Everyone wants to improve sales results, however, not everyone is willing to change their sales behavior. 52% of companies report that the primary reason why new sales behaviors are not adopted is the failure to operationalize change. For sales people, this comes down to a reward/effort equation. Is the benefit obvious, and great enough to motivate salespeople to adopt new behaviors? Join us and learn the best practices to optimize your smart sales transformation initiative for sustained and predictable revenue growth. Hear Michael Campbell, Vice President of Sales Operations & Development for Diebold and JP Knapp, Director of Sales Enablement for Vocera Communications share their lessons learned about the internal challenges of driving adoption and sustained value.

1. smartma&ers
Sustaining
Sales Transformation Value

2. © The TAS Group 2015smartma&ers
Before We Begin
1 You will receive a link to the recording of today s webinar.
Watch for it in email.
2 The recording will also be available on our website thetasgroup.com, in
the Resources section.
3 Enter your questions in the Questions box or tweet to @thetasgroup.
4 Join the conversation on Twitter: #SmartSalesTransformation

3. © The TAS Group 2015smartma&ers
Karen Neely-Reed
Director Strategic Consulting
Michael Campbell
Vice President Global Sales Operations
JP Knapp
Director, Sales Enablement

4. © The TAS Group 2015smartma&ers
Staying On The Path
to Success

5. © The TAS Group 2015smartma&ers
Today’s Focus ….
Best practices on how to:
• Enable front-line sales managers to lead the change
• Help sales teams understand the ‘why’ and the
benefit to them
• Entice engagement (not force compliance)

6. © The TAS Group 2015smartma&ers
Poll #1
What is the #1 obstacle to sales initiatives succeeding in your
organization/company?
A. Lack of coaching
B. Communication challenges
C. Not training managers
D. Lack of operationalization
E. I don’t know
Source: Interviews conducted with corporate executives by John Kotter
1997 for Leading Change and research by McKinsey in 2013.

7. © The TAS Group 2015smartma&ers
The Question on Everyone’s Mind
Reasons Why New Sales Behaviors Are Not Adopted
Source: CEB Sales Leadership Council Member poll, 2013. n = 83
24%
Unclear
Communications
24%
Coaching/
Training
52%
Failure To
Operationalize

8. © The TAS Group 2015smartma&ers
How Organizations Miss the Mark
Reliance on On-The-Job Coaching to Enable
Front-Line Manager Success (no formal training)
Sales Training Limited to Sellers & Senior
Leadership – Ignoring Front-Line Managers
Too Much Focus on Product Training over the skills
to manage opportunity and account plan development
Failure to reinforce classroom training with
Comprehensive program to operationalize

9. © The TAS Group 2015smartma&ers
Change Curve
Performance,
Motivation and
Competence
Time
Unconscious
Incompetence
1
Conscious
Incompetence
2
Conscious
Competence
3
Unconscious
Competence
4
Denial
Fear
Anger
Resistance
Acceptance
Openness
Testing
Relearning
Integration
RISK

10. © The TAS Group 2015smartma&ers
Components for Successful Change
Source: Adapted from – Psychology of Change Management, McKinsey Quarterly

11. © The TAS Group 2015smartma&ers
Change
Execution
Process

12. © The TAS Group 2015smartma&ers
Leading the Change
Executive Alignment
Where Are We Today?
• Set the agenda, activities and expectations for
this session
• Review Change Execution Process and
progress made to-date on the Customer
Success Charter
What Does Success Look Like?
• Understand the vision for this initiative and set
the measurement regime by which you will
deem the program a success
How Are We Going to Achieve
Success?
• Create your plan to embed the methodologies
and tools into the work practices of the
organization
How Are We Going to Sustain and
Grow Our Results?
• Agree the process of Success Checkpoints for
the initiative
1
2
3
4

13. © The TAS Group 2015smartma&ers
Management Checklist
Once a week...
Review the success metric map, objectives and the transition strategy and ask yourself:
§ Are we making visible progress against the objectives?
§ What gaps / risks are now priority over the next 7 days?
§ Is the transition scheduling on track ?
Once a month...
Focus on the success metric map and the transition plan and ask yourself:
§ Are the objectives still valid?
§ What risks have emerged?
§ Do we need to adjust the plan to reflect unexpected events?
§ Can we accelerate the plan? How?
Once a quarter...
Review the success metric map and the overall initiative plan with your team and ask
yourself:
§ Do we need to revise the success metric map?
§ Do we need to recalibrate the overall plan? How?
§ What priorities will we set based on the progress during the 1st quarter?

