Executive RoundtablesTAME MARKETINGAND SALES Does Marketing & Sales Alignment Matter?
Executive RoundtablesPhilips:The case study Does Marketing & Sales Alignment Matter?
So	  what	  was	  our	  plan?	  	  
 232 	  	                        Sales	  Representa1ves	          	  17	      Regional	  Sales	  Managers	         	  36	 ...
Corporate Visions Case Study
Sales	  and	  Marke3ng	  Messaging	                                     Alignment	  Workplan	                	  November	 ...
Does	  Alignment	  around	  Messaging	   Development	  and	  Delivery	  work?	  	      Do	  our	  reps	  consistently	  us...
Overall	  Percep8ons	  of	  Power	  Messaging:	  	  Value	  Overall	  Value	  of	  Power	  Messaging:	  	  “Overall,	  how...
Comments:	  	  How	  will	  Power	  Messaging	  impact	  your	  Career?	  	  §  “It	  has	  definitely	  made	  me	  a	  b...
Financial	  Impact	  of	  Power	  Messaging	  	  Financial	  Impact:	  	  A	  total	  of	  $2,554,600	  in	  closed	  busi...
Comparison	  #4:	  	  Skill	  Applica8on	  and	  Pre/Post	  Revenue	                                                    Pe...
Comparison	  #5:	  	  Coaching	  and	  Pre/Post	  Revenue	                                                  Performance	  ...
Definite	  Difference:	  	  Top	  10	  “Money	  Making	  Ac8vi8es”	  What’s	  different	  about	  the	  skills	  of	  reps	  ...
2	  1	  
Executive RoundtablesBeyond ROI:Behind the Case Study Does Marketing & Sales Alignment Matter?
®How	  to	  Measure	  ROI	  from	  Your	  Marke8ng	          and	  Sales	  Messaging	  Ini8a8ves    	                     ...
ASTD	  State	  of	  the	  Industry	  Reports	                                           ASTD	  Study	  #1	  	             ...
Bersin	  Research:	  	  Most	  Valuable	  Measures?	                                    ©	  2011	  Beyond	  ROI,	  Inc.	  ...
What	  is	  Measured	  Now?	              Bersin & Associates © November 2006                                           ©	...
Desired	  vs.	  Actual	  Measurement…	                                  ©	  2011	  Beyond	  ROI,	  Inc.	  •	  	  	  	  www...
Is	  there	  funding	  for	  measurement?	            82%	  say,	  “We	  should	           spend	  more	  –	  or	  much	  ...
Who	  is	  doing	  measurement?	  	  	   Over	  800	  assessment	  and	  measurement	  projects	  completed	  with…	      ...
Why	  measure?	  §  Reason	  #1:	  	  Capture	  Business	  Results	  	        –  how	  are	  we	  growing	  people?	     ...
The	  Science:	  	  What	  do	  we	  measure?	                              Cause	                                        ...
How	  do	  we	  get	  them	  to	  be	  honest?	                                 OUTCOMES	                         	  not	 ...
82%	  return	  (92	  of	  112)	  Leading	  Indicators:	  	  How	  much	  are	  they	  using	  it?	      Overall	  Power	  ...
82%	  return	  (92	  of	  112)	  Leading	  Indicators:	  	  Most	  used	  Power	  Messaging	  skills?	                    ...
DEFENSE	  and	  proof	  of	  your	  unique	  ability                 Delivering	  -­‐	  getting	  customers	  to	  RESPECT...
What	  about	  the	  “Lagging	  Indicators?”	                            Cause	                                           ...
Lagging	  Indicators:	  	  64%	  Provided	  Success	  Stories	  (59	  of	  92	  par8cipants)	     Percep8ons	  of	  Value	...
Reality	  Check®:	  	  Success	  Story	  Summary	   Financial	  Impact:	  	  A	  total	  of	  $51,418,000	  in	  closed	  ...
82%	  return	  (92	  of	  112)	  Comparison	  #1:	  	  by	  Coaching	  .	  .	  .	  	      PowerView	  Ques8on:	  	  “Your	...
Comparison	  #1:	  	  Coaching	  and	  Skill	  Applica8on	    Basis	  for	  Comparison:	  	  Coaching	  Ac1vity	  (5	  ite...
Comparison	  #1b:	  	  Coaching	  and	  Skill	  Applica8on	      Basis	  for	  Comparison:	  	  Coaching	  Ac1vity	  (5	  ...
Comparison	  #2:	  	  by	  Skill	  Applica8on	  .	  .f.	  	   BCLC	  Territory	  Managers                                 ...
Comparison	  #2:	  	  Skill	  Applica8on	  and	  Closed	  Business	    Basis	  for	  Comparison:	  	  We	  compared	  par1...
Comparison	  #3:	  	  Skill	  Applica8on	  and	  New	  Opportuni8es	   Basis	  for	  Comparison:	  	  We	  compared	  par1...
Comparison	  #4:	  	  Skill	  Applica8on	  and	  Pre/Post	  Revenue	  (points	  against	  plan)	      Basis	  for	  Compar...
