Sales Management Association Webcast The Top Sales ... · The Sales Management Association ... XLS...

Sales Management Association Webcast

30 April 2015

Presented by

The Top Sales Planning Best Practices for

2015

© Copyright 2015 Sales Management Association.

https://ca.linkedin.com/pub/kevin-gray/8/a1a/884


https://twitter.com/anaplan


https://uk.linkedin.com/pub/jon-clark/1/a89/4b4


https://www.linkedin.com/in/lauraaroach


https://twitter.com/OpenSymmetry




The Sales Management Association

A global, cross-industry professional association for sales operations and

sales management.

Focused in providing research, case studies, training, peer networking,

and professional development to our membership.

Fostering a community of thought-leaders, service providers, academics,

and practitioners.

Learn More: www.salesmanagement.org

Slide 2© 2015 The Sales Management Association. All rights reserved.

http://www.salesmanagement.org/

© 2015 The Sales Management Association. All rights reserved.

Today’s Presenters#SalesPlanning













Sales Management Association Webcast

30 April 2015

Presented by

The Top Sales Planning Best Practices for

2015

© Copyright 2015 Sales Management Association.













30/04/2015 5© 2015 Anaplan, Inc. All Rights Reserved. Anaplan Confidential Information

SALES

XLS

XLS

XLS

XLS XLS

XLS

REALITY & MINUTIAImproving Sales Performance is a Constant Struggle

• Manual processes and spreadsheets

• Changing priorities in corporate objectives

• Legacy systems that are not flexible

• Increasing complexity in sales processes

• Inability to adapt to change and disruption

• No modeling & planning solutions (What-If Scenarios)

• Data stored in disparate systems (CRM, ERP, HR)

• Lack of collaboration across the enterprise/stakeholders

• Visibility of accurate sales data (i.e. forecasts, historical)


REALITY & MINUTIADIFFICULT TO ALIGN SALES WITH CORPORATE OBJECTIVES

Corporate Objectives

AlignmentTERRITORY

& QUOTA

PLANS

INCENTIVE

COMPENSATION

PLANS

SALES

FORECASTING

DEAL

DESKMisalignmentACCOUNT

SEGMENTATIONS


OPERATIONS

SALES

HR

FINANCE

ITMARKETING

Limited Scale &

Collaboration

No Audit & Controls

Resource Intensive

XLS

XLS

XLS

XLS XLS

XLS

XLS

XLS

XLS

XLS XLS

XLS

XLS

XLS

XLS

XLS XLS

XLS

XLS

XLS

XLS

XLS XLS

XLS

XLS

XLS

XLS

XLS XLS

XLS

XLS

XLS

XLS

XLS XLS

XLS

Misaligned Plans

No Trust in Data

A BROKEN LANDSCAPE

© 2014 Anaplan, Inc. All Rights Reserved. Anaplan Confidential Information

Plan & model multiple ‘what-if’ scenarios with

collaboration across the enterprisein a few hours

Align sales plans with corporate objectives & goals 1st time ever

Change business drivers & view sales performance

metrics & resultsinstantly

Assign & manage sales territories, quotas & incentive

compensationone integrated platform

Improve sales forecasting accuracy Between 75%-80%

Calculate sales performance & compensation in seconds

WHAT IF YOU COULD DO MOREWhat More, or Less, Could Look Like


A COMPREHENSIVE SPPM SUITE

REPORTING & ANALYSIS, WORKFLOW, AUTOMATION, PERFORMANCE, SCALABILITY, DATA

INTEGRATION, CALCULATION ENGINE, DOCUMENT MANAGEMENT

Territory

ManagementSales Capacity

Management

Quota

Management

Incentive

Compensation

Management

Crediting

ManagementDeal

Desk

Sales

Forecasting

Sale

sPerf

orm

ance

Pla

nnin

g

Sale

sPerf

orm

ance

Managem

ent

Territory

Planning

Account

Segmentation

Planning

Sales Capacity

Planning

Quota

Planning

Incentive

Compensation

Planning

Account

Scoring

Planning

Crediting

Planning

SALES PERFORMANCE PLANNING & MANAGEMENT (SPPM) Framework

10

Copyright © OpenSymmetry Inc. Proprietary Information

The Challenge

Integrated Planning

Adapting to Market Changes

Holistic SPM

Successful Change Management & Collaboration

Are you delivering on your sales promises?