14. © The TAS Group 2015smartma&ers
Staying On Track
• Have a Plan
• Define expectations by group
• When to use
• What to use
• Qualifications for what Opportunities /Accounts get peer reviews
Tasks Outcome Deliverable Escalation Stakeholders

15. © The TAS Group 2015smartma&ers
Activity Reporting
• Establish expectations during alignment
• Opportunity Profile
• Size, Type, Product, etc…
• Usage expectations for each opportunity profile
• Playbook only
• + Political Map
• + Insight Map & Buyer Roles
• T&I Expectations (i.e. usage by managers)
• Technically incorporate into SFDC so that you can report against these tailored
expectations

16. © The TAS Group 2015smartma&ers
Impact Reporting
• Identify and Baseline Key Revenue Metrics
• Average Deal Size
• Length of Sales Cycle
• Win Rate
• Track by Geo / Unit
• Enable Front-Line Managers with ability to monitor

17. smartma&ers
Sales Manager
Challenge

18. © The TAS Group 2015smartma&ers
The Sales Manager Balancing Act

19. © The TAS Group 2015smartma&ers
Significant List of Competing Priorities
Sales Coaching
Hiring
Deal Reviews
Travel
1:1 Forecast
Territory Plans Customer Calls
CRM Compliance
Compensation
Read Reports
Team Calls
Learning Report to HQ
1:1 Pipeline
Account Plans

20. © The TAS Group 2015smartma&ers

21. © The TAS Group 2015smartma&ers
Month @ Start of Quarter ….
Week 1
Clean Pipeline
Marketing Update
Acct Dev. Strategy
Performance
Team Call
1:1 Sales
Performance
HQ Reporting
Week 2
Learning Huddles
Deal Review
Pipeline 1:1
Call Prep and Debrief
HQ Reporting
Pipeline
Week 3
Customer Health
Dashboard
Deal Review
Forecast 1:1
Call Prep and Debrief
HQ Reporting
Forecast
Week 4
Learning Huddles
Deal Review
Pipeline 1:1
HQ Reporting
Pipeline
Month @ End of Quarter ….
Week 9
Clean Pipeline
Marketing Update
Acct Dev. Strategy
Performance
Team Call
1:1 Sales
Performance
HQ Reporting
Forecast
Week 10
Learning Huddles
Deal Review
Forecast 1:1
Call Prep and Debrief
HQ Reporting
Forecast
Week 11
Customer Health
Dashboard
Deal Review
Forecast 1:1
HQ Reporting
Forecast
Week 12
Learning Huddles
Deal Review
Daily Results
Call
HQ Reporting
Forecast
Your cadence might look like this …

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Vocera Communications
JPKnapp,DirectorSalesEnablement

23. © The TAS Group 2015smartma&ers
Who
• Global sales team
• US 55 and 10 Int’l
(4-Continents)
• Direct sales model (US)
• Partner sales model (Int’l)
• 12-18mth sales cycle
• 200K-2M deal size;
capital expense
Why
• No deal context and detail
• WHY in stage, WHO
engaged with,
EVIDENCE of closure
date accuracy
• No way of identifying
existing customer white
space
What
January
2015
January
2015
May
2015
NYSE:VCRA

