Slide deck shared at the regional E

1. Executive Roundtables
TAME MARKETING
AND SALES
Does Marketing & Sales Alignment Matter?

2. Executive Roundtables
Philips:
The case study
Does Marketing & Sales Alignment Matter?

7. So
what
was
our
plan?

8. 232
Sales
Representa1ves
17
Regional
Sales
Managers
36
Marke1ng
Product
Mgrs
1
Customer-­‐focused
message

9. Corporate Visions Case Study

10. Sales
and
Marke3ng
Messaging
Alignment
Workplan
November
9-­‐10,
2010
Sales
and
MarkeDng
Senior
Mgmt
Message
Development
Workshop
December
1-­‐2,
2010
MarkeDng
Product
Managers
Message
Development
Workshop
Jan.
11-­‐12,
2011
Regional
Sales
Mgrs
and
Dirs
of
MarkeDng
Message
Delivery
Skills
Training
April
11-­‐12,
2011
Sales
Force
&
MarkeDng
Mgrs
Message
Delivery
Skills
Training
April
13,
2011
Regional
Field
Trainers
Cer3fied
on
Messaging
and
Skills
Training

13. Does
Alignment
around
Messaging
Development
and
Delivery
work?
Do
our
reps
consistently
use
it?

14. Overall
Percep8ons
of
Power
Messaging:
Value
Overall
Value
of
Power
Messaging:
“Overall,
how
VALUABLE
are
the
principles,
techniques,
and
skills
in
Power
Messaging
to
you
in
your
role
at
Philips?”
Graph
1:
Value
of
Power
Messaging to
Current
Role
70% 60%
Percent
of
Participants
60%
50%
40%
29%
30%
20%
8%
10% 0% 2%
0%
"Not "Marginally "Somewhat "Very "Critical
to
valuable" Valuable" Valuable" Valuable" Success"
©
2011
Beyond
ROI,
Inc.
•
www.getBeyondROI.com
Page
14

15. Comments:
How
will
Power
Messaging
impact
your
Career?
§ “It
has
definitely
made
me
a
bePer
sales
rep
in
the
eyes
of
my
customers.
Larger
sales.
I
feel
it
was
the
best
applicable
training
I
have
received
in
5
years.”
§ “Power
Messaging
(Corporate
Visions)
is
not
just
a
course
that
you
take
like
a
SPIN
selling
or
any
other
sales
course
we
have
all
taken.
This
is
something
that
if
you
truly
embrace
it
will
change
not
only
you
but
your
customers
and
anyone
you
deal
with
in
life.
I
am
not
the
same
Account
Manager
I
was
before
this
course
and
I
am
in
my
mind
on
a
different
Career
path
than
I
was
before
(In
a
Good
Way).”
©
2011
Beyond
ROI,
Inc.
•
www.getBeyondROI.com
Page
15

16. Financial
Impact
of
Power
Messaging
Financial
Impact:
A
total
of
$2,554,600
in
closed
business
and
$7,001,230
in
new
poten1al
business
was
reported
in
60
of
82
success
stories
with
specific
examples
of
how
Power
Messaging
was
used
in
the
Philips
sales
process.
Closed
New
Impact
of
Power
Messaging
Number
of
Stories
Business
Opportuni8es
on
Success
9
$167,000
$965,300
“made
all
the
difference”
-­‐
100%
28
$931,300
$2,621,200
“made
a
significant
difference”
-­‐
75%
22
$856,300
$3,314,730
“made
some
difference”
-­‐
50%
1
$600,000
$100,000
“made
a
li]le
difference”
-­‐
25%
0
$-­‐
$-­‐
“made
no
difference,
or
worse”
-­‐
0%
60
$2,554,600
$7,001,230
©
2011
Beyond
ROI,
Inc.
•
www.getBeyondROI.com
Page
16

