THE SECRET FORMULA Curiosity +
Logic + Creativity + Procedures + Branding <ul><li>Innovative </li></ul><ul><li>ideas that: </li></ul><ul><li>Solve problems </li></ul><ul><li>Make sense </li></ul><ul><li>Are implemented </li></ul><ul><li>Get noticed </li></ul><ul><li>And become very valuable </li></ul>

INNOVATIVE IDEAS ARE HIGH IN
DEMAND AND LED TO THREE SALES OPS GROUPS 17 Years, 15 roles, 7 cities 14 Months 20 Months

SALES OPS GROWTH <ul><li>2006 -
CEB starts SOEC with 12 members </li></ul><ul><li>Tops out at 240 memberships </li></ul><ul><li>2009 - SOEC is folded back into SEC </li></ul>

PROVING THE VALUE OF SALES
OPS REMAINS A KEY PRIORITY <ul><li>Key Data about the Sales Ops Function </li></ul><ul><li>The average size of a Sales Ops Team is 20 staff members. </li></ul><ul><li>31% of Sales Ops functions are less than 2 years old. </li></ul><ul><li>83% of heads of Sales Ops have been in seat less than 5 years. </li></ul><ul><li>More than 90% of Sales Ops groups own sales process, </li></ul><ul><li>sales metrics, and sales tools. </li></ul><ul><li>Major Roadblocks </li></ul><ul><li>Neglecting to define and assess your current capabilities, develop a sound business case, and procure the appropriate resources prior to launching could delay achievement of productivity goals. </li></ul><ul><li>Without a well-defined purpose and organizational charter, sales leadership may question the value and importance of the function. </li></ul>

SALES OPS VISION: THEN AND
NOW <ul><li>To assist the Commercial Sales organization in efficiently driving revenue, profits and market-share by deploying resources, information and tools that remove barriers and allow greater focus on client relationships, effective account penetration and activities that drive results. </li></ul>2005 2010 The 3E’s of Sales Operations: Drive profitable growth by Enabling a more Efficient and Effective sales organization with tools, process, information, and resources that align with customer needs and make selling fun.

<ul><li>Sales & Marketing data </li></ul><ul><li>Ad-hoc
analysis </li></ul><ul><li>Client Reporting </li></ul><ul><li>Performance reporting & Measurement </li></ul><ul><li>Strategic Analysis </li></ul><ul><li>Customer profile data maintenance </li></ul><ul><li>Data purchases </li></ul><ul><li>Sales force sizing and effort allocation </li></ul><ul><li>Territory alignment </li></ul><ul><li>Account/territory Administration </li></ul><ul><li>Prospect Targeting </li></ul><ul><li>Sales Force Tools and support </li></ul><ul><li>Hiring needs and strategy </li></ul><ul><li>Competency models </li></ul><ul><li>Sales process mapping </li></ul><ul><li>Rep time spend eval </li></ul><ul><li>Sales Communications </li></ul><ul><li>Expense management </li></ul><ul><li>Quota setting and administration </li></ul><ul><li>Incentive planning and payout administration </li></ul><ul><li>Build tools </li></ul><ul><li>Help Desk </li></ul><ul><li>Sales System Management </li></ul><ul><li>Technology Roadmap </li></ul><ul><li>Data Structures </li></ul><ul><li>Leadership Development </li></ul><ul><li>Skill Definitions </li></ul><ul><li>Hiring Processes </li></ul><ul><li>Training programs </li></ul><ul><li>Coaching programs </li></ul><ul><li>Performance Management </li></ul><ul><li>Proposal support </li></ul><ul><li>Project management </li></ul><ul><li>Contract administration </li></ul><ul><li>Vertical segment support (Gov’t) </li></ul><ul><li>Customer Implementations </li></ul>Analysis & Planning Effectiveness & Enablement Financial Operations Information Systems Development & Education Support Programs KEY SALES OPERATIONS PROCESSES

Ken Revenaugh VP Of Sales
Operations Kerrie Pate Program Manager Mike Jasmer Manager Sales Analytics Theresa Irving Manager Sales Operations Analysis & Planning Financial Operations Development & Education Support Programs IT HR Doug Ferreira Manager Sales Training Karl Huber Manager Sales Systems Effectiveness & Enablement Information Systems # Direct Reports 1 3 2 2 Glenn Dobbs Implementation Manager

