Challenges• On-Premise to SaaS Sales & Delivery Model• Sales organization transforming from primarilychannel sales to both channel/direct• Need to balance On-Premise and SaaS sales to afinancial model (blend of both)• New sales leadership, roles and direct reps• Need competitive plan design that does not disruptbusiness (sales focus & revenue distribution)• Need to model impact of new plan
Conduct an assessment project• Evaluate current state and compare to Best Practices• Develop Optimization RoadmapGoals• Determine areas that are working well and need improvement• Create an actionable optimization roadmap• Create budget for optimization roadmapDeliverables• Best Practices recommendations• Budget and implementation planProject ApproachDiscoveryWorkshopsConductAnalysisDevelopRoadmapReadout3 weeks
Discovery WorkshopsWorkshops are lead by senior resources with experience as Sales LeadersAreas of Focus Types of Questions AddressedWorkshop 1 - Customer/Product/Market§ Customer need/use scenarios§ Customer buyers§ Industry/size/geography§ Product offerings/value proposition§ Pricing§ Competition§ Demand creation/lead generation§ Why does the customer buy?§ Who within the target customer buys, influences, etc.?§ What are the demographics of target companies?§ What is the products specific value proposition?§ How is the product priced? What is the average deal size?§ What is the competition and why is our product better?§ What demand creation activities are in place?§ What lead generation activities are in place?Workshop 2 - Sales/Financial§ Lead/sales/revenue goals§ Lead pipeline§ Sales pipeline§ Conversion (lead-opportunity-win)§ KPIs§ What are the goals for the current next FY (by quarter)?§ What are the actual number, type and quality of leads (by product/quarter)?§ What is the actual sales pipeline (by product/quarter)? What are the stages?§ What is the expected time in each stage of the funnel?§ What is the actual conversion rate by stage? What are the calendar considerations?§ What KPIs (other than leads, sales, revenue, conversions) are used?Workshop 3 - Process/Organization§ Organizational structure§ Coverage model/quota§ Incentive§ Personnel performance§ Sales methods/practices/processes§ Sales cycle/purchasing scenarios§ Measurement§ CRM/technology/sales tools§ What is the current org model? Gaps?§ What is the coverage? By product/geography/direct/indirect/quota?§ How are personnel incented? (high-level review only)§ Which members fall into: bottom 10%, bottom 50%, top 50%, top 10%?§ What processes are in place and how well are the followed?§ Walk through examples of typical sale scenarios to identify areas of friction.§ How is success measured?§ What tools are used to aid the full sales process?
Analysis AreaArea DescriptionSales ForceStructureThe organization of the sales teamCoverage ModelThe team’s market segmentation model and capacity of theteam to appropriately address its segmentation strategyPeople EnablementThe development of human capital within the salesorganizationQuota & IncentivesThe determination, structure, process, communication andunderstanding of quotaKPIsThe metrics used to measure the success of the salesorganizationProcess Full marketing-lead-sales-account growth processesTools & Technology Technology and work aids used to support effective salesHighly effective sales organizations maximizeperformance in seven key areas:
5 Point Effectiveness Scale Tailored to the Area of AnalysisMaturity General Characteristics§ Streamlined & automated processes, extremely efficient organization,consistently repeatable success, highly skilled people, self-improving§ Mostly standard & automated, mostly efficient organization, muchrepeatable success, mostly skilled people, self-aware & trying toimprove§ Often standardized processes but largely manual, pockets ofrepeatable success, key people are skilled, self-aware§ Sometimes functioning processes, some organization, somerepeatability, has key single points of failure, few skilled people§ Chaotic, ad hoc processes, no organization, no repeatability, highlyineffective, largely inexperienced team13452In each area we did a deep dive to assess key critical elements and identified currentlevel, short term goal and quick win’s on how to achieve.
High-level AnalysisAreaCurrentLevel6 mo.GoalHow to get to next level?Sales ForceStructureRight model (with some small modiﬁca2ons), documenta2on needed, con2nued execu2on Coverage Model Need to ﬁll out openings in direct sales, CAM, etc. and add partner manager PeopleEnablementImplement coaching/training with more regular communica2on around KPIs/expecta2ons Quota & Incen3ves Automate quota aDainment, provide more real-‐2me communica2on of quota achievement KPIs Focus on leading not just lagging KPIs, automate calcula2ons, provide ongoing communica2on Process Standardize, automate, communicate, track, reﬁne over 2me Tools & Technology Fix CRM issues, implement beDer end-‐to-‐end integra2on, add automa2on of calcula2ons 34232254444342
Value ComparisonPositive Impact to Sales Performance in FY13EaseofImplementationImplement CRMDocumentProcesses/TrainConduct SkillsAssessmentsImplementFeedbackLoopSelectCRMDevelopEnhancedPlaybookImplementStandard KPIsFinalize OrgNotes:1. Size of bubble showsrelative cost2. “Select CRM” includesbusiness case forSalesLogix vs. SFDC3. “Implement CRM”includes:- CRM- Dashboards- Forecasting5. FY 14 Planning notincluded as it is assumedSelect SPMSolutionEnhanceCoaching
ResultsChange Expected Benefit (Increased Sales)Organizational Changes:§ Sale Leadership changes§ Promote people to new leadershippositions§ New job requisitions for key positions(direct sales, sales engineer, CAMs) ü BeDer direc2on, career growth ü Reduced span of control, career growth, more scalable organiza2on ü BeDer sales coverage Compensation changes:§ More specific quotas§ Easier to understand comp planü More rewarding/less puni2ve ü Higher engagement ü Less 2me calcula2ng commissions Market focus changes: § Increased focus on direct sales ü Higher proﬁtability on license sale ü Greater control of sales cycle and results • These changes have already had a positive impact• First month under new structure resulted in 105% of quota
Optimization Roadmap• Best practice recommendations for:– Sales force structure– Coverage model– Quota– KPI tracking/setting– Process improvements• Demand, lead, sales processmanagement• Sales management, leadership,coaching• Onboarding• Training / Career development– Sales tools/technology enablement• Staged plan for implementing theOptimization Roadmap:– Resource requirements– Schedule/timeline– Cost– BenefitsSales Eﬀec2veness Rollout Op2miza2on Stages 2…n Op2miza2on Stages 2…n Op2miza2on Stages 2… Op2miza2on Stage 1 Ongoing Data Collec2on and Feedback
What Now?• Find out how healthy your SPM is atBooth 103 and enter to win an iPad Mini• FREE SPM Strategy Survey• Join us this afternoon at 2:30 – ExpressTrack - Best practices: Goinginternational with Jennifer Keirnan• Quota Prize Wheel
Chief Marketing Officer | OpenSymmetryLaura RoachMaximize the benefits of your SPM Strategy