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Showpad Tamara Schenk: the four pillars of successful sales enablement

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World class B2B organizations develop business strategies where both marketing and sales drive business growth. At the core of this strategy is sales enablement, a strategic discipline targeted at your customers and Frontline Sales Managers, driven by marketing and empowered by content.

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Showpad Tamara Schenk: the four pillars of successful sales enablement

  1. 1. ©  MHI  Global.  All  Rights  Reserved.   1   Webinar: The 4 Pillars of Successful Sales Enablement May 29, 2015 Tamara Schenk |@tamaraschenk #4psales  
  2. 2. ©  MHI  Global.  All  Rights  Reserved.   2  ©Copyright  2014  MHI  Global.  All  Rights  Reserved.     IntroducBon   Tamara  Schenk   Research  Director   MHI  Research  InsBtute,  a  division  of  MHI  Global     Mario  Haneca   MarkeBng  Director  EMEA   Showpad       Ø Webinar:  The  4  Pillars  of  Successful  Sales  Enablement  -­‐  May  29th   Focus:  Enabling  Frontline  Sales  Managers       Ø Sales  Leadership  Forum,  London,  June  18th,  with  Showpad   workshop,  led  by  Showpad  CEO  Pieterjan  Bouten  
  3. 3. ©  MHI  Global.  All  Rights  Reserved.   3  ©  MHI  Global.  All  Rights  Reserved.   SALES  LEADERSHIP  FORUM  JUNE  18,  2015   hYp://www.regonline.co.uk/mhiglobalforum    
  4. 4. ©Copyright  2014  MHI  Global.  All  Rights  Reserved.     HOW  TO  ENGAGE   #4psales     Please  submit   your  quesBons  via   the  Q&A  webinar   panel     Recording  will  be   provided  a_er  the   session  
  5. 5. ©Copyright  2014  MHI  Global.  All  Rights  Reserved.     2015  MHI  SALES  BEST  PRACTICES  STUDY:  MORE,  LONGER,…   World-­‐class  involves     MORE  people  in  the  customer   organizaDon   4.4   P e o p l e     i n t e r n a l l y   World-­‐class  perceives     LONGER  sales  cycles   +2.8%   L o n g e r     s a l e s   c y c l e s   World-­‐class  involves     MORE  people  in  the  sales   organizaDon     5.8   D e c i s i o n     m a k e r s   W O R L D -­‐ C L A S S   A L L   R E S P O N D E N T S   4.6   D e c i s i o n   M a k e r s   3.8   P e o p l e   i n t e r n a l l y   2.35   L o n g e r     s a l e s   c y c l e s   Source:  2015  MHI  Sales  Best  Prac?ces  Study  hCp:// mhiglobal.com/2015-­‐Study/  
  6. 6. ©Copyright  2014  MHI  Global.  All  Rights  Reserved.     …BUT  BETTER  PERFORMANCE   Source:  2015  MHI  Sales  Best  Prac?ces  Study  hCp:// mhiglobal.com/2015-­‐Study/   World-­‐class  has  BETTER     retenBon  rates     +5.4%   I n c r e a s i n g   r e t e n B o n   r a t e s   BUT   World-­‐class  outperforms     all  respondents  by       AND   W O R L D -­‐ C L A S S   A L L   R E S P O N D E N T S   1.5%   I n c r e a s i n g   r e t e n B o n   r a t e s   23%  
  7. 7. ©Copyright  2014  MHI  Global.  All  Rights  Reserved.     COUNTERINTUITIVE  DATA  …   Source:  2015  MHI  Sales  Best  Prac?ces  Study   What  is  World-­‐ class  doing   differently  than   all  respondents?   Source:  ShuCerstock   2015  MHI  Sales  Best  Prac?ces  Study     Download  the  Execu?ve  Summary  here:   hPp://mhiglobal.com/2015-­‐Study/  
  8. 8. ©Copyright  2014  MHI  Global.  All  Rights  Reserved.     AGENDA   @tamaraschenk hYp://www.linkedin.com/in/tamaraschenk   tamara.schenk@mhiglobal.com     § 2005-­‐2013:  T-­‐Systems  InternaBonal  GmbH:   VP  Sales  Enablement  &  TransformaBon   Senior  Manager  Sales  Enablement   Head  of  Business  Development  UBliBes   § 2001-­‐2005:  Managing  Consultant,  Detecon   Sales  &  Delivery     § 1999-­‐2001:  Diebold:  Senior  Consultant:   Sales  &  Delivery   § 1998-­‐1999:  RaBo  Ltd.  Overseas  Division   Project  Manager,  Sweden   § 1992-­‐1998:  Rausch  +  Partner  (own  company):   Sales  &  Delivery   Tamara  Schenk   Research  Director   MHI  Research  InsBtute,  a  division  of  MHI  Global     Latest  Research:     Business  Drivers  for     Sales  Enablement       The  Four  Pillars  Of  Successful   Sales  Enablement   §  Customer  Core  FoundaBon   §  Integrate  Frontline  Sales   Managers   §  FoundaBon  in  Sales  OperaBons   §  Collaborate  to  Integrate   Services    
