Not Your Mama’s Sales Tools:
The Next Generation of Sales Enablement
A RevenueEnginesTM Webinar
March 14, 2012
Becky Johns
Vice President, Marketing Services
240-752-1832
©2012 MarketBridge Corp.– 2 –
Company OverviewGo-to-MarketTM Leader with the Expertise and Experience to Deliver
Customers
• 18 of the top 50 global B2B brands • Global Fortune 1000 corporations and
emerging growth companies• “Considered-Purchase” Products• Enterprise, Mid-Market, and SMB
Business Customers• Direct & Partner Sales Channels
Sample Clients across Technology, Financial and Business Services, and Healthcare
A leading provider of solutions and services to help Fortune 1000 andmid-market growth companies leverage digital marketing and business intelligencetechnologies to improve Sales & Marketing productivity and drive revenue growth
Differentiators
• Go-to-Market™, empirical focus• Strategy development through
market execution• Integration of Marketing & Sales• Technology-enabled solutions and
managed services• Performance driven results
©2012 MarketBridge Corp.– 3 –
MarketBridge Solutions to Drive Revenue GrowthGo-to-Market Planning, Execution, and Measurement Framework
MarketBlueprint™How should we change our overall
Go-to-Market model by customer and
market segment?
RevenueEngines™How can we drive revenue growth and meet
changing customer expectations by
leveraging emerging Marketing & Sales
technologies?
DemandAnalytics™How can we capture, report, and analyze expanding customer
data to predict buyer behavior and take actions to drive growth
and optimize resources?
©2012 MarketBridge Corp.– 4 –
Agenda
END
Defining Sales Enablement
Issue #1: Developing the Right ContentThe Problem
The Solution
Business Case Success
Actionable Tips
Issue #2: Transferring the KnowledgeThe Problem
The Solution
Business Case Success
Actionable Tips
Issue #3: Measuring the SuccessThe Problem
The Solution
Business Case Success
Actionable Tips
Wrap-up and Q&A
©2012 MarketBridge Corp.– 5 –
Introduction - Various Training Audiences
Case example for each audience group
Specific tips after each section specific to audience group
©2012 MarketBridge Corp.– 7 –
“Sales Enablement is a strategic on-going process that equips all client-facing employees with the ability to consistently and systematically have a valuable conversation with the right set of
customer stakeholders at each stage of the customers problem-solving lifecycle to optimize the ROI of the selling system” - Forrester
Definition Slide
Old School Approach New School Approach
Create a lot of training and marketing collateral and put them online.
Ensure salespeople are equipped to have valuable conversations that help buyers advance through their buying process.
The folks in corporate know best what salespeople need in the field.
The most effective selling content, messages, and strategies are learned from experience with buyers.
It takes a stick to get salespeople to use the tools we give them.
Adoption of sales enablement applications is driven by the value a salesperson gets from it.
©2012 MarketBridge Corp.– 8 –
A Framework for Sales EnablementThree Core Components: Content, Technology, Measurement
Find Learn Engage Buy Renew Upgrade
The Customer’s
Buying Process
Educate
We might have a
problem.
Enable Reinforce
We understand our problem and need a
solution.
Your solution applies to our
needs.
The business case applies to our needs.
We need reassurance we made the right decision.
Sales Enablement Content – The Fuel
Sales Enablement Technologies – The Engine
Sales Enablement ROI – The Dashboard
Educate Enable Reinforce The Sales Person’s
Needs
©2012 MarketBridge Corp.– 9 –
Issue #1 – Content CreationWhere the Breakdown Occurs
Did you know…
The typical
technology
industry
company is
spending about
$135,000 per
sales person,
per year, in
support?
- Forrester
The Typical Sales Enablement Program
Same tools for every agent, regardless of learning style
Materials that haven’t been
updated in months….or
years
Lengthy decks, white papers
and case studies
Lack of visibility into client-
facing collateral
Same content to talk to all
customers, regardless of buying stage
Conflicting priorities/
messages from different
business units
Creating more content
Creating more content
Creating more content
Creating more content
Creating more content
Creating more content
©2012 MarketBridge Corp.– 10 –
Issue #1 – Content CreationHow to Fix It
Think like a Sales Person act like a Marketer
Develop Content for different Stages in the Buying Cycle
Align the Marketing and Sales Efforts
Target Message to different Stage in the Buying CycleThink about your Audience…The Sales TeamBe Creative and make it FunAdd a Call-to-Action after each Sales Training Measure It
Treat the sales enablement content creation like a marketing campaign:
©2012 MarketBridge Corp.– 11 –
Issue #1 – Content CreationHow to Fix It
Develop Content for different Stages in the Buying Cycle
Find Learn Engage Buy Renew Upgrade
The Customer’s
Buying Process
The Sales Person’s
Needs
Educate
We might have a
problem.
