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IDC Sales Enablement Jan 2009
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IDC Sales Enablement Jan 2009

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IDC provides an overview of the key issues in sales enablement and sales productivity. While sales enablement is a key cornerstone of sales productivity in this challenging economy, IDC finds that …

IDC provides an overview of the key issues in sales enablement and sales productivity. While sales enablement is a key cornerstone of sales productivity in this challenging economy, IDC finds that most organizations still do not understand the basics of sales enablement or the operational issues that deliver good sales enablement.

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  • IDC is spot on in many ways, but your definition of sales enablement is lacking.

    Sales enablement is the ongoing process of optimizing your revenue generation capabilities. Trying to define it in cliché, anachronistic terms is offensive to real world practitioners. Such an example would be enterprise technology sales teams responsible for producing a huge revenue number, or they lose their jobs.

    There are many complexities and layers involved. Is it a brand new market that you are trying to build? Are you a challenger with established market leaders? Creating a definition that uses a 'just in time' reference (e.g., IDC) is analogous to comparing a simple game of checkers to the three-dimensional game of chess that Spock played so brilliantly on the Star Trek TV series. They are completely different and not everyone is capable of playing them well with the same training.

    Start by considering the business context. Why is sales enablement such a hot topic these days? The simple answer is because the buyer-seller dynamic has gone through wholesale changes courtesy of the Internet and availability of information. The seller can no longer dictate a sales process to the buyer. The buyer is in complete control of the
    process.

    What are the business implications of this? Win rates are falling. The number of sales reps achieving quota are at historical lows. Sales cycles are getting longer: too many deals are stalling or resulting in no decisions. It takes too long to ramp up new sales team members. Sales team attrition rates are too high.

    Great sales teams understand this and are constantly arming, educating and developing their sales teams with the capabilities they need to optimize their revenue generation capabilities.
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  • provides great insights and very comprehesnive one
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  • IDC sales enablement definition
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  • Great presentation! We have quoted some of the findings in http://www.slideshare.net/bizsphere/svabizsphere-sales-enablement-german-2009q4
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  • Transcript

