Getting in Early:                                                Shaping Demand Through                                   ...
Three key questions        frame our discussion.                                                GETTING IN EARLY: A DISCUS...
Sales organizations         ideally seek to engage                                                FINDING A READY CUSTOMER...
Information proliferation         has enabled the customer                                                A SHIFT IN BUYIN...
SEC conducted extensive         research to identify what                                                IN SEARCH OF ANSW...
Hi-pers conduct much         deeper due diligence on                                                GATHER DEEP INTELLIGEN...
Hi-pers build their own         pipeline—self-generating                                                OWN LEAD GENERATIO...
Hi-pers willingly engage         in pushing the customer’s                                                LEAD WITH INSIGH...
Hi-pers leverage social         media to gain access to                                                GAIN PRESENCE AND I...
Social media is decidedly        part of the B2B buying                                                THE ELEPHANT(S) IN ...
Hi-pers embrace four        critical behaviors in their                                                SHAPING DEMAND     ...
Hi-pers teach where         customers learn, shaping                                                SHAPING, NOT REACTING ...
Sales must teach where        customers learn, shaping                                                SHAPE DEMAND: TEACH ...
The wealth of information         available to customers is                                                REVISING THE CO...
ROAD MAP FOR THE PRESENTATION                                                                                             ...
“Social soundbites” help        engage customers where                                                TEACHING CUSTOMERS W...
Customers, bombarded         with a near constant flow                                                FILTERING OUT THE NOI...
The best salespeople         earn permission to                                                GAINING INFLUENCE         b...
Top performers cultivate         a strong social network,                                                EARNING INFLUENCE...
READY-MADE SOCIAL MESSAGES                                                OVERVIEW                                        ...
Marketing delivers social         media engagement                                                MASS CUSTOMIZATION      ...
Marketing ensures         that Sales’ burden to                                                RELEVANT, READY-MADE MESSAG...
Marketing recommends         social media contacts and                                                READY-MADE NETWORK  ...
Reps’ personal touch         helps ensure customer                                                PERSONALIZING THE TOUCH ...
Providing sales reps         with ready-made social                                                SPEEDY AND IMPRESSIVE R...
LINKEDIN BASICS  1. Make a Profile                                              2. Complete All Basic Categories           ...
ROAD MAP FOR THE PRESENTATION                                                                                             ...
Sales must reframe how         customers think about                                                TEACH CUSTOMERS INTO T...
Getting in early
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Shaping demand through engagement

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Getting in early

  1. 1. Getting in Early: Shaping Demand Through Pre-Funnel EngagementFrom the SALES EXECUTIVE COUNCIL®of the SALES, MARKETING,AND COMMUNICATIONS PRACTICEwww.sec.executiveboard.com© 2012 The Corporate Executive Board Company.All Rights Reserved. SEC3094112SYN 1
  2. 2. Three key questions frame our discussion. GETTING IN EARLY: A DISCUSSION Critical Questions to Answer 1. How important is it for your sales organization to “get in earlier?” 2. What commonly prevents your salespeople from getting in earlier? 3. How has your salespeoples’ ability to get in early changed across the last several years?From the SALES EXECUTIVE COUNCIL®of the SALES, MARKETING,AND COMMUNICATIONS PRACTICEwww.sec.executiveboard.com© 2012 The Corporate Executive Board Company. Source: Sales Executive Council research.All Rights Reserved. SEC3094112SYN 2
  3. 3. Sales organizations ideally seek to engage FINDING A READY CUSTOMER customers with clear needs, who are ready Customer Purchase Experience to buy. Illustrative ■ The primary commercial Sales targets and objective has been to pursues customers engage an opportunity at with clear needs who the earliest moment business are motivated to buy. needs require action. I. II. III. IV. Learn Define Needs Assess Options Make Decision ■ Listening for new ■ Deciding to take ■ Evaluating vendor ■ Vendor selection ideas action capability ■ Settling pricing ■ Evaluating current ■ Clarifying needs ■ Creating vendor and terms approaches ■ short-list Searching for solution Predominantly Predominantly Marketing SalesFrom the SALES EXECUTIVE COUNCIL®of the SALES, MARKETING,AND COMMUNICATIONS PRACTICEwww.sec.executiveboard.com© 2012 The Corporate Executive Board Company. Source: Sales Executive Council research.All Rights Reserved. SEC3094112SYN 3
