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2013 Sales Enablement Strategy - For Marketing & Sales

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Marketing & sales organizations have an opportunity to improve revenue by >10% by improving their sales enablement capabilities. However, it will require both organization to team together in this effort, developing a strategy initiatives vs. investing in disconnected, tactical activities. This PowerPoint deck provides a strategic foundation to improve in this area.

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  • Interesting article and totally agree how key alignment is for sales productivity. Lead scoring is a key tool set to align both sales and marketing around success. Here an article around a few available options in the Salesforce eco-system https://www.linkedin.com/pulse/how-find-right-lead-scoring-add-on-salesforce-philip-schweizer/
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2013 Sales Enablement Strategy - For Marketing & Sales

  1. 1. IDC Executive Advisory Group IDC’s Sales Enablement Overview: Guidance for 2013 Prepared by Michael Gerard mgerard@idc.comwww.idc.com/cmowww.idc.com/salesadvisory Copyright 2013 IDC. Reproduction is forbidden unless authorized. All rights reserved. Updated 1-7-13
  2. 2. We Need to Change How we EnableSales & Channels. . . Today. . .  Buyer Interaction: Reps are unable to sustain a dialogue with prospects  Demand Gen.: 650 targets -> 1 deal; 19 months mktg. and sales cycle  Cost of poor sales enablement for a ‘typical” $1 B firm: – $14 M in sales and marketing expenses – $100 M in lost revenue opportunity Tomorrow’s Vision. . . New Org. Structure New Processes New Technology New Metrics Sales Enablement: Mktg. & Sales www.idc.com/EAG mgerard@idc.com© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission. 2
  3. 3. What is Sales Enablement? IDC defines Sales Enablement as:“The delivery of the right information to the right person at the right time in the right format and in the right place to assist in moving a specific sales opportunity forward” www.idc.com/EAG mgerard@idc.com© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission. 3
  4. 4. Agenda: IDC’s 2013 Sales EnablementStrategy Voice of the Customer – The Buyer Speaks Current State of the Industry 14 Attributes for a Best-in-Class SE Strategy Case Studies www.idc.com/EAG mgerard@idc.com© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission. 4
  5. 5. Voice of the Customer www.idc.com/EAG mgerard@idc.com© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission. 5
  6. 6. Today’s Marketing and Selling Environment – What’s Different?  Larger buying teams means more people to “sell” to – 2010: 5 People – 2011: 6 people – 2012: 7 people  Longer Buying Cycles – 2010: 5 months – 2011: 5.2 months – 2012: 5.4 months  Buyers are more knowledgeable, more connected - and busier! 45% of the enterprise level buying decision is made before your potential buyer even says “hello” to your sales rep.* Refer to The 2012 IT Buyer Experience www.idc.com/EAG*Ave. respondent: $870K in total IT purchases in past 12 months Survey (IDC #237207) mgerard@idc.com © 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission. 6
  7. 7. Buyer Insight: Most Valued Vendor Resources When Making IT Decisions Q: As part of your pre-purchase IT product or solution-related activities, please indicate the relative importance of the following on your decision-making process by using a pool of 100 points. Interaction with vendors technical teams (e.g., engineers, CTO) Consumption of vendor content* Interaction with sales representatives Interaction with vendors corporate executives (e.g., CEO, COO) Other 0 10 20 30 40 Distribution of a pool of 100 pointsn = 204* Vendor Content: e.g., Collateral, white papers, case studies, webcasts, product information, other info. available on their web site www.idc.com/EAG**Refer to IDC’s Sales and CMO Advisory Research mgerard@idc.com © 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission. 7
  8. 8. Buyer Insight: Most Valued VendorContent When Making IT DecisionsQ: What types of vendor content do you most value during the IT investment decision process? Financial Justification/ROI Product features Product Demo or Proof of Concept Product/service Reviews and Test Results Peer/Customer References Industry Trends Competitive Comparisons Vision/Thought Leadership Customer Case Studies Other 0 10 20 30 % of Participantsn = 204 www.idc.com/EAG mgerard@idc.com© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission. 8
  9. 9. Sales Enablement How are we doing today? www.idc.com/EAG mgerard@idc.com© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission. 9
