Sales management must produce a sales strategy based on an understanding of their sales force strengths and weaknesses. A sales consulting firm can assess your go to market strategy utilizing benchmarks to determine where you should invest in sales performance improvement projects. A presentation by Sales Benchmark Index.
Selling the Future
Prof Deva Rangarajan
Just when companies were able to convince their salespeople about selling solutions, a recent study pointed out to the fact that solution selling was dead. This combined with the research on procurement professionals that suggests that face to face transactional selling was a waste of time indicates that sales organizations need to rethink their approach towards equipping their sales force with the right tools to be successful. In this session we will focus on tactics used by successful salespeople.
What does World-Class Sales Performance look like? • We can show you ...
– The RESULTs generated by World Class Sales Teams
– The Selling Behaviors that directly drive these results
– How your team compares to the World-Class Group and to your Industry Peers
– How small changes in the right Selling Behaviors can drive significant improvement in Sales Performance
– We can help you calculate the impact of these small changes on your business.
Sales Compensation Solution Acquisition Best Practices ReportDemand Metric
This guide suggests a better process for acquiring an ICM solution. For many companies, sales compensation is the largest component of Sales, General and Administrative (SG&A) costs. The monthly calculation and payment of variable sales compensation is often an arduous, manual process that must accommodate a number of exceptions and changes: rarely does a sales compensation plan start and end a fiscal year intact.
The plan must survive the attrition and addition of sales representatives. It must accurately calculate and pay commissions on time, as there are risks and trust issues involved when it doesn’t. While the sales compensation plan is, theoretically, an enabler of revenue growth, these characteristics prevent it from scaling as the business grows.
This guide will examine the problems that motivate ICM solution acquisition, the limitations of acquiring one through a traditional RFP, a recommended approach, an example project plan and conclude with a discussion of associated risks and rewards.
To obtain this document, visit us at http://www.demandmetric.com/register
What is Sales Force Effectiveness and what are the main factors that influence effectiveness of your Sales Force? Where to start when you want to analyze your mature Sales Force and what to look for when you are creating a new sales team?
Sales management must produce a sales strategy based on an understanding of their sales force strengths and weaknesses. A sales consulting firm can assess your go to market strategy utilizing benchmarks to determine where you should invest in sales performance improvement projects. A presentation by Sales Benchmark Index.
Selling the Future
Prof Deva Rangarajan
Just when companies were able to convince their salespeople about selling solutions, a recent study pointed out to the fact that solution selling was dead. This combined with the research on procurement professionals that suggests that face to face transactional selling was a waste of time indicates that sales organizations need to rethink their approach towards equipping their sales force with the right tools to be successful. In this session we will focus on tactics used by successful salespeople.
What does World-Class Sales Performance look like? • We can show you ...
– The RESULTs generated by World Class Sales Teams
– The Selling Behaviors that directly drive these results
– How your team compares to the World-Class Group and to your Industry Peers
– How small changes in the right Selling Behaviors can drive significant improvement in Sales Performance
– We can help you calculate the impact of these small changes on your business.
Sales Compensation Solution Acquisition Best Practices ReportDemand Metric
This guide suggests a better process for acquiring an ICM solution. For many companies, sales compensation is the largest component of Sales, General and Administrative (SG&A) costs. The monthly calculation and payment of variable sales compensation is often an arduous, manual process that must accommodate a number of exceptions and changes: rarely does a sales compensation plan start and end a fiscal year intact.
The plan must survive the attrition and addition of sales representatives. It must accurately calculate and pay commissions on time, as there are risks and trust issues involved when it doesn’t. While the sales compensation plan is, theoretically, an enabler of revenue growth, these characteristics prevent it from scaling as the business grows.
This guide will examine the problems that motivate ICM solution acquisition, the limitations of acquiring one through a traditional RFP, a recommended approach, an example project plan and conclude with a discussion of associated risks and rewards.
To obtain this document, visit us at http://www.demandmetric.com/register
What is Sales Force Effectiveness and what are the main factors that influence effectiveness of your Sales Force? Where to start when you want to analyze your mature Sales Force and what to look for when you are creating a new sales team?
Improving Sales Force Performance and EffectivenessL.E.K. Consulting
L.E.K. Managing Director Chris Kenney spoke at a Chief Executive Network event on improving sales force performance and effectiveness. See his presentation here.