17. Comparison
#4:
Skill
Applica8on
and
Pre/Post
Revenue
Performance
vs.
Plan
(Change
in
Revenue)
Basis
for
Comparison:
We
compared
par1cipants
based
on
applica1on
of
18
Power
Messaging
skill
to
pre/post
performance
against
Quota
(9
months
pre
vs.
9
months
post).
Graph
14:
Skill
Application
and
Pre/Post
Performance
5% 4.7%
4%
3.1%
Pre/Post
Change
(Against
Quota)
3%
2%
1% 0.6%
0%
Low
Application Med
Application High
Application
(43-­‐64%
of
the
time) (64-­‐70%
of
the
time) (70+%
of
the
time)
Sta8s8cal
Significance:
The
rela1onship
between
skill
usage
and
revenue
is
sta1s1cally
significant,
where
Student’s
T-­‐test
=
2.330,
confidence
interval
of
p
<
0.02
@
81
d.f.
(one-­‐tailed
test,
type
1
error).
©
2011
Beyond
ROI,
Inc.
•
www.getBeyondROI.com
Page
17

18. Comparison
#5:
Coaching
and
Pre/Post
Revenue
Performance
vs.
Plan
(Change
in
Revenue)
Basis
for
Comparison:
We
compared
par1cipants
based
coaching
ac1vity
around
Power
Messaging
to
pre/post
performance
against
Quota
(9
months
pre
vs.
9
months
post).
Graph
15:
Coaching
and
Pre/Post
Performance
6%
4.9%
5%
Pre/Post
Change
(Against
Quota)
4%
3% 2.5%
1.9%
2%
1%
0%
Low
Coaching Medium
Coaching High
Coaching
(0-­‐50%
of
the
time) (50-­‐70%
of
the
time) (70+%
of
the
time)
Sta8s8cal
Significance:
The
rela1onship
between
skill
usage
and
revenue
is
sta1s1cally
significant,
where
Student’s
T-­‐test
=
2.234,
confidence
interval
of
p
<
0.0283
@
80
d.f.
(one-­‐tailed
test,
type
1
error).
©
2011
Beyond
ROI,
Inc.
•
www.getBeyondROI.com
Page
18

19. Definite
Difference:
Top
10
“Money
Making
Ac8vi8es”
What’s
different
about
the
skills
of
reps
who
saw
the
biggest
pre/post
increase
in
performance
compared
to
reps
who
saw
a
pre/post
decrease
in
performance?
1) Managers
DEBRIEF
customer
mee1ngs
with
reps
(i.e.,
to
sharpen
messages)
—
35%
more
o`en
2) Wrapping
your
story
with
a
STRONG
DEFENSE
and
proof
of
your
unique
ability
—
27%
more
o`en
3) Managers
candidly
share
FEEDBACK
around
your
Power
Messaging
skills
—
19%
more
o`en
4) Using
a
compelling
STORY
that
s1rred
an
emo1on
—
17%
more
o`en
5) Clearly
communica1ng
the
BIG
PICTURE
—
15%
more
o`en
6) Using
PROPS
or
MINI-­‐DRAMAS
to
capture
their
the
customer's
a]en1on
—
15%
more
o`en
7) Managers
SHARING
or
MODELING
ideas
for
your
Point-­‐of-­‐View
pitch
—
12%
more
o`en
8) Managers
reviewing
your
MESSAGE
MAP
prior
to
a
call
—
11%
more
o`en
9) Aligning
your
UNIQUE
STRENGTHS
to
what's
important
to
your
customer
—
11%
more
o`en
10) Focusing
on
what
customers
can
DO
DIFFERENTLY
and
what
that
MEANS
to
them
—
11%
more
o`en
Implica8ons:
No8ce
that
4
of
the
10
biggest
differences
are
coaching
ac8vi8es.
©
2011
Beyond
ROI,
Inc.
•
www.getBeyondROI.com
Page
19

20. 2
1

21. Executive Roundtables
Beyond ROI:
Behind the Case Study
Does Marketing & Sales Alignment Matter?

22. ®
How
to
Measure
ROI
from
Your
Marke8ng
and
Sales
Messaging
Ini8a8ves
with
Scob
Watson
March
22,
2012
Beyond
ROI,
Inc.
•
sco]@getBeyondROI.com.
•
469-­‐200-­‐8027

