PART 2 - Sales Operation Leaders Toolkit

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PART 2 on how a new Sales Operations Leader navigates their first 12 months on the job. Learn the steps needed for success and also the tools to help along the way. Free job aids are available to download as well as a free copy of the ebook on the last slide.

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  • Contact us if you would like to understand how you can leverage benchmarking best practices for talent management.Email - info@salesbenchmarkindex.comPhone - 1-888-556-7338Web: http://www.salesbenchmarkindex.com
  • PART 2 - Sales Operation Leaders Toolkit

    1. 1. 1SALES OPERATIONS LEADER’S TOOLKIT
    2. 2. 2Well done!You made it throughQ1 & Q2.Now,finish the yearSTRONG!
    3. 3. 3Q3: SET THE DATAANCHOR PROJECT
    4. 4. To start a customData AnchorProject, follow these 6steps
    5. 5. 5Sales Operations leaders facetwo common fundamentalissues:1. Ensuring data quality2. Making datameaningful
    6. 6. 6Step 2: Profile the DataDATA PROFILING means understanding the sources of your data:spreadsheets, sales aids, manual input and other systems from the sales force.Take an inventory of your data thatincludes the following information:• Where does the data reside?• What is its format?• Is there duplication with other datasources?• Where and how is it collected?• Which sources are the most reliable?• What information do reps, mgrs., andsales executives use?• What information do they lack?• Test to see if your metrics are valid forAverage Cycle Time, Average Deal Sizeand Pipeline to Quota Ratio
    7. 7. 7• Identify potential complications with the data• Are the data fields mapped correctly?• For example, what is meant by “Customer”or “Account” in each data source, and arethese meanings the same from one sourceto another?• Ensure there is no duplicate informationbetween objects (Accounts, Opportunities, andContacts, etc…) and fields (State, City, etc…)• Ensure the data efforts are driven by theenterprise’s business needs for customerinsight, NOT by the availability of information.• Begin with the desired customer insight andwork backward to understand what data mustbe collected to enable useful analysis to beperformed.
    8. 8. • The amount of data collected is growing exponentially.• The tools available are incapable of converting this enormous quantityinto useful information.• The only way to effectively manage the flow of data is to carefully selectthe relevant inputs.
    9. 9. 9Step 3: Control the DataDATA CONTROL ensures the right users have access to the right information, andit also means blocking or limiting access as necessary.Identify best practices to cleanse your data:1. Fix data that’s highly visible andfrequently used, such as addresses andemails. Remove any duplicate data.2. Place a filter at all customer interactionpoints, especially the Web.3. Use validation rules to alert users whendata records are incomplete or don’tconform to data quality standards.4. Provide managers with automatedexception reports/dashboards.5. A complete Customer Data Integrationsolution includes:linking, grouping, customer recognitionand hygiene.
    10. 10. Step 4 – Integrate the Data• Access your applications to determine which one will serveas your master record for the synchronization process.• For a true 360° viewof your customers,you must integrateyour order entry andfulfillmentapplications withyour CRM.
    11. 11. Step 5 – Boost the Data• To understand what data is valuable, survey your sales andmarketing users to see what data they rely on.• Provide links to internal information about your customer’sbehavior and buying patterns.
    12. 12. 12Step 6: Monitor the DataCreate reports &dashboards to monitordata quality.Appoint a series of“data quality stewards”to oversee the entireflow of informationStewardship should beplaced as close aspossible to the initialpoint of data capture.Adopt an ongoingquality programUseWorkflow, ValidationRules, and CRM toolsto enforce criticalbusiness processesYou must have acentralized process formass data loads anddata-cleansing
    13. 13. 13BAD DATA IS BAD FOR BUSINESSYour Data Anchor Project will help youmaintain high-quality data.You can’t rely solely on technology.Leverage the features of your CRM system.Supplement them withwatchfulness, sound processes, andsolutions from third party providers andprofessional services organizations likeSales Benchmark Index.
    14. 14. 14Q4: DISENGAGEAUTO-PILOT
    15. 15. 15This is the timefor significantprocessimprovements
