Best Practices in driving Sales Performance Management and increasing your business SPM Maturity to achieve a future state of success

1. Maximize the benefits of your SPM Strategy
Chief Marketing Officer | OpenSymmetry
Laura Roach

2. Maximize the benefits of your SPM Strategy

3. Why Assess SPM

4. SPM The Complete Vision
Sales Compensation
Administration &
Design
Sales Coaching &
Training
Candidate
Assessment,
Selection & On-
Boarding
CPQ,
Territory &
Quota
Sales Strategy
Sales Performance
Management
Sales Process /
Methodology
/Effectiveness
Business Intelligence
Enabling Technologies
Business Process Management (BPM)

5. Sales Effectiveness & Alignment Analysis

6. Challenges
• On-Premise to SaaS Sales & Delivery Model
• Sales organization transforming from primarily
channel sales to both channel/direct
• Need to balance On-Premise and SaaS sales to a
financial model (blend of both)
• New sales leadership, roles and direct reps
• Need competitive plan design that does not disrupt
business (sales focus & revenue distribution)
• Need to model impact of new plan

7. Conduct an assessment project
• Evaluate current state and compare to Best Practices
• Develop Optimization Roadmap
Goals
• Determine areas that are working well and need improvement
• Create an actionable optimization roadmap
• Create budget for optimization roadmap
Deliverables
• Best Practices recommendations
• Budget and implementation plan
Project Approach
Discovery
Workshops
ConductAnalysis
Develop
Roadmap
Readout
3 weeks

8. Discovery Workshops
Workshops are lead by senior resources with experience as Sales Leaders
Areas of Focus Types of Questions Addressed
Workshop 1 - Customer/Product/Market
§ Customer need/use scenarios
§ Customer buyers
§ Industry/size/geography
§ Product offerings/value proposition
§ Pricing
§ Competition
§ Demand creation/lead generation
§ Why does the customer buy?
§ Who within the target customer buys, influences, etc.?
§ What are the demographics of target companies?
§ What is the products specific value proposition?
§ How is the product priced? What is the average deal size?
§ What is the competition and why is our product better?
§ What demand creation activities are in place?
§ What lead generation activities are in place?
Workshop 2 - Sales/Financial
§ Lead/sales/revenue goals
§ Lead pipeline
§ Sales pipeline
§ Conversion (lead-opportunity-win)
§ KPIs
§ What are the goals for the current next FY (by quarter)?
§ What are the actual number, type and quality of leads (by product/quarter)?
§ What is the actual sales pipeline (by product/quarter)? What are the stages?
§ What is the expected time in each stage of the funnel?
§ What is the actual conversion rate by stage? What are the calendar considerations?
§ What KPIs (other than leads, sales, revenue, conversions) are used?
Workshop 3 - Process/Organization
§ Organizational structure
§ Coverage model/quota
§ Incentive
§ Personnel performance
§ Sales methods/practices/processes
§ Sales cycle/purchasing scenarios
§ Measurement
§ CRM/technology/sales tools
§ What is the current org model? Gaps?
§ What is the coverage? By product/geography/direct/indirect/quota?
§ How are personnel incented? (high-level review only)
§ Which members fall into: bottom 10%, bottom 50%, top 50%, top 10%?
§ What processes are in place and how well are the followed?
§ Walk through examples of typical sale scenarios to identify areas of friction.
§ How is success measured?
§ What tools are used to aid the full sales process?

9. Analysis Area
Area Description
Sales Force
Structure
The organization of the sales team
Coverage Model
The team’s market segmentation model and capacity of the
team to appropriately address its segmentation strategy
People Enablement
The development of human capital within the sales
organization
Quota & Incentives
The determination, structure, process, communication and
understanding of quota
KPIs
The metrics used to measure the success of the sales
organization
Process Full marketing-lead-sales-account growth processes
Tools & Technology Technology and work aids used to support effective sales
Highly effective sales organizations maximize
performance in seven key areas:

10. 5 Point Effectiveness Scale Tailored to the Area of Analysis
Maturity General Characteristics
§ Streamlined & automated processes, extremely efficient organization,
consistently repeatable success, highly skilled people, self-improving
§ Mostly standard & automated, mostly efficient organization, much
repeatable success, mostly skilled people, self-aware & trying to
improve
§ Often standardized processes but largely manual, pockets of
repeatable success, key people are skilled, self-aware
§ Sometimes functioning processes, some organization, some
repeatability, has key single points of failure, few skilled people
§ Chaotic, ad hoc processes, no organization, no repeatability, highly
ineffective, largely inexperienced team1
3
4
5
2
In each area we did a deep dive to assess key critical elements and identified
current level, short term goal and quick win’s on how to achieve.

11. High-level Analysis
Area
Current
Level
6 mo.
Goal
How to get to next level?
Sales Force
Structure
Right model (with some small modifications),
documentation needed, continued execution
Coverage Model
Need to fill out openings in direct sales, CAM,
etc. and add partner manager
People
Enablement
Implement coaching/training with more regular
communication around KPIs/expectations
Quota & Incentives
Automate quota attainment, provide more real-
time communication of quota achievement
KPIs
Focus on leading not just lagging KPIs,
automate calculations, provide ongoing
communication
Process
Standardize, automate, communicate, track,
refine over time
Tools & Technology
Fix CRM issues, implement better end-to-end
integration, add automation of calculations
3
4
2
3
2
2
5
4
4
4
4
3
4
2

12. Value Comparison
Positive Impact to Sales Performance in FY13
EaseofImplementation
Implement CRM
Document
Processes/Train
Conduct Skills
Assessments
Implement
Feedback
Loop
Select
CRMDevelop
Enhanced
Playbook
Implement
Standard KPIs
Finalize Org
Notes:
1.Size of bubble shows
relative cost
2.“Select CRM” includes
business case for
SalesLogix vs. SFDC
1.“Implement CRM”
includes:
- CRM
- Dashboards
- Forecasting
5. FY 14 Planning not
included as it is assumed
Select SPM
Solution
Enhance
Coaching

13. Results
Change Expected Benefit (Increased Sales)
Organizational Changes:
§ Sale Leadership changes
§ Promote people to new leadership
positions
§ New job requisitions for key positions
(direct sales, sales engineer, CAMs)
ü Better direction, career growth
ü Reduced span of control, career growth,
more scalable organization
ü Better sales coverage
Compensation changes:
§ More specific quotas
§ Easier to understand comp plan
ü More rewarding/less punitive
ü Higher engagement
ü Less time calculating commissions
Market focus changes:
§ Increased focus on direct sales
ü Higher profitability on license sale
ü Greater control of sales cycle and results
• These changes have already had a positive impact
• First month under new structure resulted in 105% of quota

14. Optimization Roadmap
• Best practice recommendations for:
– Sales force structure
– Coverage model
– Quota
– KPI tracking/setting
– Process improvements
• Demand, lead, sales process
management
• Sales management, leadership,
coaching
• Onboarding
• Training / Career development
– Sales tools/technology enablement
• Staged plan for implementing the
Optimization Roadmap:
– Resource requirements
– Schedule/timeline
– Cost
– Benefits
Sales Effectiveness Rollout
Optimization
Stages 2…n
Optimization
Stages 2…n
Optimization
Stages 2…
Optimization
Stage 1
Ongoing Data Collection and Feedback

15. What Now?
• Find out how healthy your SPM is at
Booth 103 and enter to win an iPad Mini
• FREE SPM Strategy Survey
• Join us this afternoon at 2:30 – Express
Track - Best practices: Going
international with Jennifer Keirnan
• Quote Prize Wheel

16. Chief Marketing Officer | OpenSymmetry
Laura Roach
Maximize the benefits of your SPM Strategy