The Blackdot benchmarking methodology is based on collecting data for salesforce performance, effectiveness and efficiency. This is then compared to universal and industry specific benchmarks in order to identify opportunities for high-impact changes.
Proposal for boosting Sales force effectiveness at ITravelCoVivek Jha
This presentation has been prepared by students of IE business school as part of the making change happen competition. This presentation demonstrates a proposal prepared by students to boost the sales of a leading company (Name changed). The competition was designed by Bain & Co.
Disclaimer: This is a project work prepared by students with limited facts. This has no relevance to any company or firm in real life.
Slides from the keynote I delivered at Richardson\'s Client Forum 2008: The current situation with selling (October 2008) and what it will take to achieve sales effectiveness in 2012.
Distribute as you like. But please, respect copyright. Thanks.
Best Practices of World-Class Sales Organizations and their performance against Key Performance Metrics; Data for specific industry segments is available; call or eMail Medio Waldt, 610 659 3489, medio.waldt@millerheimangroup.com
This presentation will provide excerpts from the new ebook “Promoted to VP of Sales: The Year 1 Toolkit”. The ebook is free and provides symptoms, causes, and cures for why the average Chief Sales Officer only lasts 19 months in their role. Authored by Matt Sharrers and Greg Alexander of Sales Benchmark Index.
Designing an Indirect Sales Incentive Program: Defining Your Strategy Hawk Incentives
Companies selling through indirect channel partners often rely on incentive programs to reward sales and other behaviors. These program have many labels: SPIF programs, Rebates, MDF, Opportunity Registration more. Despite the pervasive use of these programs, many channel managers are struggling with and understanding of which programs are the most effective, and have a difficult time providing evidence of true program ROI.
This webinar is for sales and marketing personnel who are tasked with designing and managing incentive programs to improve effectiveness from their indirect sales channels, regardless of industry.
Sales Force Effectiveness Research InsightsSHOWPAD NV
Procurement officers confirm that the number 1 challenge for sales reps is demonstrating true value during sales visits. However, 64% of sales leaders struggle with uncovering the pain points of every member in the decision making unit, making it extremely difficult to deliver that value. These 2 insights are just a few of what Professor Deva Rangarajan from the Vlerick Business School uncovered during the Sales Force Effectiveness research. Take a look at the presentation to learn more about what great sales leaders have in common.
Introduction
Content is a nexus between the sales and marketing functions in most organizations. The traditional content model calls for marketing to produce content assets and sales to use them. Having this model work well requires a great deal of intentionality on the part of both functions: marketing must endeavor to understand customer content needs and how well the assets they produce engages those customers. Then, the sales team must diligently provide feedback to marketing so that content quality and effectiveness rises.
While this model is conceptually simple, there are challenges related to alignment that impact content effectiveness in the form of visibility, communications, feedback, process, tools and even culture. The statistics tell the story: when the level of sales/marketing alignment is high, 81% of study participants report that marketing content meets sales’ needs well. However, when alignment is poor or non-existent, the content effectiveness percentage drops to 35%.
Quality content that is easy for sales to find and use is a critical success factor in sales interactions. The dynamics of the content process are not difficult to understand, but the content creation, deployment, usage and feedback loop is often a point of friction between sales and marketing. This friction is not one-sided; marketing is frustrated when it has limited feedback and visibility into the use of content assets. The sales team gets frustrated when content assets don’t meet customers’ need, or those assets are hard to find and use. This frustration is more than just an inconvenience: 70% of sales teams acknowledge that the lack of effective content negatively impacts the outcome of a sales conversation.
Since content is so often the key to successful sales interactions, it merits constant attention and improvement efforts. Demand Metric and Showpad together conducted research to understand the sales-marketing relationship around content, and how it affects sales interactions. This research shares key insights, such as when marketing has little or no visibility into sales conversations, only 32% of the content produced meets the needs of sales team well. This research will help organizations understand how to get better results from their marketing content.