23. ASTD
State
of
the
Industry
Reports
ASTD
Study
#1
ASTD
Study
#2
100%
100%
91.3%
80%
74%
80%
60%
60%
53.9%
40%
31%
40%
22.9%
20%
14%
20%
8%
7.6%
2.1%
0%
0%
Level
1
Level
2 Level
3
Level
4
Level
5
Level
1
Level
2
Level
3
Level
4 Level
5
Reac8on
Learning
Behavior
Results
ROI
Reac8on
Learning
Behavior
Results
ROI
2004
Study
Notes:
Included
213
organiza1ons
represen1ng
the
2005
Study
Notes:
Included
18
Fortune
500
companies
broadest
range
of
size
and
industry.
Considered
by
ASTD
to
par1cipa1ng
in
ASTD’s
Benchmarking
Forum.
These
organiza1ons
accurately
represent
“the
U.S.
norm.”
represent
the
largest
and
most
complex
global
learning
organiza1ons.
Companies
measuring
at
“Level
5
ROI”
were
included
in
the
category
“Level
4
Results.”
©
2011
Beyond
ROI,
Inc.
•
www.getBeyondROI.com
Page
23

24. Bersin
Research:
Most
Valuable
Measures?
©
2011
Beyond
ROI,
Inc.
•
www.getBeyondROI.com
©
2010
Beyond
ROI,
Inc.
• www.getBeyondROI.com
Page
24

25. What
is
Measured
Now?
Bersin & Associates © November 2006
©
2011
Beyond
ROI,
Inc.
•
www.getBeyondROI.com
©
2010
Beyond
ROI,
Inc.
• www.getBeyondROI.com
Page
25

26. Desired
vs.
Actual
Measurement…
©
2011
Beyond
ROI,
Inc.
•
www.getBeyondROI.com
©
2010
Beyond
ROI,
Inc.
• www.getBeyondROI.com
Page
26

27. Is
there
funding
for
measurement?
82%
say,
“We
should
spend
more
–
or
much
more
on
measurement”
©
2011
Beyond
ROI,
Inc.
•
www.getBeyondROI.com
©
2010
Beyond
ROI,
Inc.
• www.getBeyondROI.com
Page
27

28. Who
is
doing
measurement?
Over
800
assessment
and
measurement
projects
completed
with…
©
2011
Beyond
ROI,
Inc.
•
www.getBeyondROI.com
Page
28

29. Why
measure?
§ Reason
#1:
Capture
Business
Results
– how
are
we
growing
people?
– how
are
we
growing
the
business?
§ Reason
#2:
Accountability
for
Execu1on
– for
actually
using
new
knowledge,
skills,
and
process
– for
manager
involvement
§ Reason
#3:
Feedback
for
Coaching
– simple
– relevant
– ac1onable
©
2011
Beyond
ROI,
Inc.
•
www.getBeyondROI.com
Page
29

30. The
Science:
What
do
we
measure?
Cause
Effect
“How
much
is
Linked
to…
“How
much
does
it
used?”
it
help?”
Leading
Indicators
(surveys)
Lagging
Indicators
(your
metrics)
§ use
of
19
Power
Messaging
skills,
§ Success
Stories
–
with
actual
customers
processes,
and
tools
§ Pipeline
growth
§ 5
coaching
ac1vi1es
§ Performance
against
plan
§ 9
support
and
reinforcement
§ Deal
size,
Margin,
Volume,
etc.
ac1vi1es
®
©
2011
Beyond
ROI,
Inc.
•
www.getBeyondROI.com
Page
30

31. How
do
we
get
them
to
be
honest?
OUTCOMES
not
OPINIONS
©
2011
Beyond
ROI,
Inc.
•
www.getBeyondROI.com
Page
31

32. 82%
return
(92
of
112)
Leading
Indicators:
How
much
are
they
using
it?
Overall
Power
Messaging
Applica1on:
70.1%
(excluding
Coaching)
Graph
4:
The
"Big
Picture"
of
Skill
Application
100%
78%
72%
75% 66%
59%
Average
Scores
53%
50%
25%
0%
Preparing Grabbing Delivering Interacting Coaching
and
Messaging Attention Messages w/Customers Support
(5
items) (3
items) (6
items) (5
items) (5
items)
Major
Categories
©
2011
Beyond
ROI,
Inc.
•
www.getBeyondROI.com
Page
32