24. © The TAS Group 2015smartma&ers
Improving Sales Team Effectiveness
• Enable front-line sales managers to lead the change
• Dedicated in-person manager training (2 days)
• Heavy tool usage; Team views; Overcome obstacles
• Find the budget & Find the time
• Help sales teams understand the ‘why’ and the benefit to them
• “I wish I had this two years ago. I would have realized the customer
didn’t have a real project at the time” – Account Manager
• Executive team publicizes wins
• Entice engagement (not force compliance)
• Focused on high-impact areas first
• Political Map, Sales Process, Insight Map
• Created and published adoption dashboard

25. © The TAS Group 2015smartma&ers
Adoption Dashboard
1. Identified leading metrics of adoption
2. Tracked and published top 5 in each category every week

26. smartma&ers
Diebold
MichaelCampbell,VicePresident,GlobalSalesOperations

27. © The TAS Group 2015smartma&ers
Who
• North American sales team
• Direct sales associates
• Regional, National & Global
accounts
• 6-9 month sales cycle
• 20K-150K average deal size
• Services average $7K-80K
Why
• No common language for deal
reviews
• Account planning 1x/year
• All reviews happened outside
Salesforce.com
• Establish & Simplify coaching and
review rhythm
• Struggle to identify whitespace
opportunity and visibility on
objectives
• Deal qualification & prioritization
for limited proposal support
resources
What
Aug
2014
July
2014
July
2014
NYSE: DBD

28. Diebold, Inc. – Confidential
28
Strategies
• New Customer Acquisition
• New Solution Penetration
• Existing Business Growth
• Takeovers / Pilot Programs
Strategies
• Customer Account Development
• Strategic Business Alignment
• Existing Business Growth
• Outsourcing Services
Strategy
• This
is
an
example
text.
•
Go
ahead
and
replace
it
with
your
own
text.
Tac$cs
• Prospecting & Lead Development
• Business Development
• Channel Growth
• New Industry Penetration
• Take Competitor Marketshare
Actions
• Assess & qualify opportunities
• Navigate buyer’s organization
• Visualize business problems
• Create customer focused solutions
• Align with buyer’s decision criteria
• Select optimal competitive strategy
TAS Dealmaker
Smart Opportunity Manager & Playbook
Commercial National & Enterprise Accounts
TAS Dealmaker
Smart Account Manager
Financial & Strategic Commercial Accounts
Tac$cs
• Account Penetration
• New Solution Development
• Diebold Solution Growth
• Take Competitor Marketshare
Actions
• Properly assess & segment
• Prioritize “what” & “where” to sell
• Conduct better business discovery
• Uncover critical decision criteria
• Effectively navigate political structure and
optimal strategy
Diebold Electronic Security Team Dealmaker Launch Approach

29. Diebold, Inc. – Confidential
29
Zero
Base
Account
Plan
• Defined
as
accounts
that
have
done
no
business
with
Diebold
over
the
last
3+
years
across
our
por@olio
of
products
and
services
(excluding
billed
work).
Example:
Account
may
or
may
not
have
ES
soluGons
installed,
but
they
have
not
had
any
spend
with
us
over
the
last
3
+
years
Wallet
Share
Account
Plan
• Defined
as
Diebold
having
at
least
one
line
of
business
today
with
the
account,
but
we
want
to
grow
our
wallet
share
within
the
account
penetraGng
other
lines
of
business
Example:
Selling
intrusion
alarms
&
monitoring
today,
but
not
selling
video,
access
or
services;
therefore
it’s
an
opportunity
to
grow
our
wallet
within
the
account.
Compe$$ve
Account
Plan
• Defined
as
an
account
who
splits
their
business
between
us
and
others,
meaning
they
have
a
mix
of
equipment
deployed
across
different
vendors.
Example:
Account
has
200
locaGons
across
their
footprint
–
140
of
those
are
Diebold
and
the
other
60
are
Tyco.
ES “Growth” Focused Account Plan Requirements
North America Electronic Security
Build
an
account
plan
that
focuses
on
breaking
through
new
doors
to
grow
your
market!
Build
an
account
plan
that
focuses
on
driving
new
lines
of
business
to
grow
your
market!
Build
an
account
plan
that
forces
you
to
think
differently
and
crea$vely
to
take
share
in
the
account
and
grow
your
market!

