SIRIUS DECISIONS SUMMIT 2013

SESSION 1: SIRIUSDECISIONS 101

*(some marketing, some tele-prospecting, some sales direct)

Note: Tele-prospecting pre-qualifies using > BANT (budget, authority, need, timeframe)

SEED > CREATE > ENABLE > ACCELERATION > NURTURE

SEED > the use of traditional and social media to set the stage for demand creation

CREATE > the generation of original demand with a focus on quality vs. quantity

ENABLE > Helping reps increase their productivity both for sales and marketing sourced demand

ACCELERATION > Efforts geared to help sales move deals more quickly through the pipeline (get

deals unstuck)

NURTURE > Care and feeding of prospects that aren’t ready for sales or that have fallen out of

the waterfall

Visit their blog for more info:

http://www.siriusdecisions.com/blo

g/new/ (search: Summit 2013)

DEMAND TYPE > DEMAND SPECTRUM

If sales and marketing can’t agree on what’s being sold, you can bet that the functions will never be well

aligned

DEMAND TYPE KEY CHARACTERISTICS KEY REQUIREMENT

NEW CONCEPT Disruptive product / service Market Leadership

No budgetary line item

Requires issue creation

NEW PARADIGM Retools existing process Process/Solution Change

Solves current problems better

Replaces current line item

ESTABLISHED MARKET Necessary product/service Competitive Positioning

Highly contested market

Trying to steal market share

RELATIVE TARGETING > who are potential buyers? Targeting too broadly and not considering the impact

of internal ability to succeed in a target market are deadly mistakes

EXTERNAL FACTORS > Trends, Category Spend, Product Use/Importance, Competitive Presence

INTERNAL FACTORS > Solution Delta, % of problem addressing, Domain knowledge, messaging, sales

readiness, database

THE SIRIUS DECISIONS B2B BUYING CYCLES

Understanding the buying cycle will help to shape messaging and offers to potential buyers.

EDUCATION PHASE: One: loosening of the status quo

Two: committing to change

SOLUTION PHASE: Three: Exploring Possible Solutions

Four: Committing to a solution

VENDOR SELECTION PHASE: Five: Justifying the Decision

Six: Making the selection

PER ABOVE PHASES

Demand Type > NEW CONCEPT > all three phases above needed

Demand Type > NEW PARADIGM > not much education is needed, all other phases needed

Demand Type > ESTABLISHED MARKET > no education needed, somewhat understand solutions

(limited needed), need to focus on understanding vendors)

PERSONA MODEL

A buyer persona is an aggregated characterization of individuals that reflect a similar job role,

initiatives and challenges.

Develop based on: job role, buying center, common titles, position on org chart, initiatives,

challenges, buyer role type, content and tactic preferences, watering holes (where do they hang

out)

Figure out what type of delivery channels speak to these personas?

SD SESSION 2: CAMPAIGNS -- THE ROLL UP OF PROGRAMS AND

TACTICS

In order for mankind to be saved, the days of white paper campaign must end

THE PROGRAM

REPUTATION > the building of awareness, interest and urgency around a theme > includes PR,

Blog, Briefing…

o the hand off process is critical (Demand Creation)

DEMAND CREATION > the sourcing and nurturing of demand, based on the theme > includes

White Papers, Web casts, Trials, etc…

SALES ENABLEMENT > Helping the progression of opportunities sourced by the theme > sales

must grab the baton > includes playbooks ….

MARKET INTELLIGENCE > Knowledge building re: external targets and internal audiences > all

interconnected

*TO RESEARCH: The Sirius Decisions PMM Model (very complex > google images?? > 3 areas > 7 phases

x 50…) -- important for all areas of the company to align to PMM model

The Sirius Decisions Enterprise Communication Model

(even more complex > research > find google image??)

Framework for modernizing the communications function and aligning the function with other

sales and marketing functions better.

