How to Enable Sales Reps to Succeed
 

How to Enable Sales Reps to Succeed

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Sales "enablement" means 1000 different things to 1000 different people but at the end of the day there's only one goal - to ensure sales can sell. That's why it's ok for sales reps to be a little ...

Sales "enablement" means 1000 different things to 1000 different people but at the end of the day there's only one goal - to ensure sales can sell. That's why it's ok for sales reps to be a little selfish - they rely on other people and departments to get their deals done. The tools, systems, people, and processes that are put in place need to work together in order to support sales reps. Reps need to be enabled from day one to start selling.

In this presentation we cover how to transform your sales performance by ensuring sales reps:

Are properly on boarded and quickly productive.
Sell value over price.
Get what they need from other departments.
Are properly motivated throughout the sales cycle.
Are equipped with an integrated revenue enablement system

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  • Good morning or good night depending on where you are joining us from. <br /> Thank you. Here’s our agenda today. <br /> Twitter - #SalesEnablement <br />
  • JEN <br /> Does this sound like something you or a sales rep in your organization has experienced? <br /> Skippy has an appointment with a new prospect, Wizbang Corp. on Tuesday at 2:00. <br /> Tuesday morning comes along, and Skippy realizes he’s not sure which product of the 125 in his portfolio the prospect is interested in. <br /> So, Skippy spends the majority of the morning and into lunch pulling together an information packet with company and product brochures from his hard drive, ABC’s company website, Intranet, and copies the brochure for the Golden Widget he found in the office. At the same time, he’s trying to update his forecast for his manager, put together a quote for another prospect, answering calls from customers, and dealing with commissions disputes before the cut-off for payroll. <br /> After all this, Skippy rushes off to his appointment. The appointment goes well, he covers ABC’s entire portfolio, and actually discovers the prospect is interested in the Golden Widget and would like a quote. Great news! <br />
  • JEN <br /> So Skippy races back to the office to put together a quote. He tells his manager the appointment with the new prospect went great. So great, that the customer said they want to take delivery in the next 30 days! Which is great news because the Manager was looking for an upside deal to include in the forecast meeting he’s about to have with his Director of Sales! Things at ABC have been a bit tense since they were recently acquired by XYZ Corp, so forecast accuracy is very important these days. <br /> So, after he updates his forecast in the CRM, Skippy starts working on the quote for the prospect. That’s when he realizes… the Golden Widget is discontinued. So he begins a quote for the product’s replacement – the Platinum Widget. It’s a like for like replacement, so shouldn’t be a problem. <br /> However, he realizes he doesn’t have a current copy of the price book to configure and price the Platinum widget. And he’s not sure how much to charge for implementation of this new product, so he sends an e-mail to operations and the pricing team for a quote. <br /> At the end of the day Wednesday morning, Skippy hears back from his resources with pricing. The next day, he starts to put together a proposal in Word using an old proposal template to create a new template since it’s the first time he’s proposing this product. He just needs to change the company name he’s presenting to in various spots, change the product name from Golden Widget to Platinum Widget, pull an image of the product from ABC’s website, and add pricing. <br /> By end of day Thursday, Skippy calls the customer and says he’s ready to present pricing. After 3 days of phone tag, an appointment is scheduled for the following Thursday at 10am. – Two weeks after the original meeting. <br /> Once they meet, since Skippy is proposing a product different from what they previously discussed, the customer requires more information on this new product and indicates he’d like a lower price point. So, you guessed it, Skippy dashes back to the office to gather more detail. <br /> They meet again the following Wednesday – 3 weeks after the original meeting - with an updated quote and the new Platinum Widget brochures. The customer agrees to proceed. Skippy heads back to the office to generate paperwork. <br /> By the following Tuesday (4 weeks after initial appointment) Skippy has the signed paperwork in hand, signed and ready to place the order. Remember when Skippy told his manager this would be delivering within 30 days? That’s not going to be able to happen now. <br /> Fast forward 60 days later, Skippy reviews his compensation and realizes it is not what he expected because of Golden Widget promotions he assumed would apply to the Platinum Widget. <br /> Does any element of this sound familiar to you? Sadly its not too far from reality for many sales organizations – regardless of the size. <br /> Depending on your business, this may be better or worse than what your experiencing – but there’s always an opportunity for improvement. <br />
