Sales best practice study 2010 customized for sfdc atl user group briefing
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A briefing given to the Atlanta Salesforce.com User group meeting July 28th 2010 - on Miller Heiman's 2010 Sales Performance Study - How to be successful in any economy.
![Miller Heiman ,[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
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Sales best practice study 2010 customized for sfdc atl user group briefing
- 1. Salesforce.com ATL User Group Meeting July 27th 2010 Stephen Cadley Managing Partner SalesXecution
- 3. We help businesses grow profitable sales
- 4. Common Methodology & Terminology
- 5. Our approach is common sense but not common practice
- 7. 2010: The Year of Top-Line Revenue Growth Key to this earnings season: Improved sales, profitsUSA Today, January 11, 2010 Improving sales are important. What it does is it makes profits a sustainable story, not just a short-term cyclical story. - Jim Paulsen, chief investment strategist at Wells Capital Management
- 8. Complex Sales Only 1,502 1,992 Complex Sales Only All Participants More High-Title Participation in 2010
- 9. What is World Class? High-level use of a wide range of sales best practices, which produces better results in 5 key sales performance metrics Criteria doesn’t favor industry or company size 4.6% qualified in 2010 7% of all 2009 respondents qualify as World-Class
- 10. The Miller Heiman Sales System® The Miller Heiman Sales System®
- 11. Linking the Elements to Results Revenue Growth
- 12. Creating Opportunities We have a formalized value proposition that is compelling to our prospects We consistently utilize comprehensive prospecting plans 90% 76% 33% 19% World Class Others Others World Class
- 13. Look Who’s Achieving the Better Close Rates! Less than 20% 20% to 40% 40% to 60% 60% to 80% 80% to 100% 51% 16% Others World Class
- 14. Creating Opportunities Sales and Marketing are aligned in what our customers want and need. 90% 31% World Class Others
- 15. Managing Opportunities Our organization collaborates across departments to pursue large deals. We clearly understand our customers issues before we propose a solution 91% 91% 46% 46% World Class Others World Class Others
- 16. Managing & Learning from opportunities When we lose a significant sales opportunity, we always know the reason why. We have an established procedure to know when to stop investment in large deals 77% 57% 28% 17% World Class Others World Class Others
- 17. Managing Relationships / Key accounts Our salespeople are definitely effective at producing year-over-year revenue growth from existing customers We jointly set long-term objectives with our strategic accounts 83% 79% 28% 22% World Class Others World Class Others
- 18. Managing relationships - Executive to Executive We have relationships and dialog at the highest executive levels with all our strategic accounts. We have a formal process for executive to executive selling 77% 84% 32% 19% World Class Others World Class Others
- 19. People & Organization We know why our top performers are successful Our performance review process helps improve the sales force’s job performance 93% 94% 36% 27% World Class Others World Class Others
- 20. What’s Next? Miller Heiman Sales Performance Journal: www.millerheiman.com/journal Benchmarking services: www.millerheiman.com/benchmark Follow us on Twitter: MillerHeiman Contact us: (877) 678-3389
- 23. Company wide benchmarking study
Editor's Notes
- 2009 was about cost-cutting, 2010 will be about sales. The news is filled with stories that point to the end of cost cutting as a tactic to improve profitability. There is no more fat to cut and companies must show revenue to be successful in 2010.
- Point to make on this slide is about complex selling environment, not so much on title participation.Results are limited to those participants who identify themselves as selling in a complex selling environment – defined as having more than 3 buying influences. We excluded nearly 500 responses that did not meet this criteria.
- This is a look at the science behind how we define the World-Class group.Hypothesis:Companies that consistently perform well across the six elements of the sales system have superior results in five key sales metrics, and in overall revenue growth.The data proves the hypothesis: When all of the six Miller Heiman Sales System elements are working in harmony, their results together drive sales revenue – not only anecdotally, but statistically. These are the 5 metrics used to review the performance of our research participants. Quota achievement was used as the performance metric in two of the six elements.Not all activities have equal impact on driving results… some activities have more “cause” in the cause and effect relationship.