Are You Mounting A Value-Selling Engine On A Product-Selling Chassis?

Eric Brown Research Director, Sales Enablement Scott Santucci Senior Analyst, Sales Enablement Sept 17, 2009

Focus On SGA Stratifying Buyer/Seller Relationships More Value Lower Cost Product Marketing Sales . Inc.What’s going on? CEO’s Strategy Changes In Customers Dynamic forces in the industry… are challenging the status-quo… forcing a key decision… that will fundamentally change how you go to market. 2 Entire contents © 2008 Forrester Research. All rights reserved.

Tectonic forces 3 Entire contents © 2008 Forrester Research. All rights reserved. . Inc.

We have a complexity problem Your future hinges on the conversations sales has with buyers 4 Entire contents © 2008 Forrester Research. . All rights reserved. Inc.

Thought leadership and Influence program .Everyone wants to play in the sales sandbox Portfolio packaging and training Sales messaging and positioning Client-facing tools Sales methodology and training Proposal and oral presentations Demand generation and lead management Community marketing Prospecting programs Capability demos/ subject matter expertise Account segmentation and targeting Collateral Business case and ROI proof Account discovery and strategy Territory planning and coverage models Credibility and credentials Seminars and events Sales automation Portfolio certification programs Executive selling skills and aides Sales communications Sales guides and playbooks Sales knowledge management (portal) Win /loss analysis Solution presentations Account scoring and qualification Case studies and reference programs Differentiation strategy Competitive intelligence and positioning 5 Entire contents © 2008 Forrester Research. All rights reserved. Inc.

Random acts are expensive 6 Entire contents © 2008 Forrester Research. . All rights reserved. Inc.

My role and responsibility My business and problems 29% 7 Entire contents © 2008 Forrester Research. Inc. .The view from customers How prepared are salespeople? Company and products What makes a meeting valuable? 65% Executives find salespeople unique and memorable if they can address both their business problems and how the vendor can help. 88% My industry 55% How often does this happen? 34% 15% Executives believe that sales meetings usually live up to expectations. All rights reserved.

as well as how to help us execute Focuses on helping us realize an end result 80% 2 46% 34% 20% 13% 7% Significantly Somewhat No Moderately 3 Responsiveness 8 Entire contents © 2008 Forrester Research. Inc. All rights reserved.The impact of value-added relationships What makes a vendor strategic? Do you spend more with strategic vendors? 1 Understands our business and culture. .

Inc. .Sales engine mechanics More People ? 1 Close rate More Products ? 2 3 Cycle time Deal size More More Profitable Revenue Growth 9 More Support ? Entire contents © 2008 Forrester Research. All rights reserved.

Levers to optimize the sales engine 1 Close Rate 2 Cycle Time 3 Deal Size •Sales people are unable to have relevant dialog with key stakeholders •Client does not clearly understand how you provide value •Capabilities do not meet needs of targeted market •Out positioned by competitor •Lack of a defensible business case •Understanding of the problem-solving process •Understanding the total solution in clients terms •Sponsor has difficultly “selling” project internally •Navigating the “agreement network” •Failure to establish urgency •Poor negotiations •Lack of perceived value •Desperation by management to close quarterly revenue •Economic ROI not effectively established •Pricing structure doesn’t align to value received These goals cannot be achieved solely by sales. All rights reserved. marketing. or product teams alone 10 Entire contents © 2008 Forrester Research. Inc. .

Focus on outcomes. Inc. . not deliverables 11 Entire contents © 2008 Forrester Research. All rights reserved.

Defining a cross-functional program 12 Entire contents © 2008 Forrester Research. All rights reserved. Inc. .

All rights reserved. Training . Inc.What does your company look like? CFO •Reduced waste •Greater output Product Marketing Business unit Business unit Business unit Business unit •More visibility •Greater mindshare VP marketing •Reduced waste •Brand adherence Brand VP sales •Improved efficiency •Improved productivity Demand Operations Sales channels Sales channels Sales channels Sales channels CEO •Greater transparency •Better execution THE BUSINESS NEED: •Greater visibility •Maximize sales throughput •Elevate relationship levels •Improve efficiency •Optimize sales platform •Accelerate frequency of cross-selling •Improving margins Strategic sales enablement 13 Entire contents © 2008 Forrester Research.

Training . All rights reserved.Establishing a sales enablement program CFO VP marketing VP sales CEO Charter. and Measurement HR Business unit Business unit Business unit Business unit Solution/ product Finance Brand Demand IT Operations Content Repository Programs and tools Sales portal Sales communications Sales channels Sales channels Sales channels Sales channels Standard content process Common Organizing Construct Continuous research Primary External Content creation and management Customer model Sales platform Fixing the plane while it’s flying 14 Entire contents © 2008 Forrester Research. Inc. Governance.

• What’s our vision? – How you sell is emerging as the key differentiator. All rights reserved.Forrester’s research agenda • For Whom? – People in sales and marketing who are involved in the sales support ecosystem • Why Forrester? – Bring our deep level of access to your buyers and frequency of interaction with your peers to create a framework to help drive the change from a product to value driven selling model. @ericbrown_forr Read our blog: http://blogs. .com/tech_sales_enablement/ Read our reports Set up an inquiry Bring us in for an advisory session Work with us to drive a program We exist to help make YOU successful 15 Entire contents © 2008 Forrester Research. Inc. • What do you need to do to be successful? – Increase sales results while decreasing support costs – Drive sales and pipeline performance via effective.forrester. end-to-end programs – Focus on buyer needs to increase sales capacity and cut marketing complexity • How to engage? – – – – – – Find us on twitter @scottsantucci. making the ability for organizations to scale a customer intimate engagement model and simplify how they add value to customers a strategic competitive function.

process templates. Inc. etc 16 Entire contents © 2008 Forrester Research. All rights reserved. .Some of our tools… Transformation Blueprints Financial Model Calculators customer modeling artifacts.

. talk to us 17 Entire contents © 2008 Forrester Research. Inc.Sign up for our web site. All rights reserved.

All rights reserved.com Twitter: @scottsantucci Eric Brown +1 617.com 18 Entire contents © 2008 Forrester Research.8839 ssantucci@forrester. . Inc.com Twitter: @ericbrown_forr Blog: blogs.forrester.Thank you Scott Santucci +1 617.613.com/tech_sales_enablement/ www.613.5787 ebrown@forrester.forrester.

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