How many of us would say we have an effective sales force? How many of us have the sales we want or think we should earn based on our quality of services and products? And how many of us loathe managing our sales forces and / or are tired of hearing ‘it’s the economy.’ Founder and CEO of Sales Performance International, Inc. (SPI), Keith Eades, will present ideas and ways to help leaders measure your sales team and encourage them to love what they do and keep selling.

1. Keith M. Eades Founder and CEO Sales Performance International Best Selling Author of: The New Solution Selling The Solution Centric Organization The Solution Selling Fieldbook How to Measure and Motivate Your Sales Team June 15, 2011

2. Professional Selling Today Salespeople Have: One of the overall best incomes - #5 The highest overall job satisfaction - #1 The lowest divorce rate - #1 The lowest suicide rate - #1

4. 500+ global clients

5. 130 certified staff

6. 50 countries and 14 languages

7. 20+ years in business

8. Operations in each geography

9. World’s most comprehensive sales library - Solution Selling“Clearly SPI is one of the thought leaders in this (Sales 2.0) arena.” ES Research, 2009 www.spisales.com 3 2011 ©Solution Selling, Inc.

10. The state of selling in 2011: trends from our research What the best performing sales teams are doing Metrics Motivation How you can sell more Objectives

11. Key Trend: Sales Rep Performance is Slipping 2010 Sales Performance Optimization Survey (2010 vs. 2009) 2009 2010 © 2010 CSO Insights Sales Performance Optimization Survey

12. Five Keys to World Class Sales Performance 1 A Buyer-Aligned Sales Process Sales and Marketing Alignment (messaging, sales tools, and sales conversations) 2 A Continual “Learning Framework” (skills assessment, training and multi-year reinforcement that aligns with process and sales methodologies) 3 Management “System” and Disciplines (that foster and sustain process and methodology adoption) 4 Technology Enablement (that explicitly supports process, methodology, and management practices) 5

13. Starting with the End in Mind Average Deal Size Win Ratio # of Deals $ X X = Sales Cycle Length Typical Sales Pipeline Metrics

15. Identifying opportunities

16. Stimulating interest

17. Gaining executive access

18. Articulating the problem andsolution in customer terms

19. Gaining executive access

21. Establishing customer’s vision of the solution

22. Qualifying better

23. Gaining executive access

24. Creating a sense of urgencySales Cycle Length

25. ROI on IBM’s Solution Selling® and Sales Process Transformation Results For every $1 invested, $94 of revenue Could go as high as $157 to $1 depending upon pervasive use and adoption Key Metrics of Impact Pipeline growth by increased number of opportunities Increased average selling price Increase win rate Shorter sale cycle Lower cost of sales by disengaging earlier from opportunities www.spisales.com 9 2011 ©Solution Selling, Inc.

26. + 6% 16% 15% Yr 01 Yr 02 Building a High Performance Solutions Sales CultureSolution Selling® Works Using MSSP MSSP Impact Worldwide Avg. Customer satisfaction +44% +19% 23% 19% 16% Very Satisfied 16% Yr 01 Yr 02 Yr 1 Yr 2 Setting customer expectations satisfaction - 16% 19% 16% Dissatisfied Yr 01 Yr 02 Quota Attainment 140% of Quota 140% of Quota 23% 15% 100% of Quota 55% More successful sales reps 100% of Quota 69% <100 % of Quota <100 % of Quota 9% 30% Yr 02 Yr 1 Source : Microsoft WW customer satisfaction survey, internal interviews www.spisales.com 10 2011 ©Solution Selling, Inc.

27. The Impact of Sales Process Impact of Sales Process on Company Performance 2010 Sales Performance Optimization Report by CSO Insights www.spisales.com 11 2011 ©Solution Selling, Inc.

28. What is a Buyer Aligned Sales Process? www.spisales.com 2011 ©Solution Selling, Inc. 12

30. Identify potential beneficiary

31. Stimulate interest

32. Get pain admitted

33. Confirm dialogue and agree upon next steps

34. Diagnose admitted pain of Sponsor

35. Create or reengineer vision for sponsor

36. Gain agreement to explore further

37. Negotiate access to power

38. Confirm dialogue and agree upon next steps

39. Diagnose admit-ted pain of Power

40. Create or reengineer vision for power sponsor

41. Gain agreement to explore further

42. Determine evaluation criteria

43. Propose a plan of next steps

44. Confirm dialogue and agree upon plan of next steps

45. Begin execution of next steps

46. Present preliminary solution

47. Prove capabilities (Oper, Trans, Fin)

48. Conduct review of proposal

49. Ask for the business

50. Issue proposal

51. Receive verbal approval

52. Prepare for final negotiations

53. Reach final agreement

54. Conduct territory / account and/or opportunity planning (as appropriate)

55. Identify potential opportunity

56. Conduct pre-call planning and research

57. Implement solution

58. Complete implementation approach

59. Measure success criteria

61. Lead Letter agreed upon

62. Sponsor Letter agreed upon

63. Evaluation Plan modified or agreed upon

64. Verbal approval received

65. Ts and Cs agreed upon

66. Territory / Acct / Opportunity Plan developed

67. Implementation Plan completedSales Management System 90% 10% 25% 50% 75% 100% www.spisales.com 13 2011 ©Solution Selling, Inc.

