Sales Operations Insights v1.0

63,320 views

Published on

Published in: Business
1 Comment
45 Likes
Statistics
Notes
No Downloads
Views
Total views
63,320
On SlideShare
0
From Embeds
0
Number of Embeds
41,085
Actions
Shares
0
Downloads
1,521
Comments
1
Likes
45
Embeds 0
No embeds

No notes for slide

Sales Operations Insights v1.0

  1.  
  2.  
  3.  
  4.  
  5.  
  6.  
  7.  
  8. THE SECRET FORMULA Curiosity + Logic + Creativity + Procedures + Branding <ul><li>Innovative </li></ul><ul><li>ideas that: </li></ul><ul><li>Solve problems </li></ul><ul><li>Make sense </li></ul><ul><li>Are implemented </li></ul><ul><li>Get noticed </li></ul><ul><li>And become very valuable </li></ul>
  9. INNOVATIVE IDEAS ARE HIGH IN DEMAND AND LED TO THREE SALES OPS GROUPS 17 Years, 15 roles, 7 cities 14 Months 20 Months
  10. SALES OPS GROWTH <ul><li>2006 - CEB starts SOEC with 12 members </li></ul><ul><li>Tops out at 240 memberships </li></ul><ul><li>2009 - SOEC is folded back into SEC </li></ul>
  11. PROVING THE VALUE OF SALES OPS REMAINS A KEY PRIORITY <ul><li>Key Data about the Sales Ops Function </li></ul><ul><li>The average size of a Sales Ops Team is 20 staff members. </li></ul><ul><li>31% of Sales Ops functions are less than 2 years old. </li></ul><ul><li>83% of heads of Sales Ops have been in seat less than 5 years. </li></ul><ul><li>More than 90% of Sales Ops groups own sales process, </li></ul><ul><li>sales metrics, and sales tools. </li></ul><ul><li>Major Roadblocks </li></ul><ul><li>Neglecting to define and assess your current capabilities, develop a sound business case, and procure the appropriate resources prior to launching could delay achievement of productivity goals. </li></ul><ul><li>Without a well-defined purpose and organizational charter, sales leadership may question the value and importance of the function. </li></ul>
  12. SALES OPS VISION: THEN AND NOW <ul><li>To assist the Commercial Sales organization in efficiently driving revenue, profits and market-share by deploying resources, information and tools that remove barriers and allow greater focus on client relationships, effective account penetration and activities that drive results. </li></ul>2005 2010 The 3E’s of Sales Operations: Drive profitable growth by Enabling a more Efficient and Effective sales organization with tools, process, information, and resources that align with customer needs and make selling fun.
  13. <ul><li>Sales & Marketing data </li></ul><ul><li>Ad-hoc analysis </li></ul><ul><li>Client Reporting </li></ul><ul><li>Performance reporting & Measurement </li></ul><ul><li>Strategic Analysis </li></ul><ul><li>Customer profile data maintenance </li></ul><ul><li>Data purchases </li></ul><ul><li>Sales force sizing and effort allocation </li></ul><ul><li>Territory alignment </li></ul><ul><li>Account/territory Administration </li></ul><ul><li>Prospect Targeting </li></ul><ul><li>Sales Force Tools and support </li></ul><ul><li>Hiring needs and strategy </li></ul><ul><li>Competency models </li></ul><ul><li>Sales process mapping </li></ul><ul><li>Rep time spend eval </li></ul><ul><li>Sales Communications </li></ul><ul><li>Expense management </li></ul><ul><li>Quota setting and administration </li></ul><ul><li>Incentive planning and payout administration </li></ul><ul><li>Build tools </li></ul><ul><li>Help Desk </li></ul><ul><li>Sales System Management </li></ul><ul><li>Technology Roadmap </li></ul><ul><li>Data Structures </li></ul><ul><li>Leadership Development </li></ul><ul><li>Skill Definitions </li></ul><ul><li>Hiring Processes </li></ul><ul><li>Training programs </li></ul><ul><li>Coaching programs </li></ul><ul><li>Performance Management </li></ul><ul><li>Proposal support </li></ul><ul><li>Project management </li></ul><ul><li>Contract administration </li></ul><ul><li>Vertical segment support (Gov’t) </li></ul><ul><li>Customer Implementations </li></ul>Analysis & Planning Effectiveness & Enablement Financial Operations Information Systems Development & Education Support Programs KEY SALES OPERATIONS PROCESSES