OUR CALENDARS

THE ANATOMY OF A WORLD
CLASS SALES ORGANIZATION

WHEN WE HAVE A HIGH
PRIORITY GAP, ADDITIONAL RESOURCES ARE NEEDED THE ANATOMY OF A WORLD-CLASS ORGANIZATION (5.0)

<ul><li>1. Hands and feet </li></ul><ul><li>2.
Expertise or skills </li></ul><ul><li>3. Tie Breaker </li></ul>THOSE RESOURCES COME IN THREE FORMS

<ul><li>Situation </li></ul><ul><li>Complication </li></ul><ul><li>Question </li></ul><ul><li>Answer </li></ul><ul><ul><li>Potential
solutions and costs </li></ul></ul><ul><ul><li>Recommended solution </li></ul></ul><ul><ul><li>Consequence(s) for not acting </li></ul></ul>NO MATTER THE NEED, BUDGET ONLY COMES WITH A BUSINESS CASE

WHEN IT’S TIME TO ACT
THERE IS NO ROOM FOR ERROR <ul><li>Why I choose ZS Associates again and again? </li></ul><ul><ul><li>Brilliant people, not hands and feet </li></ul></ul><ul><ul><li>Working within a framework </li></ul></ul><ul><ul><li>On time even when it seemed impossible </li></ul></ul><ul><ul><li>High quality deliverables </li></ul></ul><ul><ul><li>Communicates well up and down the org (written, oral, any medium) </li></ul></ul>

YOU HAVE A FRAMEWORK THAT
GENERATES HIGH VALUE IDEAS Customer Focus & Growth Strategy Go-to-Market Strategy Marketing & Sales Operations Strategy Execution Competitor Insight <ul><li>Needs </li></ul><ul><li>Buying processes & preferences </li></ul><ul><li>Attitudes, perceptions & satisfaction </li></ul><ul><li>Profitability </li></ul><ul><li>Potential </li></ul><ul><li>Strategy </li></ul><ul><li>Strengths & weaknesses </li></ul><ul><li>Market Offering & Pricing </li></ul><ul><li>Brand strategy </li></ul><ul><li>Positioning </li></ul><ul><li>Value proposition </li></ul><ul><li>Sales force design </li></ul><ul><li>Advertising & promotion </li></ul><ul><li>Account to channel alignment </li></ul><ul><li>Sizing & resource allocation </li></ul><ul><li>Territories </li></ul><ul><li>Targeting </li></ul><ul><li>Investment levels </li></ul><ul><li>Targeting & sequencing </li></ul>Segmentation & Targeting <ul><li>Knowledge </li></ul><ul><li>Skills </li></ul><ul><li>Attitudes </li></ul><ul><li>Values </li></ul>Competency Model Sizing & Deployment Marketing Mix Hiring, Training & Coaching Success Measures Compensation & Motivation Programs Performance Management Information & Tools Marketing & Sales Analytics <ul><li>Critical activities & processes </li></ul><ul><li>Roles, Metrics & Enablers </li></ul>Value Proposition What Sales Channels How Sales Process How Customer Insight

TOGETHER WE WILL BRING THOSE
IDEAS TO LIFE

OUR PROJECTS USUALLY LEAD TO
PROGRAMS… <ul><li>Activity reporting (WAR) </li></ul><ul><li>Pipeline reporting (Huddle) </li></ul><ul><li>Weekly Huddle meetings </li></ul><ul><li>Review gate meetings </li></ul><ul><li>Account Strat Plans </li></ul><ul><li>New hire playbook training </li></ul><ul><li>Continuous skill training </li></ul><ul><li>Updating sales and marketing portal to support playbook </li></ul><ul><li>Coaches’ corner newsletter </li></ul><ul><li>Manage newly found tools like Input </li></ul>PROJECT PROGRAMS

… AND ONGOING PROGRAMS CREATE
LARGER SALES OPERATION TEAMS

YOU HELPED WITH OUR HUMAN
CAPITOL PROJECT

RECRUITING PROCESS IS BEST IN
CLASS

CEB TELLS US WE HAVE
MORE BLOODHOUNDS THAN ANY OTHER ORGANIZATION