  4. 4. Information proliferation has enabled the customer A SHIFT IN BUYING: RELEGATED TO FULFILLMENT to more thoroughly assess needs and options Customer Progress in Today’s Average B2B Purchase Experience without supplier support. ■ This information proliferation has resulted in customers gaining price leverage as they are simply looking for a The average B2B purchase decision is 57% complete, and more than 10 supplier to fill their needs in information sources have been consulted, a relatively low-cost way. by the time a supplier is engaged. ■ Most consumers purchase automobiles in a similar fashion today. Few go to a dealership without having done research, determined options, and knowing the price they are willing to pay. Learn Define Needs Assess Options Make Decision ■ This trend underscores how customers will engage (and always have engaged) suppliers as late as possible. Key Question: How does Sales get involved with ■ This alarming trend raises customers here? a clear question—how does Sales get in early with a more informed customer? Predominantly Predominantly Marketing Sales n = 1,460 customers.From the SALES EXECUTIVE COUNCIL®of the SALES, MARKETING, Source: 2011 MLC Customer Purchase Research Survey; Sales Executive Council research.AND COMMUNICATIONS PRACTICEwww.sec.executiveboard.com© 2012 The Corporate Executive Board Company.All Rights Reserved. SEC3094112SYN 4
  5. 5. SEC conducted extensive research to identify what IN SEARCH OF ANSWERS separates core and hi-per approaches to pre-funnel Research Overview selling in today’s buying environment. Quantitative Rep Survey Structured Sales Rep Interviews ■ 1,078 participants from 23 companies ■ 60–90 minutes interviews ■ Questions on pre-sales activities, and company ■ High-performing and core reps/account managers ■ SEC surveyed more than and manager support of such activities ■ Questions on pre-sales activities, opportunity a thousand reps across ■ Analysis conducted against rep performance data selection, research on opportunities, and a variety of companies, information gathering channels representing multiple Sample Participating Companies industries, across nearly Sample Participating Companies 100 variables. ■ The use of careful control variables ensured data validity. ® ■ Interviews were conducted with high-performing and core-performing reps at numerous member organizations. Sample Variables ■ Sales Rep Behaviors Structured Sales Leader Interviews ■ Interviews were conducted – Influence building behaviors with sales leaders across ■ 54 companies – Customer indentification behaviors the globe. ■ 60–90 minute interviews – Account planning behaviors ■ Head of Sales and Sales Enablement – Competitive analysis behaviors ■ This research was confined – Internal outreach behaviors to pre-funnel sales activities. – Demand orientation behaviors ■ Environmental Measures ■ A variety of pre-funnel sales – Manager Support behaviors, environmental – Support resources factors, and various control measures were surveyed. ■ Control Measures (industry, channel, etc.)From the SALES EXECUTIVE COUNCIL®of the SALES, MARKETING,AND COMMUNICATIONS PRACTICEwww.sec.executiveboard.com© 2012 The Corporate Executive Board Company. Source: Pre-Sales Diagnostic; Sales Executive Council research.All Rights Reserved. SEC3094112SYN 5
  6. 6. Hi-pers conduct much deeper due diligence on GATHER DEEP INTELLIGENCE opportunities using a variety of non-traditional Improvement in Probability of Being a High Performer information sources. Change in Probability Going from 25th Percentile to 75th Percentile Performer ■ Hi-pers heavily relied on people close to the customer organization, including 6.20% partners, SMEs, consultants, customer employees, and social media sources for this deep intelligence. Conducts Non- Traditional ■ It was evident that many Customer Due core performers quickly Diligence assessed opportunities, but ■ Brainstorm with others to did not probe or search for think of ways to approach further information. Their customers ■ Network with internal searches were often limited subject matter experts to simple internet research. to learn about different customers ■ Hi-pers aim to know things ■ Understand the concerns about the customer that of the buying group the customer doesn’t know n = 1,078. about themselves. What this entails: Surfacing in-depth information about opportunities from outside experts, subject matter experts, operations teams, other sales people, partners, even customer employees, etc. What this is not: Determining basic information about opportunities from sources such as public filings, company overviews, traditional opportunity fit scores, or brief conversations with peers. Example: Gen-i built formal communication channels between operations and sales teams to coordinate information sharing on growth opportunities within accounts. Representative Quote: “I try to triangulate my info sources for any prospect. The info I need is out there, you just have to be creativeFrom the SALES EXECUTIVE COUNCIL® to get it.”of the SALES, MARKETING,AND COMMUNICATIONS PRACTICEwww.sec.executiveboard.com Star Performer, Business Services© 2012 The Corporate Executive Board Company.All Rights Reserved. SEC3094112SYN Source: Sales Executive Council Pre-Sales Diagnostic; Sales Executive Council research. 6
  7. 7. Hi-pers build their own pipeline—self-generating OWN LEAD GENERATION leads and not overly relying on Marketing Improvement in Probability of Being a High Performer for lead generation. Change in Probability Going from 25th Percentile to 75th Percentile Performer ■ Interviews showed 10.00% considerable differences between core and high- 6.20% performers within the same companies regarding lead generation. ■ High performers devote Conducts Non- Personally Owns Traditional Lead Generation significant attention to Customer Due independently developing Diligence their business pipeline. ■ Brainstorm with others to ■ I devote considerable think of ways to approach personal time to customers finding and nurturing ■ Network with internal leads subject matter experts ■ Working with to learn about different Marketing falls within customers my core responsibilities ■ Understand the concerns ■ I always customize of the buying group collateral to ensure n = 1,078. relevance What this entails: Lead generation and pipeline cultivation is viewed as an important individual responsibility. What this is not: Depending on traditional marketing efforts and the company for leads. ® Example: Eloqua encourages salespeople to maintain a strong social and event networking presence, positioning salespeople as key industry influencers. Representative Quote: “Most of my peers wait for leads—they see lead generation as Marketing’s job. Then they wonder why they’ve got no one to sell to.” Star Performer, Business ServicesFrom the SALES EXECUTIVE COUNCIL®of the SALES, MARKETING,AND COMMUNICATIONS PRACTICEwww.sec.executiveboard.com© 2012 The Corporate Executive Board Company. Source: Sales Executive Council research.All Rights Reserved. SEC3094112SYN 7
  8. 8. Hi-pers willingly engage in pushing the customer’s LEAD WITH INSIGHT thinking and highlighting flawed assumptions. Improvement in Probability of Being a High Performer Change in Probability Going from 25th Percentile to 75th ■ Leading with insight, Percentile Performer 11.57% strongly echoes the 10.00% Challenger Rep’s traits. 6.20% Conducts Non- Personally Owns Leads with Insight Traditional Lead Generation Customer Due Diligence ■ Brainstorm with others to ■ I devote considerable ■ Teaches the customer think of ways to approach personal time to insights customers finding and nurturing ■ Does not shy away from ■ Network with internal leads highlighting flawed subject matter experts ■ Working with assumptions to learn about different marketing falls within ■ Does not shy away from customers my core responsibilities obstacles in the way of ■ Understand the concerns ■ I always customize valuable business of the buying group collateral to ensure n = 1,078. relevance What this entails: Taking a teaching posture with the customer and willingly challenging customer thinking. What this is not: Leading with features, benefits, and overtly commercial messages. Example: Cargill Pro Pricing arms salespeople with high-impact commercial messages which reframe how customers think about their business, and highlight flawed assumptions customers frequently make. Representative Quote: “You’ve got to position yourself in the knowledge fabric, where customers and their consultants learn. You’ve got to help the customer think differently to be part of that game.” Star Performer, HealthcareFrom the SALES EXECUTIVE COUNCIL®of the SALES, MARKETING,AND COMMUNICATIONS PRACTICEwww.sec.executiveboard.com© 2012 The Corporate Executive Board Company. Source: Sales Executive Council research.All Rights Reserved. SEC3094112SYN 8
  9. 9. Hi-pers leverage social media to gain access to GAIN PRESENCE AND INFLUENCE business opportunities. Improvement in Probability of Being a High Performer Change in Probability Going from 25th Percentile to 75th ■ Interviews highlighted that 12.81% high-performers deliberately 11.57% Percentile Performer use social media to position 10.00% themselves where customers learn. 6.20% ■ Social media channels such as Twitter and LinkedIn present tremendous scale and reach benefits over Conducts Non- Personally Owns Leads with Insight Uses Social Media as traditional networking Traditional Lead Generation Critical Channel Customer Due channels. Diligence ■ ■ ■ ■ Connect with potential Brainstorm with others to I devote considerable Teaches the customer think of ways to approach personal time to insights customers via social customers finding and nurturing ■ Does not shy away from media ■ ■ Use social networks such Network with internal leads highlighting flawed subject matter experts ■ Working with assumptions as LinkedIn or Twitter to learn about different marketing falls within ■ Does not shy away from to share points of view customers my core responsibilities obstacles in the way of and news about your ■ Understand the concerns ■ I always customize valuable