  9. 9. ©Copyright  2014  MHI  Global.  All  Rights  Reserved.     ENABLEMENT  MEANS  DIFFERENT  THINGS…   What‘s  missing?     The  customer…   Training   TransformaBon   ProducBvity   Content   Value   Messaging   Sales   EffecBveness   Playbooks   Technology   Skills  &   Competencies   Revenue  Growth   Field   Readiness   Sales     Excellence  
  10. 10. ©Copyright  2014  MHI  Global.  All  Rights  Reserved.     FIRST  PILLAR:  CUSTOMER  CORE  FOUNDATION     Design   MHI  Research  Ins?tute  Research  Note:   Sales  Enablement  –  GeTng  To  The  Next  Level   Customer  Core  
  11. 11. ©Copyright  2014  MHI  Global.  All  Rights  Reserved.     Sales     OperaDons   Integrated   Services  Frontline   Sales   Managers   PILLARS  TO  GET  TO  THE  NEXT  LEVEL     Design   MHI  Research  Ins?tute  Research  Note:   Sales  Enablement  –  GeTng  To  The  Next  Level   Customer  Core   Scope   FoundaDon   CollaboraDon  
  12. 12. ©Copyright  2014  MHI  Global.  All  Rights  Reserved.     MHI  SALES  SYSTEM  -­‐  CUSTOMER  CORE   "The  main  thing  is  to  keep  the  main  thing  the  main  thing."     Stephen  Covey    
  13. 13. ©Copyright  2014  MHI  Global.  All  Rights  Reserved.     COLLABORATION  ALONG  THE  VALUE  CHAIN   Awareness     Need  to   change   Define   SituaBon   Buying   Evaluate   OpBons   Select   Best   Imple-­‐ ment   Assess   Value   ImplementaDon     &  AdopDon     Customer's  Journey   Shared  goals,  strategies,  processes  and  technology   MHI  Research  Ins?tute  Research  Note:   Sales  Enablement  –  Customer  Core   MarkeDng  –  Sales  –  Service  /  Delivery  Processes    
  14. 14. ©Copyright  2014  MHI  Global.  All  Rights  Reserved.     CUSTOMER  CORE  SFE  FOUNDATION   Awareness     Need  to   change   Define   SituaBon   Buying   Evaluate   OpBons   Select   Best   Imple-­‐ ment   Assess   Value   ImplementaDon     &  AdopDon     Customer's  Journey   Enablement  Services  for  Sales  Professionals   Coaching  Services  for  Frontline  Sales  Managers   MHI  Research  Ins?tute  Research  Note:   Frontline  Sales  Managers  –  Enablement  Needed  
  15. 15. ©Copyright  2014  MHI  Global.  All  Rights  Reserved.     FSM  -­‐  CURRENT  STATE   Key  role  with  huge   leverage  factor     § Not  properly  defined   § Poorly  developed   and  enabled   § Lack  of  investment   Source:  ShuCerstock  
  16. 16. ©Copyright  2014  MHI  Global.  All  Rights  Reserved.     INVESTMENTS  IN  SALES  PRODUCTIVITY   Source:  2014  MHI  Research  Ins?tute  Sales  Performance  and  Produc?vity  Study   8%   11%   28%   16%   19%   9%   11%   54%   55%   48%   60%   62%   82%   81%   38%   34%   25%   24%   19%   9%   8%   0%   10%   20%   30%   40%   50%   60%   70%   80%   90%  100%   Deploy  new  sales  producBvity  applicaBons   Deploy  dedicated  sales  manager  training  and   development   Deploy  new  CRM  system   Change  compensaBon  and  quota  strategy   Change  coverage  model   Improve  product  knowledge  and  market   compeBBve  intelligence   Improve  process,  skills  or  competency  training   Completed  in  2013  or  prior   2014/2015   Not  planned  or  in  place   2014  MHI  Research  Ins?tute:  Sales  Performance  and  Produc?vity  Study   Sales  Manager  Development  s@ll  not  a  big  priority  
  17. 17. ©Copyright  2014  MHI  Global.  All  Rights  Reserved.     TOP  FSM  BEHAVIOURS   Source:  2014  MHI  Sales  Best  Prac?ces  Study       2015  MHI  Sales  Best  Prac?ces  Study   2015  MHI  Sales  Best  Prac@ces  Study  –  Download  your  copy:   hPp://mhiglobal.com/2015-­‐Study/  
  18. 18. ©Copyright  2014  MHI  Global.  All  Rights  Reserved.     WHAT’S  THE  FSM’S  FOCUS?  
