Executive Program in Sales ManagementMARKETING

Nick’s Bio - Highlights Career:

ComputerLand Canada◦ 8 Years in Sales and Sales Management◦ Director of Marketing

Softchoice Corporation◦ VP of Sales◦ VP of Marketing◦ SVP of HR◦ SVP of Business Development

CultureByBrand

Personal:

Volunteering◦ Led teams to Ghana, Rwanda, Bali,

Sri Lanka, Kenya, Uganda and Guatemala

◦ Board Member for The Strongest Oak

Fitness◦ Master’s Swim Club member for 22

years◦ Club President

Married with one daughter

AgendaMonday:

1. Accelerating sales force performance2. How Social Media changes everything3. Integrated Planning: Marketing, Sales and Customer4. Being a Great Leader: Supporting Great Performances

Friday:5. Developing and Implementing Sales and Customer Plans6. Conducting Effective Forecast Reviews7. Fundamentals of Market Segmentation8. Frameworks and tools to develop segment and customer-level value

propositions

Two ways to drive company financials:

Decrease Costs

Increase Revenue

LeverageRevenue

Expenses

ProductivityUnderstand Customer

Needs

Create Value

Deliver

Manage

What Challenges are you Facing Today?Internally and Externally

Accelerating Sales PerformanceIN THE AGE OF SOCIAL MEDIA

Accelerating Sales Performance

Option 1:

Work HarderBe More AggressiveWork more HoursSkip Lunch

Option 2:

Work SmarterRight Place – Right TimeSystematic ApproachCreate Leverage

Have you ever heard this?

“ I need more Leads!”

“ The leads I am getting are terrible”

“ I closed everything last month – drained the swamp – and now it will take me a month to rebuild my pipe”

“ If it wasn’t for the low price offered by the competition I would be doing just fine”

“ I know my results aren’t great but I have lots of good stuff coming down the pipe!”

The Funnel

Everyone

Where is SalesBest Used?

Everyone

Suspects

Prospects

Customers!

The Role of Sales

INPUTNew Pipeline Added (and Advanced)

+ THROUGHPUTPre-Existing Pipeline Advanced

- OUTPUTPipeline Closed Won/Lost

= WEIGHTED PIPELINE GROWTH(for given time period)

IDENTIFY NEW OPPORTUNITIES

QUALIFY OPPORTUNITIES

PROPOSE SOLUTION

OVERCOME OBJECTIONS

CLOSE

SUSPECTS

CUSTOMERS

Managing:The Level of the Swamp

INPUTNumber of Opps, $ Value of Opps

+ THROUGHPUT# of Opps Progressing, # of Opps Stalled

- OUTPUT# of Opps Won, # Lost, $Value Win/Loss

= WEIGHTED PIPELINE GROWTHThe Level of the Swamp

IDENTIFY NEW OPPORTUNITIES

QUALIFY OPPORTUNITIES

PROPOSE SOLUTION

OVERCOME OBJECTIONS

CLOSE

SUSPECTS

CUSTOMERS

Measurement Measure so that:

- You have objective measures for coaching

- You can use facts to help a rep to understand the opportunity

- You can help people to understand where the work needs to be

- Comparisons as a source of great questions

- You can help everyone to be more successful

- You can identify problems well in advance

- You know where training will help

What is the Role of Marketing?

The Old Way

The Last time you wentinto a car dealership what did you find?What did the rep seem to rely on?-------

The Old Way-------The Continuum--------The New Way

Do You Feel Like This?

Sales

Marketing

Sales

Marketing

How Social Media Changes Everything

Finding Information

Chevy Volt

Advertising

Email Direct Mail

Cold Calling

Traditional Marketing

Content Marketing Attracts

& Alerts

In the future there will only be Content Marketing

- Seth Godin

What Content do you have to offer?

What is your company’s Unique perspective?

Why should prospective clients have an interest is what you think?

What are the real issues in your industry?

Whose thought leadership do you follow?

What help can you offer beyond what is obviously good for your company?