  • JEN <br /> So let’s look at this from the customer’s perspective. <br /> Scrappy discovers he needs a Widget that will fix his current operations problem. He’s done some research. After reading some reviews on-line, he is looking forward to his meeting with Skippy to learn about the Golden Widget. He’s hoping Skippy can provide some insight on other companies that are having the same operations problem that has been resolved by the Golden Widget. <br /> During the appointment, he listens to Scrappy as he covers ABC’s entire portfolio before finally hearing about the Golden Widget. He let’s Skippy know he’d like to see a quote and move fairly quickly on this so they can implement prior to their quarter-end – in the next 30 days. <br /> This is 45 minutes into the appointment. The customer’s time has been wasted! <br /> A day goes buy and Scrappy is beginning to wonder where that quote is. He gets concerned and starts shopping with ABC Incorporated’s competitors and purposely doesn’t return Skippy’s calls until he gets the process rolling for quotes from the competitors for comparable products. <br /> The customer’s time has been wasted again! And the deal is at risk. <br /> By the time he meets with Skippy again, he realizes the product is changed from what he had researched and asks for more information and also tells Skippy he wants to see a lower price point – Scrappy doesn’t tell the sales rep this, but he’s not asking for a lower price because of budget, but as a penalty for all the delays. <br /> There are several studies that talk about the amount of time wasted and lack of value sales reps bring to the table. Here’s one that buyers feel 70% of sales reps are unprepared to engage them – surely in this scenario, Skippy is among that 70%. We also have seen the study that says sales brings value only 19% of the time. <br /> TRANSITION TO CRAIG: The problem with this scenario is Skippy the rep is not enabled to get business done quickly. What do exactly do we mean when we say “enabled”? This is what we are here to discuss. <br />
  • CRAIG – tie in the impact from the buyer’s perspective from the previous example with Skippy <br /> SE plays out every hour of every day – if content/ messaging can’t be found or doesn’t exist, build it – takes away from selling <br /> With sales it’s easier to be a critic than a creator – but the messanger (skippy) must find the content and have access when selling <br /> Buyer DEMANDING especially ealier in their buying process <br />
  • CRAIG <br /> Sales enablement is more about make reps successful with technology to improve the process <br /> During an interview talented reps will ask for more than the comp plan: what will the organization do to ramp me up faster for success and then ongoing so that I can focus on selling? <br />
  • CRAIG <br /> We all are aware of buyer 2.0 – buyers are changing, regardless of what you sell, so you need to change too. <br /> The first 60% isn’t a marketing thing; it social marketing AND selling with reps able to provide 1to1 communications to incubate future buyers <br />
  • CRAIG <br /> One truth remains and will remain in the future, people buy from people <br /> However, buyer expects more, thus they buy from people that ADVISE and TRUST <br /> Moto example: don’t buy products, they buy safer community <br />
  • JEN <br /> This brings us to the title of our webinar – It’s okay to be selfish <br /> Be selfish in a collaborative way. <br /> Sales should be selfish. Some would say a terrible thing happens without sales: nothing! It all starts with the a sale. A lot of the weight of making the sale falls on the sales team’s shoulders. Not to mention all the other things that is involved in sales. Have you or anyone in your sales organization ever said “some things are just harder than they should be.”? <br /> In order to get it all done, sales needs to the support of the company from Marketing, Sales Operations, and Management. Really, Sales is their customer. Technology should help the process, not be the process – but without process, the technology won’t bring any value – and technology certainly shouldn’t get in the way of making progress. <br />