business company and products ■ Use social media for lead of the buying group collateral to ensure relevance generation purposes n = 1,078. What this entails: Positioning oneself as a key influencer within social networks to best leverage their scope and scale to cultivate a business network. What this is not: Using social media as a “spamming” or purely commercial channel. Questions About Social Media ■ Is social media really where customers are going for information? ■ Is there evidence that real companies are successfully using social media for B2B sales? ■ Is this relevant to companies outside tech? What about regulated industries?From the SALES EXECUTIVE COUNCIL®of the SALES, MARKETING, ■ Does social media help with global or key accounts?AND COMMUNICATIONS PRACTICEwww.sec.executiveboard.com© 2012 The Corporate Executive Board Company. Source: Sales Executive Council research.All Rights Reserved. SEC3094112SYN 9
  10. 10. Social media is decidedly part of the B2B buying THE ELEPHANT(S) IN THE ROOM and selling experience. 1. Is social media really where customers are going 2. Is there evidence that real companies are for information? successfully using social media for B2B sales? ■ 78% started with informal info gathering online ■ 59% engaged with peers who addressed the IBM arms salespeople with “social soundbites” challenge which help sales reps engage social networks, ■ 48% followed online industry conversations ultimately generating considerable sales. on topic ■ 41% followed online discussions to learn more about topic Morgan Stanley allows 600+ advisors to use ■ 37% posted questions on social networking LinkedIn and Twitter, generating considerable sites looking for suggestions/feedback leads and reinvigorating past client relationships. n = 100+ B2B buyers across industry. Source: IBM; Chief Marketer; Morgan Stanley; Reuters. Source: Genius.com. 3. Is this relevant to companies outside tech? What 4. Does social media help with global about regulated industries? or key accounts? LinkedIn Contacts Across Industry “LinkedIn and Twitter give me access to the Millions whole ecosystem around that account— Other Recent Headlines consultants, other providers, my key contacts…. 13.6 Timken Adds Based on [my contact’s] connections, it’s easy 11.7 Automotive and Heavy- to see if competition is lurking.” Truck Focus to Social 9.1 Media Conversation 8.3 Star Account Manager, 7.7 7.1 Telecommunications 6.5 Dun & Bradstreet Uses 5.2 4.3 B2B Social Media to 3.7 3.2 2.9 2.6 2.4 Bring Data to Life 2.0 1.7 0.36Source: The Timken Company; Dun & Bradstreet, High Tech Finance Manufacturing Medical Educational Consumer Goods Recreational Construction Government Arts Media Non-Profit Transportation Service Legal Agriculture Corporate SocialMediaB2B.com.From the SALES EXECUTIVE COUNCIL®of the SALES, MARKETING,AND COMMUNICATIONS PRACTICEwww.sec.executiveboard.com n = 92,000,000+.© 2012 The Corporate Executive Board Company. Source: LinkedIn.com; Sales Executive Council.All Rights Reserved. SEC3094112SYN 10
  11. 11. Hi-pers embrace four critical behaviors in their SHAPING DEMAND pre-funnel selling activity set. Improvement in Probability of Being a High Performer Change in Probability Going from 25th Percentile to 75th 12.81% Percentile Performer 11.57% 10.00% 6.20% Conducts Non- Personally Owns Leads with Insight Uses Social Media as Traditional Lead Generation Critical Channel Customer Due Diligence ■ ■ ■ ■ Connect with potential Brainstorm with others to I devote considerable Teaches the customer think of ways to approach personal time to insights customers via social customers finding and nurturing ■ Does not shy away from media ■ ■ Use social networks such Network with internal leads highlighting flawed subject matter experts ■ Working with assumptions as LinkedIn or Twitter to learn about different marketing falls within ■ Does not shy away from to share points of view customers my core responsibilities obstacles in the way of and news about your ■ Understand the concerns ■ I always customize valuable business company and products ■ Use social media for lead of the buying group collateral to ensure relevance generation purposesFrom the SALES EXECUTIVE COUNCIL®of the SALES, MARKETING,AND COMMUNICATIONS PRACTICEwww.sec.executiveboard.com n = 1,078.© 2012 The Corporate Executive Board Company. Source: Sales Executive Council research.All Rights Reserved. SEC3094112SYN 11
  12. 12. Hi-pers teach where customers learn, shaping SHAPING, NOT REACTING customer demand in the pre-funnel stage. Variables Most Indicative of Performance Comparison of Core and High Performers ■ Core performers largely wait Distinctive Core Performer Behaviors Distinctive High Performer Behaviors for business opportunities to present themselves. They depend on Marketing to deliver leads, and qualify ■ Assesses opportunities based ■ Conducts non-traditional due opportunities based on on clarity of customer needs diligence clarity of customer needs. ■ Believes lead generation is the ■ Personally owns lead generation Core company’s responsibility High ■ Leads with insight ■ High performers embody a Performer ■ Undiscerningly uses social media Performer ■ Uses social media as a critical “micro-marketing” mindset n = 766 of 1,078. (“spams” their network) n = 312 of 1,078. channel across their territory, teaching customers into their funnel. Fills orders by reacting to existing Teaches where customers learn. demand and settled customer needs Shapes demand by teaching customers into the funnel.From the SALES EXECUTIVE COUNCIL®of the SALES, MARKETING,AND COMMUNICATIONS PRACTICEwww.sec.executiveboard.com© 2012 The Corporate Executive Board Company. Source: Sales Executive Council research.All Rights Reserved. SEC3094112SYN 12