30. Diebold, Inc. – Confidential
30
Market & Rep Strategy
• Plan headcount & Changes
• Identify unbalance
• Best reps aligned to customers
• Identify trends & top targets
• Review spend quarterly
Review: Annually
A Few Strong Targets
• Establish Priorities
• Set Deadlines
• Baseline Performance
• Identify Key Trigger Events
• Peer review top accounts
Review: Quarterly
Top & Early Pursuits
• Buyer alignment check
• Understand buyer criteria
• Validate Assessment
• Customer centric insights
• Review PRIME actions
Review: Weekly
The Backbone of Sales Readiness
Territory Plans Account Plans Opportunity Plans
Establish strong expectations around the key sales planning rhythms

31. Diebold, Inc. – Confidential
31
Leading with customer initiatives and how we can affect them builds credibility and deeper relationships
The Power of Leading with Strategic Insights
Financial Customer Wallet Share Account Strategic Insight Map

32. Diebold, Inc. – Confidential
32
Strategic sales conversations start with demonstrating to the customer we understand their role, challenges and initiatives in
their business and are ready to teach them something they don’t know in each interaction.
Sales Team Reminders of Key Insights
Buyer
Insights
Company
Insights
Territory
Insights
Top-­‐of-­‐Mind
Awareness
Individual
Insights
“Tell me something I don’t know…”

33. Diebold, Inc. – Confidential
33
Regular weekly review and monthly team cadence helped drive adoption for sales tools
Sale Team Monthly Review
FI
-­‐
NORTHEAST
BSM
2015
One
on
One
Review
1-­‐Jan
1-­‐Feb
1-­‐Mar
1-­‐Apr
2-­‐Apr
3-­‐Apr
4-­‐Apr
1-­‐May
1-­‐Jun
1-­‐Jul
Forecast
Updates
Install
OE
Forecast
for
Month
Current
Installed
OE
booked
(per
BMW
report)
RMR
OE
Forecast
for
Month
Current
RMR
OE
booked
(per
BMW
report)
Reviewed
OpportuniGes
with
Best
Case
and
Commit$
Monthly
Review
(week
2
)
YTD
Install
OE
%
YTD
RMR
OE
%
Lead(s)
#
of
Leads
not
disposiGoned
Ac$vity
Management
#
of
Face
to
Face
MeeGngs
Last
4
Weeks
Reviewed
SFDC
Dashboard
for
other
AcGviGes
(
Phone
Calls,
eMails)
Opportunity
Review
#
of
Past
Due
OpportuniGes
OpportuniGes
with
no
Product
assigned
OpportuniGes
X3
of
Monthly/Quarterly/
Yearly
Target
#
of
SFDC
Opportunity(s)
Created
Proposal
Review
Proposals
X5
of
Monthly/Quarterly/Yearly
Target
#
of
SFDC
Proposal(s)
Created
Prospect
List
(TA
Report)
Reviewed
AcGvity
in
SFDC
for
each
account
Review
customer
contact
cadence
for
each
account
(calls/meeGngs/acGons)
Top
150
Regional
Accounts
#
of
Top
150
in
Territory
TAS
Reviews
#
of
Accounts
IdenGfied
for
Dealmaker
Account
Plans
Account
1
XXXXXXXXXX
%
Complete
Account
2
XXXXXXXXXX
%
Complete
Account
3
XXXXXXXXXX
%
Complete
Account
4
XXXXXXXXXX
%
Complete
Training
/
Compass
Compass
Modules
Past
Due
Review
of
Yearly
Goals
(April,
July,
October,
January)
BSM
Feedback
and
Other
Items
Keys
to
Success:
• Establish
expectaGons
• Constant
Dashboard
Reviews
&
Monthly
Rep
Reviews
• Peer
Reviews
Every
Week
• Quarterly
ExecuGve
Review

34. Diebold, Inc. – Confidential
34
North America Electronic Security
Account Planning Review Cadence
Sales
Director
Reviews
Plan
Ac$ons
/
Objec$ves
with
Primary
Plan
Contributors
Monthly
for
each
Account
Plan
Semi-­‐Annual
Account
Plan
Peer
Reviews
(two
or
more
peers
review
your
account
plan
to
provide
feedback)
Sales
Director
Conducts
Quarterly
Account
Review
with
ALL
Plan
Contributors
Vice
President
Conducts
Quarterly
Account
Plan
Reviews
with
Sales
Directors
for
Regional/Na$onal
&
Commercial/Enterprise
Plans
ES
EVP
Conducts
Quarterly
Account
Plan
Review
with
Vice
Presidents
to
review
Top
Regional/Na$onal
&
Top
Commercial/Enterprise
January
4Q
Account
Plan
Review:
Complete
by
2nd
Week
of
Month
4Q
Account
Plan
Review:
3rd
Week
of
Month
February
March
1Q
Account
Plan
Review:
Complete
by
Month
End
1Q
Account
Plan
Review:
Complete
by
month
end
April
1Q
Account
Plan
Review:
Complete
by
2nd
Week
of
Month
1Q
Account
Plan
Review:
3rd
Week
of
Month
May
1st
Half
Account
Plan
Peer
Review:
Complete
by
Month
End
June
2Q
Account
Plan
Review:
Complete
by
Month
End
2Q
Account
Plan
Review:
Complete
by
month
end
July
2Q
Account
Plan
Review:
Complete
by
2nd
Week
of
Month
2Q
Account
Plan
Review:
3rd
Week
of
Month
August
September
3Q
Account
Plan
Review:
Complete
by
Month
End
October
3Q
Account
Plan
Review:
Complete
by
2nd
Week
of
Month
3Q
Account
Plan
Review:
3rd
Week
of
Month
2nd
Half
Account
Plan
Peer
Review:
For
Peer
Reviews
and
Quarterly
Reviews,
simply
export
your
account
plan
to
a
PowerPoint
deck
for
ease
of
presen$ng
during
your
review

35. Diebold, Inc. – Confidential
35
Reports – Compliance
Opportunity TAS Plan Status – Opportunity Manager
Report Type: Dealmaker Opportunity Information
Custom Field: ‘TAS Plan Status’ (Bucket Field)
Open Opp count per user and status of TAS Plan
Targeted Opps With No TAS Plan – Opportunity Manager
Report Type: Dealmaker Opportunity Information
Custom Field: ‘TAS Plan Status’ (Bucket Field)
Shows # of targeted opps without a TAS Plan (per user)
Account Plan Completeness – Account Manager
Report Type: Dealmaker Account Information
Custom Fields: Overall Plan Completeness (Account Plan Object)
Open Opp count per user and status of TAS Plan

36. Diebold, Inc. – Confidential
36
Key
Learnings
using
Account
&
Opportunity
Planning
Process
Account Planning Key Take-Aways
“Tell me something I don’t know…”
Keys
to
Driving
Successful
Strategic
Account
Planning
Lead
with
a
Top
Down
Culture
• Move
from
opportunisGc
to
strategic
• Expect
leaders
to
follow
the
process
with
Peer
Review
scheduled
for
each
team
every
week
–
publish
it!
• Jump
on
as
many
reviews
as
possible
It
all
starts
with
the
right
Objec$ves
• Do
they
have
and
are
they
focused
on
3-­‐4
key
objecGves
• AcGons
should
validate
or
flush
risks/weaknesses
in
their
strategy
and
tests
poliGcal
awareness
from
Strategy
(Insight
Map)
Use
Objec$ves,
Strategy
&
Ac$ons
to
Coach
Directors
• Coach
them
up…not
beat
them
down
• Use
plans
to
understand
their
team’s
handle
on
business
to
drive
territory
awareness
and
opportunity
pursuit
prioriGzaGon

37. © The TAS Group 2015smartma&ers
Q A

38. smartma&ers
Thank You
Subtitle

39. smartma&ers
Sustaining
Sales Transformation Value