Communication function runs the risk of becoming outdated (focus on collaborating, aligning ...

interlock roles/with other roles throughout organization)

Internal communication and external communication (there will be a session breaking this

down/get slides after summit)

DEFINED UNIVERSE (Account Based) MARKETING TYPES

Different companies use the account based marketing label differently; how to execute depends on the

objective (you know exact accounts you’re going after)

FOCUSED EFFORT ON…

1. LARGE ACCOUNTS > very small number of large existing or target accounts

2. NAMED ACCOUNTS > moderate or larger number of defined existing or new accounts often

based on sales territory

3. INDUSTRY SEGMENT > any number of new or existing accounts in the same vertical or other

specific segment

4. CUSTOMER > moderate or large # of existing accounts that will receive differentiated outreach

With these efforts, you are really trying to leverage processes that are out there and repurpose > ask

yourself, do you have the teams and technology to support above (focused); do you have the resources

to support this sales model? *This reflects much of Tyler …

Read SD Blog about the Five Myths about Account-Based Selling >>

ACTION: Karen to contact SD Analyst to discuss this and take part in survey

CUSTOMER LIFECYCLE FRAMEWORK

VENDOR/COMPANY SIDE

DELIVER PHASE > Onboard/welcome new customer; offering execution; insight gathering

DEVELOP PHASE > Customer support; lifecycle nurturing; insight gathering

RETAIN PHASE > Opportunity definition; advocacy support; retention support

GROW PHASE > Community support; insight gathering; opportunity development

CUSTOMER SIDE

INITIATE > engagement, product/service delivery, feedback delivery

PARTICIPATE > product/service use; service transactions; community participation

ACTUALIZE > sales interactions; impact assessment; peer discussion

ADVOCACY > community leadership; sales relationship; peer validation

*Side Note: CHANNEL Sales also covered; not key for Tyler. TRED model (technology, recruitment,

enablement, demand creation) > Google for more info…

HIGH PERFORMANCE SALES FRAMEWORK (google images for graphic on

this)

Ring 1 (outside of target): Execution > Certification / Assessment

> Sales Process > Sales Technology > Performance Mgmt. > On-

Boarding

Ring 2: Effectiveness > Efficiency

Ring 3: Other 4 things / inside rings > can’t read > Knoweldge,

Skills > Train?? P??? (google for detail/or access slides)

Ring 4 (inside target/bulls eye): Accountability > Measurement

SD SESSION 3: CONTENT MARKETING

Generally, there is too much product/company content > not enough thought leadership / educational

content

The SD Content Model Framework

The new paradigm requires a proactive thorough and rational decision marking framework to guide new

content creation

Three stages include: Ideation > Activation > Curation

IDEATION

Audience > market segment > buyer personas > sales personas

Architect > campaign framework > buying cycle > sales process > demand type

Originate > content requirement > topic selection > messaging components > info artifacts

ACTIVITATION

Design > creative brief > creative concept > format selection > regional req.’s > sales req.’s

Build > global components > regional components > assemble > brand check > third party

Deliver > agency > sales portal > web site > MAP/Marketing Automation > blogs/social…

CURATION

Customize > language > culture

Measure > usage > feedback > web analytics > A/B Testing

SD RECOMMENDs: a new role > content strategist > next evolution > content operations manager

(owning the operational component of this process > process mapping and socialization > also feedback,

usage and behavioral analysis and reporting); they also own the system and infrastructure; also

measurement.

FIVE KEY PLAYERS

1. Portfolio marketing > source of product or industry knowledge

2. Global campaigns & programs (includes web & social folks) > campaign framework

3. Communications > Brand Guidelines > forms raw content into finished ‘on brand’ goods

4. Sales Enablement > sales requirements > assembles into sales plays

5. Field Marketing > regional and local marketing > adapting content to local market requirements

PORTFOLIO MARKETING ROLE

Product Marketing / Industry Marketing / Solution Marketing / … is Portfolio marketing

This is primary source of content creation

Product centric & Persona centric > add more topical content (audience based content)

