Soccnx III - The shift towards Social Selling in IBM

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Speakers: Stephen Kruger

Our internal sales organisation is moving from a traditional legacy CRM system to a completely new Social based approach. This talk will outline the history, approach and design of this new collaborative based solution.

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  • Challenges in B2B selling Why do you need smarter selling? Social selling overview Capabilities Benefits SalesConnect Mission Panda Security Real Connection
  • Challenges What are the challenges faced by our selling organisations today?
  • Strategic Priorities Sales Productivity difficulty in mastering pricing for increasingly complex product portfolios with proliferating numbers of items and faster product life cycles Gartner, Sept 2011 Customer acquisition Customer retention Greater churn within customer organizations and sales staffing, Gartner, Sept 2011 Challenges Increased complexity Customers demands are changing quickly Product portfolios covered by reps are growing Contracts for high value transactions often include risk sharing Smarter customers – better negotiation options Intense competition – new markets, change sin old ones Cost reduction pressure – travel, staffing, expenses
  • Spend too much time doing reports and not enough time selling to customers -need to optimise data capture, automation, and external data assimilation to reduce the manual load on sellers Forced to use tools that don't help them sell -clumsy, badly designed tools, one-fits all approach Wasting time on leads that don't pan out -need to improve intelligence around what we spend our time on Takes too long to prepare for customer meetings -little re-use of assets, constantly re-inventing the wheel -no sharing across internal/geographical boundaries Difficulty finding relevant and current product information -multiple repositories, non-hosted private collections, non-integrated access control lists Need to understand portfolio with little training -no relationship history etc for easy access for research and analysis, upskilling Changing roles weaken relationships -if we are flexible with role assignments, lots of churn reduces efficiency -difficult to move and reapply people in different areas
  • Today, our sales teams struggle with a system that Is Compliance driven - not focused to sellers help get work done Requires sellers to jump across multiple systems -with additional hurdles through lack of integration between these systems Forces sellers to deal with cumbersome data entry -much of the data exists in alternate system, forcing manual re-entry or disambiguation of the data Is not mobile accessible Does not help sellers tap into the wide expertise of information available from employees and content -connecting the dots is one of the big challenges companies face as they try to maximise the value of their knowledge workers Does not give sellers a way to easily update status for up-line management -existing systems require too much of a time investment to properly record their activities
  • Today, sales management struggles with a system that Does not provide sales mgmt with a way to see how their sales teams are tracking against targets -difficult to get useful custom overviews and dashboard views -one-size-fits-all reporting applied Does not have current sales data -if such functionality exists, it's out of date data -takes too long for the data to be assimilated from all the external systems Is not mobile accessible -more effective use of time Does not inform sales mgmt about important meetings, calls and interactions for sales opportunities going on in their teams -no event based mechanisms for alerting key players to high-value or otherwise critical opportunities based on their cadence -too much unfocused content
  • In short, Systems are focused on managing the process and data instead of helping sellers sell This is a recurring theme in most legacy or home grown CRM solutions We've lost focus on who the systems are for, and what their primary goal is
  • So now we know about all the problems,how do propose to solve all these issues?