Table of Contents
- Introduction
- Executive Summary
- The Content Process
- Content Process Success Factors
- Content Use
- Content Impact on Revenue
- Analyst Bottom Line
- Acknowledgements
- About Showpad
- About Demand Metric
- Appendix - Survey Background
Marketing Services Excellence: Driving Costs Down and Effectiveness UpBest Practices
Marketing organizations today are under increasing pressure to deliver quality services to their internal clients while holding down costs. To remain competitive, Marketing leaders need to understand how their expenses, services scope, resources, organizational structure, and use of off-shore labor sources compare with those at other companies so they can identify and close performance gaps. This cross-industry benchmarking study provides metrics and critical insights for evaluating the effectiveness of the Marketing Services/Operations function, including Creative Services, Support Services and Market Research & Analytics Services.
Companies fiddle constantly with their incentive plans and sales executives are always looking for ingenious ways to motivate their teams. If sales targets are missed, they blame the sales compensation plan and start over. Meanwhile, The finance organization views the comp plan as an expense to manage. That’s not
surprising: Sales force compensation represents the single largest marketing
investment for most B2B companies. So naturally finance tries to ensure that comp
plans have cost-control measures designed into them. Additionally, many companies
respond to cost-cutting pressure from the finance department with incentives that
backfire. More often than not, controls encourage salespeople to spend time with
customers according to the company’s internal needs, rather than when the customer
is ready to buy.
Data Leadership talk for CIIA March 2022.pdfPaul Laughlin
Slides presented to the Chartered Institute of Internal Auditors on the challenge of being a data leader & the skills needed for such leaders (and their teams) to succeed.
You can read more about this event here:
Growing Bio-pharma Digital Marketing Impact by Digitizing Launch, Developing ...Best Practices
It has become quite crucial to identify the drivers of digital marketing performance excellence in the health care industry which will enable companies to gain valuable customer insights, build effective relationships, leverage online media, and maximize revenue.
Best Practices, LLC undertook this benchmarking research to provide critical insights into how savvy bio-pharma digital marketers are enhancing the medical and commercial potential of new products, improving alignment with brand teams, acquiring and training new digital marketers, managing service delivery for key programs and optimizing insource vs. outsource mix.
Download Full Report: http://bit.ly/2gnXrIu
B2B Marketing Awards Winner - Intelligent Operations Programme by GenpactThe Marketing Practice
Our work with Genpact on the Intelligent Operations Programme was rewarded with the trophy for Best Lead Generation or Nurturing Campaign at the 2015 B2B Marketing Awards. Here is our submission:
Improving Sales Force Performance and EffectivenessL.E.K. Consulting
L.E.K. Managing Director Chris Kenney spoke at a Chief Executive Network event on improving sales force performance and effectiveness. See his presentation here.
The Blackdot benchmarking methodology is based on collecting data for salesforce performance, effectiveness and efficiency. This is then compared to universal and industry specific benchmarks in order to identify opportunities for high-impact changes.
Proposal for boosting Sales force effectiveness at ITravelCoVivek Jha
This presentation has been prepared by students of IE business school as part of the making change happen competition. This presentation demonstrates a proposal prepared by students to boost the sales of a leading company (Name changed). The competition was designed by Bain & Co.
Disclaimer: This is a project work prepared by students with limited facts. This has no relevance to any company or firm in real life.
Slides from the keynote I delivered at Richardson\'s Client Forum 2008: The current situation with selling (October 2008) and what it will take to achieve sales effectiveness in 2012.
Distribute as you like. But please, respect copyright. Thanks.
Best Practices of World-Class Sales Organizations and their performance against Key Performance Metrics; Data for specific industry segments is available; call or eMail Medio Waldt, 610 659 3489, medio.waldt@millerheimangroup.com
This presentation will provide excerpts from the new ebook “Promoted to VP of Sales: The Year 1 Toolkit”. The ebook is free and provides symptoms, causes, and cures for why the average Chief Sales Officer only lasts 19 months in their role. Authored by Matt Sharrers and Greg Alexander of Sales Benchmark Index.
Designing an Indirect Sales Incentive Program: Defining Your Strategy Hawk Incentives
Companies selling through indirect channel partners often rely on incentive programs to reward sales and other behaviors. These program have many labels: SPIF programs, Rebates, MDF, Opportunity Registration more. Despite the pervasive use of these programs, many channel managers are struggling with and understanding of which programs are the most effective, and have a difficult time providing evidence of true program ROI.
This webinar is for sales and marketing personnel who are tasked with designing and managing incentive programs to improve effectiveness from their indirect sales channels, regardless of industry.