33. 82%
return
(92
of
112)
Leading
Indicators:
Most
used
Power
Messaging
skills?
Graph
5:
The
"Drill-­‐Down"
Preparing
-­‐
first
identifing
what's
important
to
your
PROSPECT
to
focus
your
message 89%
Preparing
-­‐
find
and
align
your
UNIQUE
STRENGTHS
to
what's
important
to
your
customer 83%
Delivering
-­‐
setting
a
meeting
AGENDA
focused
on
customer
issues,
not
your
company 80%
Preparing
-­‐
wrapping
your
story
with
a
STRONG
DEFENSE
and
proof
of
your
unique
ability 80%
Delivering
-­‐
getting
customers
to
RESPECT
and
RELY
on
your
credentials
and
expertise 78%
Preparing
-­‐
focusing
on
what
prospects
can
DO
DIFFERENTLY
and
what
that
MEANS 77%
Delivering
-­‐
using
"You
Phrasing"
to
make
your
message
personal
and
more
engaging 74%
Interacting
-­‐
getting
prospects
to
feel
connected
and
comfortable
with
you 73%
Delivering
-­‐
getting
customer
buy-­‐in
to
the
BIG
PICTURE
you
present 71%
Interacting
-­‐
closing
by
restating
your
position,
asking The
PowerView® Rating
Scale
for
feedback,
and
presenting
a
CALL
TO
ACTION 71%
Delivering
-­‐
getting
buy-­‐in
to
POWER
POSITIONS
and 0%
25%
50%
75%
100%
VALUE
STATEMENTS
you
make 69%
“Never” “Rarely” “Sometimes” “Frequently” “Always”
Grabbing
-­‐
using
a
STORY
WITH
CONTRAST
to
capture
their
attention 65%
©
2011
Beyond
ROI,
Inc.
•
www.getBeyondROI.com
Page
33
Grabbing
-­‐
using
a
WORD
PLAY
to
capture
a

34. DEFENSE
and
proof
of
your
unique
ability
Delivering
-­‐
getting
customers
to
RESPECT
and
RELY
on
your
credentials
and
expertise 78%
Preparing
-­‐
focusing
on
what
prospects
can
DO
DIFFERENTLY
and
what
that
MEANS 77%
Delivering
-­‐
using
"You
Phrasing"
to
make
your
message
personal
and
more
engaging 74%
82%
return
(92
of
112)
Interacting
-­‐
getting
prospects
to
feel
connected
and
comfortable
with
you 73%
Delivering
-­‐
getting
customer
buy-­‐in
to
the
BIG
71%
Leading
Indicators:
Least
used
Power
Messaging
skills?
PICTURE
you
present
Interacting
-­‐
closing
by
restating
your
position,
asking
for
feedback,
and
presenting
a
CALL
TO
ACTION 71%
Delivering
-­‐
getting
buy-­‐in
to
POWER
POSITIONS
and
VALUE
STATEMENTS
you
make 69%
Grabbing
-­‐
using
a
STORY
WITH
CONTRAST
to
capture
their
attention 65%
Grabbing
-­‐
using
a
WORD
PLAY
to
capture
a
prospect's
attention 64%
Interacting
-­‐
using
STORIES,
METAPHORS,
and
ANALOGIES
that
for
a
emotional
response 64%
Interacting
-­‐
influencing
prospects
to
accept
your
REFRAMING
of
an
objection 63%
Preparing
-­‐
using
elements
of
the
MESSAGE
MAP
to
prepare 62%
Interacting
-­‐ reaching
the
“OLD
BRAIN”
by
creating
an
emotional
experience
for
your
prospect 60%
Delivering
-­‐
getting
a
positive
response
to
your
GRABBERs
to
capture
attention 59%
Grabbing
-­‐
using
PROPS
AND
MINI-­‐DRAMAS
to
capture
their
attention? 47%
0% The
PowerView® Rating
Scale
25% 50% 75% 100%
0%
25%
50%
75%
100%
“Never” “Rarely” “Sometimes” “Frequently” “Always”
©
2011
Beyond
ROI,
Inc.
•
www.getBeyondROI.com
Page
34

