Sales enablement industry benchmark study results

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Chuck Dulde
SAVO Group

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Sales enablement industry benchmark study results

  1. 1. SAVO  Sales  Enablement  Industry  Benchmark  Study  Chuck  Dulde  Sr.  Director  –  Customer  Value  September  20,  2012  
  2. 2.      SALES  EFFECTIVENESS  CASE  STUDY   2  
  3. 3. WHAT  JUST  HAPPENED?   3  
  4. 4. PRODUCT  KNOWLEDGE  MEMORABLE  DELIVERY  ALIGNED  WITH  BUYER   4  
  5. 5. 35%  ALIGNING  SALES  CONTENT  &  MESSAGE  TO  BUYER/PROCESS   33%   DEVELOPING/DELIVERING  COMPETITIVE  INTELLIGENCE   26%   AUTOMATING  THE  PREPARATION  OF  SELLING  MATERIALS   6%   ENABLING  MOBILE  SELLERS   5  
  6. 6. THE  BUYER  COMPLICATION   85%   OF  COMPANIES  INVOLVE  3-­‐10  INDIVIDUALS  IN  BUYING  DECISION  58-­‐70%   OF  BUYING  PROCESS IS  COMPLETED  BEFORE  TALKING  TO  A  VENDOR     6  
  7. 7. WHAT’S  AT-­‐RISK?  AS  BUYERS  ASSERT  MORE  CONTROL  IN  THE  SALES  PROCESS…   SELLERS  LOSE   EFFECTIVENESS   VALUE   RELEVANCE   CONTROL   7  
  8. 8. WHAT’S  THE  IMPACT?   Leaders   Laggards   Reps  Achieving  Quota   83%   22%   Revenue  Growth   23%   6%   Average  Deal  Size   9.7%   (0.5)%   Average  Sales  Cycle   (1.4%)   7%  SOURCE:    ABERDEEN  SALES  EFFECTIVENESS  RESEARCH  (JAN  2012)   8  
  9. 9. REFRAMING  THE  CHALLENGE   Profitable  Growth  Inidadves   Sales  Execudon   Decision   Buyer   Corporate  Execudon  =  Sales  Execudon   9  
  10. 10. LEVERS  OF  SALES  EFFECTIVENESS   Sales   Measurement   CRM  Competency   Learning   Sales  Development   Systems   Sales  Modon   Execudon   10  
  11. 11. THE  SAVO  MATURITY  MODEL   M&A   New   GTM   Product   Strategy   Launch  Competency   Workforce   Sales   CRM  Development   Management   Measurement   Sales   Enablement   Asset   Program   Knowledge   Management   Management   Management   Compeddve   Intelligence   Messaging   Social   Sales   Collaboradon   Process   Sales   Execudon   11  
  12. 12. REVENUE  &  COST-­‐OUT  INITIATIVES   Seller   •  Seller  Effecdveness   Effecdveness   •  Seller  Producdvity/Efficiency   •  New  Product  Launch   •  Mergers  &  Acquisidons   •  Channel/Partner  Contribudon   •  New  Markets   •  New  Geos   •  Exisdng  Market  Penetradon   •  Exisdng  Account  Penetradon   •  Recurring  Revenue  Retendon   •  Markedng  &  IT  Expense  Opdmizadon   12  
  13. 13. SALES  EFFECTIVENESS  HEATMAP  Avg  Score SALES  EFFECTIVENESS  COMPETENCIES…   3.4 §  Sellers are engaging SMEs for customer conversations 3.3 3.1 §  Company’s brand is maintained across sales content 3.0 §  Demos & samples are available for customer evaluation 3.0 §  Content sellers use is generally accurate 3.0 2.9 §  Sellers systematically identify competitors for each oppty …  AND  CHALLENGES   1.2 §  Sellers not able to access sales assets when mobile 1.2 1.2 §  Lack a process to capture competitive learnings 1.1 §  There are few incentives for sellers to share knowledge 1.0 §  Preparing selling materials is manual & inefficient 1.0 1.0 §  Sales content/message not aligned to buyer/process 13  
  14. 14. 63%   OF  COMPANIES  ARE  LAGGARDS   IN  DELIVERING  SALES  MATERIALS  &  MESSAGING  TO  SELLERS  BASED  ON  THEIR   SELLING  SITUATION   14  
  15. 15. 43%   OF  COMPANIES  ARE  LAGGARDS   SALES  MANAGERS  CANNOT    VERIFY  A  SELLERS  SITUATIONAL  FLUENCY   15  
  16. 16. ARE  YOU  MAKING  PEANUT  BUTTER  SANDWICHES?   MARKETERS   •  MESSAGE  CREATION   SKILLS   SALES  LEADERS   •  CREATIVE  SHIFT  TO     •  MESSAGING   SALES  MOTION   INSPECTION  &   •  OWNS   COACHING   GO-­‐TO-­‐CUSTOMER   •  SALES  MOTION   COVERAGE  MODEL   ANALYTICS   •  RESOURCE   FACILITATOR   SELLERS   •  MESSAGING  DELIVERY  SKILLS   •  SALES  MOTION  DISCOVERY  &  EXECUTION   •  RESOURCE  MANAGER   16  
  17. 17. Quesdons  SAVO  CONFIDENTIAL  ©  2012   1
  18. 18. Thank  You!  SAVO  CONFIDENTIAL  ©  2012   1

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