Sales management must produce a sales strategy based on an understanding of their sales force strengths and weaknesses. A sales consulting firm can assess your go to market strategy utilizing benchmarks to determine where you should invest in sales performance improvement projects. A presentation by Sales Benchmark Index.

1. Sales Productivity Benchmark

3. Identifies best return for sales effort

4. Provides sales benchmarks against relevant peers

5. Generates improvement recommendations

6. Uses diagnostic techniques and empirical data to improve accuracy of assessment

7. Relies on best practices for means to close sales gaps2

8. Sales Force Assessment Framework STEP Develop Sales Strategy Account Segmentation Segment accounts by Ideal Customer Profile Lead Management Generate MQL/SQL/SAL 1 Sales Process Map customer/prospect buying process to custom built sales process Develop Go-to-Market Plan Channels Determine optimal route to market 2 Sales Force Structure Organizational model effectiveness vs. efficiency Design Sales Force Sales Force Size Match selling capacity to market demand 3 Sales Infrastructure Create performance conditions for optimal results Build Infrastructure 4

9. 4

10. Phase 1Discovery Process & Sample Data

11. Exec Interviews: CEO / CFO / CSO / CMO

13. Customer Survey Findings (Trust) Q#10: When you buy these types of services, where do you place your trust? Acme Acme Takeaway MORE economic buyers place their trust in the rep The company itself is of little importance to the decision maker or user Services (offering + maintenance) are what user buyers primarily trust

14. Customer Survey Findings (Frequency) Q#17: How often do you communicate with your sales representative? Takeaway The communication frequency is surprisingly low for a community of buyers who desire F2F interaction with their vendor Over 50% of EBs communicated with their reps quarterly or LESS frequently

15. Customer Survey Findings (Mode) Q#16: Which method of engagement do you prefer with your sales rep? Takeaway Established customers prefer F2F interaction, even for follow-on procurements

16. Sales Rep Survey Findings #3: Within your existing accounts how many accounts have bought from you within the last 18 months? Takeaway Increased acct mgmt activity supports increased customer value; closing the gap of 24% between Ryder & WC

17. Sales Rep Time Study

18. Phase 2Benchmark & Sample Analysis

20. Change tolerant

21. Exceed World-Class

25. Behavior changing

26. Limited Predictability

28. Not fully adopted

29. Some Repeatability

30. Varied Success

32. Ill-defined processes- Unpredictable result Maturity

34. A formal Demand Generation process takes contacts from a suspect state to a Sales Qualified Lead (SQL) status

35. Leads are scored (to reflect activity), nurtured (in accordance with the process), and graded (to reflect ICP match)

36. Marketing Automation software is used to establish accountability, increase cycle speed, and improve effectiveness

38. Phase 3Presentation & Sample Recommendations

39. Phase 2Findings Determine which ‘deficient’ drivers are ‘critical’

40. Recommendation: 4 focus areas Phase 3 Very High Channel Optimization Phase 2 Key Account Management Degree of Difficulty Sales Performance Management Phase 1 Sales Force Sizing High Sales Mgr and Sales Rep Talent Dev Compensation Lead Management Sales Process Moderate Org Change Management Sales Manager Assessment Medium Low High Focus Area Value