  13. 13. Sales must teach where customers learn, shaping SHAPE DEMAND: TEACH WHERE THE CUSTOMER demand to win profitable business. LEARNS Customer Purchase Experience Learn Define Needs Assess Options Make Decision Incorrect Question How can we get our salespeople to sell where needs are initially defined? Correct Question How can we get our salespeople to teach where customers learn? Today’s Star Performer Shaping Reacting to Demand DemandFrom the SALES EXECUTIVE COUNCIL®of the SALES, MARKETING,AND COMMUNICATIONS PRACTICEwww.sec.executiveboard.com© 2012 The Corporate Executive Board Company. Source: Sales Executive Council research.All Rights Reserved. SEC3094112SYN 13
  14. 14. The wealth of information available to customers is REVISING THE COMMERCIAL FRONT crowding out traditional marketing. Critical Shifts in Sales and Marketing Relative to the Customer Purchase Experience ■ Marketing has traditionally driven awareness and thought leadership in the “learn” phase. ■ However, the wealth of information available to customers has crowded Learn Define Needs Assess Options Make Decision out traditional marketing messages. ■ Customers have applied filters to the information they consume, granting access to few sources. Marketing ■ Enable sales reps with ■ Identify unique differentiators. ■ Sales can earn the required short messages to engage ■ Develop and package commercial insights which highlight unique access to customers in this customers while learning. differentiators. state, helping them think ■ Support sales reps’ personal differently about their ■ Enable further exploration of needs through interactive, yet scalable, brand building. business in ways traditional messages and content. marketing collateral cannot. Sales ■ Train sales reps to be ■ Adapt marketing insights for direct interaction with customers. ■ Marketing must provide involved in channels where ■ Train sales reps to deliver commercial insights in compelling ways. worthy contributors that customers learn (e.g., social media). ■ Teach reps to target and identify the right stakeholders to carry enable sales in gaining insight into customer business. access to customers in ■ Teach reps to personalize the learning stage. marketing messages.From the SALES EXECUTIVE COUNCIL®of the SALES, MARKETING,AND COMMUNICATIONS PRACTICE Source: Sales Executive Council research.www.sec.executiveboard.com© 2012 The Corporate Executive Board Company.All Rights Reserved. SEC3094112SYN 14
  15. 15. ROAD MAP FOR THE PRESENTATION Other Profiles 1 2 How can reps earn permission to How do reps teach engage customers where they learn? customers into the funnel? GAIN CREDIBILITY AND INFLUENCE REFRAME CUSTOMER THINKING Customer Intelligence Pipeline IN SOCIAL MEDIA CHANNELS TO VALUE YOUR SOLUTION ® Profile of a Social Media Star Demand Shaping Coaching Guide Deconstructed World-Class Commercial Insights Ready-Made Social Messages Social Proximity Lead Distribution Summary of Key Learnings Stage Zero Selling High Performer Demand Shaping ToolkitSource: Sales Executive Council research.From the SALES EXECUTIVE COUNCIL®of the SALES, MARKETING, AND COMMUNICATIONS PRACTICEwww.sec.executiveboard.com© 2012 The Corporate Executive Board Company.All Rights Reserved. SEC3094112SYN 15
  16. 16. “Social soundbites” help engage customers where TEACHING CUSTOMERS WHERE THEY LEARN they learn. Customer Purchase Experience Learn Define Needs Assess Options Negotiate Deal “Social soundbites” are used here to gain access to customers, engaging them in a credible fashion while they learn.From the SALES EXECUTIVE COUNCIL®of the SALES, MARKETING,AND COMMUNICATIONS PRACTICEwww.sec.executiveboard.com© 2012 The Corporate Executive Board Company. Source: Sales Executive Council research.All Rights Reserved. SEC3094112SYN 16
  17. 17. Customers, bombarded with a near constant flow FILTERING OUT THE NOISE of learning opportunities, are becoming increasingly Nature of Information Surrounding Customers discerning of information Illustrative sources. ■ Today customers are exposed to considerable Consultants Consultants Industry and near-constant learning Consultants Insiders Industry opportunities. Insiders Industry Customers are Insiders increasingly exposed to information excess. ■ In response, customers Customer are very selective about SMEs Customer which content they engage. SMEs Customer SMEs Peers Peers Peers Sales Reps Sales Reps Sales Reps Customer Information Filtering Customers have become Illustrative increasingly descerning about the information sources and content Screen 1 Screen 2 Screen 3 Screen 4 from which they choose to learn. Gene Inform ral ation General Consumed Information Information al Gener ion Informat Credible Relevant Non- OffersFrom the SALES EXECUTIVE COUNCIL® and Topical Commercial Uniqueof the SALES, MARKETING,AND COMMUNICATIONS PRACTICE Perspectivewww.sec.executiveboard.com© 2012 The Corporate Executive Board Company. Source: Sales Executive Council research.All Rights Reserved. SEC3094112SYN 17
