Скачать презентацию Webinar Building The Supply Chain Behind Successful Conversations Скачать презентацию Webinar Building The Supply Chain Behind Successful Conversations

f6fba94113ee18c454ad038267aae5e6.ppt

  • Количество слайдов: 31

Webinar Building The Supply Chain Behind Successful Conversations Peter O’Neill, Vice President, Research Director Webinar Building The Supply Chain Behind Successful Conversations Peter O’Neill, Vice President, Research Director December 2, 2014. Call in at 10: 55 a. m. Eastern time

© 2014 Forrester Research, Inc. Reproduction Prohibited 2 © 2014 Forrester Research, Inc. Reproduction Prohibited 2

Agenda › You could spend a ton on sales enablement automation. › Focus on Agenda › You could spend a ton on sales enablement automation. › Focus on your business goals, not on technologies. › The Forrester SE execution landscape › What you should expect from your vendors › Developing a business case © 2014 Forrester Research, Inc. Reproduction Prohibited 3

Agenda › You could spend a ton on sales enablement automation. › Focus on Agenda › You could spend a ton on sales enablement automation. › Focus on your business goals, not on technologies. › The Forrester SE execution landscape › What you should expect from your vendors › Developing a business case © 2014 Forrester Research, Inc. Reproduction Prohibited 4

Many “silver bullets” = random acts © 2014 Forrester Research, Inc. Reproduction Prohibited 5 Many “silver bullets” = random acts © 2014 Forrester Research, Inc. Reproduction Prohibited 5

The sales enablement landscape is actually quite a mess › Sales and marketing innovation The sales enablement landscape is actually quite a mess › Sales and marketing innovation is exploding! › Lots of startups want to sell their stuff with no thought to: • Integration. • Reps’ reality. • The proliferation of “silver bullets” (how these will fit with everything else). • The ability to sketch out how everything fits together. › A fragmented way of engaging © 2014 Forrester Research, Inc. Reproduction Prohibited 6

Not enough time is spent on defining requirements based on a business objective. Every Not enough time is spent on defining requirements based on a business objective. Every silver bullet is expected to deliver a big bang. There’s no way for different groups to see how their piece fits with everything else. © 2014 Forrester Research, Inc. Reproduction Prohibited 7

SE automation is in its “pivot” phase Source: November 14, 2014, “The Arc Of SE automation is in its “pivot” phase Source: November 14, 2014, “The Arc Of Technology Markets” Forrester report © 2014 Forrester Research, Inc. Reproduction Prohibited 8

Agenda › You could spend a ton on sales enablement automation. › Focus on Agenda › You could spend a ton on sales enablement automation. › Focus on your business goals, not on technologies. › The Forrester SE execution landscape › What you should expect from your vendors › Developing a business case © 2014 Forrester Research, Inc. Reproduction Prohibited 9

Defining the scope Growth strategy and revenue performance Strategy/ execution alignment Marketing operations and Defining the scope Growth strategy and revenue performance Strategy/ execution alignment Marketing operations and demand generation © 2014 Forrester Research, Inc. Reproduction Prohibited Sales enablement Sales force operations 10

“The supply chain behind conversations” Growth strategy and revenue performance Strategy/ execution alignment Marketing “The supply chain behind conversations” Growth strategy and revenue performance Strategy/ execution alignment Marketing operations and demand generation © 2014 Forrester Research, Inc. Reproduction Prohibited Sales enablement Sales force operations 11

© 2014 Forrester Research, Inc. Reproduction Prohibited 12 © 2014 Forrester Research, Inc. Reproduction Prohibited 12

Six business goals of sales enablement Develop To develop new selling behaviors required to Six business goals of sales enablement Develop To develop new selling behaviors required to execute the business strategy and the requisite skills required to do it well Position To consistently and repeatedly convey the timeliness and relevance of your organization’s vision in the right context for specific buyers, which helps them connect the dots between their needs and your capabilities Locate To improve the quality and accuracy of information required by salespeople to communicate effectively with clients and reduce the time required to find the appropriate resources Align To improve the ability of salespeople to grow the overall value of the territory or account by better understanding the unique needs of their clients and by providing them with clear plans for navigating stakeholders within their accounts and effectively engaging internal resources Engage To improve the ability of the sales force to create the compelling reasons to do business with you by effectively and efficiently communicating the unique value of working with your organization to each stakeholder involved in the buying decision Assemble To improve win rates or reduce the time required to respond to opportunities — and thereby, expand the capacity of the sales force — by making it significantly easier, less costly, and less time-consuming for salespeople to pull together a high-quality solution or proposal © 2014 Forrester Research, Inc. Reproduction Prohibited 13

