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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: