The document discusses the growth and importance of sales operations teams over time. It outlines key processes and roles within sales operations, including managing sales tools, data, metrics, and enabling the sales force. It also notes challenges such as ensuring sales operations teams have a clear purpose and that launching new capabilities is well-planned.

8. THE SECRET FORMULA Curiosity + Logic + Creativity + Procedures + Branding Innovative ideas that: Solve problems Make sense Are implemented Get noticed And become very valuable

9. INNOVATIVE IDEAS ARE HIGH IN DEMAND AND LED TO THREE SALES OPS GROUPS 17 Years, 15 roles, 7 cities 14 Months 20 Months

10. SALES OPS GROWTH 2006 - CEB starts SOEC with 12 members Tops out at 240 memberships 2009 - SOEC is folded back into SEC

11. PROVING THE VALUE OF SALES OPS REMAINS A KEY PRIORITY Key Data about the Sales Ops Function The average size of a Sales Ops Team is 20 staff members. 31% of Sales Ops functions are less than 2 years old. 83% of heads of Sales Ops have been in seat less than 5 years. More than 90% of Sales Ops groups own sales process, sales metrics, and sales tools. Major Roadblocks Neglecting to define and assess your current capabilities, develop a sound business case, and procure the appropriate resources prior to launching could delay achievement of productivity goals. Without a well-defined purpose and organizational charter, sales leadership may question the value and importance of the function.

12. SALES OPS VISION: THEN AND NOW To assist the Commercial Sales organization in efficiently driving revenue, profits and market-share by deploying resources, information and tools that remove barriers and allow greater focus on client relationships, effective account penetration and activities that drive results. 2005 2010 The 3E’s of Sales Operations: Drive profitable growth by Enabling a more Efficient and Effective sales organization with tools, process, information, and resources that align with customer needs and make selling fun.

13. Sales & Marketing data Ad-hoc analysis Client Reporting Performance reporting & Measurement Strategic Analysis Customer profile data maintenance Data purchases Sales force sizing and effort allocation Territory alignment Account/territory Administration Prospect Targeting Sales Force Tools and support Hiring needs and strategy Competency models Sales process mapping Rep time spend eval Sales Communications Expense management Quota setting and administration Incentive planning and payout administration Build tools Help Desk Sales System Management Technology Roadmap Data Structures Leadership Development Skill Definitions Hiring Processes Training programs Coaching programs Performance Management Proposal support Project management Contract administration Vertical segment support (Gov’t) Customer Implementations Analysis & Planning Effectiveness & Enablement Financial Operations Information Systems Development & Education Support Programs KEY SALES OPERATIONS PROCESSES

14. Ken Revenaugh VP Of Sales Operations Kerrie Pate Program Manager Mike Jasmer Manager Sales Analytics Theresa Irving Manager Sales Operations Analysis & Planning Financial Operations Development & Education Support Programs IT HR Doug Ferreira Manager Sales Training Karl Huber Manager Sales Systems Effectiveness & Enablement Information Systems # Direct Reports 1 3 2 2 Glenn Dobbs Implementation Manager

15. OUR CALENDARS

16. THE ANATOMY OF A WORLD CLASS SALES ORGANIZATION

17. WHEN WE HAVE A HIGH PRIORITY GAP, ADDITIONAL RESOURCES ARE NEEDED THE ANATOMY OF A WORLD-CLASS ORGANIZATION (5.0)

18. 1. Hands and feet 2. Expertise or skills 3. Tie Breaker THOSE RESOURCES COME IN THREE FORMS

19. Situation Complication Question Answer Potential solutions and costs Recommended solution Consequence(s) for not acting NO MATTER THE NEED, BUDGET ONLY COMES WITH A BUSINESS CASE

20. WHEN IT’S TIME TO ACT THERE IS NO ROOM FOR ERROR Why I choose ZS Associates again and again? Brilliant people, not hands and feet Working within a framework On time even when it seemed impossible High quality deliverables Communicates well up and down the org (written, oral, any medium)

21. YOU HAVE A FRAMEWORK THAT GENERATES HIGH VALUE IDEAS Customer Focus & Growth Strategy Go-to-Market Strategy Marketing & Sales Operations Strategy Execution Competitor Insight Needs Buying processes & preferences Attitudes, perceptions & satisfaction Profitability Potential Strategy Strengths & weaknesses Market Offering & Pricing Brand strategy Positioning Value proposition Sales force design Advertising & promotion Account to channel alignment Sizing & resource allocation Territories Targeting Investment levels Targeting & sequencing Segmentation & Targeting Knowledge Skills Attitudes Values Competency Model Sizing & Deployment Marketing Mix Hiring, Training & Coaching Success Measures Compensation & Motivation Programs Performance Management Information & Tools Marketing & Sales Analytics Critical activities & processes Roles, Metrics & Enablers Value Proposition What Sales Channels How Sales Process How Customer Insight

22. TOGETHER WE WILL BRING THOSE IDEAS TO LIFE

23. OUR PROJECTS USUALLY LEAD TO PROGRAMS… Activity reporting (WAR) Pipeline reporting (Huddle) Weekly Huddle meetings Review gate meetings Account Strat Plans New hire playbook training Continuous skill training Updating sales and marketing portal to support playbook Coaches’ corner newsletter Manage newly found tools like Input PROJECT PROGRAMS

24. … AND ONGOING PROGRAMS CREATE LARGER SALES OPERATION TEAMS

25. YOU HELPED WITH OUR HUMAN CAPITOL PROJECT

26. RECRUITING PROCESS IS BEST IN CLASS

27. CEB TELLS US WE HAVE MORE BLOODHOUNDS THAN ANY OTHER ORGANIZATION