2

3

4

5

6

7

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THE SECRET FORMULA

Curiosity

+Logic

+Creativity

+Procedures

+Branding

Innovativeideas that:

Solve problems Make sense Are

implemented Get noticed

And become very valuable

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INNOVATIVE IDEAS ARE HIGH IN DEMAND AND LED TO THREE SALES OPS GROUPS

17 Years, 15 roles, 7 cities

14 Months

20 Months

10

SALES OPS GROWTH

2006 - CEB starts SOEC with 12 members

Tops out at 240 memberships

2009 - SOEC is folded back into SEC

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PROVING THE VALUE OF SALES OPS REMAINS A KEY PRIORITY

Key Data about the Sales Ops Function

The average size of a Sales Ops Team is 20 staff members. 31% of Sales Ops functions are less than 2 years old. 83% of heads of Sales Ops have been in seat less than 5 years. More than 90% of Sales Ops groups own sales process,

sales metrics, and sales tools.

Major Roadblocks

Neglecting to define and assess your current capabilities, develop a sound business case, and procure the appropriate resources prior to launching could delay achievement of productivity goals.

Without a well-defined purpose and organizational charter, sales leadership may question the value and importance of the function.

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SALES OPS VISION: THEN AND NOW

To assist the Commercial

Sales organization in

efficiently driving revenue,

profits and market-share

by deploying resources,

information and tools that

remove barriers and allow

greater focus on client

relationships, effective

account penetration and

activities that drive results.

2005 2010

The 3E’s of Sales Operations:

Drive profitable growth by

Enabling a more Efficient and

Effective sales organization with

tools, process, information, and

resources that align with

customer needs and make

selling fun.

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• Sales & Marketing data

• Ad-hoc analysis

• Client Reporting

• Performance reporting & Measurement

• Strategic Analysis

• Customer profile data maintenance

• Data purchases

• Sales force sizing and effort allocation

• Territory alignment

• Account/territory Administration

• Prospect Targeting

• Sales Force Tools and support

• Hiring needs and strategy

• Competency models

• Sales process mapping

• Rep time spend eval

• Sales Communications

• Expense management

• Quota setting and administration

• Incentive planning and payout administration

• Build tools

• Help Desk

• Sales System Management

• Technology Roadmap

• Data Structures

• Leadership Development

• Skill Definitions

• Hiring Processes

• Training programs

• Coaching programs

• Performance Management

• Proposal support

• Project management

• Contract administration

• Vertical segment support (Gov’t)

• Customer Implementations

Analysis & Planning

Effectiveness& Enablement

Financial Operations

InformationSystems

Development & Education

Support Programs

KEY SALES OPERATIONS PROCESSES

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Ken RevenaughVP Of Sales Operations

Kerrie Pate

Program Manager

Mike Jasmer

Manager Sales Analytics

Theresa Irving

Manager Sales Operations

Analysis & Planning

Financial Operations

Development & Education

Support Programs

IT HR

Doug Ferreira

Manager Sales

Training

Karl Huber

Manager Sales

Systems

Effectiveness& Enablement

InformationSystems

# DirectReports

1

3

2

2

Glenn Dobbs

Implementation Manager

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OUR CALENDARS

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THE ANATOMY OF A WORLD CLASSSALES ORGANIZATION

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WHEN WE HAVE A HIGH PRIORITY GAP, ADDITIONAL RESOURCES ARE NEEDED

THE ANATOMY OF A WORLD-CLASS ORGANIZATION (5.0)

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1. Hands and feet

2. Expertise or skills

3. Tie Breaker

THOSE RESOURCES COMEIN THREE FORMS

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Situation

Complication

Question

Answer– Potential solutions and costs– Recommended solution– Consequence(s) for not acting

NO MATTER THE NEED, BUDGET ONLY COMES WITH A BUSINESS CASE

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WHEN IT’S TIME TO ACT THEREIS NO ROOM FOR ERROR

Why I choose ZS Associates again and again?

• Brilliant people, not hands and feet

• Working within a framework

• On time even when it seemed impossible

• High quality deliverables

• Communicates well up and down the org(written, oral, any medium)

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YOU HAVE A FRAMEWORK THAT GENERATES HIGH VALUE IDEAS

Customer Focus & Growth Strategy

Go-to-Market Strategy

Marketing & Sales Operations

Strategy Execution

Competitor InsightCompetitor Insight

• Needs• Buying processes

& preferences• Attitudes,

perceptions & satisfaction

• Profitability• Potential

• Strategy• Strengths &

weaknesses

• Market Offering & Pricing

• Brand strategy• Positioning• Value proposition

• Sales force design• Advertising &

promotion

• Account to channel alignment

• Sizing & resource allocation• Territories• Targeting

• Investment levels• Targeting & sequencing

Segmentation & Targeting Segmentation & Targeting

• Knowledge• Skills• Attitudes• Values

Competency ModelCompetency Model

Sizing & Deployment

Sizing & Deployment

Marketing MixMarketing Mix

Hiring, Training & CoachingHiring, Training & Coaching

Success MeasuresSuccess Measures

Compensation & Motivation Programs

Compensation & Motivation Programs

Performance ManagementPerformance Management

Information & ToolsInformation & Tools

Marketing & Sales AnalyticsMarketing & Sales Analytics

• Critical activities & processes

• Roles, Metrics & Enablers

Value PropositionValue Proposition

What

SalesChannels SalesChannels

How

Sales ProcessSales Process

How

Customer Insight

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TOGETHER WE WILL BRINGTHOSE IDEAS TO LIFE

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OUR PROJECTS USUALLY LEADTO PROGRAMS…

• Activity reporting (WAR)

• Pipeline reporting (Huddle)

• Weekly Huddle meetings

• Review gate meetings

• Account Strat Plans

• New hire playbook training

• Continuous skill training

• Updating sales and marketing portal to support playbook

• Coaches’ corner newsletter

• Manage newly found tools like Input

PROJECT PROGRAMS

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… AND ONGOING PROGRAMS CREATE LARGER SALES OPERATION TEAMS

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YOU HELPED WITH OUR HUMAN CAPITOL PROJECT

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RECRUITING PROCESS IS BEST IN CLASS

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CEB TELLS US WE HAVE MORE BLOODHOUNDS THAN ANY OTHER ORGANIZATION