Sales Force Effectiveness Research InsightsSHOWPAD NV
Procurement officers confirm that the number 1 challenge for sales reps is demonstrating true value during sales visits. However, 64% of sales leaders struggle with uncovering the pain points of every member in the decision making unit, making it extremely difficult to deliver that value. These 2 insights are just a few of what Professor Deva Rangarajan from the Vlerick Business School uncovered during the Sales Force Effectiveness research. Take a look at the presentation to learn more about what great sales leaders have in common.
Introduction
Content is a nexus between the sales and marketing functions in most organizations. The traditional content model calls for marketing to produce content assets and sales to use them. Having this model work well requires a great deal of intentionality on the part of both functions: marketing must endeavor to understand customer content needs and how well the assets they produce engages those customers. Then, the sales team must diligently provide feedback to marketing so that content quality and effectiveness rises.
While this model is conceptually simple, there are challenges related to alignment that impact content effectiveness in the form of visibility, communications, feedback, process, tools and even culture. The statistics tell the story: when the level of sales/marketing alignment is high, 81% of study participants report that marketing content meets sales’ needs well. However, when alignment is poor or non-existent, the content effectiveness percentage drops to 35%.
Quality content that is easy for sales to find and use is a critical success factor in sales interactions. The dynamics of the content process are not difficult to understand, but the content creation, deployment, usage and feedback loop is often a point of friction between sales and marketing. This friction is not one-sided; marketing is frustrated when it has limited feedback and visibility into the use of content assets. The sales team gets frustrated when content assets don’t meet customers’ need, or those assets are hard to find and use. This frustration is more than just an inconvenience: 70% of sales teams acknowledge that the lack of effective content negatively impacts the outcome of a sales conversation.
Since content is so often the key to successful sales interactions, it merits constant attention and improvement efforts. Demand Metric and Showpad together conducted research to understand the sales-marketing relationship around content, and how it affects sales interactions. This research shares key insights, such as when marketing has little or no visibility into sales conversations, only 32% of the content produced meets the needs of sales team well. This research will help organizations understand how to get better results from their marketing content.
Table of Contents
- Introduction
- Executive Summary
- The Content Process
- Content Process Success Factors
- Content Use
- Content Impact on Revenue
- Analyst Bottom Line
- Acknowledgements
- About Showpad
- About Demand Metric
- Appendix - Survey Background
Marketing Services Excellence: Driving Costs Down and Effectiveness UpBest Practices
Marketing organizations today are under increasing pressure to deliver quality services to their internal clients while holding down costs. To remain competitive, Marketing leaders need to understand how their expenses, services scope, resources, organizational structure, and use of off-shore labor sources compare with those at other companies so they can identify and close performance gaps. This cross-industry benchmarking study provides metrics and critical insights for evaluating the effectiveness of the Marketing Services/Operations function, including Creative Services, Support Services and Market Research & Analytics Services.
Companies fiddle constantly with their incentive plans and sales executives are always looking for ingenious ways to motivate their teams. If sales targets are missed, they blame the sales compensation plan and start over. Meanwhile, The finance organization views the comp plan as an expense to manage. That’s not
surprising: Sales force compensation represents the single largest marketing
investment for most B2B companies. So naturally finance tries to ensure that comp
plans have cost-control measures designed into them. Additionally, many companies
respond to cost-cutting pressure from the finance department with incentives that
backfire. More often than not, controls encourage salespeople to spend time with
customers according to the company’s internal needs, rather than when the customer
is ready to buy.
Data Leadership talk for CIIA March 2022.pdfPaul Laughlin
Slides presented to the Chartered Institute of Internal Auditors on the challenge of being a data leader & the skills needed for such leaders (and their teams) to succeed.
You can read more about this event here:
Growing Bio-pharma Digital Marketing Impact by Digitizing Launch, Developing ...Best Practices
It has become quite crucial to identify the drivers of digital marketing performance excellence in the health care industry which will enable companies to gain valuable customer insights, build effective relationships, leverage online media, and maximize revenue.
Best Practices, LLC undertook this benchmarking research to provide critical insights into how savvy bio-pharma digital marketers are enhancing the medical and commercial potential of new products, improving alignment with brand teams, acquiring and training new digital marketers, managing service delivery for key programs and optimizing insource vs. outsource mix.
Download Full Report: http://bit.ly/2gnXrIu
B2B Marketing Awards Winner - Intelligent Operations Programme by GenpactThe Marketing Practice
Our work with Genpact on the Intelligent Operations Programme was rewarded with the trophy for Best Lead Generation or Nurturing Campaign at the 2015 B2B Marketing Awards. Here is our submission:
The Power of Clienteling Raymark Case StudyRaymark
The following benefits were achieved within the first 90 days of the project:
• After a comprehensive cultural change management and training program, 95% of the associates were consistently using the system and successfully completing their pro-active selling tasks.
• Migration of all users from manual client books to the new system in alignment with PCI directives.
• A 1000%+ increase in the number of outbound e-mails and calls to prospective customers by sales associates.
• A 9% Increase in total sales revenue by associate over a period when new customer acquisitions were down 12%.
• Number of repeat customers increased by 33%.
• A 21% increase in average spend per transaction over 3 months with customers that were “clienteled.”
... and more!
6 Key Steps For a Successful Pipeline Management ProcessNavinNair24
A structured pipeline management is the lifeblood of successful sales organizations. It serves as a guide to sales team members in the complex journey of converting leads into customers. Benefits of having robust pipeline management are manyfold.
An overview of the excellent work TMP did in 2015. Our submission to the B2B Marketing Awards won us runner-up in the B2B Marketing Agency of the Year category.
Capital markets: The impact of business process operations improvementsGenpact Ltd
While Lean Six Sigma techniques reliably contribute to operational excellence, they do not necessarily identify the full impact of business process improvement programs. Specifically for Six Sigma, there has been reason for much criticism in the past. This article uses a real-life case related to the enhancement of a Capital Markets global business service delivery operation, and describes how to engage “client” and “delivery” executives in order to tightly align technical project execution with business strategy.
The typical marketer and sales person, in a complex B2B sales environment,understands the value of a truly qualified “sales-ready” lead over a marketing ready prospect, because it meets a designated set of criteria and progresses into a sale faster with fewer selling resources
Catalyft B2B Services Experience Case 2019Tom Atwood
Opening Up Sales Team agility by building up the business development infrastructure, redesigning a cascading operational data hierarchy, structuring leaner sales processes, and setting up a hybrid remote workforce
Marketing Operations: MObilizing Marketing For A Web 2.0 WorldClearAction
A sneak preview of my latest thinking, in which I parallel Web 2.0 and Marketing Operations. I have not presented this work live as of 5/11/09.
See https://ClearAction.com
Sales levers SAM commercial reconnaissance electronic flyer July 2020richardhigham
Strategic accounts present significant opportunities but high risks. A SAM Commercial Reconnaissance will give you a clear picture about where you stand today and how you might capitalise on your SAM strengths.
Blackdot Case Study - Building Your Frontline Army of True Believers
1. Outcomes & Results
Building Your Frontline Army
of True Believers™
Consulting
The middle market group of one of the world’s largest banks was underperforming
relative to its other divisions. Tighter risk management and mitigation requirements
had been introduced as a result of the GFC which had narrowed the scope of new-to-
bank customers. The reduction in new-to-bank deal flow resulted in a requirement to
maximise cross-selling amongst existing clients,
The Blackdot ’12-4-7’ Benchmark revealed that an abnormally high percentage of the
organisation’s highest performers were Mavericks (those who actively defy the
organisation’s sales process). These Mavericks were contributing 38% more revenue
than any other ‘tribe’. Blackdot developed a simple and enabling sales process and
toolkit, universally relevant across all role types, which captured high-performer best
practices. The frontline’s KPIs were re-aligned to new sales process stages enhancing
pipeline integrity, forecasting visibility, and increasing frontline role clarity. While new
sales management disciplines were introduced including coaching and performance
management frameworks, a revised sales management ‘rhythm’, and new pipeline
disciplines.
In the year immediately following project implementation:
• 3% Y-o-Y increase (+ $3.07B) in client segment’s contribution to balance sheet
• 5% Y-o-Y increase (+$55M) in client segment’s contribution to Wealth
Management’s Net Cash position
• 34% increase in contribution to business’ Net Interest Income
Asia Pacific: +61 2 8246 7300
Europe / Africa: +44 (0) 20 3551 6894
North America: + 1 646 205 8059
Blackdot exists to assist our clients achieve more repeatable
and predictable sales performance.
Challenge
enquiries@theblackdot.com.au | www.theblackdot.com.au
Solution