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Copyright 2014 The Sales Management Association.
Sales Management ssociation Webcast
18 June 2014
Presented by
Pursuit of Performance: Findings from the 2 14Miller Heiman Sales Best Practices Study
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About The Sales Management Association
Slide 2 2014 The Sales Management Association. All rights reserved.
A global, cross-industry professional association for salesoperations and sales management.
Focused in providing research, case studies, training, peernetworking, and professional development to our membership.
Fostering a community of thought-leaders, service providers,academics, and practitioners.
Learn More: www.salesmanagement.org
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Copyright 2014 MHI Global. All Rights Reserved.
THE PURSUIT OF WORLD-CLASSPERFORMANCE
2014 MHI GlobalSales Bes t Prac t ices S tudy
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Original Rules of Basketball.Dr. James NaismithJanuary 15, 1892
13. The side making the most points in that time isdeclared the winner
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Playing FieldAccount, Territory, Market
OpponentsCompetitors
StrategyHow to Win
RulesExpense Comp Plan
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Number of QualifiedOpportunities
New Account Acquisition
Average Account Billing
YOY Existing Customer Growth
Quota AchievementForecast Accuracy
Revenue
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Performance
2013 PerformanceGAP
Customer Core Collaborative Culture
Calibrated Success
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Copyright 2014 MHI Global. All Rights Reserved.
0%
20%
40%
60%
80%
100%
2012 2013
World Class All Respondents
Gap GrowthOur organization collaborates across alldepartments to pursue large deals.
COLLABORATIVE CULTURE
Gap Growth+9 pts
+4 pts89% 93%
48%43%-5 pts
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RevenueNumber of Qualified
Opportunities
New Account AcquisitionAverage Account Billing
YOY Existing Customer Growth
Quota Achievement
Forecast Accuracy
2014: +22%
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Customer CoreProvide Perspective
Behaviors
Collaborative CultureConscious
Collaboration
Calibrated SuccessPerformance
Accountability
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The Pursuit of Performance
The MHI Global Sales System
2014 MHI Global Sales Best PracticesStudy
3 Behaviors of World-Class SalesPerformance
6 Elements of the Sales System
12 Behaviors That Impact Performance
CredentialsXerox 1984-89
Field SalesGartner Group: 1989-2006
Sales Rep Sales Manager: 1989-96WW Sales Operations: 1996-01VP CRM/SFA Analyst: 2001-05WW Field Operations: 2005-06
SiriusDecisionsCreator, Sales Operations Strategies 2006-11
http://www.linkedin.com/in/joegalvin32
Joe GalvinChief Research OfficerMiller Heiman Research Institute
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Executive Summary : MHIGlobal 2014 Sales Best Practices
http://goo.gl/utNmyD
www.Millerheiman.com- Whats New
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MHI Global: Empowering Growth
MHI Global helps companies and their
sales leaders globally build and sustainsuccessful, customer-focused high-
performance organizations that can driveprofitable, predictable top-line growth.
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Copyright 2014 MHI Global. All Rights Reserved.
Worlds largest ongoingstudy of complex, business-to-business selling and salesmanagement practices
More than 30,000 participants overlast 11 years.
Not exclusive to MHI Global clientsor alumni.
All Respondents filtered to reflectcomplex sale; 3+ decision makers.
Study includes 3 sections:Demographics, Behaviors, Metrics
Analysis defines key behaviorsleveraged to drive performance.
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N=1,155
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CRITICAL SALES ACTIVITIES Analysis elevates activities most linked to
sales performance
Identify respondents that collectively andconsistently execute these 12 behaviors
Designate this sub-segment as world-classpopulation
VALIDATE WITH SALES METRICS Number of Qualified Opportunities
New Account Acquisition
Average Account Billing
YOY Existing Customer Growth
Quota Achievement
Forecast Accuracy
WORLD CLASS Small percentage of respondent base,
8.5% in 2014 Outperforms All Respondents on
metrics measured by 22%
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Customer CoreProvide Perspective
Behaviors
Collaborative CultureConscious
Collaboration
Calibrated SuccessPerformance
Accountability
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OrganizationalAttribute
IndividualBehavior
CulturalComponent
CalibratedSuccess
PerformanceAccountability
What do wemeasure, recognize
and reward?
CustomerCore
ProvidePerspective
How do we connectand engage with our
customers?
CollaborativeCulture
ConsciousCollaboration
How do wework together?
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We clearly understand our customersissues before we propose a solution.