  18. 18. The best salespeople earn permission to GAINING INFLUENCE be influencers within their customers’ social Levels of Social Media Maturity in Sales networks. ■ The best reps are not just present in social media, Basic Intermediate Advanced they position themselves as credible and influential I am a personal brand sources in customer Individual I am a profile I am a company rep consistent with my networks. This affords them Presence company more access to customers. Prospects and ■ The approaches on this Thought leaders and key People I personally know connections who have Network influencers page range from passive to access to those prospects actively involved. Groups related to my Groups where my ■ While advanced behaviors Organizations I belong to company’s industry or customers exchange info may initially appear to Groups (alumni, company, etc.) product set and seek advice require significantly more time, reps claim efficiencies emerge quickly. Time is Information broker, Actively observe, even required to initially build Intermittent check-in curating engaging Involvement participate, in discussions such a network. content ■ The fundamentals of gaining acceptance and influence Immediate Be Findable Monitor Participate in such channels include Goal being credible, being topical, offering perspective, and generally being involved.From the SALES EXECUTIVE COUNCIL®of the SALES, MARKETING,AND COMMUNICATIONS PRACTICEwww.sec.executiveboard.com© 2012 The Corporate Executive Board Company. Source: Sales Executive Council research.All Rights Reserved. SEC3094112SYN 18
  19. 19. Top performers cultivate a strong social network, EARNING INFLUENCE ® allowing better customer access and credibility. Representative Behaviors from a Social Media Star ■ Simple approaches to social media engagement help top performers to establish a significant presence. http://www.linkedin.com/in/motherofmarketingautomation Get Personal: Leverage other connections or personal information to make connections. Learn Openly and Share It: Show your network you’re learning and show customers you’re “in the know.” Give to Give: Share information to engage the broader network and establish followership in social media. “We encourage our sales teams to get on Engage Others: Directly interact with the social bandwagon connections, credit others, ReTweetand develop their own interesting posts, and generally involveprofessional brands. We have to yourself.join the online conversation to becredible and effective.” Be an Influencer, Not a Seller: GainingMelissa Madian access to customers and building a deepSr. Dir. Worldwide Field Enablement network is a function of contribution, notEloqua commercialism.From the SALES EXECUTIVE COUNCIL®of the SALES, MARKETING,AND COMMUNICATIONS PRACTICEwww.sec.executiveboard.com© 2012 The Corporate Executive Board Company. Source: Eloqua; https://twitter.com/#!/jill_rowley; Sales Executive Council research.All Rights Reserved. SEC3094112SYN 19
  20. 20. READY-MADE SOCIAL MESSAGES OVERVIEW Marketing enables low-burden and relatively immediate social presence by sales team SOLUTION HIGHLIGHTS Ready Made Social Messages Marketing provides sales with the ready-made messages and suggested networks to engage. A Personalized Touch by Salespeople Sales reps individualize messages being sent into their networks. SCENARIO ■ IBM found that engaging “white space” B2B customers in a new market did not work for web-based services. ■ IBM’s research showed that 75% of buyers were likely to use social media to influence their purchasing decisions. ■ IBM piloted a program to equip inside sales reps to establish a social media presence and update prospects and customers with ongoing information. COMPANY SNAPSHOT IBM Industry: Diversified Computer International Business Machines (IBM) is the world’s top provider of Systems computer products and services. 2011 Sales: US$107 Billion Employees: 433,000+From the SALES EXECUTIVE COUNCIL®of the SALES, MARKETING,AND COMMUNICATIONS PRACTICEwww.sec.executiveboard.com© 2012 The Corporate Executive Board Company.All Rights Reserved. SEC3094112SYN 20
  21. 21. Marketing delivers social media engagement MASS CUSTOMIZATION approaches to sales, which takes it to the Overview of Social Selling customer. ■ Marketing brings benefits 1 of both information scale, Marketing builds ready- and on-target messaging to Marketing made social messages social selling. and suggested social networks for sales. ■ Access to social networks is not as freely extended to companies, but rather to individuals. 2 Sales individualizes these Inside Sales messages and engages ■ Arming inside sales with social networks on a social messages presents a more personal basis. scalable, yet individualized channel to interact with customers. ■ IBM has initially leveraged Customers and inside sales for this “Considerers” in approach. The principles Social Networks of this best practice largely hold true for field-based (both direct and indirect) sales forces. “The traditional sales cycle has changed—the customer is in control now. Is the marketplace ready? Well, our customers are ready. If we’re not there, we’re not going to be engaged in the conversation early enough to win.” Douglas Hannan Business Unit Executive Inside Sales Marketing IBMFrom the SALES EXECUTIVE COUNCIL®of the SALES, MARKETING,AND COMMUNICATIONS PRACTICEwww.sec.executiveboard.com© 2012 The Corporate Executive Board Company. Source: IBM; Sales Executive Council research.All Rights Reserved. SEC3094112SYN 21
