sales management association webcast pursuit of...

Sales Management Association Webcast

18 June 2014

Presented by

Pursuit of Performance: Findings from the 2014

Miller Heiman Sales Best Practices Study

About The Sales Management Association

A global, cross-industry professional association for sales

operations and sales management.

Focused in providing research, case studies, training, peer

networking, and professional development to our membership.

Fostering a community of thought-leaders, service providers,

academics, and practitioners.

Learn More: www.salesmanagement.org

Today’s Panelists

#PerformancePursuit

THE PURSUIT OF WORLD-CLASS PERFORMANCE

2014 MHI Global

Sales Best Practices Study

Original Rules of Basketball. Dr. James Naismith January 15, 1892

13. The side making the most points in that time is

declared the winner

Playing Field Account, Territory, Market

Opponents Competitors

Strategy How to Win

Rules Expense – Comp Plan

Number of Qualified Opportunities

New Account Acquisition

Average Account Billing

YOY Existing Customer Growth

Quota Achievement

Forecast Accuracy

Revenue

Performance

2013 Performance

Customer Core Collaborative Culture

Calibrated Success

2012 2013

World Class All Respondents

Gap Growth We know why our customers buy from us.

CUSTOMER CORE

Gap Growth

+14 pts

+4 pts 90% 94%

73% 63%

-10 pts

2012 2013

Gap Growth Our organization collaborates across all departments to pursue large deals.

COLLABORATIVE CULTURE

Gap Growth

+9 pts

+4 pts 89% 93%

48% 43%

-5 pts

2012 2013

Gap Growth Our sales performance metrics are aligned with our business objectives.

CALIBRATED SUCCESS

Gap Growth

+3 pts

0 pts 93% 93%

45% 42% -3 pts

Revenue Number of Qualified

Opportunities

Quota Achievement

Forecast Accuracy

2014: +22%

Customer Core

Provide Perspective

Behaviors

Collaborative Culture

Conscious Collaboration

Calibrated Success

Performance Accountability

The Pursuit of Performance The MHI Global Sales System® 2014 MHI Global Sales Best Practices Study 3 Behaviors of World-Class Sales Performance 6 Elements of the Sales System 12 Behaviors That Impact Performance

Credentials Xerox 1984-89 Field Sales Gartner Group: 1989-2006 Sales Rep – Sales Manager: 1989-96 WW Sales Operations: 1996-01 VP CRM/SFA Analyst: 2001-05 WW Field Operations: 2005-06 SiriusDecisions Creator, Sales Operations Strategies 2006-11 http://www.linkedin.com/in/joegalvin32

Joe Galvin Chief Research Officer Miller Heiman Research Institute

Executive Summary : MHIGlobal 2014 Sales Best Practices

http://goo.gl/utNmyD

www.Millerheiman.com - What’s New

MHI Global: Empowering Growth

MHI Global helps companies and their sales leaders globally build and sustain

successful, customer-focused high-performance organizations that can drive profitable, predictable top-line growth.

World’s largest ongoing study of complex, business-to-business selling and sales management practices

• More than 30,000 participants over last 11 years.

• Not exclusive to MHI Global clients or alumni.

• All Respondents filtered to reflect complex sale; 3+ decision makers.

• Study includes 3 sections: Demographics, Behaviors, Metrics

• Analysis defines key behaviors leveraged to drive performance.

N=1,155

CRITICAL SALES ACTIVITIES • Analysis elevates activities most linked to

sales performance

• Identify respondents that collectively and consistently execute these 12 behaviors

• Designate this sub-segment as world-class population

VALIDATE WITH SALES METRICS

• Number of Qualified Opportunities

• New Account Acquisition

• Average Account Billing

• YOY Existing Customer Growth

• Quota Achievement

• Forecast Accuracy

WORLD CLASS • Small percentage of respondent base,

8.5% in 2014 • Outperforms All Respondents on

metrics measured by 22%

Customer Core

Provide Perspective

Behaviors

Calibrated Success

Organizational Attribute

Individual Behavior

Cultural Component

Calibrated Success

What do we measure, recognize

and reward?

Customer Core

Provide Perspective

How do we connect and engage with our

customers?

How do we work together?

We clearly understand our customer’s issues before we propose a solution.

Individual Behavior

Cultural Component

Customer Core

Provide Perspective

How do we connect and engage with our

customers?

All Respondents

World Class

4-year average 2014

Experience

Sales Experience Knowledge

MHI Research Institute Research Note: Providing Perspectives

Provide a Perspective How YOU will achieve success

Experience

Knowledge

Context Concept

Decision Dynamic

Customer’s

Give a Pitch What we sell to YOU

Capabilities

Deliver a Presentation What we sell to people like YOU

1:Many

Capabilities Market/ Role

Our organization collaborates across all departments to pursue large deals.