    16. 16. 16When decidingwhich processes toimprove, considerthese 5 Areas:ForecastingSales AidsSales TrainingSales ProcessSales Prospecting
    17. 17. 17Process Improvement Best Practices• Sequence your Improvement Effort into Phases.• Sales Operations is a cohesive set of processes and technologies, nota single, all-inclusive system.• Anticipate outside Influences• The events that have the most profound and negative impact on yoursales and operations planning are those outside of your control.• Data You Have vs. Data You Need• A Key to successful Sales Operations is clean, current, and accuratedata.• Bridge the Organizational Divide• Many Sales Ops Leaders are frustrated by internal tensions betweendepartments, particularly Sales and Marketing
    18. 18. 18Refer to this list tounderstand eachresource that youmay tap into.Identify the peoplewho you will needto engage and beginto cultivaterelationships now.
    19. 19. 19Oceans of Opportunity:Year 2 and Beyond
    20. 20. 20Your first year as leader of Sales Operationswas an educational experienceYou demonstrated the ability to lead successful projects, achieveprocess improvement goals, and sustain the gains.As a key contributor on thesenior leadership team, yoursales mgrs have profited fromyour initiatives.The VP of Sales counts you as atrusted advisor and is ready toexpand your role!
    21. 21. 21As you prepare for Year Two, it’s time tocreate a roadmap for the future.Your first year work has createda solid ROI. You can nowreasonably request the dollarsand human resources to tacklemore ambitious projects.What new courseshould you steer?The answer lies in a newSALES STRATEGY
    22. 22. 22A Sales Strategy is an operating plan foryour sales force.It is the balance and interactionbetween the following buildingblocks of sales force effectiveness:• Account Segmentation• Lead Management• Sales Process• Channel Management• Sizing & Structure• Sales Infrastructure• Talent Management• Territory Design• Quota & Compensation• Sales PerformanceManagement
    23. 23. 23SEEK INSPIRATIONThe ability to identify and define problems isa skill unique to the Sales Operations role.• Solicit input from sales reps viaan Expert Panel• Look forbottlenecks, redundancies andtime wasters• Where do errors and defectsrepeatedly occur?
    24. 24. 24SELECT THE RIGHT PROJECTSAs project ideas surface,begin to evaluate themThe Quick Win Assessment Tool we used in Q1, isuseful for selecting the right project.
    25. 25. 25• Include a business case in your planfor the coming year – consider bothtime and human capital• Look at how previous projects wonfunding approval and learn from theirbest practices• Whatever you choose will require apositive ROI. Learn how yourorganization calculates one.Winning sponsorship for your programs alsomeans raising money to implement them
    26. 26. 26Develop a calendar for the next 18 monthsThe dates should be specific in the earlymonths and general after 9 to 12 monthsIt’s difficult to be certain, but you muststart somewhere
    27. 27. 27The Sponsor says ‘YES’Once you have done your homework, and begin toreview these ideas with the VP of Sales, expect to beasked the following questions:• What is the impact of solving the problem?• How much will it cost?• How disruptive will this be?• How soon will we see results?• Are there other problems we should fix first?
    28. 28. 28CHANGE MANAGEMENTLike all change initiatives, the success of your projectswill be a function of how well the new behaviors areadopted and ingrained.The Effectiveness (E) of your initiative is the function of the Quality(Q) of the work done multiplied by the Adoption (A)If Adoption is zero, it destroys the value of the work done, even ifthe quality of the work was excellent
    29. 29. 29You have proven you are now ready toreplicate the successes you had in YearOne, but this time at a higher levelA strong adoption andreinforcement processwill help you to sustainthe gains and propel youforward to moresuccess!
    30. 30. 30Learn MoreIf you don’t have a content management process or need helpoptimizing your current one,Contact us to hear the rest of the story...Email - info@salesbenchmarkindex.comPhone - 1-888-556-7338Web: www.salesbenchmarkindex.comEnjoy the SlideShare? Don’t miss the next one! Click to follow us on SlideShareSign up for our Sales Force Effectiveness blog by clicking hereFor access to our EBook – ‘Sales Operations Leaders Toolkit’: click here

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