11


QuotasThe goal, the WHAT your

trying to achieve

Driving your Sales

TeamTerritory

WHO, WHERE you are going to go to achieve

DESIGNHOW you will pay, motivate,

drive performance for achievement

So What?If you don’t know the WHY to

what your driving

© 2012 Forrester Research, Inc. Reproduction Prohibited

Alignment with Growth Opportunities

Jan. 2015 Forrester report: “Grow Your Revenue Stream With Customer-Centric Finance”

13


A Big Problem

say retaining good performers will be a big problem in 2014/2015.

More than a third of sales leaders are increasing salaries to keep their best people.

56%

>30%

source: BMS Quarterly Sales Index April 2014

14


A Big Problem (continued)

34%counter-offer from

existing employers26%

unable to meet

salary expectations

19%offer from other

employer

11%Long recruitment

process

11%long recruitment

process

reasons for losing top talent

15


Top Business Issues for Sales in 2015

Source: SIRUSDECISIONS, 2015 ISMM

16


1. 99% total company team

attainment of sales quota

2. 75% of sales reps achieving

individual quota

3. 13.1% YOY growth in total

company revenue

4. 3.3% improvement (reduction

of) average sales cycle

*According to Aberdeen Report, Beyond the

Quota: Best-in-Class Deployments of Sales

Performance Management

Companies deploying Best-in-Class SPM solutions experience:

17


Significant Return on Sales Performance InvestmentBest-in-Class companies that invest in SPM experience this:

2XQuicker Sales37%

Faster Growth

Shorter Sales Cycles

36%Lower Turnover25%

More Sales Reps Making Quota

7%

18


success is:when it works. picture that.

How do you measure success of your plans?

19


Plans Working?

Ops

Core

StrategicRevenue Growth

Increasingly Profitable Sales

Effective Penetration of New Markets

Increasing Market Share

Gaining Competitive Advantage

Increasing Channel LoyaltyOverpayments/Errors

Low Ratio of Admin & IT Resources to

Payees

Effective Auditing and Tracking

High Payee Engagement and Stability

High Percentage of Payees Achieving Q

Effective New Product Launch

Increasing Ability to Deliver New Plans

Increasing Ability to Handle Complexity

and Change

20


Placeholder

Feel like we need the current state to future state slide on how we

were able to execute and how we can help others to plan this out

on this slide

21

What’s your SPM Maturity Number?

22 OS Smarter Salesforce Model

SPM – Smarter Sales Force Assessment

Ta

len

t A

cq

uis

itio

n -

Ca

nd

ida

te

As

se

ss

me

nt,

Se

lec

tio

n &

On

bo

ard

ing

Ta

len

t D

eve

lop

me

nt

-S

ale

s

Co

ac

hin

g a

nd

Tra

inin

g

Sa

les

Pro

ce

ss a

nd

Me

tho

do

log

y

Inc

en

tive

Co

mp

en

sa

tio

n

Te

rrit

ory

an

d Q

uo

ta M

an

ag

em

en

t

Ch

an

nel

Ma

na

ge

me

nt

Design

Enabling Technologies

Business Process Management

Business Intelligence

Sales Strategy

23 Value Grid Assessment Example

Positive Impact to Sales Performance in FY13/14

Ea

se

of Im

ple

me

nta

tio

n

Notes:

Size of bubble shows

relative upfront cost

23

ICM

Solution

Target

Setting

Pay data

Subs

Salesforce

Competency

Assessment

Clarify

Career

Maps

Plan

Design

Prog

Design

Revisit

Territory

and Quota

Alignment

High

Medium

Low

24


High Tech Case Study

the PROBLEM

theSOLUTION

• Business being restructured with new leadership

• Changed sales strategy

• Losing market share

• Under achieving on sales goals

• Shift in Channel vs. Direct Sales

• SPM Maturity & Assessment

• Future state roadmap

• Channel and territory alignment

a trusted leader & proven partner.success is:

We never expected

to achieve 105

percent of quota in

the first month.

