maximize benefits of SPM Strategy

1. Performance. Innovation. Whatever it takes.
Maximize
the
benefits
of
your
SPM
Strategy?
Laura
Roach
Chief
Marke=ng
Officer,
OpenSymmetry

2. Maximize the
benefits of your
SPM Strategy?

3. Why Assess SPM?

4. SPM The Complete Vision
Sales
Compensation
Administration &
Design
Sales Coaching &
Training
Candidate
Assessment,
Selection & On-
Boarding
Territory &
Quota
Sales Strategy
Sales Performance
Management
Sales Process /
Methodology /
Effectiveness
Business Intelligence
Enabling Technologies
Business Process Management (BPM)

5. Sales Effectiveness &
Alignment Analysis

6. Challenges
• On-Premise to SaaS Sales & Delivery Model
• Sales Organization transforming from primarily
channel sales to both channel/direct
• Need to balance On-Premise and SaaS sales to a
financial model (blend of both)
• New sales leadership, roles and direct reps
• Need competitive plan design that does not disrupt
business (sales focus & revenue distribution)
• Need to model impact of new plan

7. Project Approach
Discovery
Workshops
Conduct
Analysis
Develop
Roadmap
Readout
3 weeks
Conduct an assessment project
• Evaluate current state and compare to Best Practices
• Develop Optimization Roadmap
Goals
• Determine areas that are working well and need improvement
• Create an actionable optimization roadmap
• Create budget for optimization roadmap
Deliverables
• Best Practices recommendations
• Budget and implementation plan

8. Discovery Workshops
Workshops are lead by senior resources with experience as Vice President of Sales for High-Tech firms
Areas of Focus Types of Questions Addressed
Workshop 1 - Customer/Product/Market
§ Customer need/use scenarios
§ Customer buyers
§ Industry/size/geography
§ Product offerings/value
proposition
§ Pricing
§ Competition
§ Demand creation/lead generation
§ Why does the customer buy?
§ Who within the target customer buys, influences, etc.?
§ What are the demographics of target companies?
§ What is the products specific value proposition?
§ How is the product priced? What is the average deal size?
§ What is the competition and why is our product better?
§ What demand creation activities are in place?
§ What lead generation activities are in place?
Workshop 2 - Sales/Financial
§ Lead/sales/revenue goals
§ Lead pipeline
§ Sales pipeline
§ Conversion (lead-opportunity-win)
§ KPIs
§ What are the goals for the current next FY (by quarter)?
§ What are the actual number, type and quality of leads (by product/quarter)?
§ What is the actual sales pipeline (by product/quarter)? What are the stages?
§ What is the expected time in each stage of the funnel?
§ What is the actual conversion rate by stage? What are the calendar
considerations?
§ What KPIs (other than leads, sales, revenue, conversions) are used?
Workshop 3 - Process/Organization
§ Organizational structure
§ Coverage model/quota
§ Incentive
§ Personnel performance
§ Sales methods/practices/processes
§ Sales cycle/purchasing scenarios
§ Measurement
§ CRM/technology/sales tools
§ What is the current org model? Gaps?
§ What is the coverage? By product/geography/direct/indirect/quota?
§ How are personnel incented? (high-level review only)
§ Which members fall into: bottom 10%, bottom 50%, top 50%, top 10%?
§ What processes are in place and how well are the followed?
§ Walk through examples of typical sale scenarios to identify areas of friction.
§ How is success measured?
§ What tools are used to aid the full sales process?

9. Highly effective sales organizations maximize
performance in seven key areas:
Area Description
Sales Force Structure The organization of the sales team
Coverage Model
The team’s market segmentation model and capacity of
the team to appropriately address its segmentation
strategy
People Enablement
The development of human capital within the sales
organization
Quota & Incentives
The determination, structure, process, communication
and understanding of quota
KPIs
The metrics used to measure the success of the sales
organization
Process Full marketing-lead-sales-account growth processes
Tools & Technology Technology and work aids used to support effective sales
Analysis Areas

10. Maturity General Characteristics
§ Streamlined & automated processes, extremely efficient organization,
consistently repeatable success, highly skilled people, self-improving
§ Mostly standard & automated, mostly efficient organization, much
repeatable success, mostly skilled people, self-aware & trying to
improve
§ Often standardized processes but largely manual, pockets of
repeatable success, key people are skilled, self-aware
§ Sometimes functioning processes, some organization, some
repeatability, has key single points of failure, few skilled people
§ Chaotic, ad hoc processes, no organization, no repeatability, highly
ineffective, largely inexperienced team
5 point effectiveness scale
Tailored to the area of analysis
1
3
4
5
2
In each area we did a deep dive to assess key critical elements and
identified current level, short term goal and quick win’s on how to
achieve.

11. Value Comparison
Positive Impact to Sales Performance in FY13
EaseofImplementation
Implement CRM
Document
Processes/Train
Conduct Skills
Assessments
Implement
Feedback
Loop
Select
CRMDevelop
Enhanced
Playbook
Implement
Standard KPIs
Finalize Org
Notes:
1. Size of bubble shows
relative cost
2. “Select CRM” includes
business case for
SalesLogix vs. SFDC
3. “Implement CRM”
includes:
- CRM
- Dashboards
- Forecasting
5. FY 14 Planning not
included as it is assumed
Select SPM
Solution
Enhance
Coaching

12. RESULTS
• These changes have already had a positive impact
• First month under new structure resulted in 105% of quota
Change Expected Benefit (Increased Sales)
Organiza=onal
Changes:
§ Replace
VP
of
Sales
§ Promote
people
to
new
leadership
posi6ons
§ New
job
requisi6ons
for
key
posi6ons
(direct
sales,
sales
engineer,
CAMs)
ü BeFer
direc6on,
career
growth
ü Reduced
span
of
control,
career
growth,
more
scalable
organiza6on
ü BeFer
sales
coverage
Compensa=on
changes:
§ More
specific
quotas
§ Easier
to
understand
comp
plan
ü More
rewarding/less
puni6ve
ü Higher
engagement
ü Less
6me
calcula6ng
commissions
Market
focus
changes:
§ Increased
focus
on
direct
sales
ü Higher
profitability
on
license
sale
ü Greater
control
of
sales
cycle
and
results

13. Optimization Roadmap
• Best practice recommendations for:
– Sales force structure
– Coverage model
– Quota
– KPI tracking/setting
– Process improvements
• Demand, lead, sales process
management
• Sales management, leadership,
coaching
• Onboarding
• Training
• Career development
– Sales tools/technology enablement
• Staged plan for implementing the
Optimization Roadmap:
– Resource requirements
– Schedule/timeline
– Cost
– Benefits
Sales
Effec6veness
Rollout
Op6miza6on
Stages
2…n
Op6miza6on
Stages
2…n
Op6miza6on
Stages
2…n
Op6miza6on
Stage
1
Ongoing
Data
Collec6on
and
Feedback

14. What Now?
• Find out how healthy your SPM is at Booth 19!
• FREE SPM Strategy Survey
• Join us Tuesday @ 3:30 – BI Maturity
• iPad Mini Raffle announced at Tuesday closing
reception

15. Performance. Innovation. Whatever it takes.
Maximize
the
benefits
of
your
SPM
Strategy?
Laura
Roach
Chief
Marke=ng
Officer,
OpenSymmetry