  22. 22. Marketing ensures that Sales’ burden to RELEVANT, READY-MADE MESSAGES participate in social media channels is Principles of “Social Soundbites” relatively low, yet highly relevant. Grounded in Coupled with Short Reason to Lead to IBM Trending Issues External Content Care Social soundbites Messages must are grounded in ■ The marketing-led approach Ensure message Non-commercial Messages are lead back to IBM four principles, eases both rep concerns relevance by content better intentionally short capabilities, even ensuring relevance of additional work, and monitoring permeates and meant to if indirectly. without requiring trending issues social media and garner interest extensive company concerns of rep- customization. generated content. among users and generates more in less than 15 considerers network interest. seconds. Joe Smith Joe Smith Fundamentals of Low-Burden Social Messaging “We have an informal Locate messages within rep workflow, in this rule that 80% of our case in an RSS feed integrated with rep e-mail messages from our “Prefabricated” messages are built by Marketingsellers should be value-add, and Allow message choice with new content pieces to ensures a low-burdennot specifically mention IBM. We experience for the sales reps published on a production scheduleare helping our sales team build who push these messagescredibility in the market.” Messages have pre-written introduction, bit.ly through social media.Ed Linde II links1, and hashtags2 already embedded.Senior Marketing ManagerIBMFrom the SALES EXECUTIVE COUNCIL®of the SALES, MARKETING, 1 Shortened URL links.AND COMMUNICATIONS PRACTICEwww.sec.executiveboard.com 2 “#” Mark in front of a word, which links to currently-trending social discussions in Twitter.© 2012 The Corporate Executive Board Company. Source: https://twitter.com/#!/KellyMMeade; IBM; Sales Executive Council research.All Rights Reserved. SEC3094112SYN 22
  23. 23. Marketing recommends social media contacts and READY-MADE NETWORK networks to keep Sales’ burden initially low. Social Network Recommendations from Marketing to Sales ■ Each specific product Key Influencers vertical receives Prominent and active subject matter recommendations on key experts positioned well within verticals. Marketing influencers, groups, and Identified by involvement in groups, researches and hashtags to help gain number of followers, and amount of recommends these networks respective ready-built social citing (ReTweeting). networks within attention. LinkedIn and Twitter for sales ■ Reps are expected to Critical Social Groups reps to follow. continue building their own Groups dedicated to, or discussing, personal network, despite various types of products and services these initial suggestions offered by IBM. from Marketing. ■ IBM also has a reactive lead generation program seeking out potential customers Recommendations for Engaging Key Influencers asking for peer reviews, RFP criteria, or other clear buying “ReTweet” and Credit Influencers signals. Sallie Anderson Gain credit with key influencers by broadcasting their messages, particularly ones relevant to the rep. Thank Influencers Who Credit You Joe Smith Social capital matters significantly in online social networks, and it helps key influencers build their own personal brand.From the SALES EXECUTIVE COUNCIL®of the SALES, MARKETING,AND COMMUNICATIONS PRACTICEwww.sec.executiveboard.com© 2012 The Corporate Executive Board Company. Source: https://twitter.com/#!/KellyMMeade; IBM; Sales Executive Council research.All Rights Reserved. SEC3094112SYN 23
  24. 24. Reps’ personal touch helps ensure customer PERSONALIZING THE TOUCH receptivity and engagement. Rep Contextualization of Messages Topical ■ Reps are granted far more Messages must fit within the broader context of the access to social networks current discussions occurring in social media channels. While the social than the company, at large. messages are Current and Well-Timed pushed to ■ Encouraging minimal editing Keys to Authentic reps, they are Messages Messages must be current in order to be accepted as encouraged to of messages helps mitigate part of network dialogue. individualize them likelihood of networks by simply changing socially rejecting or ignoring a few words. Language messages. Messages must be match the “native” language in each ■ Company-provided websites social group or network. allow reps to create their own online presence. This Channels for Individual Rep Social Presence serves as a digital business card of sorts. LinkedIn account Twitter account ■ This customized website is particularly important Personal website, with for inside sales, who rarely integrated Twitter feed, engage in-person with personal video, and IBM customers. product overviewsFrom the SALES EXECUTIVE COUNCIL®of the SALES, MARKETING,AND COMMUNICATIONS PRACTICEwww.sec.executiveboard.com© 2012 The Corporate Executive Board Company.All Rights Reserved. SEC3094112SYN Source: http://www.ibm.com/connect/ibm/us/en/resources/kmmeade/; IBM; Sales Executive Council research. 24