Definite	  Difference:	  	  Top	  10	  “Money	  Making	  Ac8vi8es”	  What’s	  different	  about	  the	  reps	  who	  saw	  th...
Comparison	  #5:	  	  Coaching	  and	  Pre/Post	  Revenue	     Basis	  for	  Comparison:	  	  We	  compared	  par1cipants	...
Comparison	  #4:	  	  How	  “Big”	  is	  the	  difference?	     Basis	  for	  Comparison:	  	  We	  compared	  par1cipants	...
Comparison	  #5:	  	  What	  difference	  does	  Coaching	  make?	    Basis	  for	  Comparison:	  	  We	  compared	  par1ci...
Comments:	  	  How	  will	  Power	  Messaging	  impact	  your	  Career?	  §    “Power	  Messaging	  (Corporate	  Visions)...
“You’ve	  always	  known	  that	  well	  designed	         well	  implemented	  training	  can	    change	  lives	  and	  ...
Executive RoundtablesThank you! Does Marketing & Sales Alignment Matter?
MARKETING & SALES                       MESSAGING CONFERENCE                             hosted by Corporate Visions      ...
Executive Roundtable: Measuring Marketing and Sales Alignment
Executive Roundtable: Measuring Marketing and Sales Alignment
Executive Roundtable: Measuring Marketing and Sales Alignment
Executive Roundtable: Measuring Marketing and Sales Alignment
Executive Roundtable: Measuring Marketing and Sales Alignment
Executive Roundtable: Measuring Marketing and Sales Alignment
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Executive Roundtable: Measuring Marketing and Sales Alignment

  1. 1. Executive RoundtablesTAME MARKETINGAND SALES Does Marketing & Sales Alignment Matter?
  2. 2. Executive RoundtablesPhilips:The case study Does Marketing & Sales Alignment Matter?
  3. 3. So  what  was  our  plan?    
  4. 4.  232     Sales  Representa1ves    17   Regional  Sales  Managers    36    Marke1ng  Product  Mgrs    1     Customer-­‐focused  message            
  5. 5. Corporate Visions Case Study
  6. 6. 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  
  7. 7. Does  Alignment  around  Messaging   Development  and  Delivery  work?     Do  our  reps  consistently  use  it?    
  8. 8. 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    
  9. 9. 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    
  10. 10. 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    
  11. 11. 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    
  12. 12. 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    
  13. 13. 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  customers  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  whats  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    
  14. 14. 2  1  
  15. 15. Executive RoundtablesBeyond ROI:Behind the Case Study Does Marketing & Sales Alignment Matter?
  16. 16. ®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  
  17. 17. 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    
  18. 18. Bersin  Research:    Most  Valuable  Measures?   ©  2011  Beyond  ROI,  Inc.  •        www.getBeyondROI.com   ©  2010  Beyond  ROI,  Inc.  • www.getBeyondROI.com   Page  24    
  19. 19. What  is  Measured  Now?   Bersin & Associates © November 2006 ©  2011  Beyond  ROI,  Inc.  •        www.getBeyondROI.com   ©  2010  Beyond  ROI,  Inc.  • www.getBeyondROI.com   Page  25    
  20. 20. Desired  vs.  Actual  Measurement…   ©  2011  Beyond  ROI,  Inc.  •        www.getBeyondROI.com   ©  2010  Beyond  ROI,  Inc.  • www.getBeyondROI.com   Page  26    
  21. 21. 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    
  22. 22. Who  is  doing  measurement?       Over  800  assessment  and  measurement  projects  completed  with…   ©  2011  Beyond  ROI,  Inc.  •    www.getBeyondROI.com   Page  28    
  23. 23. 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    
  24. 24. 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    
  25. 25. How  do  we  get  them  to  be  honest?   OUTCOMES    not   OPINIONS   ©  2011  Beyond  ROI,  Inc.  •    www.getBeyondROI.com   Page  31    
  26. 26. 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    
  27. 27. 82%  return  (92  of  112)  Leading  Indicators:    Most  used  Power  Messaging  skills?   Graph  5:    The  "Drill-­‐Down" Preparing  -­‐  first  identifing  whats  important  to  your PROSPECT  to  focus  your  message 89% Preparing  -­‐  find  and  align  your  UNIQUE  STRENGTHS  to whats  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
  28. 28. 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 prospects  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    
  29. 29. 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    
  30. 30. 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    
  31. 31. 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    
  32. 32. 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    
  33. 33. 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    
  34. 34. 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    
  35. 35. 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    
  36. 36. 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    
  37. 37. 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    
  38. 38. 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    
  39. 39. 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  customers  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  whats  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    
  40. 40. 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    
  41. 41. 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    
  42. 42. 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    
  43. 43. 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    
  44. 44. “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    
  45. 45. Executive RoundtablesThank you! Does Marketing & Sales Alignment Matter?
  46. 46. MARKETING & SALES MESSAGING CONFERENCE hosted by Corporate Visions ber 20-21 CHICAGO eptem icago SEPT 18-20S Ch REGISTER: http://conference.corporatevisions.com

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