35. What
about
the
“Lagging
Indicators?”
Cause
Effect
“How
much
is
Linked
to…
“How
much
does
it
used?”
it
help?”
Leading
Indicators
(surveys)
Lagging
Indicators
(your
metrics)
§ use
of
19
Power
Messaging
skills,
§ Success
Stories
–
with
actual
customers
processes,
and
tools
§ Pipeline
growth
§ 5
coaching
ac1vi1es
§ Performance
against
plan
§ 9
support
and
reinforcement
§ Deal
size,
Margin,
Volume,
etc.
ac1vi1es
®
©
2011
Beyond
ROI,
Inc.
•
www.getBeyondROI.com
Page
35

36. Lagging
Indicators:
64%
Provided
Success
Stories
(59
of
92
par8cipants)
Percep8ons
of
Value
in
the
Success
Story:
“Overall,
how
much
did
your
use
of
the
principles,
tools,
and
skills
from
Power
Messaging
contribute
to
your
SUCCESS
in
this
par1cular
sales
situa1on?”
Graph
3:
Impact
of
Power
Messaging on
Success
Story
50% 45%
Percent
of
Participants
39%
40%
30%
20%
8% 6%
10% 2%
0%
"made
no "made
a
little "made
some "significant "made
all
the
difference" difference" difference" difference" difference"
©
2011
Beyond
ROI,
Inc.
•
www.getBeyondROI.com
Page
36

37. Reality
Check®:
Success
Story
Summary
Financial
Impact:
A
total
of
$51,418,000
in
closed
business
and
$135,540,000
in
new
poten1al
business
was
reported
in
48
success
stories
with
specific
examples
of
how
Power
Messaging
was
used
in
the
sales
process.
Number
Closed
New
Impact
of
Power
Messaging
Total
Factored
of
Stories Business
Opportuni8es on
Success Value
4
$9,200,000
$11,450,000
“made
all
the
difference”
-­‐
100%
$20,650,000
21
$19,718,000
$69,600,000
“made
a
significant
difference”
-­‐
75%
$66,988,500
19
$21,250,000
$51,790,000
“made
some
difference”
-­‐
50%
$36,520,000
3
$1,250,000
$2,500,000
“made
a
li]le
difference”
-­‐
25%
$937,500
1
$0
$200,000
“made
no
difference,
or
worse”
-­‐
0%
$0
48 $51,418,000 $135,540,000 $125,096,000
©
2011
Beyond
ROI,
Inc.
•
www.getBeyondROI.com
Page
37

38. 82%
return
(92
of
112)
Comparison
#1:
by
Coaching
.
.
.
PowerView
Ques8on:
“Your
mastery
of
Power
Messaging
skills
and
principles
will
con1nue
to
improve
over
1me,
especially
when
you
apply
them
regularly
with
a
helpful
coach,
and
take
advantage
of
the
available
reinforcement
content.”
Graph
6:
Coaching
and
Support
Coaching
-­‐
your
manager
SHARES
or
MODELS
ideas
for
your
Point-­‐of-­‐View
pitch 58%
Coaching
-­‐
your
manager
candidly
shares
FEEDBACK
around
your
Power
Messaging
skills 57%
Coaching
-­‐
your
manager
DEBRIEFS
customer
meetings
with
you 54%
Coaching
-­‐
your
manager
helps
you
PREPARE
for
customer/prospect
meetings 51%
Coaching
-­‐
your
manager
reviews
your
MESSAGE
MAP
prior
to
a
call 44%
0% 25% 50% 75% 100%
Average
Scores
©
2011
Beyond
ROI,
Inc.
•
www.getBeyondROI.com
Page
38