Agenda › You could spend a ton on sales enablement automation. › Focus on Agenda › You could spend a ton on sales enablement automation. › Focus on your business goals, not on technologies. › The Forrester SE execution landscape › What you should expect from your vendors › Developing a business case © 2014 Forrester Research, Inc. Reproduction Prohibited 14

Who buys what in a B 2 B SE landscape? Execution goal Who can Who buys what in a B 2 B SE landscape? Execution goal Who can invest in these? Sales training/sales university Sales management › Product/solution marketing › Sales operations › Sales management › Marketing › Technology management › Locate Learning and development › Position › › Develop Sales operations Category © 2014 Forrester Research, Inc. Reproduction Prohibited Skill development and behavior reinforcement Representative suppliers Services: Bunchball, Corporate Visions, Desire 2 Learn, Force Management, GP Strategies, Holden International, Mainstay, Mandel Communications, Miller Heiman, Oxygen Learning, Richardson, Selling to Zebras, SBI, The Complex Sale, and The TAS Group Software: Amacus, Brainshark, Bunchball, Callidus. Cloud, Commercial. Tribe, Desire 2 Learn, edge. Think, Enkata, Hire. Vue, hoopla, Inside. Sales. com, Jive Software, Jobvite, Level. Eleven, Mobile. Paks, Qstream, Playboox, Revegy, Selling to Zebra, Social Chorus, Spear. Fysh, Storyworks, Vid. Cruiter, and Work. com Sales messaging and job aids Services: The Alexander Group, Corporate Visions, DSG Consulting, Force Management, Leopard Communications, Pearson, and SBI Software: Decision. Link, Knowledge. Tree, Playboox, Qvidian, SAVO, Tellwise, and Zamurai Sales content delivery and management Services: Accenture, Brainshark, Deloitte, and Pw. C Software: Brainshark, Callidus. Cloud, Decision. Link, Mediafly, Mobile. Paks, Playboox, Qvidian, Prolifiq Software, SAVO, Seismic, Skura, Sitecore, Storyworks, Spring. CM, Spear. Fysh, Volerro, and Yesware 15

Who buys what in a B 2 B SE landscape? Execution goal Description › Who buys what in a B 2 B SE landscape? Execution goal Description › Product/solution marketing › Customer insights › Sales operations › Align Category Sales management Account planning and customer intelligence Representative suppliers Services: The Alexander Group, Force Management, Playboox, SBI, Shipley Associates, The TAS Group, and ZS Associates Software: Alteryx, Avention, Balihoo, Clarity International, Decision. Link, Discover. Org, Gainsight, Enkata, Inside. View, Point N Time, Revegy, SAVO, and Spear. Fysh Subscription services: Avention, Cloud, Dun & Bradstreet, Data. com. , Discover. Org, Experian, First. Rain. com, Gagein, Harte Hanks, Inside. View, Leadspace, Linked. In, Thomson Reuters, Salesvue, Trust. Sphere, and internal groups › Product/solution marketing › Technology management › Sales operations › Engage Sales management Customer interaction and engagement tools Services: Corporate Visions, Force Management, Leopard, r. Factr, boutique agencies, and custom solutions Software: Brainshark, Clarify, Buzz. Board, Callidus. Cloud, Clear. Slide, Decision. Link, Gainsight, Go. To. Meeting, Hand. Shakez, Hearsay Social, Idio, Influitive, Insidesales. com, Knowledge. Tree, Linked. In, Mediafly, Mobile. Paks, Playboox, Postwire, Prolifiq Software, Sales. Seek, Salesvue, SAVO, Seismic, Showpad, Social Chorus, Skura, Spring. CM, Storyworks, Tellwise, Web. Ex, Yesware, and Zamurai Social engagement software: Falcon Social, Hearsay Social, Hootsuite, Nimble, People. Linx, and r. Factr (Social. Port) © 2014 Forrester Research, Inc. Reproduction Prohibited 16