  19. 19. ©Copyright  2014  MHI  Global.  All  Rights  Reserved.     ACTIVITIES,  OBJECTIVES  AND  BUSINESS  GOALS   Business   Goals   Sales   ObjecDves   Sales   AcDviDes   To  be  managed   directly?   To  be  influenced     directly?   To  be  measured   directly?  
  20. 20. ©Copyright  2014  MHI  Global.  All  Rights  Reserved.     Measure  results:     business  objecDves   Influence     sales  objecDves   Manage  right  acDviDes   Coach  related  behaviours     1   2   3   MHI  Research  Ins?tute  Research  Note:   Front  Line  Sales  Managers  –  Sharpening  Focus   FRONTLINE  SALES  MANAGER  MANTRA   Leading   Indicators   Lagging   Indicators   Conversion  rates  per  customer’s  journey  stage     Volume  #  |  Value  £,  €,  $  |  Velocity  
  21. 21. ©Copyright  2014  MHI  Global.  All  Rights  Reserved.     Source:  lucaforni.com   Every  piece  of   content  requires  at   least  a  "how  to  use"   training     No  sales  training   without  content   INTEGRATED  ENABLEMENT  SERVICES   MHI  Research  Ins?tute  Research  Note:   Sales  Force  Enablement:  Integra?ng  Content  and  Training  
  22. 22. ©Copyright  2014  MHI  Global.  All  Rights  Reserved.     DESIGNING  ENABLEMENT  SERVICES   MHI  Research  Ins?tute  Research  Note:   Sales  Force  Enablement  Services   Customer‘s     Journey   Scope     for  FSMs   Scope  for     Sales  Pro‘s   Customer‘s     Focus   Engagement  Principle   Design  Points  for   Your    Enablement   Services  
  23. 23. ©Copyright  2014  MHI  Global.  All  Rights  Reserved.     YOUR  TAKE-­‐AWAYS   Focus  Frontline   Sales  Managers   §  Key  role,  but  poorly  defined  and  enabled   §  Must  have:  FSM‘s  coaching  approach  should  reinforce   the  enablement  efforts  and  drive  adopBon   §  Recommended:  specific  FSM  development  programs   § World-­‐class  segment  with  more  complexity,  but  23%   bePer  performance     § Focus  on  a  strategic,  holisDc,  cross-­‐funcDonal   enablement   Business  Drivers   Four  Pillars   §  Design:  Customer  Core   §  Scope:  Integrate  Frontline  sales  managers  (FSMs)   §  FoundaDon  in  sales  operaBons   §  CollaboraDon:  Integrate  content  and  training  services  
  24. 24. ©Copyright  2014  MHI  Global.  All  Rights  Reserved.     RELATED  RESEARCH  CONTENT   §  Various  related  research  notes  at  “The  InsBtute”:   §  Gewng  to  the  next  level,  Customer  Core   §  IntegraBng  Enablement  Services   §  Strategic  Issues  2015  Enablement/Training   §  Dynamic  Value  Messaging  Framework   §  Sales  Force  Enablement  DefiniBon   §  All  Things  Enablement:  Maturity  Model,  etc.   §  Various  blog  posts  on  our  website:   hYp://www.mhiresearchinsBtute.com/blog   hYps://www.linkedin.com/today/author/1712460   hYp://blog.tamaraschenk.com/   “The  InsDtute”   hYp:// www.mhiresearchinsBtute .com/     Learn  more  about  frontline  sales  managers,  their  role  and  how  they  can  beCer  coach   salespeople  in  “mobile”  ?mes:  June  18th,  London  
  25. 25. ©Copyright  2014  MHI  Global.  All  Rights  Reserved.     SALES  LEADERSHIP  FORUM  JUNE  18,  2015   hYp://www.regonline.co.uk/mhiglobalforum    
  26. 26. ©Copyright  2014  MHI  Global.  All  Rights  Reserved.     UNPARRALED  PERSPECTIVES  ON  B2B  SALES   Published  Weekly   §  Sales  Leadership     §  Sales  OperaBons   §  Enablement/Training   §  Sales  Technology   §  20  years  of  CSO   Insights  OperaBonal   Data   §  12  years  of  MHI  Sales   Best  Prac?ces  Study   Behavioral  Data   §  Jim  Dickie   §  Barry  Trailer   §  Joe  Galvin   §  Tamara  Schenk   §  Pat  Lynch   §  Tom  Chamberlain   §  Anne  Petrik   §  Kim  Cameron   §  Laura  Andrus   Research Data Expertise Research,  Data  and  Exper@se  Sales  Leaders  Respect  and  Trust  Globally.     www.mhiresearchinsBtute.com  
  27. 27. Webinar: The 4 Pillars of Successful Sales Enablement May 29, 2015 Tamara Schenk |@tamaraschenk

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