    • 1. Don’t Understand Sales Enablement? You’re Not Alone! Lee Levitt Director, Sales Advisory Practice www.SalesAdvisoryPractice.com
    • 2. Agenda
      • What is Sales Enablement?
      • Key Research Findings
      • Sales Enablement Maturity Model
      • IDC Executive Guidance & Next Steps
    • 3. Sales Management Sales Enablement Customer Intelligence Sales Methodology Talent Management Source: IDC 2009
      • Staff Planning
      • Recruit
      • Hiring
      • On-boarding
      • Training & Development
      • Retention, Repurposing & Replacement
      • FLSM & Coaching
      • Strategy & Planning
      • Performance Management
      • Quality Improvement & Change Management/ Governance
      • Account Planning
      • Channel Strategy & Optimization
      • Coverage Model
      • Content Creation
        • Customer Intelligence
        • Product Content
        • Vertical Marketing Content
        • Solution Content
      • Content Management
      • Content Governance
      • Content Delivery
      • Role Based
      The IDC Sales Productivity Framework
      • Purchase & Relationship History
      • Share of Wallet
      • Role-based Intelligence
      • Company-based Intelligence
      • Industry/Vertical Intelligence
      Sales Productivity
    • 4. Buyer – Seller Alignment
      • Buyer
      • Business opportunity/problem
      • Multiple, conflicting priorities
      • Ability to make informed decision
      • Organizational challenges
      • Time limitations
      • Budget constraints
      • Financial pressures
      • Information Needs
      Product/Service Offering
      • Seller
      • Revenue targets
      • Share of wallet growth
      • Ability to Communicate Value
      • Organizational Challenges
      • Profitability/Productivity
      • Budget constraints
      • Financial pressures
      • Information Resources
      Organizational Needs Market Opportunities Shareholder Value
    • 5. What is Sales Enablement?
    • 6. What is Sales Enablement?
      • Sales Enablement is Often Thought to Include:
      • Resource Planning
      • Recruiting
      • Hiring
      • Onboarding
      • Training
      • Coaching
      • Mentoring
      • Marketing Collateral
      • Sales Engineers
      • SFA
      • Executive Support
      • Employee Retention
      • Lead Generation
      • Territory Planning
    • 7. What is Sales Enablement?
      • This article may need to be wikified to meet Wikipedia's quality standards.
      • Sales enablement at its core is maximizing the sales organization’s ability to communicate value and differentiation in clear, consistent and compelling ways .
      • Or without quite as many buzzwords, it is...
          • ... a collection of disciplines and best practices that give your sales people the power to more effectively communicate why your solutions are better than your competitors
          • ... the ability to keep all of your sales people on the same page when different people in your organization talk to different buyers at each of your clients
          • ... ensuring that your marketing material that proves your clients can not live without your services and products makes it from your marketing department to your clients
      • Another way to look at this is that it facilitates the communication and interaction between your marketing and sales departments so they are each able to do what they do best without stepping on each other's toes.
      • More recently, the concept has been expanded to the idea that any individual in the company may have information that might be valuable to a sales team . While not all material may be appropriate to show to the client, white papers on products and case studies on other clients or competitors may assist in selling at the next sales call.
    • 8. What is Sales Enablement?
      • IDC defines Sales Enablement as:
      • “ The delivery of the right information to the right person at the right time and in the right place to assist in moving a specific sales opportunity forward”
      Source: IDC 2009
    • 9. What is Sales Enablement?
      • Where does sales information come from?
      • Sales People
      • Other Sales People
      • Other Field People
      • Marketing
      • Finance
      • Product Management
      • Peers in Other Companies
      • Operations
      • Tech Support
      • Email
      • Content services
      • Customers
      • Prospects
      • The News
      • Google
    • 10. What is Sales Enablement?
      • Where should sales information go?
      • Global Account Manager
      • Inside Sales
      • Field Sales Engineer
      • Implementation Specialist
      • Product Specialist
      • Services Overlay
      • … anyone that touches the account
    • 11. The Buyer’s Perspective Source: IDC Customer Experience Panel, January 2009 Number of respondents = 296
    • 12. Buyer – Seller Alignment Q: Thinking of your initial meeting, what percent of reps were: Source: IDC Customer Experience Panel, January, 2009
    • 13. Buyer – Seller Alignment Q: What percent did not win your business primarily due to: Source: IDC Customer Experience Panel, January, 2009
    • 14. Buyer – Seller Alignment Q: Are vendors in general doing a good job at “solution selling”? Source: IDC Customer Experience Panel, January, 2009
    • 15. Buyer – Seller Alignment Q: Which one of the following areas do sales reps need to know better about you and your company in order to improve the value of your relationship with the vendor they represent? Source: IDC Customer Experience Panel, January, 2009
    • 16. Buyer – Seller Alignment Q: Which of the following is the #1 thing a rep can do to improve the value of your relationship with the sales team and the vendor they represent? Source: IDC Customer Experience Panel, January, 2009
    • 17. Sales Enablement: What does “Good” Look Like? Source: IDC Sales Enablement Study, November 2008 Number of participants = 48
