Sales best practice study 2010 customized for sfdc atl user group briefing


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A briefing given to the Atlanta User group meeting July 28th 2010 - on Miller Heiman's 2010 Sales Performance Study - How to be successful in any economy.

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  • 2009 was about cost-cutting, 2010 will be about sales. The news is filled with stories that point to the end of cost cutting as a tactic to improve profitability. There is no more fat to cut and companies must show revenue to be successful in 2010.
  • Point to make on this slide is about complex selling environment, not so much on title participation.Results are limited to those participants who identify themselves as selling in a complex selling environment – defined as having more than 3 buying influences. We excluded nearly 500 responses that did not meet this criteria.
  • This is a look at the science behind how we define the World-Class group.Hypothesis:Companies that consistently perform well across the six elements of the sales system have superior results in five key sales metrics, and in overall revenue growth.The data proves the hypothesis: When all of the six Miller Heiman Sales System elements are working in harmony, their results together drive sales revenue – not only anecdotally, but statistically. These are the 5 metrics used to review the performance of our research participants. Quota achievement was used as the performance metric in two of the six elements.Not all activities have equal impact on driving results… some activities have more “cause” in the cause and effect relationship.
  • Sales best practice study 2010 customized for sfdc atl user group briefing

    1. 1. ATL User Group Meeting July 27th 2010<br />Stephen Cadley<br />Managing Partner <br />SalesXecution <br />
    2. 2. Miller Heiman<br /><ul><li>Proven leader & Innovator in sales execution
    3. 3. We help businesses grow profitable sales
    4. 4. Common Methodology & Terminology
    5. 5. Our approach is common sense but not common practice
    6. 6. Consistent, Repeatable and Measureable Approach to Sales</li></li></ul><li>Miller Heiman 2010 Sales Best Practice Study<br />Highlights from the 2010 Global Study<br />World-Class Sales Organizations defined<br />Selling activities that differentiate World-Class Sales Organizations<br />
    7. 7. 2010: The Year of Top-Line Revenue Growth<br />Key to this earnings season: Improved sales, profitsUSA Today, January 11, 2010<br />Improving sales are important. What it does is it makes profits a sustainable story, not just a short-term cyclical story.<br />- Jim Paulsen, chief investment strategist at Wells Capital Management<br />
    8. 8. Complex Sales Only<br />1,502<br />1,992<br />Complex Sales Only<br />All Participants<br />More High-Title Participation in 2010<br />
    9. 9. What is World Class?<br />High-level use of a wide range of sales best practices, which produces better results in 5 key sales performance metrics<br />Criteria doesn’t favor industry or company size<br /> 4.6% qualified in 2010<br />7% of all 2009 respondents qualify as World-Class<br />
    10. 10. The Miller Heiman Sales System®<br />The Miller Heiman Sales System®<br />
    11. 11. Linking the Elements to Results<br />Revenue Growth<br />
    12. 12. Creating Opportunities<br />We have a formalized value proposition that is compelling to our prospects<br />We consistently utilize comprehensive prospecting plans<br />90%<br />76%<br />33%<br />19%<br />World Class<br />Others<br />Others<br />World Class<br />
    13. 13. Look Who’s Achieving the Better Close Rates!<br />Less than 20%<br />20% to 40%<br />40% to 60%<br />60% to 80%<br />80% to 100%<br />51%<br />16%<br />Others<br />World Class<br />
    14. 14. Creating Opportunities<br />Sales and Marketing are aligned in what our customers want and need. <br />90%<br />31%<br />World Class<br />Others<br />
    15. 15. Managing Opportunities<br />Our organization collaborates across departments to pursue large deals.<br />We clearly understand our customers issues before we propose a solution<br />91%<br />91%<br />46%<br />46%<br />World Class<br />Others<br />World Class<br />Others<br />
    16. 16. Managing & Learning from opportunities<br />When we lose a significant sales opportunity, we always know the reason why.<br />We have an established procedure to know when to stop investment in large deals<br />77%<br />57%<br />28%<br />17%<br />World Class<br />Others<br />World Class<br />Others<br />
    17. 17. Managing Relationships / Key accounts<br />Our salespeople are definitely effective at producing year-over-year revenue growth from existing customers<br />We jointly set long-term objectives with our strategic accounts<br />83%<br />79%<br />28%<br />22%<br />World Class<br />Others<br />World Class<br />Others<br />
    18. 18. Managing relationships - Executive to Executive<br />We have relationships and dialog at the highest executive levels with all our strategic accounts.<br />We have a formal process for executive to executive selling<br />77%<br />84%<br />32%<br />19%<br />World Class<br />Others<br />World Class<br />Others<br />
    19. 19. People & Organization<br />We know why our top performers are successful<br />Our performance review process helps improve the sales force’s job performance<br />93%<br />94%<br />36%<br />27%<br />World Class<br />Others<br />World Class<br />Others<br />
    20. 20. What’s Next?<br />Miller Heiman Sales Performance Journal:<br />Benchmarking services:<br />Follow us on Twitter: MillerHeiman <br />Contact us: (877) 678-3389<br />
    21. 21. Industry reports<br /><ul><li>Regional reports
    22. 22. Individual health check
    23. 23. Company wide benchmarking study</li>