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OpenSymmetry - Maximize the benefits of your SPM Strategy


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OpenSymmetry Breakout Session during the 2013 Xactly CompCloud Conference in San Franciso - May 2013. Presenter: Laura Roach, Chief Marketing Officer with OpenSymmetry

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OpenSymmetry - Maximize the benefits of your SPM Strategy

  1. 1. Maximize the benefits of your SPM StrategyChief Marketing Officer | OpenSymmetryLaura Roach
  2. 2. Maximize the benefits of your SPM Strategy
  3. 3. Why Assess SPM
  4. 4. SPM The Complete VisionSalesCompensationAdministration &DesignSales Coaching &TrainingCandidateAssessment,Selection & On-BoardingCPQ,Territory &QuotaSales StrategySales PerformanceManagementSales Process /Methodology /EffectivenessBusiness IntelligenceEnabling TechnologiesBusiness Process Management (BPM)
  5. 5. Sales Effectiveness & Alignment Analysis
  6. 6. 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
  7. 7. 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
  8. 8. 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?
  9. 9. 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:
  10. 10. 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.
  11. 11. 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
  12. 12. 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
  13. 13. 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
  14. 14. 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  
  15. 15. 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
  16. 16. Chief Marketing Officer | OpenSymmetryLaura RoachMaximize the benefits of your SPM Strategy