  25. 25. Providing sales reps with ready-made social SPEEDY AND IMPRESSIVE RESULTS networking opportunities has yielded fast and significant results. Twitter Followers Seller Personal Page Views Pilot Team (North America), Indexed Pilot Team (Global), Indexed ■ The speed with which IBM has seen results is remarkable, and can be 12x 2.06x attributed to marketing’s efforts to make this low- burden for the sales force. 1x 1x Pre-Pilot Post-Pilot Pre-Pilot Post-Pilot (Seven Months) (Two Weeks) “We’ve seen considerable growth through our pilot and are now working to roll out “We’ve built a set of across our many sales forces.” digital capabilities for our sellers to engage Douglas Hannancustomers where they learn and Business Unit Executivewhen they learn about ways to Inside Sales Marketingimprove their businesses.” IBMEd Linde IISenior Marketing ManagerIBMFrom the SALES EXECUTIVE COUNCIL®of the SALES, MARKETING,AND COMMUNICATIONS PRACTICEwww.sec.executiveboard.com© 2012 The Corporate Executive Board Company. Source: IBM; Sales Executive Council research.All Rights Reserved. SEC3094112SYN 25
  26. 26. LINKEDIN BASICS 1. Make a Profile 2. Complete All Basic Categories 3. Get Recommended Go to www.LinkedIn.com and register. Education, experience, contact details and Ask managers, peers and customers to complete interests. Include links to your company and one paragraph recommendations highlighting any other social networks like Twitter or online strengths and accomplishments. Don’t be shy industry networks. about asking! Only post the best 3–5—no one wants to read 20 recommendations. 4. Add a Photo 5. Write a Good Summary 6. Write a Unique Headline Profiles that include a photo are 7X more likely Highlight your particular value-add or unique Include a major accomplishment or strength, to be viewed than those without a photo. Photos capabilities. How you sold is more important not your job title but something special you should be professional, clear and a good current than what you sold. Include keywords that consistently do. representation of the person. match your skills. 7. Find People You Know 8. Invite People to Connect 9. Find Groups Use your current organization, find old Invitations to connect are more likely to be Groups relevant to your customers’ issues, their colleagues or classmates and check their accepted if you personalize them. Never rely on work, or the capabilities that support them are connections to see if you find others. LinkedIn the standard LinkedIn invite. a good place to start. Search by keyword to find also has a “you might know” feature that can be communities relevant to your industry or groups very helpful when starting out. your connections frequent. 10. Interact Put up a few posts of your own, ask or answer questions and see how people respond. Posts should not be overtly commercial and should match the tone of other discussions in the forum.Source: thelinkedinman.com; Sales Executive Council research.From the SALES EXECUTIVE COUNCIL®of the SALES, MARKETING, AND COMMUNICATIONS PRACTICEwww.sec.executiveboard.com© 2012 The Corporate Executive Board Company.All Rights Reserved. SEC3094112SYN 26
  27. 27. ROAD MAP FOR THE PRESENTATION Other Profiles 1 2 How can reps earn permission to How do reps teach engage customers where they learn? customers into the funnel? GAIN CREDIBILITY AND INFLUENCE REFRAME CUSTOMER THINKING Customer Intelligence Pipeline IN SOCIAL MEDIA CHANNELS TO VALUE YOUR SOLUTION ® Profile of a Social Media Star Demand Shaping Coaching Guide Deconstructed World-Class Commercial Insights Ready-Made Social Messages Social Proximity Lead Distribution Summary of Key Learnings Stage Zero Selling High Performer Demand Shaping ToolkitSource: Sales Executive Council research.From the SALES EXECUTIVE COUNCIL®of the SALES, MARKETING, AND COMMUNICATIONS PRACTICEwww.sec.executiveboard.com© 2012 The Corporate Executive Board Company.All Rights Reserved. SEC3094112SYN 27
  28. 28. Sales must reframe how customers think about TEACH CUSTOMERS INTO THE FUNNEL their business to best initiate a role. Customer Purchase Experience Illustrative ■ While “soundbites” help initially engage customers, teaching compelling insights Star performers teach insight is required for the customer to initiate a sales process by to take action. either shaping or re-shaping customer demand. Teaching Learn Define Needs Assess Options Make Decision 1 Shape Demand 2 Reshape DemandFrom the SALES EXECUTIVE COUNCIL®of the SALES, MARKETING,AND COMMUNICATIONS PRACTICEwww.sec.executiveboard.com© 2012 The Corporate Executive Board Company. Source: Sales Executive Council research.All Rights Reserved. SEC3094112SYN 28
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