• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
The Sales Operations Leader's Toolkit PART 1 of 2
 

The Sales Operations Leader's Toolkit PART 1 of 2

on

  • 11,559 views

Part 1 of a 2-part series on how a new Sales Operations Leader navigates their first 12 months on the job. Learn the steps needed for success and also the tools to help along the way. Free job aids ...

Part 1 of a 2-part series on how a new Sales Operations Leader navigates their first 12 months on the job. Learn the steps needed for success and also the tools to help along the way. Free job aids are available to download as well as a free copy of the ebook on the last slide.

Statistics

Views

Total Views
11,559
Views on SlideShare
11,399
Embed Views
160

Actions

Likes
10
Downloads
416
Comments
0

9 Embeds 160

http://www.salesbenchmarkindex.com 63
http://www.linkedin.com 61
https://twitter.com 23
https://www.rebelmouse.com 5
https://www.linkedin.com 3
http://www.waffleme.com 2
http://bottlenose.com 1
http://www.entreprise-marketing.fr 1
http://darya-ld1.linkedin.biz 1
More...

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment
  • Contact us if you would like to understand how you can leverage benchmarking best practices for talent management.Email - info@salesbenchmarkindex.comPhone - 1-888-556-7338Web: http://www.salesbenchmarkindex.com

The Sales Operations Leader's Toolkit PART 1 of 2 The Sales Operations Leader's Toolkit PART 1 of 2 Presentation Transcript