Intersection

The Marketing to Sales Funnel

Awareness

Consideration

Hit Rate

Traditional Marketing Content Marketing

PUSHMktg Interrupts

Sales Cold Calls

Sales Discovery & Advocating

Marketing Offers Sales

Closes

PULLProvide Value

that Spreads

Warm Lead Transfer from Marketing to

Sales

Marketing Offers Sales Closes

Social Media

X $6k Annual GP = $1.3M GP

New Customer Acquisition Funnel (Example)

Identified

MQL (Mktg Qualified Lead)

SAL (Sales Accepted Lead)

SQL (Sales Qualified Lead)

New Customer Sale Close 216

Unique Views15%

Conversion %Sales Stage Volume

30%

80%

60%

20%

50,000

7,500

2,250

18001080

The Role of MarketingDepartment Understand Customer

Needs Create Customer Value Deliver Customer Value Manage Customer Value

Marketing

Conduct formal marketing research

Monitor Communities

Understand Customer Pains

Customer visits

Market segmentation matrix

Competitive analysis

Measure, segment customer and product

attractiveness

Develop Marketing Plan

Develop Segment Specific value propositions

Pricing strategy and tactics

Write Blogs

Create Content (Buyer’s Guides, White-Papers)

Train Sales People on strategy, tactics,

products, etc.

Buying Keywords for search

Accompany sales on periodic sales calls

Manage Events, Webinars and Seminars

Seed Content

Customer Satisfaction measurement and

reporting

Customer listening (twitter, etc.)

Marketing Automation (Mailing Lists, campaign

lists)

Sales ReviewsSegment, customer, product mix review

Brand and Culture Alignment

Website Processes

Manage Segments for Profitability

The Role of SalesDepartment Understand Customer

Needs Create Customer Value Deliver Customer Value Manage Customer Value

Sales

Sales Calls

Develop specialized knowledge of

customer’s industry and business

Join Industry forums or LinkedIn Groups

Go where they are sharing info or looking

for solutions online

Develop Sales Plans

Develop Key Account Plans

Develop customer specific value propositions

Collaborate with Marketing re: new ideas

Customer Value Proposition delivery

Establishing service level agreements

Forward, Like or Post valuable content

Invitations to webinars, seminars

Participate in Customer Sat measurement

Be the voice of the Customer to product

management

Conduct Sales Reviews with Marketing

Get Paid for Value being delivered to customer

Manage Customer relationships for long

term profitability

Marketing and Sales United

Marketing Activities

• ‘Like’ content• Email & Promote• Team Contests• Win Funds

• Webinars• Local Events

• Email • Social Media• Search Marketing

(Google Adwords)• Digital Advertising

• Sales Meetings• Regular Training• Certifications

• Blogs• eBooks • Web• Print

What did we learn?

Marketing PlanningTHE KEY TO SALES EXECUTION

4 GroupsCorporate Marketing Sales

ManagementSales

Workshop What is your Role in company success?

What is your time horizon?

What are the things you are responsible for?

What are your key measurables?

Debrief Corporate Marketing Sales

ManagementSales

• Revenue Growth

• SGA as % or Revenue

KPI

• Cost of Customer Acquisition

• Business Mix

KPI

• Sales % of Plan

• Growth Rate

• Sales Comp as % of Revenue

KPI

• Customer Retention

• Customer Satisfaction

KPI

PlanningStrategic Plan

Marketing Plan

Sales Plan

Customer Plan

VisionOverall Business View

3-5 Year HorizonFinancial GoalsCompany StructureLeverageInvestment

Market-Centric- 1 Year HorizonWhat Segments?What Offers?What Competition?DifferentiationMarketing Spend

Execution-Centric- 1 Year HorizonTerritoriesCoverageSales CompBusiness MixBiz plan for each market

Customer-Based- Quarterly or AnnuallyCustomer Value PropositionGrowth GoalsObjectives

Planning Dynamics – B2B

1. High Volume Transactions – Each has a Small $ value◦ Target Prospects are unknown

2. Moderate volume of Transactions with Moderate $ Value◦ Roles of people who are target prospects

3. Low Volume of Transactions – Each has a High $ value◦ Target Prospects can be named

Marketing PlanSales PlanCustomer Plan

Marketing Plan Elements

Section 2: Situation Analysis

Section 3: Marketing Strategy

Section 4: Implementation

Section 5: Financial Summary - Outcomes

The Staff work for Sales:Designed to increase productivity for the whole sales organization

Section 1: Market Analysis

Macro Environment

Market Analysis

Customer

Internal

Section 2: Situation Analysis

Situation

Section 3: Marketing Strategy

What are we Selling?

•Products•Services•Mix and Lifecycle•Portfolio AnalysisWho do

we sell it to?

•By Product•By Segment•By Geography•By ChannelValue

Proposition

•Pricing Strategy•Margin Objectives•Angel Customers•Demon Customers

How do we Sell it?

