IDC Sales Enablement Jan 2009

Don’t Understand Sales Enablement? You’re Not Alone! Lee Levitt Director, Sales Advisory Practice www.SalesAdvisoryPractice.com

Agenda
What is Sales Enablement?
Key Research Findings
Sales Enablement Maturity Model
IDC Executive Guidance & Next Steps

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

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

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

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.

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

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

Where should sales information go?
Global Account Manager
Inside Sales
Field Sales Engineer
Implementation Specialist
Product Specialist
Services Overlay
… anyone that touches the account

The Buyer’s Perspective Source: IDC Customer Experience Panel, January 2009 Number of respondents = 296

Buyer – Seller Alignment Q: Thinking of your initial meeting, what percent of reps were: Source: IDC Customer Experience Panel, January, 2009

Buyer – Seller Alignment Q: What percent did not win your business primarily due to: Source: IDC Customer Experience Panel, January, 2009

Buyer – Seller Alignment Q: Are vendors in general doing a good job at “solution selling”? Source: IDC Customer Experience Panel, January, 2009

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

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

Sales Enablement: What does “Good” Look Like? Source: IDC Sales Enablement Study, November 2008 Number of participants = 48

Sales Enablement Realities Q: How would you rate the overall sales productivity of your sales organization? Source: IDC 2009

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

What do we mean by a “High-performance Sales Organization?”
January 27 th , 2009

Sales Enablement Realities Q: Do you employ a common sales process or methodology, common SFA environment? Source: IDC 2009

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

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

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

Sales Enablement: Organizational Strategies

Sales Enablement Organizational Strategies Source: IDC 2009

Sales Enablement: Information Management

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%

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%

Sales Enablement: Goals

Sales Enablement Realities Q: Does your sales portal (or portals) provide the ability to: Source: IDC 2009

Sales Enablement Realities Q: What are the primary goals of your current strategic initiatives? Source: IDC 2009

Sales Enablement – Why do you care?

Sales Enablement – Why do you care? 10 minutes = $57,000

IDC Executive Guidance: Sales Enablement Best Practices

The Maturation of Sales Enablement Source: IDC 2009

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

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

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

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

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IDC Sales Enablement Jan 2009

by Lee Levitt on Jan 27, 2009

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IDC Sales Enablement Jan 2009 — Presentation Transcript