Organizational
Attribute
Individual
Behavior
CulturalComponent
CustomerCore
ProvidePerspective
How do we connectand engage with our
customers?
45%
92%
All Respondents
World Class4-year average 2014
93%
48%
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Experience
Sales Experience Knowledge
MHI Research Institute Research Note:Providing Perspectives
Provide a PerspectiveHow YOU will achieve success
ExperienceKnowledge
Context Concept
DecisionDynamic
Customers
Give a PitchWhat we sell to YOU
1:All
Capabilities
P
Deliver a PresentationWhat we sell to people like YOU
1:Many
Capabilities Market/
Role
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Our organization collaborates acrossall departments to pursue large deals.
Organizational
Attribute
Individual
Behavior
CulturalComponent
CollaborativeCulture
ConsciousCollaboration
How do wework together?
201494%
43%46%
93%
All Respondents
World Class4-year average
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Sales CommunitySharedIntelligenceBest
Practices
Sales ProfessionalSales Managers, Executives, Subject Matter Experts, Specialists
Messages KnowledgeStrategy
Account PlanOpportunity Plan
Sales Call ObjectiveCommon Language
SynchronizedSelling
InternalIntelligence
Competitive IntelFeature/FunctionProduct Roadmap
Pricing
CustomerCommunications
Customer ConceptValue PropositionMarket PositionCorporate Vision
Customer
MHI Research Institute Research Note:Sales Collaboration: Defining Attribute of World Class
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Our sales performance metrics arealigned with our business objectives.
CalibratedSuccess
PerformanceAccountability
What do wemeasure, recognize
and reward?
43%
92%
All Respondents
World Class
4-year average 2014
93%
48%
Organizational
Attribute
Individual
Behavior
CulturalComponent
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Customer Management
Business Management
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Qualified Opportunities
New Account Acquisition
Average Account Billing
YOY ExistingCustomer Growth
Quota Achievement
Forecast Accuracy
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Social Selling: Getting to 1:1
Achieving a Knowledge Advantage
Creating the CustomerCommunity
Managing MultipleCustomer Models
Enabling Perspective
Forecast Accuracy -Funnel Confidence
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Activity Metric World Class ALL YOUR TEAM
Create Opportunities
Sales and Marketing are aligned in what our customers want and need. Number ofQualified
Opportunities
91% 38%
We have a formalized value proposition that is very compelling to our prospects. 92% 42%
Manage Opportunities
Our organization is highly effective in allocating the right resources to pursue large deals. New AccountAcquisition
93% 36%
When we give price concessions, we always get comparable value in return. 71% 21%
Manage Relationships
Our organization regularly collaborates across departments to manage strategic accounts. AverageAccount Billing
94% 43%
We jointly set long-term objectives with our strategic accounts. 87% 34%
People & Organization
We know why our top performers are successful. YOY ExistingCustomerGrowth
92% 41%
Our management team is highly effective in helping our sales team advance sales opportunities. 96% 43%
Operations & Enablement
Our sales compensation policies are aligned with our business objectives. QuotaAchievement
90% 46%
Our sales team consistently relies on our knowledge management system as the single sourcefor collateral and information.
71% 23%
Management Execution
We leverage the best practices of our top performers to improve everyone else. ForecastAccuracy
89% 29%
Our sales managers are always held accountable for ensuring the accuracy of our sales forecast. 93% 44%
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BEHAVIORS OF WORLD-CLASS SALES ORGANIZATIONS
Sales and marketing alignment
Formalized value proposition
Allocating the right resourcesComparable price concessions
Regularly collaborates
Review results of our solution
Why top performers succeed Management team advances deals
Compensation aligned with objectivesSingle source for knowledge
Leverage best practicesForecast accuracy accountability
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2014 Sales Performance and Productivity Study
3rd annual study conducted by Miller Heiman
Research Institute Open June 9 August 1
Survey Incentives:
www.millerheiman.com/study
This study gathers insightsand trends on the strategicinvestments being made todrive sales productivity.
The findings of the studyhelp participantsunderstand trends ininvestments in productivityin Operations, Enablement,Training and Technology
providing you with data tosupport strategic planningfor 2015.
2014 Strategic IssuesDigest
Invitation to exclusiveresults webinar for
participants in October
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Questions and Discussion
Slide 36 2014 The Sales Management Association. All rights reserved.
Enter your questions in the
Questions box on the righthand side of the webinarapplication window.
Did we run out of time before we got to yourquestion? Presenters can follow-up with you viaemail. Feel free to submit more questions ifyoud like an offline response .
#PerformancePursuit
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Thank You.