  14. Ken Revenaugh VP Of Sales Operations Kerrie Pate Program Manager Mike Jasmer Manager Sales Analytics Theresa Irving Manager Sales Operations Analysis & Planning Financial Operations Development & Education Support Programs IT HR Doug Ferreira Manager Sales Training Karl Huber Manager Sales Systems Effectiveness & Enablement Information Systems # Direct Reports 1 3 2 2 Glenn Dobbs Implementation Manager
  15. OUR CALENDARS
  16. THE ANATOMY OF A WORLD CLASS SALES ORGANIZATION
  17. WHEN WE HAVE A HIGH PRIORITY GAP, ADDITIONAL RESOURCES ARE NEDDED THE ANATOMY OF A WORLD-CLASS ORGANIZATION (5.0)
  18. <ul><li>1. Hands and feet </li></ul><ul><li>2. Expertise or skills </li></ul><ul><li>3. Tie Breaker </li></ul>THOSE RESOURCES COME IN THREE FORMS
  19. <ul><li>Situation </li></ul><ul><li>Complication </li></ul><ul><li>Question </li></ul><ul><li>Answer </li></ul><ul><ul><li>Potential solutions and costs </li></ul></ul><ul><ul><li>Recommended solution </li></ul></ul><ul><ul><li>Consequence(s) for not acting </li></ul></ul>NO MATTER THE NEED, BUDGET ONLY COMES WITH A BUSINESS CASE
  20. WHEN IT’S TIME TO ACT THERE IS NO ROOM FOR ERROR <ul><li>Why I choose ZS Associates again and again? </li></ul><ul><ul><li>Brilliant people, not hands and feet </li></ul></ul><ul><ul><li>Working within a framework </li></ul></ul><ul><ul><li>On time even when it seemed impossible </li></ul></ul><ul><ul><li>High quality deliverables </li></ul></ul><ul><ul><li>Communicates well up and down the org (written, oral, any medium) </li></ul></ul>
  21. YOU HAVE A FRAMEWORK THAT GENERATES HIGH VALUE IDEAS Customer Focus & Growth Strategy Go-to-Market Strategy Marketing & Sales Operations Strategy Execution Competitor Insight <ul><li>Needs </li></ul><ul><li>Buying processes & preferences </li></ul><ul><li>Attitudes, perceptions & satisfaction </li></ul><ul><li>Profitability </li></ul><ul><li>Potential </li></ul><ul><li>Strategy </li></ul><ul><li>Strengths & weaknesses </li></ul><ul><li>Market Offering & Pricing </li></ul><ul><li>Brand strategy </li></ul><ul><li>Positioning </li></ul><ul><li>Value proposition </li></ul><ul><li>Sales force design </li></ul><ul><li>Advertising & promotion </li></ul><ul><li>Account to channel alignment </li></ul><ul><li>Sizing & resource allocation </li></ul><ul><li>Territories </li></ul><ul><li>Targeting </li></ul><ul><li>Investment levels </li></ul><ul><li>Targeting & sequencing </li></ul>Segmentation & Targeting <ul><li>Knowledge </li></ul><ul><li>Skills </li></ul><ul><li>Attitudes </li></ul><ul><li>Values </li></ul>Competency Model Sizing & Deployment Marketing Mix Hiring, Training & Coaching Success Measures Compensation & Motivation Programs Performance Management Information & Tools Marketing & Sales Analytics <ul><li>Critical activities & processes </li></ul><ul><li>Roles, Metrics & Enablers </li></ul>Value Proposition What Sales Channels How Sales Process How Customer Insight
  22. TOGETHER WE WILL BRING THOSE IDEAS TO LIFE
  23. OUR PROJECTS USUALLY LEAD TO PROGRAMS… <ul><li>Activity reporting (WAR) </li></ul><ul><li>Pipeline reporting (Huddle) </li></ul><ul><li>Weekly Huddle meetings </li></ul><ul><li>Review gate meetings </li></ul><ul><li>Account Strat Plans </li></ul><ul><li>New hire playbook training </li></ul><ul><li>Continuous skill training </li></ul><ul><li>Updating sales and marketing portal to support playbook </li></ul><ul><li>Coaches’ corner newsletter </li></ul><ul><li>Manage newly found tools like Input </li></ul>PROJECT PROGRAMS
  24. … AND ONGOING PROGRAMS CREATE LARGER SALES OPERATION TEAMS
  25. YOU HELPED WITH OUR HUMAN CAPITOL PROJECT
  26. RECRUITING PROCESS IS BEST IN CLASS
  27. CEB TELLS US WE HAVE MORE BLOODHOUNDS THEN ANY OTHER ORGANIZATION

×