  • JEN <br /> Think of sales as a team sport. Everyone plays an important role. <br /> If the sport was a relay race, then Marketing would be the first leg, handing off the baton to sales once they&apos;d qualified a lead. And so on. It’s everyone’s race and everyone’s responsibility to support the buyer throughout the process. <br /> So, we talked about being selfish and asking your company for help, so we have to ask the question: What does Sales want? <br />
  • JEN <br />
  • JEN <br /> For each bullet: <br /> These are the things that are okay to expect:…. Many companies have been able to build the process, acquire supporting technology, and strengthen the relationship between sales and marketing to make it possible. <br /> Imagine if Skippy was enabled to learn about all of his companies products, whenever, wherever he is. If he had the capability to see a snapshot of what his prospect has been researching and receive valuable information from marketing in advance of appointments. <br /> Had quick and easy access to the latest data sheets and other relevant content before and during his appointment? <br /> What if he was able to configure the solution and provide a quote during or within minutes of his appointment – and what if he know what he was being paid as he prepared it? <br /> What impact would that have had on the sales cycle? More importantly, what positive impact would that have on his prospect? <br /> So, is this imaginary? No, this is real. Let’s talk about some examples of what companies have been able to achieve by enabling their sales force. <br />
  • JEN <br /> Acteva’s challenge was with their nurturing and lead system. They had no way to be able to capture intelligence on anonymous traffic to their website. <br /> They also weren’t able to quickly and easily distribute leads based on geography or product interests. <br /> Learning the system they were using took 4 to 6 months to become a power user. <br /> They wanted something better – not hard. <br /> Now they’ve seen a dramatic increase in lead flow, are able to track anonymous activity on their website and microsites, and are sending targeted e-mail campaigns based on what visitors to their website are interested in. <br />
  • JEN <br /> This is an example of what works at our company for an on-boarding process. <br /> Pre-Boot Camp Training: Series of self-service product and solution training (all online and accessible via mobile device), including testing (editor note: Litmos plug) <br /> o   Bootcamp: 1 week sales and solution training that builds on the above training and certification <br /> o   Mentor Program: each AE is assigned a senior AE mentor.  Mentor will take new AE into their meetings/calls to give them ‘hands on’ experience <br /> o   New AE’s progress is tracked and monitored so we can proactively help improve skills and knowledge sooner than later (editor – coaching plug) <br /> o   45 - 60 Day Process <br /> KPIs - activities  <br /> Training: All team, sales management, HR, ops, marketing <br />
  • CRAIG <br />
  • JEN <br /> Xirrus provides wi-fi to large venues – like ballparks and other public venues. <br /> They were producing all their quotes on spreadsheets. Making a very manual process. They would then need to create a quote for the customer in a Word file. <br /> For pricing approvals, they needed to e-mail multiple people within the organization for approvals – and wait. <br /> At times, approval wouldn’t be received in time, or someone wouldn’t be aware of the process, so discounted pricing would be presented to the customer. <br /> Because the configuring and pricing process was so manual, human error often caused components to be left out of the pricing. <br /> They also found they were missing out on opportunities to sell support contracts because the rep simply didn’t know it was an option for what was being proposed. <br /> Now, they are able to do all of this automated with a solution that is integrated with their Salesforce CRM. After just an 8 week implementation, they were able to produce just under 3500 quotes in their first quarter. Because the reps are alerted to available support contracts and the like, they have experienced an increase in their support upsell volume. Also, because the configuration and approval process is automated, it takes just one minute to generate a quote with a few mouse clicks! <br />
  • JEN <br /> Verizon saw a high volume of commission disputes. Based on this, they knew they were also not seeing a high volume of overpayments. At the end of the day, no one was confident in the accuracy of commissions payments. <br /> Craig, let’s talk about how companies like these were able to make these improvements and see these results. <br />