Must be able to address both

CAMPAIGNS & PROGRAMS ROLE

They are responsible for primary marketing planning…

COMMUNICATIONS ROLE

Responsible for content…

o MAP TO BUYING PROCESS: EDUCATION > SOLUTION > VENDOR SELECTION >

ENGAGEMENT

o MAP TO SALES PROCESS: QUALIFY > PROPOSE> CLOSE > RETAIN

o Include your sales process in your content planning

o IMPORTANT: Don’t map asset formats to stages > instead think about the information

that our buyers/sellers need at these stages

SALES ENABLEMENT ROLE

If marketing doesn’t create content sales can use – sales will create their own > which causes a

lot of issues

Sales enablement plays a key role > instead of sales creating their own factory > they become

their own engineer (help facilitate their input into content creation)

Must create a streamlined production process (not one offs…)

Content Types Top Sales uses (in order of preference) > Product Collateral > Competitive

Profiles > Competitive Matrices > Industry Trends Overview > Product Roadmap > Buyer Persona

Insights > Qualifying Questions > Portfolio Architecture > Value Actualization Tools (ROI

calculators, etc…) > Sales Playbook

FIELD MARKETING

Adapts all to specific markets and/or verticals…

Note: Access SD session slides for more detail on these

KEYNOTE SPEAKER > GENERAL MCCHRYSTAL

1. The need to understand – and to change

a. (watch market trends and align)

b. Not just good people working hard … just a few things wrong can put you out of

business; so many iconic brands gone now

2. Shared communication / work together / not in silos

a. Aligning ourselves on the same thing – don’t worry about who wins ‘we win’

b. Shared consciousness and purpose > winning

c. A level of transparency and inclusiveness where the organization shares informed

perspectives …

d. And a sense of common ownership and responsibility for a clearly understood mission

e. Open floor / shared communication / everyone hears everything – everyone knows the

same stuff (ex: had everyone on video teleconference – out in field, etc… everyone

heard the same stuff)

f. They start communicating more with each other ‘ action happens’ (and building

relationships)

3. Relationships are key … relationships matter

a. (backwards) Results < Actions < Commitments < Conversations < Trust

b. What we think, we become

SD SESSION 4: How to Conquer the Changing World of B2B Buying

1. Buyers are more informed > access to content, peer network, access to data

2. Buyers need more ROI (and earlier) > reason to change, peer examples, exec support

3. Buyers are less likely to engage earlier (self-serving/figuring out on their own)

a. Self-service, network introduction, events NOT working

b. What is invaluable; connecting / networking (i.e. LinkedIn…)

Greatest inhibitors to sales effectiveness:

1. Inability to communicate a value message (less time)

2. Subject matter expertise of industry or solution

3. Insufficient leads

4. Too many product/offerings to know

5. Sales skill gaps (more enablement)

The SD Buying Cycle

EDUCATION > SOLUTION > VENDOR SELECTION

BUYERS

EDUCATION PHASE (loosening of status quo, committing to change)

o More difficult to get their attention; more web research; thought leadership or subject

matter expertise is best shot; reps have stopped focusing time here (they look for

people exploring solution)

SOLUTION PHASE (Exploring possible solutions, committing to a solution)

o Buyers seemed to already have positioned the offering; peer interaction has typically

occurred in this stage; ROI is important BUT must be highly customized; reference

marketing is critical (better and more customized)

VENDOR SELECTION PHASE (justifying the decision making the selection)

o Buyers have more competitive info; buyers connect more with their peers in this stage;

industry analyst dialogue occurs; more people are involved in the decision process than

ever before.

SALES

The EDUCATION phase is difficult for Sales to see/to be involved with > they focus more on the

solution & vendor selection phase

Sales rep needs to be able to quickly show expertise/educating buyers to take control of phase

1/Education phase.

STUFF Sales needs in each of these phases

o EDUCATION phase: Marketing Leads > Thought Leadership > Industry Content > Event

Invite > Email Intro > Demo

o SOLUTION phase: value demo, SME Access, Competitive Review, Sales Intro, Event

Invite, Exec Briefing

o VENDOR SELECTION phase: Value Demo, SME Access, Competitive Review, Exec

Briefing, Reference, Event Invite

These are in order of importance from left to right…

SD asked Sales – what do you want marketing to do

BETTER Quality Leads

Pipeline acceleration programs

Programs I can launch myself (programs that are sales driven > give them programs they can do

effectively)

More leads

Account based marketing programs

Other…

CONTENT TYPE: not enough good content (like industry content, thought leadership & solutions) not

product – do need ROI as well

Now Buyer’s view …

Buyers’ journey – inbound marketing > outbound marketing > sales enablement and sales enablement

content.

