1. Mission: Sales Enablement
Achieving Maximum Sales Effectiveness

2. Contact
Scott Taback
VP, Business Development at Highland Solutions
Email: staback@highlandsolutions.com
Web: highlandsolutions.com
Twitter: @TShapeScott

3. Less than 40% of a Sales Professional’s time is
actually spent building relationships.

4.  Tracking down subject matter experts
 Developing presentations
 Prospecting quality leads
 Inefficient sales tools
 Administrative tasks
And the remaining 60%

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. Poll
Which of the following are the biggest barriers
for achieving sales effectiveness:
 Time spent on administrative tasks
 Locating SME’s and sales collateral
 Lack of sales process
 Prospecting quality leads
 Inefficient sales tools

7. 1.0
Time
+
Effort
Prepare Prospect CloseProgress
2.0
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 sales folks from hunting down info
…to accelerate sales velocity and volume.

9. InsideView
Gain CRM intelligence with InsideView.

10. Sales 2.0 is about
Collaboration

11. Video produced by Omron Europe - Omron.eu Connections is a product of IBM
Eric, Field Sales Engineer,
is searching for a subject
matter expert to assist
a client.

12. Time
• Client waiting for critical information
• Looming deadlines
Communications
• Locating subject matter experts
• Knowledge transfer
Document Management
• Eliminate confusing email threads
• Version control
Challenges

13. Our Best Practices
Provide a platform for open communication.
• Improve organizational communication
• Generate more ideas
Encourage community development.
• Facilitate knowledge transfer
• Formulate stronger strategies
Promote best practices and instructional wikis.
• Employ a community supported peer-review process
• Improve the onboarding experience

14. Connections
IBM Connections is the quintessential collaboration space.

15. SemanticCRM
TM
Harness collective intelligence—both internal and
external information—like subject matter experts,
client news, prospect data, etc.
Information is pushed to the user based on pre-
defined triggers, such as the creation of an
opportunity, an update to a lead’s status, etc.
The result: information finds you.

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

52. Prepared for:
Channelvation, Inc.
CRM, Digital Channels
and the New Rules of
Sales Enablement
October 3, 2013

53. Agenda: Sharing Ideas and Experiences
52
 Channel
fundamentals
 CRM and Digital
Channels
Evolution
 New Rules of
Sales
Enablement

54. Any entity that facilitates an exchange of value
between suppliers and customers
53© 2013 Channelvation, Inc. All rights reserved.
What is a channel?

55. CRM facts and perspectives are from research and engagements
© 2013 Channelvation, Inc. All rights reserved. 54
Available from NAW Institute for Distribution Excellence here.

56. Top 10 Benefits of CRM
1 Manage customer contact information.
2 Manage sales pipeline or territory results.
3 Provide access to customer data for salespeople.
4 Provide data for coaching by sales managers.
5 Improve handling of leads and prospects.
6 Automate reports for salespeople and management.
7 Provide data for management decisions.
8 Execute marketing programs through salespeople.
9 Optimize product mix sold to customers.
10 Improve accuracy of sales forecasts.
The “Top Ten” benefits and uses of CRM
© 2013 Channelvation, Inc. All rights reserved. 55
Data represent findings from online survey of executives.

57. “CRM is an essential tool and standard practice for any sales
organization. Distributors that don’t use CRM will fall behind”
© 2013 Channelvation, Inc. All rights reserved. 56
Data represent findings from online survey of distributor executives.

58.  Improving sales
productivity is a
top concern for
75% of executives
57© 2013 Channelvation, Inc. All rights reserved.
“CRM is a tool, not a solution in itself. CRM will not make a poor
sales person effective, or a poor sales manager a good manager”
Data represent findings from online survey of distributor executives.

59. “Stick to it … the end result is worth it”
© 2013 Channelvation, Inc. All rights reserved. 58
Three Phases of CRM Implementation
Recognize
Resistance and
Push Forward
Overcome
Barriers and
Create Success
Improve
Performance and
Expand Use

60. “CRM is a behavior shift … Our sales people moved from managing
accounts to managing opportunities”
© 2013 Channelvation, Inc. All rights reserved. 59

61. Examples: Transforming sales people from “order takers” to
“customer‐focused opportunity managers”
© 2013 Channelvation, Inc. All rights reserved. 60

62. CRM is part of a larger wave of change enabled by digital tools
© 2013 Channelvation, Inc. All rights reserved. 61
 Restructuring
 Vertical
consolidation
 Horizontal
consolidation
 Big box / mass
merchants /
national players
1st Wave of Change:
Analog Channels
 Proliferation
 E‐commerce /
web sales
 Virtual
channels
 Specialty
channels
 For‐fee services
2nd Wave of Change:
Hybrid Channels
 Innovation
3rd Wave of Change:
Digital Channels
1970s 1990s 2010s
Automation
Tools
Internet
Social
Media
Personal
Computers
Cloud
Services

63. Technology is expanding the rules for channel strategy
© 2013 Channelvation, Inc. All rights reserved. 62
 Traditional
– Coverage
– Compensation
– Controls
 Emerging
– Connections
– Community
– Collaboration

64. New Rule: Coverage + Connections
© 2013 Channelvation, Inc. All rights reserved. 63

65. New Rule: Compensation  Communities
© 2013 Channelvation, Inc. All rights reserved. 64
Compensation Community
• Information
• Networking
• Values & Behaviors

66. New Rule: Collaboration > Controls
© 2013 Channelvation, Inc. All rights reserved. 65
 Customer controls
– Service level agreements
– Certifications
 Channel controls
– Authorizations
– Marketing programs
Controls
 Goals
– Productivity
– Customer experience
 Sales person competencies
– Networking
– Relationship building
– Business savvy
Collaboration

67. Example: Mobile App for Convenience Buy*
© 2013 Channelvation, Inc. All rights reserved. 66
Order
Administration
Marketing
Logistics
Facility
Manager
Tablet /
Smart Phone
Field Sales
and / or
SAM
* Screen shots on this page are publically available images. Additional content
on this page is a hypothesis based on independent analysis.

68. Example: Community‐building for Business Development*
© 2013 Channelvation, Inc. All rights reserved. 67* Screen shots on this page are publically available images. Additional content
on this page is a hypothesis based on independent analysis.
Product
Development
Content
Management
Community
Management
Account
Manager
Professional,
User, Etc.
Buyer or
Decision‐
Maker
PC, Tablet or
Smart Phone
Marketing

69. Wrap Up
© 2013 Channelvation, Inc. All rights reserved. 68

70. Biography
Mark Dancer is the Founder and President of Channelvation, Inc. He is a leading authority on
channel strategy, innovation, and execution, and an advisor to market leaders and digital
channel startups. Mark helps clients generate ideas and actions that drive growth and profits in
complex and changing markets. His experience includes more than 25 years in creating game
changing go‐to‐market solutions across a wide range of industries including life sciences,
medical devices, high technology, communications, industrial, construction, automotive, and
capital equipment, in North American and global markets.
Mark directs Channelvation’s thought leadership and research activities, partnering with
leading organizations that focus on digital trends and industry stewardship. In 2014, research
partners include the Society for New Communications Research and the National Association of
Wholesaler‐Distributors Institute for Distribution Excellence.
Mark has an MBA from Kellogg School of Management at Northwestern University, with a
concentration in Marketing and Finance. He received his Bachelor of Science, Mechanical
Engineering degree from the United States Naval Academy.
Contact information:
847.840.1781 (M)
mark.dancer@channelvation.com
http://twitter.com/Channelvation
69