  • Transform from Sales Force Automation to Social Selling There is a paradigm shift in how we sell The shift is away from top-down classical CRM approach, moving towards a more social selling cycle Focus is moving away from management of the sales cycle, to implement a 4-step model whose goal is to optimise sales The focus is on the still relationship , but with an improved ability to engage, solve and discover requirements and issues
  • Reach people where they live and work Connect through identities on consumer, b2b, and corporate social networks Providing an environment for people to establish themselves and for the systems they used to be connected with that (ie. Profiles tied into things like SalesConnect) Monitor and analyze social data to discover new business insights is about the ability of the system to use data to recommend things to people as well as providing simple ways for people to discover things (like the navigational pivot off of a business card to learn more about someone) - and to leverage other metrics to make new discoveries Enable people to engage productively in a business context Develop personal insights and social intelligence Facilitate emergent processes ( it determines is important to you (e.g., someone replying to a status message you posted) Act on insights for business advantage This is about deep data mining of the social system and metrics in particular to uncover business process changes Let's look at each of these tenets in more detail
  • Social Selling Capabilities Access core opportunity, contact and account data from mobile devices -Mobile data on hand to augment/assist the time spent on the customer -Collaboration tools allow virtual interaction with remote customers Spend less time learning about the customer because you have 360 degree view -up to date social network activity of the customer, scoped by dashboard/context Spend less time searching for experts and information -their participation in the system automatically identifies them Spend less time filling in opportunity data for forecasts -as sellers find it less burdensome to update their opportunities, we get better resolution on forecast reports due to the increased and more accurate data Engage customers remotely with a rich set of collaboration and social tools -not only improves communication in general, but provides an audit trail of history to allow more flexibility in changing sellers assignments or allowing new sellers to get up to speed on existing engagements -Customers needs to spend less time educating YOU Save time and cover all stake holders with one to many communications -the broadcast nature of status updates and how activity streams are digested make for efficient communication channels Keep entire team, including channel partners in sync on closing the deal -Average B2B seller only spends 45% of their time working directly with customers. IDC 2011
  • Easy access to experts so you get customer questions answered Better and more focused sharing of existing expert resources across multiple customers though social media Leverage recommended communities and sales content Easy discovery of re-usable assets Easily collaborate with co-workers from across the organization on customer deliverables Social comms bi-directional, a little engagement goes a long way (ergo Twitter) Quickly reach out to experts when emergencies arise Escalations are easy to manage, track, audit using collaborative systems Re-use best practices from other teams Look at extracting templates from successful collaborative practices Pull a solution together via instant web conference Easy to share and collaborate with the team on-demand
  • Discover Know what customers like and don't like through sentiment analysis of social data Develop complete customer profiles by integrating Social Media with existing customer data More and more customers have a presence on social media Increasing numbers of key stakeholders have a public presence individually Optimize messaging and products based on analytics ability to recommend documents based on context Ability to discover experts based on context Understand customer trends and improve forecasting We need ways to combine, filter and analyze all this external data to provide sentiment analysis, discover customer trends, improve forecasting accuracy, and identify new leads and opportunities well ahead of the competition
  • One all those foundations are in place, we now need to Act Determine the right sales quota for each territory through incentive compensation analysis Improved access to and presentation of up-to-date core metrics, forecasting data all rolled up to any granularity of territory Get recommended pricing based on past deals and best practices Once opp are identified, need to find re-useable assets such as pitches, documentation, best practices, solutions etc so we don't spend our time re-inventing the wheel in adjacent territories Understand what product in the portfolio to sell to who Data as well as experts from similar previous engagements can be leveraged Improve pipeline visibility so salespeople know which accounts to focus on that will bring the most revenue/profit We need ways to classify opportunities using criteria such as value, territory, content, likelihood of success Understand which customers carry a high support and implementation cost Not all deals are equal. Not all need to be pursued. We need systems to help understand and prioritize them correctly
  • The effects of this 4-pronged approach should provide : Higher close rates Lower churn of important accounts Tighter customer relationships Shorter sales cycle More competitive wins Improved use of internal knowledge assets across the organisation
  • What is the mission of the SalesConnect application team?
  • Provide a system with a modern user experience that delights sellers, helps them sell, simplifies data collection, while keeping management up to date on what's going on. Using SalesConnect, our sellers are supported in their sales activities with the right tools and collaborators at the right times. By seamlessly integrating sales tools with the tools they use everyday, our sellers are more efficient and productive and able to stay on top of the most critical opportunities. Sellers can keep their team and management up to date on their work more easily, giving back the time sellers needs for direct sales efforts. Sellers can easily leverage the skills and knowledge of the entire organization to help move opportunities forward. The Sales organization now has very current information on current opportunities as well.
  • Simpler interface one place to go, focused on getting things done quickly Integrated helpers to make opportunity management quick and reporting to be automatic Social software at the heart of all of this to keep Sellers and Managers connected and up to date automatically Integration with your everyday tools One application to handle all aspects not one for Opportunities another for Cadence, etc Opportunity updates require ¼ time compared to today Up to the second cadence info instead of 7 day delay Access from Notes client today there is no Notes access or integration Mobile device access today there is no access from mobile
  • One place to go instead of many. Sellers can easily keep track of their work and progress towards established goals. -judicious use of the very successful OneUI design paradigms users are familiar with in Connections and other IBM products -adoption of the Project Vulcan concepts, such as Activity Streams, Embedded Experience for inline editing and actions within activity stream -Activity streams scoped to relevant contexts such as Opportunity, Clients, Social Network etc
  • Pre-filling and default form settings mean sellers can get things done in seconds. Opportunity updates require ¼ time compared to today -linking all our backend data sources to allow easy form prefilling using type-ahead, search lookups etc -reduce redundant and out of date copies of the same data by offloading core functionalities to dedicated software stacks, surfacing them where needed through seamless integration
  • Sellers can quickly get to people and documents they need. - store, find and browse documents using scoping mechanisms familiar to the users business context, or team hierarchy Sellers can find IBMers to help move opportunities along. - use social analysis to identify content experts, then use collaboration software to involve them ad hoc
  • Sellers get connected to the right people and content to move their opportunities along. -using innovative social network analysis to profile key subject matter experts -leverage mediums where the experts are already present, re-using Communities, Forums and Activities -visible social network trail provides feedback mechanism to re-identify new experts/skills as the system useage increases -when linked to career development process, it provides a usefull way to measure people, and incentivise their participation -document recommendation
  • Sellers and managers cadence integrated into the Opportunity -no need to navigate to external reporting systems to view and manage cadence Easy to enter and track items. - register alerts on various cadence metrics for automated reaction to customised criteria Managers will have up to the second access to this data, across sellers and revenue line items all within the Opportunity -no need to wait for scheduled data dumps into the external reporting systems Up to the second cadence info instead of 7 day delay. -data is processed as soon as it is entered – reports are current
  • Sellers use their every day tools to keep track of and update their opportunities -using tools familiar to them reduces the learning and adoption curve for new functionality -the familiar interface provides a natural starting point to evolve more complex functionality with minimal training overhead Today sellers have limited Notes or Mobile access -leverage the explosion in connectivity through mobile clients, and the ability for sellers to remain connected whilst on the road -seamlessly integrate additional Social Selling functionality into their familiar systems
  • Status updates easy to make, in context of work taking place. -allow related sellers to easily visualise activity scoped to their immediate context Sellers and Managers get to see the stream of work as it happens. -birds-eye view of territorial activity allows managers to keep a hand of the pulse of the core selling activities Comment, recommend in line to speed collaboration. -easy one-liner updates and responses reduce time and effort to communicate key information bytes, and their ability to be digested by the wider community
  • Provide a system with a modern user experience that delights sellers, helps them sell, simplifies data collection, while keeping management up to date on what's going on. Using SalesConnect, our sellers are supported in their sales activities with the right tools and collaborators at the right times. By seamlessly integrating sales tools with the tools they use everyday, our sellers are more efficient and productive and able to stay on top of the most critical opportunities. Sellers can keep their team and management up to date on their work more easily, giving back the time sellers needs for direct sales efforts. Sellers can easily leverage the skills and knowledge of the entire organization to help move opportunities forward. The Sales organization now has very current information on current opportunities as well.