EDUCATION phase: Customers > assign to colleague, search for answers, connect with network, seek

expertise

- They want SEO/Content, Social Media, Peers (help them find you <<)

- They want Case Studies, Analyst Reports/Thought Leadership, Competitive Comparisons

- They want ROI, Connect to Expertise, Role Based Content…

SOLUTION phase: internal solution meetings, connect with network, analyst inquiry, vendor reviews

- They want: vendor info, thought leadership, key industry blogs, analyst reports

- ROI, case studies, trial, online demos, value events

- Executive briefing SME meetings, ROI calculators

- Vendor demo, SME access, competitive review

- SME access is a challenge but comes again, and again, and again…

VENDOR SELECTION phase: as buyers, exec briefing, connect with network, analyst inquiry, industry

event

- Vendor thought leadership, key industry blogs, vendor web site

- ROI case studies, trial/online demos, value events

- Exec briefing, SME meetings, ROI calculators

- Vendor Demo, SME Access, competitive review

When validating your decision on a vendor -- what carries the most weight?

- Previous company experience 29%

- The influence of customer references 21%

- My relationship with the salesperson 16%

- My perception of the brand 13%

- What internal colleagues say 12%

- What external colleagues say 7%

What does a salesperson do to earn your trust?

- Demonstrates deep expertise on my industry

- Demonstrates deep expertise on my company

- Shows me he/she cares about my personal success

- Cultivates a personal relationship with me

Note: need more quality references EARLY to help close the deal.

SUMMARY >> provided BIG matrix – need to get slides (a lot of what’s above)

KEY TAKE AWAYS

MARKETING

- Align marketing resources around the buyer’s journey

- Design programs for inbound & outbound sales driven and sales enablement

SALES

- Create your marketing strategy

- Become experts in the use of thought leadership

PRODUCT

- Re-evaluate the supply of content based on sales demand

- Message by sales and buyer persona

SD SESSION 5: THE NEW DEMAND WATERFALL – ONE YEAR LATER

On AVERAGE, 30% come from inbound – will become more/higher; 30% come from outbound/will see

this decrease, blended 37% will increase (need to get the mix and cycle right for increased effectiveness)

*(some marketing, some tele-prospecting, some sales direct)

DEMAND WATERFALL > Conversion Stats (see above for abbrev. meanings):

Inquiry > AQL averages 47.5 % (convert)

AQL > TAL averages 81% (convert)

TAL-TQL > 23.3% (convert)

Yp100 8.9%

35% allow between 75-100% of inquiries to flow to AQL (Read more on SD Blog)

o Watch for … a decline here and equal better results below as a sign of scoring efficacy

o 90% or greater should be the goal to indicate tight marketing/tele-prospecting bond

(‘tele’ should be inside marketing or work extremely closely with marketing)

Complex vs. Transactional deals > must differentiate the type of organizations/type of business

In complex 0-70 is going directly to sales

Transaction 60-100 is going directly to sales

Complex should be 15% or less; the current range is alarming

Transactional range is on target; smaller deals can’t bear the tele-qualification cost

Transactional/smaller deals make sense to by-pass tele

Watch for … a rate that creeps up over time is a warning sign of alignment trouble.

DEMAND WATERFALL > MORE STATS

TQL/TGL > SAL 66.5% accepted

% SALs Tele Gen generated >> in the 5-22 range

Pushing everything to tele sales makes them busy doing nothing … wasted time and resources

Need to figure out how they can surgically develop leads of their own (by territory, GEO, reps….)