Enable Reinforce
Thought Leadership:•Articles•Social Media
•Newsletters•White Papers
Product/Solution:• Webinars• Reports
• Product Collateral• Video
Value:• Case Studies• Blogs
• Microsites• Self-Guided Demo
Competitive Edge:• Demos• Competitive Tools
• Testimonials
Financial Justification:• Trials• ROI Tools
• Proof of Concept
We understand our problem and need a
solution.
Your solution applies to our
needs.
The business case applies to our needs.
We need reassurance we made the right decision.
©2012 MarketBridge Corp.– 12 –
Marketing Sales
Marketing& Sales
Intersection Point
Product Management
Product/Solution Marketing
Field Marketing
Sales Operation
Sales Communications
Sales Training
Product Knowledge
Execution
Content
Process Knowledge
Skills
Competencies
Solution Roadmap
Go-to-Market
Plan
Analytics
Training
Issue #1 – Content CreationHow to Fix It
Align the Marketing and Sales Efforts
©2012 MarketBridge Corp.– 13 –
Issue #1 – Content Creation Case StudyHelped a leader in online education better teach and equip their teams
Client Challenge:
A leading provider of online education was using an outdated, 400+ page PowerPoint deck to train their Inside Sales team. Reps
often couldn’t answer customer inquiries effectively and were inundating Team Leads with repetitive questions.
MarketBridge Solution:
Audited the existing training to inventory and classify materials and gain participant perspective
Met with key, internal stakeholders to identify knowledge needs and expected outcomes
Created and distributed an assessment to match actual Rep knowledge gaps to those perceived by Management
Developed 20 distinct Training Modules that each featured our Core Components of Learning: Facilitator Guide, Learning
Module, Interactivity, Assessment and On-Going Learning Tools
Bu
sin
es
s Im
pac
t:
47% Increase in Sales Rep Knowledge
62%91%
0%
20%
40%
60%
80%
100%
Old Training New Training
88% Rep Satisfaction w/Enablement Program
67%
21%
12% 0%
Very Satisfied
Satisfied
Somewhat Satisfied
Not Satisfied
Significant Rep & Management Productivity Gains
Management time spent
answering Rep questions
decreased by 62%,
resulting in productivity
gains for both groups.
©2012 MarketBridge Corp.– 14 –
Issue #1 – Content CreationActionable Tips
Content considerations for different sales channels:
Customized
Modular
Standard
©2012 MarketBridge Corp.– 15 –
Training occurs to far in advance
One group training is not enough for knowledge retention
There is no good virtual system to make housing and finding material easy
Messaging stays the same through the entire buying cycle
Marketing messages often compete with each other for limited sales attention
Issue #2 – Knowledge TransferWhere the Breakdown Occurs
Did you know…
Only 33% of
training is
retained by a
sales person
the day after
the training
occurs?
- Research Group of
America
Product 1
Product 2
Product 3
Product 4
Corporate Marketing
Field Marketing Sales Team Customer
©2012 MarketBridge Corp.– 16 –
Layer 1: Self-Study
Have trainees review material on their own ahead of
any group training. You’ll be able to:
Accommodate various learning styles/paces
Establish a knowledge foundation
Track participation
Determine what to focus on in the formal training
Issue #2 – Knowledge TransferHow to Fix It
Group sessions, held no more than one week ahead of
when leanings will be applied, will be more productive
with an established knowledge baseline allowing for:
Focus less on teaching and more on coaching
Role-play to incorporate soft skills
Special workshops for areas of personal interest
Break-out sessions for persistent, individual gaps
Layer 2: Formal Training
Layer 3: On-Demand &
On-Going
A robust, user-friendly online resource center will
enable learning on an on-going, as-it’s-needed basis
with features such as:
Integration with your current CRM/POS platform
Warehouse for Q&As to prevent repetition in response
Access to multiple SMEs across the organization
Collaboration with peers to gain experiential knowledge
“Nuggets” of information on a subscription /push basis
Require Self-Study Ahead of Time
Make Trainings More Productive
EnableOn-Going Learning
©2012 MarketBridge Corp.– 17 –
Issue #2 – Knowledge Retention Case StudyProvided a scalable program framework to enable technology partners
Client Challenge:
An industry leader in technology provided its sales partners, which varied in sophistication and needs, an online portal of disparate
sales and training collateral – but no outlet to talk to or easy way to find information when it was needed.
MarketBridge Solution:
Developed a series of “pre-packaged” campaigns, including all the customizable assets a Partner would need for effective
demand generation
Launched campaigns on an easily accessible, self-service infrastructure
Provided in-bound marketing consultation support for partners through phone and chat, using dedicated SMEs that could
walk partners through the new tools available, best practices for increased results and drive funding efforts
Bu
sin
es
s Im
pac
t:
90% Increase in Partner Program Campaign Execution
7,350 14,000
-
5,000
10,000
15,000
Campaigns Pre-Training
Campaigns Post-Training
200% Lift in Tactics Used Within campaigns
838% Increase in ROMI After Program Implementation
Over the course of the
Program, ROMI increased
838%, representing a 3x
lift from pre-program
performance.
0
1
2
3
4
Mo. 1 Mo. 2 Mo. 3 Mo. 4 Mo. 5 Mo. 6
Tactics Pre-Training Tactics Post-Training
©2012 MarketBridge Corp.– 18 –
Issue #2 – Knowledge TransferActionable Tips
Transfer considerations for different sales channels:
High Touch
Hybrid
High Content
©2012 MarketBridge Corp.– 20 –
Training & Sales Dashboard
Issue #3 – Track & MeasureWhere the Breakdown Occurs
Agent Trainings Appts. Proposals Sales
Mark Jones 5 20 14 $7,000.00
ChrisGustin
5 19 16 $8,000.00
Julia Robes 4 17 10 $5,000.00
Ted Foote 1 4 2 $0.00
Click here to tell us about your
training!
0% 50% 100%
Georgia
Virginia
78%65%
54%52%
22%35%
46%48%
Training Penetration
54%65%
92% 96%
0%
20%
40%
60%
80%
100%
120%
January February
Knowledge Increase
65%
50%
43%
12% 6%
Training Tools Usage
Online Game
CBT Module
Live Chat
Quiz
Webinar
Not accurately tracking the amount and type of training completed by each individual
Lack of insight into initial knowledge gains and retention of information
No visible correlation between training, knowledge levels and sales performance
Lack of a feedback loop where you can get feedback on sales enablement efforts and materials
No insight into knowledge gaps that exist on an individual, product or group basis
Did you know…
When it comes
to sales
enablement
efforts, 40% of
them are
deemed
ineffective by
corporate
sponsors.
- IDC
©2012 MarketBridge Corp.– 21 –
Issue #3 – Track & MeasureHow to Fix It
Track Everything you Can
Map Sales Back to Knowledge Scores
Slice by individual, team, product, etc. See how often someone engages in self-study and resourcesAllows you to take corrective action where neededIdentify peer resources the team can utilizeIdentify who is ready for advancement (promotion indicators)
Create a dashboard to track effectiveness of sales tools:
Identify the “breaking point” in the funnel to see if it’s the product, the material, the teaching, or the soft skills that are causing the issues
Use the data and systems you already have in place to evaluate effectivenessUse results to gain additional support internally for continued sales efforts
Use knowledge scores to identify sales process issues:
©2012 MarketBridge Corp.– 22 –
Issue #3 – Track & Measure Case StudyCreated a program to enable effective, ongoing enablement
Client Challenge:
A high-end retailer found that its CBT platform that left significant knowledge gaps amongst Associates. While their Managers were
expected to provide supplemental training to fill them, they did not possess the skill-set to facilitate effectively – and did not know
which training Associates needed.
MarketBridge Solution:
Launched a multi-tiered, multi-touch email campaign to re-step managers through training tools and deliver short, actionable
“nuggets”
Integrated training tools and collateral with their existing point of sale systems to allow for push notifications and easy access
to resources
Created a web-based, mobile compatible “Module Picker” that used proprietary logic to assign training modules to individual
needs and track usage and outputs on a granular level
Bu
sin
es
s Im
pac
t:
9% Increase in Selling Productivity Due to Reduced Classroom Training
Identified Top Performers to Leverage & for Advancement
Pinpointed the 11% of
Associates that were
making up over 80% of
the overall group
performance pre-
Program.
126% Increase in Sales Performance After 2+ Trainings
68%107%
154%
0%
50%
100%
150%
200%
Untrained 1 Training 2+ Trainings
2%
16%
6%
1%
4%
1%
17%
17%
71%
65%
0% 20% 40% 60% 80% 100%
Post-Program
Pre-ProgramOff-Floor Train
On-Floor Train
Self-Directed Train
Clientelling
Selling
©2012 MarketBridge Corp.– 23 –
Issue #3 – Track & MeasureActionable Tips
Tracking considerations for different sales channels:
One-to-One
One-to-Many
Broadcast
©2012 MarketBridge Corp.– 24 –
Becky Johns
Vice President, Marketing Services
240-752-1832
Courtney Milliken
Program Manager, Marketing Services
240-752-1880
Thank You and Q&A
Learn more:
Web: http://www.market-bridge.com/marketing-and-demand
Twitter: www.twitter.com/marketbridge
Let us help you get started towards the next
generation of your own Sales Enablement programs with a
Sales Assets Assessment to establish an asset
inventory baseline for the performance of existing
sales materials &identification of
improvement areas.
SE Assessment