The most effective sellers in today's interconnected world assemble the right people for a deal, leverage best practices/processes learned over time, and gain access to the most relevant information. Ensure your sales team has the tools, training and processes in place for maximizing their success. This is Sales Enablement. In this webcast, Mark Dancer, President of Channelvation, will share his experiences, research and ideas from more than 25 years of working with clients to design channels and improve sales performance. Mark will share new trends for strategic sales effectiveness, research from his new book, “Getting the Most Out of CRM”, and answer questions from participants. Additionally, Scott Taback, Vice President of Business Development for Highland Solutions, will discuss how to drive sales team success through the use of technology. All attendees will have the option of viewing a 360º tour of SemanticCRM at the end of the webinar. Key Takeaway Points In this webinar, we will discuss: -How traditional sales roles are changing as digital channels take hold; -Benchmarking against CRM adoption and use statistics; -Achieving game-changing sales performance and high-impact coaching; -Building richer relationships through value-selling and improved teaming; -Use of collaborative platforms to increase reach and performance. Bios (Brief) Mark Dancer is President of Channelvation. He is a leading authority on channel strategy and sales performance. He helps clients generate ideas and actions that drive growth in complex and changing markets. Mark is the author of a new book, Getting the Most Out of CRM: Best Practices for Wholesaler-Distributors, with lessons on sales effectiveness and CRM adoption for resellers, suppliers, services and any business looking for improved performance and sale enablement. His experience includes more than 25 years across a wide range of industries including technology, industrial, construction, automotive, financial services, healthcare and life sciences. Scott Taback joined Highland Solutions in 2012 as Vice President of Business Development, where he is responsible for establishing new revenue generation opportunities through strategic partnership development and management. He is also charged with leading Highland's inbound marketing team, driving value from the company's online presence. His competencies include executive relationship building, online marketing strategies, sales effectiveness and technology integration. He spent the prior decade at IBM, where he led the ‘go to market strategy’ and a team of 20 managing an account portfolio of $400M+ in revenue. Key accounts under his purview included United Airlines, Kellogg’s, Hyatt, W.W. Grainger, Archer Daniels Midland Company and CDW.

1. Mission: Sales Enablement
Achieving Maximum Sales Effectiveness

2. Your Hosts
Mark Dancer
President, Channelvation
W: channelvation.com
E: mark.dancer@channelvation.com
Scott Taback
VP, Business Dev., Highland Solutions
E: staback@highlandsolutions.com
W: highlandsolutions.com

3. Sales 2.0
Scott Taback
VP, Business Development
Highland Solutions

4. Time Spent Selling?
Common Sales Challenges
 Finding the “A” Team
 Developing Presentations
 Quality of Leads
 Tools & Technology

5. Slide 4
SNB2 Use CSO Insights.
Use Inside View Studies.
-no chart
-use a "frantic' image
-add notes regarding the stats
State the problem(s)
Stephanie, 2/28/2013

6. Sales Effectiveness
…begins with the client

7. Prepare Prospect CloseProgress
Sales 1.0
Time
&
Effort
Sales 2.0

8. Sales 2.0 is about
Acceleration
• Prioritize—focus on the most promising prospects
• Plan—contact the right prospects at the right time
• Automate—free salespeople from hunting down
information
…to accelerate sales velocity and volume.

9. Sales 2.0 is about
Collaboration

10. Sales Effectiveness Impact
How many more
customer
conversations?
How many new leads
can be uncovered?
How much more
revenue can be
driven?

11. Poll #1
Which of the following are the biggest barriers
for achieving sales effectiveness:
 Acquiring, developing and retaining sales talent
 Collaboration with marketing
 Executing a high performance sales process
 Inefficient tools
 Upgrading data and analytics

12. Achieving Strategic Sales
Effectiveness
Mark Dancer
President
Channelvation

13. Executive Perspectives on CRM
Available at NAW Institute for Distribution Excellence.

14. “CRM is becoming a standard
practice”
Data represent findings from online survey of distributor executives.

15. “CRM is a tool, not a solution in itself”
• Improving sales
productivity is a
top concern for
75% of
executives
Data represent findings from online survey of distributor executives.

16. “CRM will elevate communications”
Data represent findings from online survey of distributor executives.

17. Laser-sharp Planning for Strategic Sales
Effectiveness
Customers
Strategy
Information
Behaviors
Results

18. Strategy: Value Selling
Get commitment:
 Agree on issue
Get commitment:
 Agree on approach
Get commitment:
 Agree on solution
Sell Idea Sell Possibility Sell Solution
Share information
that identifies
an issue
Share information
that suggests
an approach
Share information
that defines
a solution
Share information
that provides
proof of value
Deliver Results

19. Results: Value Selling
• Market change
– Docs as employees
• New competencies
– Business acumen
– Networking
• New compensation
– Culture > incentives
• KSM = patient
experience

20. Strategy: Move the Middle

21. Results: Move the Middle
• Vision
– Culture of sales
• Coaching capability
– Education
– Program
– Metrics
– Goals
• 19% growth
– Over 3 - 4 years

22. Strategy: Digital Channels
Social
Media
Digital
Marketing
Digital
Channels
Communicate Promote Deliver
Digital
Channels
Mobility
Big
Data
Social
Selling
Multi
channel
CRM
Social
Media
Connections  Collaboration  Community

23. Results: Digital Channels
Serve Demand Ü Build
Communities
Territory Design:
Geography Ü
Connections
Mobility Ü Data is
Real-world, Real-time
Managed Coverage
Ü On-demand

24. Sales Effectiveness Framework
Design  Assess  Measure

25. Poll #2
What is the current state of CRM for your
organization?
 We use CRM, and are happy with our system
 We use CRM, and are unhappy with our system
 We recently implemented CRM, but see room for improvement
 We are evaluating CRM and are motivated to implement a solution
 We do not use a CRM, but are interested in learning more

26. Semantic Sales Insights
Scott Taback
VP, Business Development
Highland Solutions