-Krista Endsley, Abila

CEO

25


the PROBLEM

Pharma & Medical Devices Case Study

theSOLUTION

• Sales Role Assessment

• Plan Design by sales role

• Modeling of future state plan designs

• Implementation of SPM solution

a trusted leader & proven partner.

success is:

Providing research, development, production of bio-tech and pharmaceutical

drug therapies.

Needed to adapt to changing market

and customer landscape & shift to a

customer driven focus

26


Ineffective leadership

sponsorship

Peer Support and alignment by middle

management

Resistance to Change from employees

Most fail before they start

due to lack of resources or

planning

70%of Change

Efforts Fail

27


Understanding the Scale of the Change

Low Challenge Aspect High Challenge

Urgency of

Change

Long-term/Not business

critical

Urgent/Business Critical

Business Strategy Minor course correct Major change/ re-focus

Sales Strategy Minor course correct Major change/ re-focus

New Products No new products Major new products being

launched

New Territories Current geography, no

territory re-alignment

Regional expansion, major

territory alignment

Plan Design Minor changes Major redesign across all

roles

Process Change Minor changes Major redesign

Technology

Change

Minor changes Major redesign including

new systems

Sales

Organisation

No or minor changes Major re-organisation

Business

Communication

Two-way, transparent and

regular, multiple channels

One way, high level,

infrequent

Individual

Communication

Regular one to ones on

performance/career mgt.

Managers tend not to be

open with staff

Experience On large scale projects None – either poor

experience of no experience

1 2 3 4 5 6 7 8 9 10

1 2 3 4 5 6 7 8 9 10

1 2 3 4 5 6 7 8 9 10

1 2 3 4 5 6 7 8 9 10

1 2 3 4 5 6 7 8 9 10

1 2 3 4 5 6 7 8 9 10

1 2 3 4 5 6 7 8 9 10

1 2 3 4 5 6 7 8 9 10

1 2 3 4 5 6 7 8 9 10

1 2 3 4 5 6 7 8 9 10

1 2 3 4 5 6 7 8 9 10

1 2 3 4 5 6 7 8 9 10

28

28

Stakeholder Impact Assessment

Stakeholder groups

impacted by

implementation

Stakeholder requirements and

painpoints

Key potential barriers/enablers to

SPM implementation

Assess degree of impact from

SPM, identify contexts

Assess stakeholder needs to

enable implementation to be

successful

Assess current stakeholder

perspective – level of

positivity/negativity toward

change

It is important to understand how supportive different

stakeholders might be

From the start of the project it is important to have the right

stakeholder engagement

29


Effective Change Management

Stakeholders Assessment

Communications & Training

Requirements

Change Capacity

Risk Mitigation

(Tools, Experience, Leadership)

success is:Easy change management.

Structured Approach

30


the PROBLEM

Insurance Case Study

theSOLUTION

• Complex Sales Channels, 3rd

party networks

• 3rd party networks

• Risk of turnover, understaffed,

not agile, resistant to change

• Aggressive timelines, data

problems

• Current state assessment

• Future state road map

• Change Management

• Readiness Assessment

• Implementation of SPM solution

• Migration strategy


Insurance and financial provider of auto, commercial,

farm, homeowners and life insurance coverage.

31


Know your challenges

Know where you want to go (Future Visions)

Take a structured, holistic and integrated planning approach

Understand what success is and how to measure it

Engage key stakeholders early and often

Understand communication and training requirements

Know your change capacity and risk mitigation

Deliver on your salespromises!

32



Our sales organization gave

[me] a standing ovation after

training was presented at [our]

sales meeting.

-Lynn Ferrera, Hertz

Senior Director of Global Compensation

“

“

Questions and Discussion


Enter your questions in the

“Questions” box on the right

hand side of the webinar

application window.

Did we run out of time before we got to your

question? Presenters can follow-up with you via

email. Feel free to submit more questions if

you’d like an offline response.

#SalesPlanning















#SalesPlanning

Where do most organizations get started in the SPPM

Framework? Is it recommended to start at the

beginning of the SPPM Framework and follow each of

the business processes to the end or do most

organizations just get started depending on their pain

point?















#SalesPlanning

How do you make sure you deliver

effective change management once you

know the risks and the future state you

desire?













Sales Management Association Webcast The Top Sales ... · The Sales Management Association ... XLS...

Documents

Transcript of Sales Management Association Webcast The Top Sales ... · The Sales Management Association ... XLS...