•Sales Force•Social Media Plan•Website •Advertising

Section 4: Implementation

People

•Hiring•Training•Incentives

Process

•Changes in Workflow•Approvals•In-Process Measures

Systems

•Systems Requirements•Reporting

Contingencie

s

•What-if Scenarios

Section 5: Financial Summary

Desired Outcomes

•Measurements•TimingAssu

mptions

•Explicitly stated

Numbers

•Revenue and Margin

•Costs•By Segment/Geo /Product Line

P&L•Profit(Loss) Impact•Balance Sheet

Planning Benefits Creating Alignment

Locking in on Strategy

Clearly defining roles and responsibilities

Agreement on Objectives, key measures and desired outcomes

Making the goals (numbers) add up

Without someone doing the Marketing Function what is the risk?

Being a Great LeaderSUPPORTING GREAT PERFORMANCES

Attributes Think of someone you loved working for

Why did you love working for them?

46

www.valuescentre.com 47

The Seven Levels of Consciousness

ServiceSERVICE TO HUMANITY AND THE PLANETSocial responsibility, future generations, long-term perspective, ethics, compassion, humility

External CohesionSTRATEGIC ALLIANCES AND PARTNERSHIPSCollaboration, environmental awareness, community involvement, employee fulfillment, coaching/mentoring

Internal CohesionBUILDING CORPORATE COMMUNITYShared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency

TransformationCONTINUOUS RENEWAL AND LEARNINGAccountability, adaptability, empowerment, delegation, teamwork, innovation, goals orientation, personal growth

Self-EsteemHIGH PERFORMANCESystems, processes, quality, best practices, pride in performance,

RelationshipEMPLOYEE RECOGNITIONLoyalty, open communication, customer satisfaction,friendship,

SurvivalFINANCIAL STABILITYShareholder value, profit, organisational growth, employee health and safety

Positive Focus / Excessive FocusExcessive Focus

Control, Corruption, Greed

Bureaucracy, Complacency

Manipulation, Blame

What Are Our Basic Needs and Growth Needs

Evol

ution

of P

erso

nal C

onsc

ious

ness

Satisfying your physiological needs for security;staying alive and keeping your body healthy.

Satisfying your emotional need for belonging, protection and connection.

Satisfying your emotional need to be recognized for your skills, talents or qualities.

Satisfying your need for autonomy, freedom, independence and adventure.

Satisfying your need for authenticity and finding meaning and purpose in your life.

Satisfying your need to actualize your purpose by influencing or impacting the world around you.

Satisfying your need to leave a legacy—to have led a life of significance that will be remembered.

Growth Needs

Basic Needs

At any given moment in time, our values are a reflection of our unmet basic needs, and the growth needs associated with the stage of psychological development we have reached.

What a Sales Rep Sounds Like:

Evol

ution

of P

erso

nal C

onsc

ious

ness

Survival: I need to close this deal because I havebills to pay or I am afraid of losing my job.

Relationship: My customer will buy from me because of the strong relationship we have.

Self-Esteem: I want to be recognized as one of the top performers in our company!

Transformation: I constantly stretch myself and bring new ideas to my clients.

Cohesion: I want to understand my customers real drivers and then match my solution up with that.

Make a Difference: I collaborate with my clients sothat my solutions make a significant impact.

Service: I don’t sell anything. I help my customersto build their business by serving with all we have.

Growth Needs

Basic Needs

At any given moment in time, our values are a reflection of our unmet basic needs, and the growth needs associated with the stage of psychological development we have reached.

Coaching Help our people to meet their basic needs

◦ And help them to Recognize that MORE will not create happiness

Coach them from where they are

Stretch them knowing that these evolutionary steps are universal

Leading Indicators

Lagging Indicators

Examples of Lagging Indicators% of plan

Customer Satisfaction

On-time Delivery

Market Share

Win-Loss Ratios

Customer Retention

Customer Profitability

What do these things have in

common?

Leading Indicators

Examples of Leading IndicatorsNumber of Sales People Trained/Certified

Number of prospects identified

Number of customer appointments each month

Number of Demonstrations completed

Number of prospects touched in Seminars

Size of the Sales Pipeline

Sales Cycle

Does The Rep know

how to sell the

product?

Do we have any identified suspects?

Have we had

technical people on

site?

Have we done a

proof of concept?

Have we presented an ROI Analysis?

How about you?“ When we get technical people onsite we win”

“ When we do a demo we win”

“ When we present ROI cases we win”

Group WorkBreak into groups of four

Share your leading indicators

Discuss how you could measure at least one new leading indicator effectively (Make sure it is Strategically Aligned!!)

20 minutes

What did we learn?How do Leading Indicators help you to execute strategy?