  • Soccnx III - The shift towards Social Selling in IBM

    1. 1. Social Selling with IBMClick to add text © 2011 IBM Corporation
    2. 2. WhoamiStephen Kruger IBM Dublin Software Lab, Ireland Connections, SmartCloud (LotusLive), Sametime, DB2, SalesConnect, Web Content Manager (WCM) 2011-2012 SalesConnect Architect, IBM 2007-2010 LotusLive Architect, IBM 2002-2007 ADL, Xerox Research, Grenoble, France 2001-2002 JavaSoft Senior Engineer, Sun Microsystems, Grenoble, France
    3. 3. Agenda Challenges in B2B Selling Social Selling Overview SalesConnect Mission Q&A © 2011 IBM Corporation
    4. 4. Challenges
    5. 5. Top Priorities and Challenges for Sales ExecutivesStrategic PrioritiesSales ProductivityCustomer acquisition IDC 2011 SalesCustomer retention Barometer SurveyChallengesIncreased complexitySmarter customersIntense competitionReduce costs, especially travel © 2011 IBM Corporation
    6. 6. Sales Teams have Challenges toond too much time doing reports and not enough time selling to customersed to use tools that dont help them sell ing time on leads that dont pan outs too long to prepare for customer meetingsulty finding relevant and current product informationd to understand portfolio with little trainingnging roles weaken relationships © 2011 IBM Corporation
    7. 7. Sellers and the existing system Today, our sales teams struggle with a system that Is Compliance driven Requires sellers to jump across multiple systems Forces sellers to deal with cumbersome data entry Is not mobile accessible Does not help sellers tap into the wide expertise of information available from IBM employees and content Does not give sellers a way to easily update status for up-line management7 © 2012 IBM Corporation
    8. 8. Sales Management and the existing system Today, sales management struggles with a system that Does not provide sales mgmt with a way to see how their sales teams are tracking against targets Does not have current sales data Is not mobile accessible Does not inform sales mgmt about important meetings, calls and interactions for sales opportunities going on in their teams8 © 2012 IBM Corporation
    9. 9. are focused on managing the process and data instead of helping sell © 2011 IBM Corporation
    10. 10. Social Selling Overview
    11. 11. Transform from sales force automation to Social Selling Focus on management Focus on selling © 2011 IBM Corporation
    12. 12. What is Social Selling? Reach Engage Apply expertise from across the organization Spend more time with customerser Actnd your customers better than the competition Focus on opportunities that create the most profit © 2011 IBM Corporation
    13. 13. Reach - Spend more time with customersSocial Selling CapabilitiesAccess core opportunity, contact and account data from mobile devicesSpend less time learning about the customer because you have 360 degree viewSpend less time searching for experts and informationSpend less time filling in opportunity data for forecastsEngage customers remotely with a rich set of collaboration and social toolsSave time and cover all stake holders with one to many communicationsKeep entire team, including channel partners in sync on closing the deal © 2011 IBM Corporation
    14. 14. Engage - Apply expertise from across the organizationocial Selling Capabilitiesasy access to experts so you get customer questions answeredeverage recommended communities and sales contentasily collaborate with co-workers from across the organization on customer deliverablesuickly reach out to experts when emergencies arisee-use best practices from other teamsull a solution together via instant web conference © 2011 IBM Corporation
    15. 15. Discover - Understand your customers better than the competitionSocial Selling CapabilitiesKnow what customers like and dont like through sentiment analysis of social dataDevelop complete customer profiles by integrating Social Media with existing customer daOptimize messaging and products based on analyticsUnderstand customer trends and improve forecasting © 2011 IBM Corporation
    16. 16. Act - Focus on accounts and opportunities that create the most profitSelling Capabilitiesne the right sales quota for each territory through incentive compensation analysismmended pricing based on past deals and best practicesand what product in the portfolio to sell to who pipeline visibility so salespeople know whichs to focus on that will bring the most revenue/profitand which customers carry a high support and implementation cost © 2011 IBM Corporation
    17. 17. Business Results from Transforming to Social Selling Traditi on al SFAading reports on lower sales More time selling productivelysting too much time preparing for customer visits expertise of top sellers Tapping thepeating the same sales mistakes Understanding customers better than the competitio w did vendor XYZ beat us?” Focusing on the critical data and deals owing too many dead end deals Create a team of top performers © 2011 IBM Corporation
    18. 18. SalesConnect Mission
    19. 19. SalesConnect Mission Provide a system with a modern user experience that delights sellers, helps them sell, simplifies data collection, while keeping management up to date on whats going on. 19