SAL > SQL 48.5% on average

SGL > SQL 64.8% on average

With sales generating 75+ % of demand, the weighted average nears 60%

Watch for … systematic behaviors that cause what sales and marketing generate to differ

SQL > Close 23.9% on average (pretty high / good for this economy)

Transactional businesses have up to a 5x close rate vs. those selling complex offerings

The conversion rate of SQLs from all sources should be the same all things being equal

Watch for … differing close rates by demand type (e.g. mature market/product vs. new market

and/or product)

Use lead scoring to filter … don’t pass everything. Revisit (behavior…)

It’s hard to align your systems with this process

Lessons learned:

Auditing of lead routing (which stay in sales ready vs. sales received, fast track, etc…)

Progressive profiling doesn’t really work (people aren’t offering more info)… now we’re using

technology, based on domain – we start back filling info (dynamic profiling)

DEMAND BALANCE INDEX

How are we doing/how did we do?

Did current resourcing allow us to hit this set of goals?

What was the cost of achieving our goals?

How will we do in the future?

Will proposed resourcing allow us to hit a new set of goals?

Have we built an engine that scales?

Are we creating demand in the most cost effective manner?

Are salespeople working at maximum productivity?

SD SESSION 6: TOMORROW’S SALES & MARKETING TECHNOLOGY

ECOSYSTEM TODAY

BIG TRENDS

80% of marketing organizations fund their own technology investments (sales only 30%)

IN SFA, WCM, MAP account for almost 80% of an org’s sales/marketing technologies

70% of companies will increase their technology investment by as much as 10% (SD thinks it will

be more > not enough)

Today, SAAS solutions are more predominant and less IT support is needed

Sales investment will also increase (SAAS applications > self-funded > Sales)

Three Phase Maturity Model

Phase 1: lightly connected point solutions > silod problem solving > generic, isolated data

outputs, little/no skill consideration (solve some problems but comes with pain)

Phase 2: opportunistic system linkages > process re-engineering > system of record confusion >

selective skill focused hiring

Phase 3: planned integrations > process enabled systems > strategic data creation >

institutionalized skill development

Bi-directional integration/data sharing is critical

Phase one gives org’s the oppty to solve process problems before they propagate

Conduct a technology audit across organization

Understand the required processes and evolve these before purchasing applicable technology

Implement an ongoing data quality initiative rather than point in time corrections

Transition from skills that are system specific to those that cut across processes and

technologies

Org’s that share data between systems will achieve faster ROI & gain greater insightS across sales &

marketing

SD SESSION 7: CAMPAIGN FRAMEWORK

Answers these questions re: programs:

Where to spend?

How manage many products?

How do we organize the campaign implementation process?

How do we concentrate our efforts?

How do we measure?

Best to start with pilot

The rollup of marketing activities into campaigns reaches across the entire org

Participants goals > execs, themes > product owners, targeting > product owners, tactics &

execution > marketers …

Interlock goals > role alignment, themes > portfolio and scope > tactics & execution > kick off

and reviews

Operations goals > objectives > theme & targeting > hierarchy & scale > tactics & execution >

programs & acceleration

Budget goals > target > theme & targeting > allocations, tactics & execution > control

Measurement > theme > target, targeting & tactics > measurement, execution > reports

Goals > Themes > Targeting > Tactics > Execution

Interlock > attain agreement across organization to ensure effective coordination

Long term planning (establish focus areas, annual cadence)

Campaign Planning (segments & geos 2x per year)

Project execution (Tactics / Status / monthly)

From idea to execution

Theme & hierarchy > develop high level them > establish hierarchy

Targeting > break down campaigns into target markets (many campaign diff industries)

Region and BU alignment (industry campaign)

Which campaigns map to which part of your sales org’s

High level theme (for 2 audiences > IT Director and/or Gov. Director)

Or high level theme > varying campaigns underneath (e.g. Smarter Decisions, Better Products)

Reputation > Demand Creation > Sales enablement > Market intelligence

1. Reputation > the building of awareness, interest and urgency around a theme

2. Demand creation > sourcing and nurturing demand based on the theme

3. Sales enablement > help progression > oppty’s sourced by the theme

4. Market intelligence > knowledge building about external targets and internal audience

Targeting considerations for campaigns

A campaign my need industry and product messages

Integrate product launch with needs oriented messaging by targeting new and existing

customers separately.