Individual Behavior

Cultural Component

How do we work together?

43% 46%

All Respondents

World Class

4-year average

Sales Community Shared Intelligence

Best Practices

Sales Professional Sales Managers, Executives, Subject Matter Experts, Specialists

Messages Knowledge Strategy

Account Plan Opportunity Plan

Sales Call Objective Common Language

Synchronized Selling

Internal Intelligence

Competitive Intel Feature/Function Product Roadmap

Pricing

Customer Communications

Customer Concept Value Proposition Market Position Corporate Vision

Customer

MHI Research Institute Research Note: Sales Collaboration: Defining Attribute of World Class

Our sales performance metrics are aligned with our business objectives.

Calibrated Success

What do we measure, recognize

and reward?

All Respondents

World Class

4-year average 2014

Individual Behavior

Cultural Component

Sales Professional Sales Rep

Personal Professionalism Next Job Promotion Career

Performance Perception Excuses Results

Customers Compensation Commission Customer Success

Team Independence Figure It Out Proven Process

mmmReward

m Reward Measure, Recognize

and Reward

MHI Research Institute Research Note: Performance Accountability: World-Class Sales Behavior

Accountability

Customer Management

Business Management

Qualified Opportunities

Quota Achievement

Forecast Accuracy

Social Selling: Getting to 1:1

Achieving a Knowledge Advantage

Creating the Customer Community

Managing Multiple Customer Models

Enabling Perspective

Forecast Accuracy - Funnel Confidence

Executive Summary : MHIGlobal 2014 Sales Best Practices

http://goo.gl/utNmyD

www.Millerheiman.com - What’s New

Activity Metric World Class ALL YOUR TEAM

Create Opportunities

Sales and Marketing are aligned in what our customers want and need. Number of Qualified

Opportunities

91% 38%

We have a formalized value proposition that is very compelling to our prospects. 92% 42%

Manage Opportunities

Our organization is highly effective in allocating the right resources to pursue large deals. New Account

Acquisition

93% 36%

When we give price concessions, we always get comparable value in return. 71% 21%

Manage Relationships

Our organization regularly collaborates across departments to manage strategic accounts. Average

Account Billing

94% 43%

We jointly set long-term objectives with our strategic accounts. 87% 34%

People & Organization

We know why our top performers are successful. YOY Existing Customer Growth

92% 41%

Our management team is highly effective in helping our sales team advance sales opportunities. 96% 43%

Operations & Enablement

Our sales compensation policies are aligned with our business objectives. Quota

Achievement

90% 46%

Our sales team consistently relies on our knowledge management system as the single source

for collateral and information. 71% 23%

Management Execution

We leverage the best practices of our top performers to improve everyone else. Forecast Accuracy

89% 29%

Our sales managers are always held accountable for ensuring the accuracy of our sales forecast. 93% 44%

BEHAVIORS OF WORLD-CLASS SALES ORGANIZATIONS

Sales and marketing alignment Formalized value proposition

Allocating the right resources Comparable price concessions

Regularly collaborates Review results of our solution

“Why” top performers succeed Management team advances deals

Compensation aligned with objectives Single source for knowledge

Leverage best practices Forecast accuracy accountability

2014 Sales Performance and Productivity Study

• 3rd annual study conducted by Miller Heiman Research Institute

• Open June 9 – August 1

• Survey Incentives:

• www.millerheiman.com/study

This study gathers insights and trends on the strategic investments being made to drive sales productivity. The findings of the study help participants understand trends in investments in productivity in Operations, Enablement, Training and Technology providing you with data to support strategic planning for 2015.

•2014 Strategic Issues Digest

•Invitation to exclusive results webinar for participants in October

Questions and Discussion

Enter your questions in the

“Questions” box on the right

hand side of the webinar

application window.

Did we run out of time before we got to your

question? Presenters can follow-up with you via

email. Feel free to submit more questions if

you’d like an offline response.

#PerformancePursuit

Thank You.

sales management association webcast pursuit of...

Documents

sales management association webcast talent...

conscious living, conscious aging - chapter one

conscious consumers

conscious capitalism, conscious leadership

beauty conscious, aging society, health conscious

conscious and non-conscious conditioning in anxiety

conscious clubbing

the pursuit of excellence · the pursuit of excellence...

conscious learning and learning to be conscious ( greg...

conscious finance

subjective well-being: keeping up with the perception of...

conscious internet

the sub-conscious made conscious eeman, leon ernest

conscious sedation

conscious nutrition

1. conscious attention and conscious vision: how are...

conscious discipline -...

conscious business & conscious capitalism: - mendoza college...

emergency driving, pursuit (code 3 - · pdf fileimmediate...

conscious sedation