    20. 20. What sellers get Simpler interface One application to handle all aspects Integrated helpers Opportunity updates require ¼ time Social software engine compared to today Integration with your everyday tools Up to the second cadence info Access from Notes client Mobile device access 20
    21. 21. Simpler, more efficient user interfaceCapabilities integrated and aggregated for ease of accessOne place to go insteadof many.Sellers can easily keeptrack of their work andprogress towardsestablished goals. 21
    22. 22. Integrated helpers speed data entryType-ahead and pre-filled formsPre-filling and defaultform settings meansellers can get thingsdone in seconds.Opportunity updatesrequire ¼ timecompared to today 22
    23. 23. Social capabilities to encourage and speed collaborationBusiness cards, file sharing & community integrationSellers can quickly getto people anddocuments they need.Sellers can find IBMersto help moveopportunities along. Dennis Mickles 23
    24. 24. Social analytics for people and contentData mining for expert recommendationsSellers get connectedto the right peopleand content to movetheir opportunitiesalong. 24
    25. 25. Simpler reporting flowIntegrated reporting and roll up forecastsSellers and managerscadence integratedinto the OpportunityEasy to enter andtrack items.Managers will have upto the second accessto this data, acrosssellers and revenueline items all within theOpportunityUp to the secondcadence info insteadof 7 day delay. 25
    26. 26. Meet sellers where they areIntegration and access from existing toolsSellers use their everyday tools to keep track ofand update theiropportunitiesToday sellers havelimited Notes or Mobileaccess 26
    27. 27. Social capabilities to encourage and speed collaborationActivity Streams and Embedded ExperienceStatus updates easy tomake, in context of worktaking place.Sellers and Managersget to see the stream ofwork as it happens.Comment, recommendin line to speedcollaboration. 27
    28. 28. Why IBM and SugarCRM?
    29. 29. Leadership Market leading technology IBM Connections – Marketshare leader in Enterprise Social software, IDC 2011 IBM Sametime - Major Player in IDC’s 2011 MarketScape for Unified Communications Voice Infrastructure IBM Lotus Live - Named in leadership quadrant of Gartners 2011 web conferencing report IBM SPSS - 250,000 customers in 100 countries IBM Cognos - Market share leader in Enterprise BI Platforms, Forrester Wave Q4 2010 SugarCRM - Over 7,000 customers and more than half a million usersssional Servicestion – leader in Business Strategy, Customer Experience and Market Strategy with deep industry knowledgeServices – leader in development and delivery of leading edge technology solutionsany type of strategy, delivery and post-deployment support
    30. 30. IBM and SugarCRM Social Selling Software Components © 2011 IBM Corporation
    31. 31. egin with our extensive research that identified the best practices for top perf 12 critical success factors in sales effectivenessop Performance Research Precise definition of markets and market segments Detailed definition of customer needs and buying criteria Sales Strategy & Planning Effective control of pricing and proactive pricing movesof sales force effectiveness best practices of top 100 performing companies over last 10 years Sophisticated understanding of value delivered Focused, disciplined opportunity pipeline management Disciplined buyer selection and targeted marketing effortsve Client Service Experience Sales Management & Process Effective account planning and global account management 100 sales force effectiveness projects across range of industries over last four years Effective identification and sharing of sales methods and approaches Sales Organization & Individual compensation programs linked to desired sales behaviors SkillsManagement Experienceear transformation program spanning over 50 internal sales improvement projects Clearly defined sales and sales management roles Technology & Tools Appropriate sales productivity support tools, not latest technology © 2011 IBM Corporation
    32. 32. the 12 key findings in to a robust Sales Effectiveness Framework which looks at sales from Sales Strategy & Planning Customer Value PropositionChannel Strategy evenue / Coverage Planning / Profit Management / Channel Management R Pricing Partner Sales Management Organizational Change Management Sales Method Pipeline Management Revenue Forecasting Performance Measurement Education Deployment & Delivery Sales Process Understand Customer Needs Develop Account Plan Establish Buying Vision Qualify Opportunity Define Solution Close Sale Manage Relationship Sales Organization & Skills Structure & Roles Sales Leadership Talent Optimization Compensation & Culture Technology & Tools Customer Interaction Internal Collaboration External Collaboration Enterprise & Mobile Connectivity Personal Productivity
    33. 33. SalesConnect DeploymentInitial POC put in place 2011Rolling out initial pilot (<7000 users) mid August 2012Phase II Q2 2013 33
    34. 34. © 2011 IBM Corporation

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