69. Reference Story

70. Bus. Dev. Letter

71. Bus. Dev. Prompter

72. Lead Letter

73. Opp. Assessment

74. C. Strategy Selector

75. 9 Block Model®

76. Pain Sheet®

77. S. A. Prompter

78. Sponsor Letter

79. 9 Block Model®

80. Pain Sheet®

81. S. A. Prompter

82. Power S. Letter

83. Evaluation Plan

84. Evaluation Plan

85. Transition Letter

86. Implement. Plan

87. Value Analysis

88. Success Criteria

89. Negotiating Worksheet

90. Give-Get List

91. T/A/O Plan

92. Account Profile

93. Pain Chain®

94. Key Players List

95. Implementation Plan

96. Success Criteria

97. Reference StoryMarketing answers these questions www.spisales.com 14 2011 ©Solution Selling, Inc.

98. Sales Process Reveals Metrics for Seller Behavior by Stage Resolve concerns & make decisions Develop strategy; define initiatives Implement & evaluate success CUSTOMER BUYING PROCESS Select solution Evaluate options Determine requirements Plan Engage Develop Propose Close Deploy SALES PROCESS Access to Power Sponsor Pain admitted by Power Sponsor Power Sponsor has buying vision Power Sponsor agreed to explore Evaluation Plan proposed Respond to RFP Engage CAM Engage Implement. Team Contract negotiation in process Evaluation Plan underway Craft RFP For Client Engage Proposal Writer Proposal issued, decision due Research Current Penetration Assemble Account Plan Team Contact local field offices Pain admitted by Sponsor Sponsor has a buying vision Penetrate Local Departments Access to Power negotiated Signed documents Create terms and conditions Notify all parties of win Develop Success Story For Intranet SALES PROCESS ACTIVITIES Account Plan Completed Power Sponsor Letter Sponsor Letter Completed RFP Crafted For Client Verbal Approval Received Signed Contract Completed VERIFIABLE OUTCOMES AM SM AM SE AM MK SM AM SO SM AM SO SM AM SM ROLES # Evaluation Plans Proposed # Demos Given $ Billable On Evaluation Plans # Evaluation Plans Accepted # RFP’s Crafted For Clients % RFP No Bids CRM Audit Accuracy Score # ROI For Sales Analyses Complete # Account Plans Completed % Seller Time On Account Planning # Pain Chains Completed # Latent First Time Calls # Email Campaigns # Sponsor Letters # New Opportunities $ Value New Opportunities # Proposals Written $ Value Proposals Written Pre Proposal Conferences Held % Set Up Fee Quoted # Referrals Agreed To Customer Satisfaction Rating # Reference Stories Created % Seller Time On Account Mgt. METRICS MANAGEMENT SYSTEM 0% 10% 25% 50% 85% 100% www.spisales.com 15 2011 ©Solution Selling, Inc.

99. Pipeline Management T S D C B A W www.spisales.com 16 2011 ©Solution Selling, Inc.

100. Why Measure Through Process Incent desired behavior through better sales results! Establish a basis for accountability in the sales organization Build more predictable and productive pipelines Apply consistent pipeline grading habits Anticipate and minimize shortfalls Enable seller success Identify skill problems Apply focused coaching for action Determine accurate status of opportunities Increase manager productivity Manage by exception Simplify internal communications www.spisales.com 2011 ©Solution Selling, Inc. 17

101. Motivation Through Sales Process www.spisales.com 2011 ©Solution Selling, Inc. 18 Sales process provides a roadmap to get from where you are to where you want to be The process provides your sales team with a series of closes / wins throughout the sales process Your sales team will be motivated by having more control over the sales process Performance improvements = more revenue = higher motivation on the sales team Sales process ensures: Higher individual quota attainment Higher team quota attainment Increase in average deal size Improved time to productivity

102. Continual Learning Framework A continual “learning framework” (skills assessment, training and multi-year reinforcement) that aligns with process and sales methodologies is essential. www.spisales.com 2011 ©Solution Selling, Inc. 19 “96% of sales people believe continuous learning is critical to their success” – ASTD Research: Accelerating Revenue Through Learning

103. How Not to Learn www.spisales.com 2011 ©Solution Selling, Inc. 20

104. Why Continual Learning is Imperative Training is a great way to install process and knowledge However, return on training events alone is often short-lived On average, half of the content of a sales training event is lost in 5.1 weeks. On average, 84% of sales training content is lost after 90 days. www.spisales.com 21 2011 ©Solution Selling, Inc.

105. The ROI Dilemma www.spisales.com 2011 ©Solution Selling, Inc. Page 22 Events transfer a lot of information, but retention drops off quickly Content Retention Continual Learning Traditional Training ROI GAP 8 4 Initial Training 12 16 Elapsed Weeks Continual learning begins realistically and builds across time

106. Sales Process Impact on Sales Performance SPI Customers vs. Other Sales Training Source: Aberdeen Group Study December, 2010

107. How to Measure and Motivate Your Sales Team Questions? Sales Performance International 4720 Piedmont Row Drive | Suite 400Charlotte, North Carolina 28210t: 704.227.6500 | f: 704.364.8114 email: info@spisales.comwww.spisales.comwww.solutionselling.com Thank You 2011 ©Solution Selling, Inc.