  • CRAIG <br /> Companies learn quickly the importance of the 4 elements – sales don’t want more random technology, content and logins to technology <br /> Process: understand the steps typically followed by the buyer <br /> People: identify what roles are provided to help advance deals through the buying process <br /> Content: understand what content is available to help differentiate from the competition and create a sense of urgency to buy now <br /> Technology: determine what technology is available to deliver and track the buyers behavior <br />
  • CRAIG <br /> As mentioned there are 4 elements <br /> Sales want a single source of truth for everthing from leads to content to work the leads <br /> Day to day they help buyers through buyer journey, and brochures don’t cut it <br /> Customer Needed Illustration to retionalize what is needed <br />
  • CRAIG (add question for attendee to rank themselves after this slide) <br /> Each client takes a hard look at their deployment <br /> Where to get started is based on well over 100 deployment of Ses <br /> 1-2 hour assessment <br /> 1 to 2 day planning workshop <br /> This isn’t a 6 month effort. Most are already doing SE, just in a random way <br />
  • How to sell improving SE internally? Show how maturing pays off at each level of <br />
  • JEN <br /> So let’s go back to Skippy and imagine how it would’ve went with Wizbang Corp. he was fully empowered to be successful. <br /> He has an appointment with a new prospect on Tuesday at 2:00. <br /> Around 10am, Skippy receives an alert on his phone with reminders to prepare for the appointment: <br /> Read recently published information about the prospect’s company (annual report, press releases, etc.) <br /> See what information Scrappy has been looking at on ABC’s website. <br /> He sees the prospect spent 15 minutes looking at the various information posted about ABC’s Platinum Widget. <br /> Realizing he doesn’t have a lot of knowledge about the new Platinum Widget, Skippy takes a quick course on-line – which he doesn’t have to search for because he sees the course link on the same dashboard he sees this alert. <br /> On his tablet, Skippy pulls together the Platinum Widget value proposition presentation – including a video, and customer case studies, and other collateral. <br /> It’s 11:30. Skippy has time to follow up with another customer to move an opportunity forward. <br /> Skippy holds his appointment and discovers the prospect is interested in the Platinum Widget and would like a quote right away since they need implementation within 30 days. Using his tablet, he configures the quote based on the customer’s needs and presents a quote. The customer indicates the pricing is a little more than they expected. Skippy applies some discounted pricing, which triggers an alert to his manager – who is able to approve it right away - and the customer agrees. Once negotiations are complete, Skippy is able to generate a contract and have the customer sign contracts. <br /> Skippy already knows what his compensation is going to be, so there are no surprises 30 days later when he’s paid. <br /> Now Skippy is part of that 19% that is bringing value. <br />
  • JEN <br /> So, we’ve talked about a lot. What Callidus is all about, is streamlining these disjointed processes from Lead to Money. As we’ve seen with Skippy, when sales isn’t enabled for success, it negatively impacts sales productivity, performance, and time it takes to win the sale! <br /> I took you through examples different ways companies have improved their process along this Lead to Money journey. <br /> Sales needs truly qualified leads delivered as close to the moment of creation as possible. Statistics show there is a 60% improvement on lead conversion rates when the time it takes a lead to be delivered to a rep is reduced from 1 hour to 3 minutes. <br /> We talked about the importance of having the right information at the right time intuitively available to sales. Ask yourself, how are you getting information today? How does your current on-line learning system integrate with your document repositories or Intranet sites? <br /> To truly be effective, sales needs to be in the field – not at their desks putting together quotes. Ask yourself how long it takes your sales organization to configure and prepare price quotes. Imagine for your own business what it could mean to be able to have quotes prepared during or immediately following a sales call. <br /> After all their hard work, sales wants to be paid. They want to be recognized for their achievements. It’s not just about the commissions payout, it’s about integrating your all your incentive programs. <br /> At the end of the day, what everyone wants for their organization is to close more deals faster. And for it to not be so hard. <br /> On behalf of CallidusCloud, thank you for attending today’s webinar. <br />

How to Enable Sales Reps to Succeed How to Enable Sales Reps to Succeed Presentation Transcript

  • It’s OK to be Selfish How to Enable Reps to Succeed March 18, 2014
  • Today’s Featured Speakers Craig Nelson Founder and Principal Sales Enablement Group Jennifer Kling Product Marketing - Sales Enablement Manager CallidusCloud
  • Agenda • A story about a sale • What is Sales Enablement? • It’s okay to be selfish • What sales reps want • The blueprint to how to get what sales wants #SalesEnablement
  • A Day in the Life: Skippy the rep from ABC Incorporated On any given day: •Same day meeting preparation •Don’t know customer needs •Information scattered throughout the organization •Multi-tasking several tasks at any given moment #SalesEnablement
  • A Day in the Life: Skippy the rep from ABC Incorporated •Outdated information •Slow to quote •Slow to contract •Inaccurate pay Sound familiar? #SalesEnablement
  • Scrappy the Customer at Wizbang Corp. What is the impact on the customer? •Customer has already done research, is looking for insight from the sales rep •No value from the sales rep •Wastes the customer’s time
  • What does sales enablement mean to sales and buyers? • Skippy • Having access to the right resources to make it easier to sell and build better relationships with buyers • Scrappy • Access to information and guidance during each step of the buying journey
  • Is there a plan to enable sales success? • Experienced reps will often ask: • Is the foundation in place to effectively enable my sales success? • On-boarding starts day 1 #SalesEnablement
  • Sales Challenge: Selling value to today’s empowered and smarter buyer #SalesEnablement
  • People buy from People they Trust • What do sellers and buyers have in common? • Sales want to improve relationships with buyers • buyers want to build relationships with sellers they trust
  • POLL Q: How happy are you with your current sales enablement tools and processes to support? • Hate it all • Struggling more often than not • Minor struggles • Love it all
  • It’s OKAY to be selfish! Without sales, a terrible thing happens: Nothing Sales carries the world on their shoulders. When something goes wrong, they are on the front line with the customer. Sales is the customer. Technology should help, not hinder
  • Sales is a team sport between marketing, sales operations, and sales rep and management
  • POLL Q: What is your biggest pain point in your sales process? (Select all that apply) • Quality Leads • Having the right content at the right time • Pricing and quoting process • Learning • Incentive System #SalesEnablement
  • What Sales People Want… • To win! • Easy on-boarding • Quality leads – without delay • The right content at the right time • Prepare proposals quickly • Be paid accurately #SalesEnablement
  • Quality Leads Visitor intelligence and lead distribution Easy to use templates and reporting No more “theoretical” leads Example: Acteva •Increased lead flow •Tracking micro-site activity separately and sending targeted email campaigns to anonymous visitors •Power users within 30 days #SalesEnablement
  • Accelerating On-boarding for New Hires #SalesEnablement
  • Collaboration and Knowledge Source One platform for all content sources Deal portals managed by the users Integrated e-learning Access from mobile devices Example: CDW • Internal communication for prescriptive selling, SME videos, product launch, and more • 70,000 customer Plays resulting in $255 million revenue • 260 trainings for nearly 4,000 sales reps #SalesEnablement
  • Quickly configure, price, and quote Pricing empowerment Easy to use interface Know what you’ll be paid Example: Xirrus • Salesforce.com integration • 3410 quotes in Q2 2013 • Results: Support upsell increase from 50% to 100% • Quote generation time down from 30 minutes to 1 minute #SalesEnablement
  • Know what you’re being paid and make more! Cross-sell and up-sell with clear, targeted incentives Transparent performance metrics Reduce dispute time Example: Verizon •28,000 hours back to sales force •26% cost reduction •$8M additional profit from upsellling #SalesEnablement
  • Resources to enable sales success #SalesEnablement
  • Systemizing Sales Enablement Sales execution starts here: Blueprint of an overall Sales Enablement System #SalesEnablement
  • Maturity Model Where to Start? Roadmap to assess maturity and plan Invest in sales #SalesEnablement
  • POLL Question Q: On a scale from 0 to 5, where would you rank your firm? Level 0 or 1: Random or Initial Sales Enablement (SE) Level 2: Repeatable SE Level 3: Defined SE Level 4: Managed SE Level 5: Optimized SE
  • Payback for Maturing With Sales Enablement
  • A Day in the Life: Skippy the rep from ABC Incorporated… fully enabled • Tools to help understand the customer • Learning on demand • Up-to-date content • Mobile tools for configuring, pricing, quoting • Shortened sales cycle #SalesEnablement
  • Tying it All Together #SalesEnablement
  • Q&A