39. Comparison
#1:
Coaching
and
Skill
Applica8on
Basis
for
Comparison:
Coaching
Ac1vity
(5
items)
compared
to
each
par1cipant’s
applica1on
of
Power
Messaging
skills
(19
items).
Both
scales
run
from
0-­‐100%
of
the
1me.
Graph
11:
Coaching
and
Application
of
Power
Messaging
90%
82.7%
Overall
Application
80%
73.0%
(19
skills)
70% 68.4%
65.3%
60%
50%
Coached
0-­‐25% Coached
25%-­‐65% Coached
65-­‐90% Coached
100%
of
the
time of
the
time of
the
time of
the
time
Sta8s8cal
Significance:
The
rela1onship
between
manager
involvement
and
skill
usage
is
sta1s1cally
significant,
where
Student’s
T-­‐test
=
6.119,
confidence
interval
of
p
<
0.028
@
84
d.f.
(two-­‐tailed
test,
type
1
error,
95%
confidence
interval).
©
2011
Beyond
ROI,
Inc.
•
www.getBeyondROI.com
Page
39

40. Comparison
#1b:
Coaching
and
Skill
Applica8on
Basis
for
Comparison:
Coaching
Ac1vity
(5
items)
compared
to
each
par1cipant’s
applica1on
of
Power
Messaging
skills
(18
items).
Both
scales
run
from
0-­‐100%
of
the
1me.
Graph
11:
Coaching
and
Application
of
Power
Messaging
72%
70.0%
Overall
Application
70%
(18
skills)
68.0%
68%
66.3%
66%
64%
Low
Coaching Medium
Coaching High
Coaching
(0-­‐50%
of
the
time) (50-­‐70%
of
the
time) (70+%
of
the
time)
Sta8s8cal
Significance:
The
rela1onship
between
manager
involvement
and
skill
usage
is
sta1s1cally
significant,
where
Student’s
T-­‐test
=
6.638,
confidence
interval
of
p
<
0.01
@
86
d.f.
(one-­‐tailed
test,
type
1
error).
©
2011
Beyond
ROI,
Inc.
•
www.getBeyondROI.com
Page
40

41. Comparison
#2:
by
Skill
Applica8on
.
.f.
BCLC
Territory
Managers
Overall
Averages
or
16
Number
of
Par1cipants
Number
of
Participants
12
8
“Low
“High
Adopters”
Adopters”
4
0
0-­‐10% 10-­‐20% 20-­‐30% 30-­‐40% 40-­‐50% 50-­‐60% 60-­‐70% 70-­‐80% 80-­‐90% 90-­‐100%
0%
25%
50%
75%
100%
“Never”
“Rarely”
“Some1mes”
“Frequently”
“Always”
©
2011
Beyond
ROI,
Inc.
•
www.getBeyondROI.com
Page
41

42. Comparison
#2:
Skill
Applica8on
and
Closed
Business
Basis
for
Comparison:
We
compared
par1cipants
with
“above”
vs.
“below
average”
applica1on
of
19
Power
Messaging
skills
to
closed
business,
as
captured
in
in
48
Success
Stories.
Graph
12:
Skill
Application
and
Average
Closed
Business
$3,000,000 $2,722,714
Average
Size
of
Closed
$2,500,000
High
$2,000,000 Adopters
Business
$1,500,000
$950,000
$1,000,000
Low
$500,000
Adopters
$0
Below
Average Above
Average
(41-­‐69%
of
the
time) (70-­‐100%
of
the
time)
Sta8s8cal
Significance:
The
rela1onship
between
skill
usage
and
closed
business
is
sta1s1cally
significant,
where
Student’s
T-­‐test
=
3.426,
confidence
interval
of
p
<
0.002
@
28
d.f.
(two-­‐tailed
test,
type
1
error,
95%
confidence
interval).
©
2011
Beyond
ROI,
Inc.
•
www.getBeyondROI.com
Page
42