Build industry campaigns > one focused on new buyers, one focused on existing customers … or

you could do one with blended messages

New and existing customer campaign new buyer, customer (cross sell & upsell)

Use market research to improve campaigns > use primary research to test campaign themes and

messages with prospects and customers.

o Focus groups > in person surveys > online surveys, behavioral research interviews (not

something very many companies do)

Assess campaign theme, verify buyer needs, determine buyer priorities, identify target personas

Measurement within campaign framework

Beyond demand creation metrics, the campaign timeline leads to progress and ROI reporting

Campaign Hierarchy

Level 1 > Business Unit

Level 2 > Campaigns*

Level 3 > Programs*

Level 4 > Tactics

Level 5 Assets

*In Marketo, these are reversed

Key Points

Campaigns reduce the amount of overall activity

Clarity comes from monitoring campaigns rather than tactics

Campaign approach becomes an excellent means to communicate across the organization

Thoughts for Tyler

Pilots: SAAS/Cloud Computing … ??

Maybe this is an area of Sirius Decisions consulting for Tyler?

SD SESSION 8: B2B Marketing & Selling > new roles & responsibilities

The future of MARKETING roles …

THE MODERN CMO

Changing technology and buyer behavior require new skills for CMO’s and their teams; this is a

worldwide trend

Marketing TECH spend will increase in 70% of all B2B org’s

Technology investment has doubled in last 5 years and will double in the next five years

Less than 20% of CMO’s have the technology skills they need

CONTENT OPERATIONS ROLES

Leads > from branding through pipeline acceleration, content is the core driver of all marketing

roles?

Is our content worth buyer’s time?

You will need two to three times more content in the future if you don’t do something strategic

Have to focus on personas to gain momentum

CMOs say that content is third on their priority list

Content is no longer democratic

Get the data to show what’s working – direction/content needed

SOCIAL OPERATIONS

Social ops is now a formal part of the strategic communications plan

Interlock must occur between sales, demand and product

Social operations ensures the right level of integration …

THE NEXT GEN FIELD MARKETING

By far, CMOs identified field marketing as the function that needs to reinvent itself

Closest to the market -- closest to the customer

Many programs begin with this role rather than end with this role/like in past

This role is a business strategist and equal partner to the general manger and sales leaders

This role focuses on impact and leverages a broad ecosystem of internal & external resources….

This role… much have: analytics/interpretation of data, segmentation, buyer profiling, buyer

behavior and preferences… business metrics savvy, customer marketing metrics

Regional global interface

MARKETING OPERATIONS

In a growing number org’s, marketing ops has moved from being tactical to strategic

Marketing ops could become a partner to the CSO & CMO in B2B org’s

Value accelerators of strategy and analytics bring new capabilities

Strategy, data analytics

Read more on SD Blog on this subject >>

The future of SALES roles…

THE MODERN CHIEF SALES OFFICER

Key driver of value / still

Subject matter expertise is critical to be successful

It takes a village to orchestrate a sales cycle

Understanding customer behavior is essential in understanding the buyer’s journey

I need subject matter experts to lead the hidden buying process

Sales enablement is as important as demand creation

THE MODERN SALES REP

It takes a team and new skills, has to depend on others

Marketing gives me great insight about what buyers want

I might not make the first sales call

I can now see all sorts of information about my contact’s behavior, but I have to use it without

seeming creepy

I have frequent meetings with marketing to help me with deal strategy in my major accounts

Using information to inform a better dialogue

THE SALES ENABLEMENT LEADER

Sales Enablement is changing a lot

Sales enablement is more strategic, focusing on topics such as segmentation, relative targeting

and sales resource allocation (not just sales training)

Segmentation, informs strategy for roles, deployment, compensation, quota distribution,

numbers of reps, etc…

It’s important to orchestrate resources from other parts of the organization (e.g. product

marketing…)

Sales process and tools for productivity are still important

THE SALES COACH (strategic investment)

Sales efficiency and effectiveness are critical and can be added by the specialized role of the

sales coach

A great sales exec isn’t always a great coach

Sales coaches supplement the VP of Sales and first-line managers interactions with reps

New skills, including strategy and planning, help reps manage their business

The requirements today are so different, so complex (data, psychology…)

