Sales Funnel02

Making Things Easy for the Customer03

How to Drive Sales Pro-ductivity and Optimize the Buying Experience

03

"We're trying to grow our business and brand, but we want to make things easy for the customer,"

Michael Crafton, president of 360 Services.

Optimizing the buying experi-ence and accelerating sales productivity aren't mutually exclusive concepts.

Traditionally relying on paper, fax

machines, and face-to-face interac-

tions, Crafton wanted to bring his

industry into the 21st century and

help improve the customer experi-

ence. "We want to help our customers

become more innovative," he said.

How to Optimize the B2B Buying Process03

In fact, the rapid adoption of technology serves as a catalyst for making this concept a

reality. "Sending a link to someone with their proposal helps set the tone and helps

them understand there's an easier way, and that they should expect a higher level of

service from us," Crafton said.

360 Services Reduces Proposal Creation Time to 15 Minutes03

By implementing TinderBox, the 360 Services sales team reduced proposal creation time by

two-thirds, resulting in highly personalized proposals completed in just 15 minutes. Crafton's

investment in sales technology, along with his commitment to streamlining the buyer experi-

ence, has made positive impact beyond the sales cycle.

Customers that save time in the buying experience can invest that time into other areas of their

business, helping strengthen a seller-buyer relationship early in the process and increase sales

productivity.

"We have to show our customers that the tools we use add value by also

affording them more time to work on other parts of their business," said

Crafton.

The best sales technology is just one element of a methodology that

provides sales professionals with the structure to better understand

what customers need in the buying process. Insights from the TinderBox

sales productivity suite provide Crafton and his sales team with valuable

information about proposal performance and prospect interaction. This

helps sales professionals improve proposals and deliver solutions that

meet the exact needs of buyers.

Transform Your Organization04

Sales Productivity. Realized.

04

Accelerating sales productivity and optimizing the buying ex-perience require sales leaders transform their organization.

Customer experience is no longer just the realm of mar-keting or customer service.Now, it's up to sales teams to provide the best experience from the first interaction to

the last by establishing valuable relationships throughout the sales process. With this

new reality and application of technology, sales teams can:

�

Increase Sales Productivity04

Automate processes to make them fasterThe faster you can respond to

customer inquiries, the more quickly

you can move them along the buying

process. That also gives your sales

professionals more time to close

more deals.

Personalize buyer interactionsPersonalized proposals and presen-

tations can signal early commitment

to customer experience and

encourage buyer confidence in the

seller.

Ensure that the content and solutions

offered can be accessed anytime,

anywhere, from any device. Because

so many B2B buyers are using mobile

to buy, consider tools that prioritize

mobile capabilities.

Meet customerswhere they are

Increase Sales Productivity04

By maintaining focus on customer experience, sales teams can gain a wealth of insight

into how to shorten the sales cycle and create efficiencies in their everyday jobs. This

brings value not only to the buyer, but to your organization as a whole. When a buyer

has an excellent experience with your organization, you'll do more than win a custom-

er—you'll transform the way your team sells.

"Automating processes throughout the sales cycle removes friction from

buyer-sales interactions, making it easier for customers to say yes."

Neil Hudspith, Chief Revenue Officer, DocuSign