  10. 10. How are we Doing to Enable Sales Repswith the Most Valued Resources?. . .Q: On average, how long does it take for a sales rep to find the following types of information within your organization? Check 1 for each category. ROI Related Sales Assets The 2 things that buyers value most! Best Fit Pre-Sale IndividualCustomer Purchase & Service History Product Information 0% 10% 20% 30% 40% 50% 60% 70% 80% % of Respondents 1 week + 1-5 days 4-8 hours <1/2 day www.idc.com/EAGSource: IDCs Sales Productivity Benchmarks Database mgerard@idc.com© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission. 10
  11. 11. How are Sales Folks Doing withBuyers in this New Environment? Buyers are inundated: “Much of my commute home is “delete, delete, delete,…” Over ½ of buyers who switched vendors during the past year did so as a result of their newer vendor being more diligent and reliable to their needs. Our best vendors help us solve problems. . . . “Interact more with our internal teams at a functional level to understand where our pain points are, and provide solutions to improve our revenue & profitability." The good news?. . . There is opportunity to differentiate and move ahead of your competition www.idc.com/EAG mgerard@idc.com© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission. 11
  12. 12. Sales Enablement Steps for improvement? www.idc.com/EAG mgerard@idc.com© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission. 12
  13. 13. IDC’s 14 Attributes of a Best-in-ClassSales Enablement Strategy Feedback Accountability  Sales and customer  SE function in marketing feedback process  Next generation sales  Performance measurement operations team Sales Relevant and Enablement Valuable Intelligence Technology  Content and asset lifecycle  Content management  Content review board system  Customer intelligence for  Sales enablement sales platform(s)  Staff: SMEs, curators,  Social for sales moderatorsContact IDC for a Full Sales ReadinessReview of Each Area  Sales process integration (mgerard@idc.com)  Deployment strategy  Regional enablement www.idc.com/EAG mgerard@idc.com© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission. 13
  14. 14. Accountability: Sales Enablement Spans Across Sales & Marketing Marketing Sales Operations Sales Marketing-Generated Process Management & Delivery, Usage, and Insight Governance Feedback Marketing Content and  Overall Project  Content Development Asset Management: Management  Best Practice Sharing  Content & IP Development  Requirements Analysis  Materials and Offers  Collaboration  SE Process Development  Management of Assets & Management  Consumption & Delivery to Intelligence and Support:  Coordination With Other Customer  Customer Knowledge “Productivity Lever”  Feedback to Other  Industry Knowledge Owners (e.g., mktg., L&D) Content Owners  Product Knowledge  Usage Management  Metrics & ReportingCMO & Sales Advisory Service clients, contact us to schedule www.idc.com/EAGyour free, on-site sales enablement strategy session mgerard@idc.com © 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission. 14
  15. 15. Sales Enablement Case Studies www.idc.com/EAG mgerard@idc.com© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission. 15
  16. 16. Sales Enablement Case Studies • 20-person cross-functional teamNurturing a mobile • Threw out 10,000+ piecesmindset and driving of content productivity with >15k iPads • Sales takes a leading role • Meta-model and SMEs assure content relevance and quality Establishing a “living community” to optimize Leveraging social to adoption and value support 1,000+% growth www.idc.com/EAGContact IDC, mgerard@idc.com, for a full review of each case study mgerard@idc.com© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission. 16
  17. 17. Executive Guidance www.idc.com/EAG mgerard@idc.com© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission. 17
  18. 18. IDC Essential Guidance for 2013 Understand your customers’ buying processes and challenges as well as how your sales channels (direct and indirect) “process” knowledge Let go of your current paradigm – Sales enablement is not enterprise content management – Existing content assets cannot dictate your strategy Develop a strategy, but don’t stop there. . . Excellence in execution will be the differentiator here – Assign accountability. . . Collaborate with sales operations, develop cross-functional teams (e.g., content review board) – Take a structured approach for improvement (e.g., content and asset audit) – Integrate SE initiatives with other sales productivity improvement steps Deploy a phased roll-out strategy (e.g., region-specific) Sales enablement must be a strategic initiative, and not a tactical maneuver www.idc.com/EAG mgerard@idc.com© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission. 18
  19. 19. • Questions?. . . Contact: • Michael Gerard VP, IDC’s CMO & Sales Advisory Practice mgerard@idc.com Follow me on Twitter: MichaelGerard• Additional Resources: • Our Web Sites: • www.idc.com/cmo • www.idc.com/salesadvisory • Our CMO & Sales Blogs: • www.techmarketingblog.blogspot.com • blog.salesadvisorypractice.com www.idc.com/EAG mgerard@idc.com© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission. 19

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