Content has become more strategic, more important

SD SESSION 9: 50 HOURS - SALES EFFICIENCY & EFFECTIVENESS

Time is the most valuable asset a sales person has

It is our job to optimize that selling time

Introduction > Relative Productivity Framework

o How to improve efficiency & effectiveness

Org’s should do a time & motion study on an annual basis

o Time and motion studies are a terrific start but the data captured is often underutilized

Key Information Gaps

Strategy & Planning 7%

Internal Processes 6%

Active Selling Time 29%

Research, call prep, etc… 39%

Administrative 19%

CORE Selling Activities –or- NON CORE Activities

CORE Selling Activities > Get in to deal or advance a deal

Internal vs. Direct Engagement

SALES EFFECTIVENESS > 4 QUADRANTS

Goal spend more in quadrant 4 > Not realistic to spend all time there

An activity conducted at the ‘top of the funnel’ is less likely to yield revenue vs. later stage activities

20 HOURS for funnel activities

TOP funnel/prospecting (10 hours) >

MID/intro, needs, value (7 hours)

LATE/final preso’s & negotiations (5 hours)

20 hours (out of 50/average sales rep work week) … 5 hours > reps are spending time on late stage

activities

DECREASE time spent in Quadrant 1 (lessen or optimize: expense reports, travels, silly emails…)

Example: expense reports spending hours, also had errors, not a good process, not governed… option?

Can’t get rid of, can’t put resources on it, put a tool in place (much more efficient … then understand

what the impact is on the reps > understand results > did it help (CRITICAL TO MEASURE)

DECREASE time spent on prospecting

NON Core Activities Internal

(travel, expenses, etc…) MINIMIZE > Average 15%

NON Core Activities Direct Engagement

(customer service calls, etc…) Leverage/Delegate > Avg. 20%

Core Selling Activities Internal

(research, proposals…) STREAMLINE > Average 25%

*Core Selling Activities * Direct Engagement

(prospecting, sales calls…) MAXIMIZE > Average 40%

Small net fishing programs (Marketing sets up for Sales) > that our sales people can utilize

Tele-prospecting organization > to qualify leads before reps start working (avoid wasting reps

time)

Lead nurture programs to better PRE qualify leads

Prospecting training for reps (better at this)

Leverage social tools to improve in this area

Ask Sales: What can you do as Marketers to improve efficiency and effectiveness

Sales Ops > it’s CRITICAL to focus on how you can increase productivity of sales team

Read more on SD Blog on this subject >>

SD SESSION 10: SMALL NET FISHING

Programs for TELE prospecting > small, targeted, short/4-6 weeks, rolling basis, email, phone, using

technology

1. Marketing directed (leads program) theme/audience

2. Tele-prospecting Triggered, target by tele-prospting, perpetual, menu based plays (ex: those

who visited web site night before)

3. Sales Requested, targeted by sales (target accounts) rapid response, capabilities (process to

request), templatize to turn around quickly

PROCESS: PLANNING > PREPARATION > EXECUTION > OPTIMIZE/TEMPLATIZE

PLANNING (5/13) > targeting/precision > messaging & offer > modeling program flow > define

the SLAs (email, call…)

PREPARATION (5/16) > source list > assemble program > train > develop call guides & play

books

EXECUTION (5/22) > launch first wave > manage inflow vs. outflow to achieve a daily cadence >

manage program down stretch

OPTIMIZE / TEMPLATIZE > listening programs (debriefs) > performance listening > automation

adjustments > standardize & syndicate > ex: templates, play books, ongoing training

EX: call > email > call again only if clicked in email & lead scoring up 10 points

Must haves:

Console in front of reps

Prioritize list of who to call with contact details

Call, email, response history

Place in the program flow

Call guidance

Note: Market Sync > Marketo uses (sales driven direct mail/part of process)

Have ‘6 plays’ in there/Marketo > select from SF/MSI > add to Marketo campaign > start with wait step

(in case adjustment needs to be made)

Vendor suggestions:

Info Source > CleverTouch > map to Marketo/SF

Connect & Sell > automated ‘connecting’ phone service (no good/past experience)

Market Sync > see above (would like to try)

Box Pilot automated scheduling

Pardot << bunch of vendors he mentioned (we use Marketo)