43. Comparison
#3:
Skill
Applica8on
and
New
Opportuni8es
Basis
for
Comparison:
We
compared
par1cipants
with
“above”
vs.
“below
average”
applica1on
of
19
Power
Messaging
skills
to
new
opportuni1es,
as
captured
in
in
48
Success
Stories.
Graph
13:
Skill
Application
and
New
Dell
Opportunities
$4,000,000
$3,466,000
Average
Size
of
New
High
Opportunities
$3,000,000
$2,494,500
Adopters
$2,000,000 Low
Adopters
$1,000,000
$0
Below
Average Above
Average
(41-­‐69%
of
the
time) (70-­‐100%
of
the
time)
Sta8s8cal
Significance:
The
rela1onship
between
skill
usage
and
new
opportuni1es
is
sta1s1cally
significant,
where
Student’s
T-­‐test
=
4.882,
confidence
interval
of
p
<
.01
@
44
d.f.
(two-­‐tailed
test,
type
1
error,
95%
confidence
interval).
©
2011
Beyond
ROI,
Inc.
•
www.getBeyondROI.com
Page
43

44. Comparison
#4:
Skill
Applica8on
and
Pre/Post
Revenue
(points
against
plan)
Basis
for
Comparison:
We
compared
par1cipants
based
on
applica1on
of
18
Power
Messaging
skill
to
pre/post
performance
against
Quota
(9
months
pre
vs.
9
months
post).
Graph
14:
Skill
Application
and
Pre/Post
Performance
5% 4.7%
4%
3.1%
Pre/Post
Change
(Against
Quota)
3%
2%
1% 0.6%
0%
Low
Application Med
Application High
Application
(43-­‐64%
of
the
time) (64-­‐70%
of
the
time) (70+%
of
the
time)
Sta8s8cal
Significance:
The
rela1onship
between
skill
usage
and
revenue
is
sta1s1cally
significant,
where
Student’s
T-­‐test
=
2.330,
confidence
interval
of
p
<
0.02
@
81
d.f.
(one-­‐tailed
test,
type
1
error).
©
2011
Beyond
ROI,
Inc.
•
www.getBeyondROI.com
Page
44

45. Definite
Difference:
Top
10
“Money
Making
Ac8vi8es”
What’s
different
about
the
reps
who
saw
the
biggest
pre/post
increase
in
performance
compared
to
reps
who
saw
a
pre/post
decrease
in
performance?
1) Managers
DEBRIEF
customer
mee1ngs
with
reps
(i.e.,
to
sharpen
messages)
—
35%
more
o`en
2) Wrapping
your
story
with
a
STRONG
DEFENSE
and
proof
of
your
unique
ability
—
27%
more
o`en
3) Managers
candidly
share
FEEDBACK
around
your
Power
Messaging
skills
—
19%
more
o`en
4) Using
a
compelling
STORY
that
s1rred
an
emo1on
—
17%
more
o`en
5) Clearly
communica1ng
the
BIG
PICTURE
—
15%
more
o`en
6) Using
PROPS
or
MINI-­‐DRAMAS
to
capture
their
the
customer's
a]en1on
—
15%
more
o`en
7) Managers
SHARING
or
MODELING
ideas
for
your
Point-­‐of-­‐View
pitch
—
12%
more
o`en
8) Managers
reviewing
your
MESSAGE
MAP
prior
to
a
call
—
11%
more
o`en
9) Aligning
your
UNIQUE
STRENGTHS
to
what's
important
to
your
customer
—
11%
more
o`en
10) Focusing
on
what
customers
can
DO
DIFFERENTLY
and
what
that
MEANS
to
them
—
11%
more
o`en
Implica8ons:
No8ce
that
4
of
the
10
biggest
differences
are
coaching
ac8vi8es.
©
2011
Beyond
ROI,
Inc.
•
www.getBeyondROI.com
Page
45