© 2014 Forrester Research, Inc. Reproduction Prohibited 18 © 2014 Forrester Research, Inc. Reproduction Prohibited 18

Who buys what in a B 2 B SE landscape? Execution goal Description › Who buys what in a B 2 B SE landscape? Execution goal Description › Product/solution marketing › Sales operations › Assemble Sales management © 2014 Forrester Research, Inc. Reproduction Prohibited Category Solution configuration and proposal creation Representative suppliers Services: Many different niche providers Software: Apptus Technologies, Big. Machines, Callidus. Cloud, Configure One, Decision. Link, Experlogix, FPX, Idio, Pros, Qvidian, SAVO, Spring. CM, Tinder. Box, Vendavo, and Vistex 19

Agenda › You could spend a ton on sales enablement automation. › Focus on Agenda › You could spend a ton on sales enablement automation. › Focus on your business goals, not on technologies. › The Forrester SE execution landscape › What you should expect from your vendors › Developing a business case © 2014 Forrester Research, Inc. Reproduction Prohibited 20

If you could ask your suppliers. . . what would you ask for? © If you could ask your suppliers. . . what would you ask for? © 2014 Forrester Research, Inc. Reproduction Prohibited

Some suggestions “Understand my business issues, and clearly articulate to me how to solve Some suggestions “Understand my business issues, and clearly articulate to me how to solve them. ” “Match relevant capabilities to specific problems. ” “Be prepared on my business, my role, and what is valuable to me. ” © 2014 Forrester Research, Inc. Reproduction Prohibited 22

What questions should we ask ourselves? › Measurement guidance • Establish “leading indicators. ” What questions should we ask ourselves? › Measurement guidance • Establish “leading indicators. ” • Use the four sales objectives. • Make sure you have clear business goals. Image source: Forrester Leadership Boards Sales Enablement Council working session, September 2014 © 2014 Forrester Research, Inc. Reproduction Prohibited 23

Image source: Forrester Leadership Boards Sales Enablement Council working session, September 2014 © 2014 Image source: Forrester Leadership Boards Sales Enablement Council working session, September 2014 © 2014 Forrester Research, Inc. Reproduction Prohibited 24

Look for these things in your vendors A conceptual model or framework to see Look for these things in your vendors A conceptual model or framework to see how the business pieces fit together A technical schematic or A process map outlining all of the things framework that shows how your people must accomplish the technical pieces all fit together A set of recommendations for the required skills needed to successfully execute the initiative A clear way to make sure the initiative continuously adds value, with reporting and measurement programs factored in Source: March 11, 2011, “The Importance Of Developing A Shared Vision Of Success” Forrester report © 2014 Forrester Research, Inc. Reproduction Prohibited 25

Agenda › You could spend a ton on sales enablement automation. › Focus on Agenda › You could spend a ton on sales enablement automation. › Focus on your business goals, not on technologies. › The Forrester SE execution landscape › What you should expect from your vendors › Developing a business case © 2014 Forrester Research, Inc. Reproduction Prohibited 26

› Upcoming research and report › Upcoming research and report

Typical sales force automation benefits Source: October 3, 2014, “Quantify The Business Value Of Typical sales force automation benefits Source: October 3, 2014, “Quantify The Business Value Of CRM” Forrester report © 2014 Forrester Research, Inc. Reproduction Prohibited 28

Typical sales force automation benefits (cont. ) Source: October 3, 2014, “Quantify The Business Typical sales force automation benefits (cont. ) Source: October 3, 2014, “Quantify The Business Value Of CRM” Forrester report © 2014 Forrester Research, Inc. Reproduction Prohibited 29

March 2015: Forum For SE Professionals › Topics we will cover: • Buyers choose March 2015: Forum For SE Professionals › Topics we will cover: • Buyers choose their channel; you don’t. • Coordinate your e. Business and direct and indirect sales enablement. • Channel enablement best practices • Salespeople hiring and development • Forrester speakers plus industry keynote speakers from GE Healthcare, Hubspot, Jabil (HP and Dell), Mind. Tree, Net. App, Staples, Tyco, and VMware © 2014 Forrester Research, Inc. Reproduction Prohibited 30

Thank you Peter O’Neill poneill@forrester. com blogs. forrester. com/peter_oneill Twitter: @poneillforr Thank you Peter O’Neill [email protected] com blogs. forrester. com/peter_oneill Twitter: @poneillforr