key note speech of Joe Galvin on sales productivity, sales best practice and sales effectiveness .. given at sales summit 2 from Minds&More (oct 9, 2013); research done by Miller Heiman

1. “The Sales Performance & Productivity Summit II”
Keynote
13:00 – 14:00
Insights from world class sales organizations,
Outperforming the market by 25%
Joe Galvin, Chief Research Officer Miller Heiman
Tweet #9octsalessummit
SMS 0495/582.221 with
your question + name
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1

2. Sales Analytics: The Next Level of
Transparency
October 9, 2013
Joe Galvin
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2

3. Increasing Levels of Transparency
Spreadsheet
1990
Client Server
1996
Deploy new CRM System
Paper Form
1984
22%
0%
53%
20%
40%
Completed in 2012 or prior
25%
60%
2013/2014
80%
On Demand
2004
100%
Not planned or in place
SFA Market 2012: $4.7 billion
© Miller Heiman , Inc. All Rights Reserved.
Miller Heiman Research Institute Research Note:
Sales Analytics: The Downside of Transparency
3

4. Examples Exist Everywhere
Replaced
Baseball
Scouts
Judgment
with
Facts
“21”
MIT Math
PhDs
Crack the
Card Counting
Code
Wearable Technology
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4

5. The Next Level of Transparency
Outcomes
Funnel Confidence
Fuzzy Funnels
Anecdotal Perceptions
Activities
Behavior Modeling
The Next Level of Transparency
© Miller Heiman , Inc. All Rights Reserved.
Miller Heiman Research Institute Research Note:
Strategic Themes 2014: The Next Level of Transparency
5

6. Sales Performance Management
Sales Performance Management
Measure, Predict and Influence Sales Performance
Measure
Predict
Cost of Sales
Sales Achievement
Sales Performance
Customers
Markets
Products
Sales Forecast
Sales Funnel
Analytics
© Miller Heiman , Inc. All Rights Reserved.
Influence
Territory Definition
Compensation Plan
Quota Allocation
Frontline Sales Manager
Productivity Infrastructure
Miller Heiman Research Institute Research Note:
Sales Performance Management: Measure, Predict and Influence
6

7. Forecast Accuracy
Those that have strong forecasts for 2013 report
higher accuracy
100%
90%
15%
42%
80%
70%
35%
74%
greater
than 80%
27%
greater
than 80%
60%
50%
22%
39%
40%
30%
81-90%
71-80%
15%
9%
9%
7%
4%
7%
<100% Forecast
100%+ Forecast
20%
10%
0%
91-100%
11%
© Miller Heiman , Inc. All Rights Reserved.
Miller Heiman Sales Performance and Productivity Study 2013
61-70%
51-60%
<50%
7

8. Confidence in Funnel/Opportunity Data?
Organizations on track to achieve plan also have higher
confidence in their opportunity data
<100% Forecast
100%+ Forecast
5%
10%
14%
22%
22%
<50%
12%
51-60%
61-70%
12%
20%
71-80%
14%
17%
91-100%
22%
44%
20%
Funnel Confidence
of 70% or greater
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81-90%
54%
Funnel Confidence
of 70% or greater
Miller Heiman Sales Performance and Productivity Study 2013
8

9. Sales OPS: Core Responsibilities
 Manage Sales Performance
- Measure, Predict and Influence Sales Behaviors
•
•
•
•
Operational Data: Results, costs
Opportunity Data: Funnels and forecasts
Activity Data: Sales calls, demos, proposals
Productivity Data: Conversion and velocity
 Customer Management Process
- Connecting with Customers
• Create Opportunities
• Manage Opportunities
• Manage Relationships
 Alignment of the Sales Technology Infrastructure
- Powering Information and Data Exchange
•
•
•
•
Territory Management
SFA-CRM Integration
Sales Process Emulation
Mobility
© Miller Heiman , Inc. All Rights Reserved.
Miller Heiman Research Institute Research Note:
Sales Operations: Defining the Core
9

10. Strategic Theme: Customer Management Strategy
Buying Dynamic
Account
Management
Prospecting
Sales Cycle
Manage
Relationships
Sales
Create
Opportunities
Manage Opportunities
Customer Management
Marketing
Customer
Marketing
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Demand
Creation
Content
Marketing
10

11. Strategic Theme: Frontline Sales Manager
In an average
month, our sales
managers
definitely spend
adequate time
coaching each
individual on
the sales team.
8 hours
36 minutes
Monthly time spent by managers in
World-Class Sales Organizations on
“Skills Development”
or “Product Training”
4 hours 24 minutes
All
8 hours 36 minutes
WC
0
540
Source: 2013 Miller Heiman Sales Best Practices Study
© Miller Heiman , Inc. All Rights Reserved.
2013 Sales Best Practice Study
The Growing Gap Between Good and Great
11

12. 2014 Miller Heiman Sales Best Practices Study
 The largest ongoing global study of complex B2B sales management
and selling activities
 Analysis identifies attributes of World-Class Sales Performance
 Data is the basis of research services, benchmarking company
performance to World-Class Sales Performance.
2014 Miller Heiman Sales Best
Practices Study open through
November 4th
www.millerheiman.com/research
Respondents have access to
results via Executive Summary
and exclusive participant webinar.
2013 Study: 1,100+ responses, 15 verticals
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12

13. Your Sales System
Customer Management
Business Management
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13

14. Sales Performance: Customer Management Alignment
Chief Sales Officer
Revenue, Expense, Marketshare
Sales Management
Channel/Region/Segment
Sales Manager
Frontline, Quota Bearing
Sales Rep
Customer Management
Field/Inside/Channel
Sales
Hierarchy
Tiered
Matrix
Performance
© Miller Heiman , Inc. All Rights Reserved.
14

15. The Levers of Productivity
Chief Sales Officer
Revenue, Expense, Marketshare
Sales Management
Sales Operations
Channel/Region/Segment
Territories, Metrics, Comp, Quota
Sales Training
Sales Manager
Frontline, Quota Bearing
Process, Skills, Product, New Hire
Sales Enablement
Leads, Knowledge, Message, Tools
Salesperson
Sales Technology
Field/Inside/Channel
SFA, Apps, Platform. Mobile
Sales
Infrastructure
Performance
Productivity
© Miller Heiman , Inc. All Rights Reserved.
15

16. Sales Force Automation: Next Generation
SFA
Foundation
ICM –Sales
Compensation
Methodology
Automation
Accounts
Contacts
Opportunities
Comp Plans
Account Plans
Crediting Rules
Opportunity
Plan
Funnel/Forecast
Quota Mgmt.
Territories
Sales Hierarchy
Commission
Statements
Analytics
Historical Data
Capture
Predictive
Modeling
Coaching
Team Selling
Productivity
Metrics
Sales Force Automation: Next Generation
Visibility and Transparency - Reports and Dashboards
© Miller Heiman , Inc. All Rights Reserved.
16

17. MSFT analytics
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17

18. Funnel Confidence – Forecast Accuracy
 Clearly defined customer management strategies
- Sales Ops
 Frontline sales manager expertise
- Sales training
 Organizational execution
- Sales leadership
 Technology Infrastructure
- Align with Customer Management
© Miller Heiman , Inc. All Rights Reserved.
18

19. The Next Level of Transparency
Outcomes
Funnel Confidence
Fuzzy Funnels
Anecdotal Perceptions
Activities
Behavior Modeling
The Next Level of Transparency
© Miller Heiman , Inc. All Rights Reserved.
Miller Heiman Research Institute Research Note:
Strategic Themes 2014: The Next Level of Transparency
19