46. Comparison
#5:
Coaching
and
Pre/Post
Revenue
Basis
for
Comparison:
We
compared
par1cipants
based
coaching
ac1vity
around
Power
Messaging
to
pre/post
performance
against
Quota
(9
months
pre
vs.
9
months
post).
Graph
15:
Coaching
and
Pre/Post
Performance
6%
4.9%
5%
Pre/Post
Change
(Against
Quota)
4%
3% 2.5%
1.9%
2%
1%
0%
Low
Coaching Medium
Coaching High
Coaching
(0-­‐50%
of
the
time) (50-­‐70%
of
the
time) (70+%
of
the
time)
Sta8s8cal
Significance:
The
rela1onship
between
skill
usage
and
revenue
is
sta1s1cally
significant,
where
Student’s
T-­‐test
=
2.234,
confidence
interval
of
p
<
0.0283
@
80
d.f.
(one-­‐tailed
test,
type
1
error).
©
2011
Beyond
ROI,
Inc.
•
www.getBeyondROI.com
Page
46

47. Comparison
#4:
How
“Big”
is
the
difference?
Basis
for
Comparison:
We
compared
par1cipants
with
Low,
Medium,
and
High
applica1on
of
19
Power
Messaging
to
Pre/Post
Monthly
Quota
Achievement.
Graph
14:
Skill
Application
and
Pre/Post
Change
in
Montly
Quota
Achievement
35% 33.0%
Pre/Post
Change
in
Monthly
30% High
Quota
Achievement
25% Adopters
20%
15% 13.5%
10% 7.8% Middle
5% Low Adopters
0%
Adopters
Low Middle High
<65%
Application 65-­‐75%
Application 75%+
Application
©
2011
Beyond
ROI,
Inc.
•
www.getBeyondROI.com
Page
47

48. Comparison
#5:
What
difference
does
Coaching
make?
Basis
for
Comparison:
We
compared
par1cipants
who
reported
Low,
Medium,
and
High
coaching
ac1vity
to
Pre/Post
Monthly
Quota
Achievement.
Graph
15:
Coaching
Activity
and
Pre/Post
Change
in
Montly
Quota
Achievement
50%
40.6%
Pre/Post
Change
in
Monthly
40%
High
Quota
Achievement
30%
21.3% Coaching
20%
Low Middle
10% Coaching
Coaching
0%
-­‐10%
-­‐7.2%
-­‐20%
Low Middle High
<50%
Coaching 50-­‐75%
Coaching 75%+
Coaching
©
2011
Beyond
ROI,
Inc.
•
www.getBeyondROI.com
Page
48

49. Comments:
How
will
Power
Messaging
impact
your
Career?
§ “Power
Messaging
(Corporate
Visions)
is
not
just
a
course
that
you
take
like
a
SPIN
selling
or
any
other
sales
course
we
have
all
taken.
This
is
something
that
if
you
truly
embrace
it
will
change
not
only
you,
but
your
customers
and
anyone
you
deal
with
in
life.
I
am
not
the
same
Account
Manager
I
was
before
this
course
and
I
am
on
a
different
Career
path
than
I
was
before
(In
a
Good
Way).”
§ “Best
training
and
program
we
have
ever
had
and
used
-­‐
very
prac3cal
and
relevant.
Can
only
make
me
a
beTer
salesperson.”
§ “It
has
definitely
made
me
a
beTer
sales
rep
in
the
eyes
of
my
customers.
Larger
sales.
I
feel
it
was
the
best
applicable
training
I
have
received
in
5
years.”
§ “It
just
creates
a
whole
new
way
of
thinking
as
I
prepare
for
and
execute
mee3ngs
with
customers.
I
think
it
helps
us
think
outside
the
box
and
posi3on
ourselves
different
that
our
compe33on
in
life
and
sales.
I
think
it
helps
us
see
the
whole
picture
in
all
that
we
do.”
©
2011
Beyond
ROI,
Inc.
•
www.getBeyondROI.com
Page
49

50. “You’ve
always
known
that
well
designed
well
implemented
training
can
change
lives
and
grow
the
business…”
Now
you
can
prove
it.®
©
2011
Beyond
ROI,
Inc.
•
www.getBeyondROI.com
Page
50

51. Executive Roundtables
Thank you!
Does Marketing & Sales Alignment Matter?

52. MARKETING & SALES
MESSAGING CONFERENCE
hosted by Corporate Visions
ber 20-21 CHICAGO
eptem icago
SEPT 18-20
S
Ch REGISTER:
http://conference.corporatevisions.com