  • 1SALES OPERATIONS LEADER’S TOOLKITSuccessin theFirst Year(Part 1 of 2)
  • You’ve just accepted the new role asHead of Sales OperationsNow what??
  • 3 Take the HelmYou’re in a new organization in a new sales environment and THINGS HAVE CHANGED. Q1: Plot Your CourseMake a thorough assessment of your environment Q2: Make HeadwayLaunch initiatives that provide immediate value to the organization Q3: Set the Data Anchor ProjectChoose a more formidable project that will make a lasting impact on the sales organization Q4: Disengage Auto-Pilot and DriveAdoption Year Two: Oceans of Opportunity Ahead
  • 4What Should You Focus On?• The specific responsibilities ofthe Sales Ops Leader vary witheach organization.• This table provides a generic listof Priorities and Activities• As you start, take time now tounderstand which of these applyto you• Download this table of world-class B2B sales operationpriorities and use it as a checklistto track your activities
  • • Predictive analytics produce a new realm of leading indicators thatenable managers to be proactive.1. Quantitative Decision Support• Take a more direct control over compensation and the overall incentiveplan. Ensure it drives behaviors that achieve the objectives of the salesorganization.2. Compensation Administration• When onboarding new hires and enhancing the skills of tenured reps,ensure the course content is focused on the ideal customer profiles andmapped to the buying process.3. Sales Enablement
  • BEWARE OF THE VALLEY OF DEATH!• The orange line represents the contribution of a sales operations leader who is learning the newrole.• From the Start Date, the new leader consumes more in compensation than they generate in valueto the organization.• Unfortunately, this is the normal trajectory for most new Sales Operations Leaders.
  • IT DOESN’T HAVE TOBE THIS WAY
  • 8It can be managed... Arrive with a plan and an approach. Set expectations with stakeholders Deliver value from day 1. Don’t simply react to the situation and crises at hand, ATTACK IT!The results are less time and depth in the valley.Your contribution to the organization comes much sooner than expected!
  • 9Step #1 – Perform a Content AuditEXAMPLE• Key Points1. Specific content types can serve across2. Content types can be tailored to a need at the specific stage in thebuying processMakedecisionsQ1: PLOT YOURCOURSE
  • 10Scan the HorizonCommon conditions tolook for: Low Selling Time Misaligned Processes Parallel ReportingSystems Excessive CustomerChurn Missing the NumberUnderstand the key factors impacting your business.Does the CRM data meet the needs of the business?What is working? What is broken?
  • 11Here’s what to look for inyour initial assessment:1. Sales Performance Management (SPM)Reporting2. Pipeline Management3. Forecast4. Structure and Roles
  • 12Use an Assessment ToolUse the SBI Best Practices Assessment Tool to score thesekey areas of your business.Click here to download your copy
  • 13Conduct Discovery Using Multiple MethodsInterviewsExpert PanelSurveysDocumentation ReviewMetrics and Reporting Review
  • 14Generate FindingsUse a “bubble diagram” to identify the areas of opportunityin terms of cost to implement, ROI and likelihood of successFor example, “Actionable Data” in thelower right quadrant will require ahigh degree of effort, has a lowprobability of success and a small ROI.This analysis quickly shows that it isthe weakest of all potential projects.
  • 15• Once you select a project, manage and communicate your planwith a schedule.• An executive version of your plan should be simple and providea high level overview.• Use it to set expectations for the overall project timeframe.Here’s an example of an executive-level schedule:
  • 16Each of the individualprojects should bemanaged by a detailedproject plan.Download this projectplan template byclicking on this link.
  • 17Q2: MAKINGHEADWAY
  • 18GAIN STEAM WITH QUICK WINSYour goal should be to launch 2-3 rapid improvements that makeimpact on the key areas of reporting, data integrity, or salesprocess.Four Quick Win ideas:1. Drowning in Data – Stop collecting useless data2. Shift & Lift – Focus on early stages of opportunities3. Win/Loss Analysis – Understand what works and what doesn’t4. Baseline Selling Time – An essential metric for salesproductivity
  • 19• Analyze the data that sales leaders use to makedecision. Create a flow diagram that shows thedata sources and linkages.Step 1: Map the Decision-Making Process• Find out who decides when , why, and mostimportantly, what data they need to make thatdecision.Step 2: Inventory KeyDecisions• Compare the data from your inventory to thedecisions that need to be made. You will discovera lot of data is collected but not used.Step 3: Stop Reporting on‘Nice to Have’ Data• To ensure efforts do not become a one-timeimprovement, set up an audit of data collection,reporting, and usage.Step 4: Institute a PeriodicSales Data Audit
  • 20Sales managers spend the majority of their time working in thewrong stages of the sales process. They often focus on deals toolate and ones that are ready to close.The most common reasonsfor the wrong focus:1. Managers are unaware of earlystage deals2. Some managers are super-repswho think they should always beclosing3. Show me the money4. Empty toolkit5. Get the leads out
  • 21There are negative consequences fordevoting so much time in the late stages:1. No Inflow: Without guidance, reps fail to qualify leads correctly so theearly stages yield little.2. Next Rep, Please: The unskilled sales rep often fails to move theprospect through the early stages. The manager’s focused on late-stagedeals and isn’t there to provide feedback. The rep develops bad habitsand fails.3. Stormy Forecast: Just when a deal is about to close, the prospectsuddenly reverts to an activity that should’ve already happened. Repstend to skip activities in a rush to move the opportunity forward. Thedeal is suddenly delayed.
  • 22How do sales operations leaders provide the manager with thevisibility they need on the true state of early stages?1. Ask the Rep: Provide the salesmanagers with a report that can helpthem during weekly coachingsessions2. Plan for Success: Sales managersneed a tool to coach reps to stay insync with the customer’s needs,timeline, buying criteria, anddecision making process.3. Sharpen your Tools: Make sure Repshave Job Aids4. Exit Ahead: Clearly defined exitcriteria are essential
  • 23Quick Win #3 – Win/Loss AnalysisThis Quick Win can deliver immediate results that willimprove your Sales Team Win Rate.Click here to download your copy
  • 24Quick Win #4 – Baseline Selling Time
  • 25This means the idea of“customer-facing” time is nolonger an adequate measure ofselling time, since thecustomers need less of it.The 3 fundamental components of selling time are:1. Time spent in preparation for prospect-facingdiscussions (research & intelligence gathering)2. Time spent in discussions with qualifiedprospects3. Time spent in coaching sessions to plan theactivities described in 1 & 2On average, customers are 60% through the buyingprocess before ever requiring a rep’s involvement.
  • 26The first step is to measure the actual selling time of yourorganization.There are 3 important things to consider:1. Keep the measuring process as simpleas possible.2. Make sure the sales peopleunderstand the purpose of the metricis to gauge the effectiveness of effortsthat will give time back to them.3. Make sure the method is repeatable
  • 271. Face to Face Customer Meetings2. Proposal Preparation3. Prospecting, Cold Calling4. Pre-call Preparation5. Post-call Follow-up6. Account Specific Research7. Demonstration Preparation & Delivery8. Account Planning9. Opportunity SpecificEmails/Communications10. (Add others that are relevant to yoursales process)
  • 281. Time Survey: Download the sales rep time tracker template here andenter the categories that represent the majority of the sales team’s time.Decide Which Time Method to Use:2. Direct Observation: Spend time in the field with your sales reps for a full dayand record where they spend time.3. Stop Watch: Ask each rep to record their activities in 30 minute intervals.Have each participant do this for at least two weeks.
  • 29• After you establish a baseline, begin to use it in your ROI calculations for salesforce effectiveness projects.• Calculate the value of each selling hour by dividing the weekly sales quota by thenumber of available selling hours.The Financial Impact of Sales ProductivityExample – calculate the value of reducing an admin task from 1 hr to 30 minseach week for 100 sales reps with $1MM annual quotas:An automated expense reporting solution that costs $240K seems expensive untilyou discover it pays for itself in just 10 weeks!!
  • 30Take a Breath…You’ve made it throughQ1 & Q2.By now, you should have:• Improved your understanding of yourorganization• Implemented 2 or 3 quick wins• Gained experience in successful small projects• Narrowed your choices for a Data AnchorProjectIn Part 2, you will learn:• How to set your Data Anchor Project in Q3• How to disengage auto-pilot and begin driving adoption in Q4.
  • 31Learn MoreIf you don’t have a content management process or need helpoptimizing your current one,Contact us to hear the rest of the story...Email - info@salesbenchmarkindex.comPhone - 1-888-556-7338Web: http://www.salesbenchmarkindex.comEnjoy the SlideShare? Don’t miss the next one! Click to follow us on SlideShareSign up for our Sales Force Effectiveness blog by clicking hereFor access to our EBook – ‘Sales Operations Leaders Toolkit’: click here