This document presents findings from an industry benchmark study on sales enablement. It finds that the most effective companies at driving sales performance align sales content and messaging to the buyer's process, develop competitive intelligence, and automate preparation of selling materials. However, many companies still struggle to deliver customized sales materials and messages to sellers based on their unique selling situations. The document advocates that companies implement a sales effectiveness maturity model to improve various competencies and leverage initiatives to boost both revenue and reduce costs.

1. SAVO
Sales
Enablement
Industry
Benchmark
Study
Chuck
Dulde
Sr.
Director
–
Customer
Value
September
20,
2012

2.
SALES
EFFECTIVENESS
CASE
STUDY
2

3. WHAT
JUST
HAPPENED?
3

4. PRODUCT
KNOWLEDGE
MEMORABLE
DELIVERY
ALIGNED
WITH
BUYER
4

5. 35%
ALIGNING
SALES
CONTENT
&
MESSAGE
TO
BUYER/PROCESS
33%
DEVELOPING/DELIVERING
COMPETITIVE
INTELLIGENCE
26%
AUTOMATING
THE
PREPARATION
OF
SELLING
MATERIALS
6%
ENABLING
MOBILE
SELLERS
5

6. THE
BUYER
COMPLICATION
85%
OF
COMPANIES
INVOLVE
3-­‐10
INDIVIDUALS
IN
BUYING
DECISION
58-­‐70%
OF
BUYING
PROCESS
IS
COMPLETED
BEFORE
TALKING
TO
A
VENDOR
6

7. WHAT’S
AT-­‐RISK?
AS
BUYERS
ASSERT
MORE
CONTROL
IN
THE
SALES
PROCESS…
SELLERS
LOSE
EFFECTIVENESS
VALUE
RELEVANCE
CONTROL
7

8. WHAT’S
THE
IMPACT?
Leaders
Laggards
Reps
Achieving
Quota
83%
22%
Revenue
Growth
23%
6%
Average
Deal
Size
9.7%
(0.5)%
Average
Sales
Cycle
(1.4%)
7%
SOURCE:
ABERDEEN
SALES
EFFECTIVENESS
RESEARCH
(JAN
2012)
8

9. REFRAMING
THE
CHALLENGE
Profitable
Growth
Inidadves
Sales
Execudon
Decision
Buyer
Corporate
Execudon
=
Sales
Execudon
9

10. LEVERS
OF
SALES
EFFECTIVENESS
Sales
Measurement
CRM
Competency
Learning
Sales
Development
Systems
Sales
Modon
Execudon
10

11. THE
SAVO
MATURITY
MODEL
M&A
New
GTM
Product
Strategy
Launch
Competency
Workforce
Sales
CRM
Development
Management
Measurement
Sales
Enablement
Asset
Program
Knowledge
Management
Management
Management
Compeddve
Intelligence
Messaging
Social
Sales
Collaboradon
Process
Sales
Execudon
11

12. REVENUE
&
COST-­‐OUT
INITIATIVES
Seller
• Seller
Effecdveness
Effecdveness
• Seller
Producdvity/Efficiency
• New
Product
Launch
• Mergers
&
Acquisidons
• Channel/Partner
Contribudon
• New
Markets
• New
Geos
• Exisdng
Market
Penetradon
• Exisdng
Account
Penetradon
• Recurring
Revenue
Retendon
• Markedng
&
IT
Expense
Opdmizadon
12

13. SALES
EFFECTIVENESS
HEATMAP
Avg
Score
SALES
EFFECTIVENESS
COMPETENCIES…
3.4 § Sellers are engaging SMEs for customer conversations
3.3
3.1
§ Company’s brand is maintained across sales content
3.0 § Demos & samples are available for customer evaluation
3.0 § Content sellers use is generally accurate
3.0
2.9 § Sellers systematically identify competitors for each oppty
…
AND
CHALLENGES
1.2 § Sellers not able to access sales assets when mobile
1.2
1.2
§ Lack a process to capture competitive learnings
1.1 § There are few incentives for sellers to share knowledge
1.0
§ Preparing selling materials is manual & inefficient
1.0
1.0 § Sales content/message not aligned to buyer/process
13

14. 63%
OF
COMPANIES
ARE
LAGGARDS
IN
DELIVERING
SALES
MATERIALS
&
MESSAGING
TO
SELLERS
BASED
ON
THEIR
SELLING
SITUATION
14

15. 43%
OF
COMPANIES
ARE
LAGGARDS
SALES
MANAGERS
CANNOT
VERIFY
A
SELLERS
SITUATIONAL
FLUENCY
15

16. ARE
YOU
MAKING
PEANUT
BUTTER
SANDWICHES?
MARKETERS
• MESSAGE
CREATION
SKILLS
SALES
LEADERS
• CREATIVE
SHIFT
TO
• MESSAGING
SALES
MOTION
INSPECTION
&
• OWNS
COACHING
GO-­‐TO-­‐CUSTOMER
• SALES
MOTION
COVERAGE
MODEL
ANALYTICS
• RESOURCE
FACILITATOR
SELLERS
• MESSAGING
DELIVERY
SKILLS
• SALES
MOTION
DISCOVERY
&
EXECUTION
• RESOURCE
MANAGER
16

17. Quesdons
SAVO
CONFIDENTIAL
©
2012
1

18. Thank
You!
SAVO
CONFIDENTIAL
©
2012
1