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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
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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