    • 18. Sales Enablement Realities Q: How would you rate the overall sales productivity of your sales organization? Source: IDC 2009
    • 19. Sales Enablement Realities
      • What keeps your sales productivity from ranking higher?
        • Systems and processes
        • Tools
        • Organizational structure, complexity and strategy
        • Lack of leads or unqualified leads
        • Knowledge of the sales teams regarding company’s products/services
      Source: IDC 2009
    • 20. Sales Enablement Realities
      • What do we mean by a “High-performance Sales Organization?”
      January 27 th , 2009
    • 21. Sales Enablement Realities Q: Do you employ a common sales process or methodology, common SFA environment? Source: IDC 2009
    • 22. Sales Enablement Realities
      • What’s your biggest concern regarding sales productivity?
        • Sales Processes
        • Sales Skills & Knowledge
        • Sales Support
        • Strategy & Focus
        • Tools and Systems
        • Measurements
        • Governance
      Source: IDC 2009
    • 23. Sales Enablement Realities Q: On average, how much time does your typical rep spend on each of the following (in hours per week)? Source: IDC 2009 High Low Average Mode Median IDC Benchmark Customer Interaction 24 4 12 10 12 10 Prospect Interaction 20 1 8 5 6 10 Territory/Lead Development 10 2 5 2 5 5 Sales Call Preparation 20 1 8 5 6.5 15 Administrative Time 26 1 10 10 10 5
    • 24. Sales Enablement Realities Q: On average, how much time does your typical rep spend on each of the following sales prep activities (in hours per week)? Source: IDC 2009 High Low Average Mode Median IDC Benchmark Looking for Marketing Collateral 25 .5 5 1 2 .5 Creating Presentations, Documents for Customers/ Prospects 30 1 8 5 5 5 Searching for Customer Info Inside Organization 30 0 5 5 4 1 Searching for Customer Info Outside Organization 25 0 4 2 3 1
    • 25. Sales Enablement: Organizational Strategies
    • 26. Sales Enablement Organizational Strategies Source: IDC 2009
    • 27. Sales Enablement: Information Management
    • 28. Sales Enablement Realities: Information Management Q: For all of the marketing collateral and sales tools provided to the sales organization, what percent is…? Source: IDC 2009 High Low Average Mode Median IDC benchmark Product-Centric 90% 0% 56% 50% 60% 20% Industry-Specific 80% 2% 21% 10% 20% 30% Customer-Specific 50% 0% 16% 5% 15% 35% Stage of Sales Cycle 25% 0% 10% 20% 10% 15%
    • 29. Sales Enablement Realities Q: How is information distributed to your sales organization? Source: IDC, 2009 *Almost half of all respondents had more than one portal, with almost 10% reporting 10 or more portals High Low Average Mode Median IDC Benchmark Email 80% 5% 49% 50% 50% 5% Podcast 33% 0% 8% 10% 5% 15% CRM/SFA 80% 0% 14% 0% 8.5% 20% *Sales Portal w/Product/Service Hierarchy 70% 0% 25% 20% 20% 5% Sales Portal w/Industry/Solution Hierarchy 50% 0% 16% 5% 10% 50% Other 25% 0% 7% 0% 5% 0%
    • 30. Sales Enablement: Goals
    • 31. Sales Enablement Realities Q: Does your sales portal (or portals) provide the ability to: Source: IDC 2009
    • 32. Sales Enablement Realities Q: What are the primary goals of your current strategic initiatives? Source: IDC 2009
    • 33. Sales Enablement – Why do you care?
    • 34. Sales Enablement – Why do you care? 10 minutes = $57,000
    • 35. IDC Executive Guidance: Sales Enablement Best Practices
    • 36. The Maturation of Sales Enablement Source: IDC 2009
    • 37. Key Issues in Sales Enablement Governance
      • Content Creation & Management
      • Internal Development
      • External Resourcing
      • Structured Data Analysis
      • Customer Intelligence
      • Industry Knowledge
      • Product Information
      • Process Management & Governance
      • Requirements Analysis
      • “ Metering”
      • Prioritization
      • Delivery Vehicle Selection & Management
      • Stage of Sales Cycle
      • Role of User
      • Usage Management
      • Behavior Modification
      • Metrics & Reporting
      • Usage
      • Content Development
      • Best Practice Sharing
      • Consumption & Delivery to Customer
      • Feedback to Other Content Owners
      Marketing Sales Operations Sales Source: IDC 2009
    • 38. Executive Guidance
      • Critical Success Factors & Best Practices in Sales Enablement
        • Let go of your current paradigm
        • Focus on customer buying processes and issues (i.e., the BUY cycle)
        • Sales enablement is not enterprise content management
        • Existing content assets cannot dictate your strategy
        • Employ a Six Sigma type approach to identifying problems
        • Involve sales, sales operations, marketing, IT & more
        • Set specific goals, milestones & metrics
        • Start small – you can achieve immediate results with simple changes
        • Integrate SE activities with training, coaching & first line sales management activities
        • Sales Enablement must align with and support your sales methodology
        • Benchmark, evaluate & improve
        • Sales enablement is a process and governance issue
    • 39. Next Steps
      • For an impact on 2009 revenues:
        • Evaluate your current Sales Enablement environment
        • Benchmark your organization against best-in-class companies
        • Identify the specific Sales Enablement processes that will help improve your overall sales productivity
        • Start small…but start now!
      • IDC Resources:
        • Sales Enablement survey & best practices report available now
        • Sales Enablement assessment and blueprint available on request
        • Sales Enablement expert community available to clients
    • 40. The Sales Advisory Practice Team Lee Levitt Program Director Sales Advisory Practice Phone: 508-988-7974 Michael Gerard Research Vice President Executive Advisory Group Phone: 508-988-6758