Mistakes to avoid

Don’t rush contact acquisition – segmentation, targeting, offer, messaging (quality of dialogue is

VERY important/otherwise all for not)

Important to put WIIFM at the top (critical)

Don’t focus on activity – focus on outcomes

It’s critical to keep on schedule

Error: fail to reconcile cadence against resource availability

This is highly structured/must be

Direct mail > email > phone > 2 tier TELE & sales

Idea: call on anonymous web visitors, reports, set 3 names and call

SD SESSION 11: THE SIRIUS DECISIONS UNIFIED INTEGRATION MODEL

Go over 27 Sirius Decisions models and frameworks Read SD blog post here

Over and over, see misalignment in organizations

Integration is very important > many barriers between our customers and our products (bringing the gap

between our products and our customers)

Barriers between > Development, Product, Marketing, Sales (see in all organizations)

Challenges include:

Poor process

Misaligned goals and KPI

Different market perspective

Move to:

Strong process

Shared market & customer perspective

Aligned goals and KPIs

To be a great leader, I have to be able to enable my team/people around me (shared purpose)

Many times, it’s a leadership issue

By linking functions through process and shared definitions, an efficient revenue ecosystem can

be built

AREAS: Development > Product > Marketing > Sales

Executive: Organization, Goals Go to Market strategy (cross all functions)

Operations: Process, Technology, Measurement (cross all functions)

ROLES: Produce Management > Product Marketing > Communications > Demand

Creation > Sales Enablement > Channel Management > Account-Based Marketing

1. Interlock processes and approaches that align and bind functions

2. Workflow processes that optimize performance within function

3. Decision support frameworks for improving speeding and aligning key decision

4. Assessment frameworks for assessing the maturity of functions

3 areas:

Product Innovation > how do we align our innovation strategy with our business goals and our

understanding of market needs and trends (functions impacted: product, marketing, sales) who:

head of product mgmt. what offering decision framework

Organizational Structure > accountability and interlock, driving leverage and efficiency (function

impacted > Marketing) CSO, CMO…

Strategic Planning > links marketing plans and goals to enterprise and sales goals (function

impacted > Marketing)

The Operations Foundation

Campaign Planning: aligns marketing activity to strategy, enables marketing interlock

Technology: enables technology selection and integration to support process

Measurement: assess, measurement, maturity, identify gaps, improve

ROLES/breakdown

Product management must employ processes to integrate product strategy, development and

go to market

Product marketing ensures strong links between product management and marketing strategy

(solution model, persona templates, launch planning/launch tier model)

Communications takes an enablement approach to ensure brand, position and message

consistency across functions (measurement/brand measurement model, content

operations/content model, integrated communications/enterprise communications model)

Demand Creation effective demand creation requires strong end to end process alignment

between sales & marketing (Alignment/SLA Framework, Nurture/Nurture Framework, Pipeline

Management/Pipeline acceleration) – ultimately job is to increase sales productivity

Sales Enablement - If sales lacks the knowledge and tools to sell offerings, prior effort and

investment by marketing and product is wasted. (Sales enablement model, sales competency

model, sales productivity model)

Chanel Management - Channel partners are often the most challenging and rewarding

integration point in the revenue ecosystem (recruitment waterfall, TRED model, Channel

Scorecard/continue to optimize)

Account Based Marketing (ABM) represents the final and deepest connection between

marketing, sales and customers. (BIG and/or Current customer account selling) (Define/Account

Based Marketing Model, Select/ABM Selection and Prioritization Index, Lifecycle

Mgmt./customer lifecycle framework)

Start an assessment with clear definitions of process and capability maturity

AWARENESS > PERFORMED > DEFINED > MANAGED > OPTIMIZED

Integrating all above – is unified integration maturity assessment model

Understanding current state is the starting point for successful integration of the revenue

ecosystem

Change management > help clients to effect positive change across the organization (it usually

starts in Marketing who starts this)

Marketing is at the greatest risk of being totally irrelevant if these areas aren’t working together

Start talking with other functions and figure out ways to align (using above)

OTHER SD FRAMEWORKS BELOW: