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© Profitable Channels 2014

TRANSFORMING THE ADVISORY EXPERIENCE

TABLE OF CONTENTS

EXECUTIVE SUMMARY: KEY FINDINGS 3

ABOUT THIS STUDY 4

STUDY FINDINGS: The opportunity to grow sales, control costs, enforce compliance, and differentiate the client experience

5

The forces redefining the relationship model in financial services 7

How industry leaders are using sales enablement technology to grow profitably 9

Where financial services firms are investing to improve sales performance 11

1. Workflow Automation 12

2. Sales Content Repackaging 12

3. Presentation Automation 13

4. Sales Content Hubs 13

5. Prescriptive Sales Tools 14

6. Solution Selling Tools 15

7. Visual Configuration Tools 15

8. Account Consolidation 15

9. Company Sponsored Tablets 16

10. Customer Facing Mobile Applications 17

Best Practices: Three ways organizations are generating measurable sales

results today 18

1. Leveraging existing assets from across the enterprise 18

2. Better managing, packaging and organizing sales content 21

3. Reinventing the face-to-face relationship model 24

a. Policy renewals 25

b. Cross Sell conversations 25

c. Financial reviews 26

d. Relationship reviews 28

e. New Business proposals 28

f. Customer Retention Calls 29

Overcoming the roadblocks to success 31

Action Plan: Smart actions business leaders can take today to capitalize

on this opportunity 37

APPENDIX

About the Author 38

About Profitable Channels 39

Citations 40

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EXECUTIVE SUMMARY: KEY FINDINGS

A rapidly maturing set of sales enablement technologies – notably predictive analytics, solution selling

tools, mobile devices, and presentation automation solutions – are redefining the nature of face-to-face

selling interactions with high value high net worth, mass affluent, commercial and institutional clients.

These tools offer the potential to solve some long standing industry selling challenges – executing

solution selling, differentiating the client experience with thought leadership, cross selling, and adding

value during regular financial reviews and policy renewals.

A small group of early adopters in the asset management, insurance, banking, and wealth management

industries are capitalizing on these solutions to achieve order of magnitude improvements in advisor time

in the field, cross sell ratios and conversion rates.

To achieve these measurable sales results, these organizations were doing three things well:

Leveraging existing selling assets from across the enterprise – information, content, expertise and data

– using sales enablement solutions that improve conversion rates, free up sales capacity, shrink cycle times,

and enhance presentation quality and consistency.

Better managing and organizing their sales content by reengineering their sales and marketing content

supply chain, repackaging their sales content, and systematizing content compliance, delivery and tracking.

Reinventing the face-to-face relationship model by using advances in mobility, cloud and business

intelligence to redefine six high value face-to-face client interactions including: relationship reviews, policy

renewals, new business meetings, investment reviews, and customer retention interactions.

Most financial institutions can capitalize on this opportunity to grow sales, control costs, enforce

compliance, and differentiate the client experience because the critical building blocks for sales

enablement – customer data, information, subject matter expertise, and sales content assets – are

already in place.

The majority of financial services organizations lag far behind other industries in adopting these powerful

tools despite their potential to solve some major industry-selling challenges. Financial institutions are not

realizing the growth potential of sales enablement because of a variety of factors including: security

concerns, compliance bottlenecks, poorly packaged selling content, industry demographics, and an over

reliance on internal development.

The most important things sales and marketing organizations need to be doing to avoid falling behind in

terms of client expectations, competitive practices and cost effectiveness:

1. Leverage external solutions to move faster and make an immediate business impact;

2. Prioritize enhancement of the sales experience for agents, advisors and clients to maximize user

acceptance and return on investment;

3. Reengineer, reorganize and systematize sales content to support modern selling;

4. Document business case for sales enablement that maximizes return on assets, improves utilization of legacy

systems, and leverages enterprise content, data, expertise, research and solutions in day-to-day selling.

5. Prioritize investments in prescriptive analytics, presentation automation, and solution selling tools that

generate high returns with limited set up time and IT support.

These findings are explored in depth in this report.

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ABOUT THIS STUDY

In the fourth quarter of 2013, Profitable Channels conducted a best practices analysis of

how leading financial institutions are capitalizing on the potential of sales enablement

technology to help their agent, advisor and banking field forces to grow sales, improve

sales productivity and redefine the relationship model.

This study focused on uncovering how sales and marketing leaders are employing a

rapidly maturing set of sales enablement technology – including mobile devices, analytics,

solution selling, presentation automation, content management and CRM solutions – to

better address client needs, deliver more trusted advice, cross sell the full breadth of

solutions, and differentiate the client experience in face-to-face selling situations with their

highest value clients.

The research included:

An analysis of 60 sales enablement programs. A best practices analysis of the mobile

sales programs of 60 organizations that were actively in the process of evaluating,

developing or deploying sales enablement solutions for their field sales organizations.

These organizations represented a cross section of the financial services industry

including: asset management, banking, wealth management and insurance companies.

Expert interviews. In-depth interviews with 80 sales and marketing executives and sales

enablement experts including sales and marketing management, sales operations, sales

tools, and mobile strategy functions.

The in-depth management interviews were confidential. Any references to specific

examples have been sanitized for public consumption, except when in the public domain.

This analysis is supported by references to additional primary research to provide the

reader as much comprehensive analysis and insight possible.

Wealth Management

28%

Asset Management

20%

Insurance 25%

Banking 27%

Sales Enablement Program Analysis Sample

Analysis of 60 tablet sales deployments 4Q2013

5



STUDY FINDINGS: THE OPPORTUNITY TO

GROW SALES, CONTROL COSTS, AND

DIFFERENTIATE THE CLIENT EXPERIENCE

In the last 24 months, automotive, medical, manufacturing, retail, and high tech innovators

have capitalized on sales enablement solutions that harness the unique capabilities of mobile

devices – combined with the power of analytics, content management and CRM solutions – to

transform sales performance. These sales and marketing leaders are taking advantage of a

rapidly maturing set of sales enablement technology – including mobile devices, analytics,

solution selling, presentation automation, content management, and CRM solutions – to grow

revenues, improve sales effectiveness, and differentiate from the competition.

Sales enablement solutions represent an immediate opportunity for financial services

innovators to solve the biggest selling challenges facing the industry:

Executing consultative selling with limited training, coaching and experience

Differentiating the client experience with insights, ideas, and thought leadership

Increasing account penetration by cross selling without “product pushing”

Adding more value during regular financial reviews and policy renewals

This study reveals how a small group of early adopters in the financial services industry are

making high return investments in sales enablement technologies – notably predictive

analytics, solution selling, presentation automation, content management and CRM solutions –

to grow sales, control costs, enforce compliance, and differentiate the client experience.

Our analysis of the sales enablement efforts of 60 insurance, asset management, banking,

and wealth management organizations found a handful of best- in-class firms are using these

technologies to achieve order-of-magnitude improvements in sales performance, including:

Increasing advisor time in the field – a retail financial services firm was able to save

10,000 hours of field sales capacity by automating the creation of annual client review

presentations using a tablet based sales enablement solution.

Shrinking cycle times – a large asset management firm was able to improve speed to

market and client responsiveness by reducing the time it took to create quarterly financial

reviews from six weeks to 60 seconds.

Setting a new standard for the client experience – agents for a global life

insurance company now generate more than 90 percent of new business proposals using a

paperless tablet based selling system.

Improving sales effectiveness – a top 10 asset management firm was able to

increase the average gross sales for the targeted audience in the target timeframe four fold

using prescriptive sales models based on data which integrated customer information in

their CRM with operational data drawn from transactional systems, and behavioral

information gleaned from third party research sources.

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Reducing selling costs – a large global life insurance provider was able save money

by digitizing the entire sales process – from discovery to fulfillment - eliminating paper,

printing, postage, scanners, couriers, and PCs.

Gaining control and compliance – the marketing department of a global wealth

management firm was able to change key marketing copy – such as Assets Under

Management and regulatory language – in one place and have it automatically update

hundreds of presentations, documents and reports worldwide.

The sales enablement investments and best practices outlined in this report can help

executives who manage expensive agents, advisor and banking field forces redefine the

relationship model and differentiate the client experience in face-to-face selling situations

with their highest value clients - including: high net worth, mass affluent, commercial and

institutional clients.

They represent an immediate opportunity for the majority financial services organizations

to grow profitably because the critical building blocks needed to execute these strategies –

customer data, information, subject matter expertise and sales content assets – are

already in place at most institutions.

Unfortunately, the majority of financial services organizations lag far behind other

industries in adopting these powerful tools despite their potential to solve some long-

standing industry problems. In order to take advantage of this opportunity, industry leaders

will have to find ways to overcome persistent headwinds that impede the adoption of sales

enablement including:

Streamlining and automating compliance bottlenecks

Leveraging sales content, data, and infrastructure

that already exist

Better organizing and packaging selling content

Overcoming a bias towards in-house development by looking to

proven third party SaaS solutions providers

Building a consensus business case for front office innovation

This best practices analysis will highlight three ways best-in-class

organizations are realizing measurable benefits from sales

enablement technology today, and outline the most important

steps sales and marketing leaders need to be taking to avoid

falling behind in terms of client expectations, competitive practices

and cost effectiveness.

Three Ways Best-In-Class

Organizations Are Realizing

Measurable Benefits From

Sales Enablement

1. Leveraging existing assets from

across the enterprise -

information, content, expertise

and data

2. Reengineering the sales and

marketing content supply chain to

better manage, package and

organize sales content

3. Reinventing high value face-to-

face relationship transactions by

using advances in mobility, cloud

and business intelligence

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THE FORCES REDEFINING THE RELATIONSHIP MODEL

IN FINANCIAL SERVICES

A variety of forces - the ubiquity of mobile devices, the consumerization

of technology, and pressure from clients for more trusted advice – have

converged to transform the nature of face-to-face selling interactions

with high value clients in the financial services industry.

These forces are disrupting the relationship model and redefining the

nature of face-to-face selling interactions between field agents, bankers,

advisors and high value customers including institutional, high net worth

and commercial clients.

More technology to help salespeople

The rapid adoption of tablets and smartphones. Hundreds of

millions of consumer-driven tablets and smartphones have been

deployed by business and adopted by employees in the last three

years. More than 90 percent of organizations view mobile devices as

essential to sales and are actively investing in tools and applications

that help salespeople grow revenues, improve productivity, and differentiate the client

experience.1 As a direct consequence, 84 percent of organizations will spend money this

year on mobile applications that drive sales effectiveness, reduce costs, improve employee

productivity and enhance customer satisfaction.6

The emergence of sales enablement tools and solutions. A robust set of easy to deploy

SaaS sales tools, notably presentation automation platforms, solution selling tools, sales

content management systems and predictive analytics are being adopted by sales

organizations.

The explosion of marketing IT investment. The availability of easy-to-use and deploy

sales and marketing applications has given rise to increased spending on applications that

support front line sales and marketing activities. The level of investment in sales and

marketing technology is so great that the Gartner Group forecasts that marketing

departments will spend more on technology than the CIO by 2017.3

More data, information, and content to support selling

The relative ubiquity of CRM information. Today, most financial services firms now have

a stable and mature database of their B2B customers which can be used for targeting,

tracking and predictive analytics. In fact, over half of the top insurance, banking, wealth

management and asset management firms examined in this study had deployed

Salesforce.com.4

The proliferation of digital content. High impact digital and multimedia content has

become the fuel that makes mobile sales, marketing automation, social media, sales

enablement and e-commerce programs run. For example, most organizations currently use

or plan to use video content in demand generation and sales training and partner education

programs that can be delivered across a variety of devices.10

As a consequence, the

average B2B marketer spends one quarter of their marketing budgets on content

marketing.13

The Forces Redefining

The Relationship Model In

Financial Services

More technology to help

salespeople

More data, information, and

content to support selling

Technology that is easier for

business people to use

Pressure from customers and

competitors to sell differently

8



The ability to easily integrate data, content, systems with increasingly open.

Application Programming Interfaces (API) make it easier for application programs to

interact with each other and share data. For example, the best sales enablement solutions

come with “out of the box” integration to crucial sales infrastructure like Salesforce.com

CRM databases and Content Management Systems.

Technology that is easier for business people to use

The “consumerization” of IT has yielded lower cost and easier to use tools that

salespeople and business users can use with little or no support from the IT department.

The application of business intelligence to day-to-day business problems. Software

as a Service (SaaS) based business analytics platforms make it easier for business users

to apply insights gained from analyzing transactional, CRM, and Web data in real time.

The syndication of software solutions. Software as a Service (SaaS) solutions are

making it easy to deploy customized sales solutions with little or no help from the IT

department. The syndication of application development, analytics and content creation

puts more of the power of execution in the hands of business users. For example, mobile

application development has become so mature that mobile enterprise application

platforms (MEAPs) like MicroStrategy and Webalo make the promise of a completed and

fully integrated mobile application that took months to build a few years ago in less than 10

days. Advanced content management platforms like Brainshark allow subject matter

experts and lay marketers the ability to create device ready user friendly videos content

with Microsoft PowerPoint, a phone and PC in minutes. New Mobile Application

Management (MAM) platforms allow business users to assign security clearance to

individual business users for specific applications and specific types of data and content.

Pressure from customers and competitors to sell differently

Pressure for sales to differentiate, solution sell, and “challenge” clients. Technology has

changed client expectations for trusted advice and the buying experience. For example, 57

percent of the buying cycle involves “self-directed” buyers engaging with sales and marketing

content in social media, targeted web advertising, content marketing and thought leadership

programs.7 Once they finally meet with a salesperson, these buyers expect unique ideas,

relevant solutions, and compelling insights that educate them and “challenge” their thinking.

Pressure to improve sales effectiveness to drive growth. Sales effectiveness remains

the No. 1 concern of the chief sales officer despite millions of dollars invested in sales

infrastructure, training and methodologies.12

Sales and marketing teams at financial

institutions are putting a renewed focus on consultative selling, cross sell to drive

penetration and SG&A effectiveness. Banks, wealth management and asset

management firms are trying to combat perceptions of commoditization by

consumer with trusted advice, thought leadership, solution selling and “challenger

selling.” As customers do more online and face-time shrinks, institutions are feeling

pressure to add more value in face-to-face branch, advisory and relationship

management interactions.

These forces offer unprecedented potential for financial services innovators to

solve the biggest selling challenges facing the industry – executing solution selling,

differentiating the client experience with insights and thought leadership,

increasing account penetration with cross selling, and adding more value during

face-to-face sales interactions.

Over half of the

insurance, banking,

wealth management and

asset management first

examined in the study

were deploying

Salesforce.com

CRM solutions

9



HOW INDUSTRY LEADERS ARE USING SALES

ENABLEMENT TECHNOLOGY TO GROW PROFITABLY

Financial services firms are investing in sales enablement technologies – including mobile

devices, analytics, solution selling, presentation automation, content management, and

CRM solutions – to solve some major industry selling challenges facing the industry.

The analysis of the sales enablement efforts of 60 insurance, asset management, banking

and wealth management industries found the most common business reasons for

investing in sales enablement were to differentiate the client experience, improve

consistency of execution of the selling process, and find ways to leverage field force

capacity so they can spend more time on high value calling and client-facing activities.

Primary Sales Enablement Goals

The most popular business reason to pursue sales enablement was to find ways of using

technology to reinvent the advisory experience. Many of the line of business executives

who managed wealth, banking and insurance sales organizations interviewed in this study

articulated visions of disrupting the status quo by redefining the nature of face-to-face

advisory interactions. Their ideas ranged from:

“Mobilizing” existing sales desk top and PC tools to create a more intuitive and

collaborative advisory experience in face-to-face client meetings.

Enabling concierge models that empowered branch employees to come out from behind

their desk to engage, educate and advise client in the branch environment.

Using visual configuration and consumer grade graphics to create a more intuitive,

collaborative, and visually appealing financial planning experience.

3

6

7

8

9

9

11

11

11

12

18

19

Channel Management

Control

Cost to Sell

Compliance

Conversion

Certification and Tracking

Cycle Time

Cross Sell

Consultative Selling

Capacity

Consistency

Client Experience

*Analysis of 60 sales enablement projects in the financial services industry 4Q2013

10



Most of these initiatives are aspirational and in the task force phase at best. However, a

handful of leaders – like the AIA Group and Standard Charter Bank – have translated

these aspirations into sophisticated tools and programs that execute every aspect of the

sales process on a tablet. Several banking and wealth management firms were working on

enhancing the client experience by replacing complex spreadsheets and reports with

intuitive and aesthetically appealing sales presentations that can be updated on the fly

right in front of the client in collaborative working sessions.

The sales enablement initiatives that were generating the most immediate tangible return

on investment were focused on increasing sales capacity, reducing sales cycle times,

boosting conversion rates, and eliminating hard costs. Several firms reported saving

thousands of man-hours in sales preparation and follow-through time a year, creating

significant incremental sales capacity. Others reported they were able to reduce the

number of discovery meetings needed to generate a plan or proposal.

Another big theme among the executives interviewed was the desire to gain greater

control over what is being presented to clients and transparency into sales behavior of

advisors, sales reps, agents and brokers. This was in response to increased pressures

marketers feel to comply with stricter regulations and ensure the correct brand and

message is represented to clients, prospects and centers of influence. Executives

interviewed saw significant value in gaining centralized control over content distribution

through automating disclaimers, global digital distribution of communications, and end

user usage reports and insights. Several large insurance firms were exploring the potential

to gain greater insight and control over the presentations made by channel partners and

referral sources using trackable content, mobile application management and presentation

automation solutions. Sales managers saw significant potential to use these tools to

leverage coaching efforts in “virtual ride-alongs” and reinforce training with proscriptive

selling recommendations, plays or suggestions.

Large global financial institutions saw potential to give relationship managers, agents and

brokers and front-line branch personnel the skills and confidence to introduce new solutions

and subject matter experts to existing clients. The research found specific sales enablement

programs under way aimed at cross selling trade services, mortgages, umbrella policies,

treasury management solutions, and disability insurance to existing clients.

11



WHERE FINANCIAL FIRMS ARE INVESTING TO IMPROVE

SALES PERFORMANCE

Our analysis of 60 sales enablement programs across the asset management, insurance,

banking and wealth management industries found that sales and marketing leaders are

investing in a variety of solutions – including mobile devices, analytics, solution selling,

presentation automation, content management and client reporting solutions - to grow

sales, improve sales productivity and redefine the relationship model.

The most popular investment was to automate the sales workflow before, during, and after

the sales call. The focus of these investments were to realize “quick hit” return on

investment in terms of hard cost savings and the amount of time sales professionals had

available to spend in front of clients. Workflow automation investments ideally generated

positive returns in six to 12 months with limited risk and investment.

The Focus of Sales Enablement Investment by Financial Services Businesses

The highest returns were being generated by investments in prescriptive sales tools,

presentation automation, and solution selling tools which had a direct impact on sales

conversion rates, sales capacity, and sales cycle time.

Many firms were pursuing strategic investments to repackage, reorganize, and

systematize their sales and marketing content to better support solution selling, mobile

devices and sales playbook programs. This is important because poorly packaged and

organized sales content and processes are some of the biggest impediments to

capitalizing on sales enablement technology.

A large number of organizations examined– led by banks and wealth management firms

such as Citibank, SunTrust and Merrill Lynch – were creating self-directed mobile tools to

provide clients and advisors mobile access to Web-based customer self-service tools.

4%

15%

15%

17%

20%

22%

23%

35%

60%

75%

Visual configuration

Sales content hubs

Prescriptive sales tools

Presentation automation

Sales content repackaging

Company sponsored tablets

Solution selling tools

Account consolidation

Customer facing mobile…

Workflow automation

* Analysis of 60 sales enablement programs in the financial services industry 4Q2013

12



However, in the context of the scope of this analysis, these tools offered limited potential

to leverage and enhance face-to-face sales interactions. They are primarily useful as sales

enablement tools in concierge banking models or by providing advisors the ability to check

balances, transaction histories or account status “on the fly.”

These investments are outlined in greater detail with supporting examples below.

Workflow automation – By far the most popular sales enablement investment among the

firms we analyzed was to find ways to automate the sales workflow before, during and

after calls. Seventy-five percent of the firms studied were developing and deploying tools

that automate sales tasks such as voice to text note taking, automated calendaring,

document creation, E-signatures and fulfillment processes. Insurance industry projects

included agent quotation portals, automated underwriting, and payments. For example,

one insurance company - Progressive Insurance - created an Agent Automation Portal

that reduced the time it takes to generate a quotation from 15 minutes to three minutes.

Several banks - including Barclays and Standard Charter Bank - are moving branch

transaction processing onto tablets so branch bankers can execute client transactions in

line on a “concierge” basis. Workflow automation results in immediate cost and capacity

savings by eliminating paper, printing, and postage costs because it digitizes the sales

process. For instance, the AIA Group - a Hong Kong-based life insurance and financial

advisory firm - has equipped 50,000 employees in 16 countries with company-owned

tablet computers. They use the tablet to automate every step of the sales process – from

sales introduction to policy submission. This allows them to digitize the entire sales

process, reduce the number of meetings required to create a proposal, reduce printing,

postage and back office costs. A big focus was to use technology to reengineer the sales

process to eliminate process steps, salesperson time and effort. For example, a major

business banking organization made it a priority to develop tablet solutions that could

reduce sales discovery process cycle times from three meetings to two meetings.

Sales content repackaging – Twenty percent of the sales

enablement programs we examined were looking at repackaging and

reorganizing their sales content to make it easier for clients to digest,

easier for salespeople to find and simpler to deliver through mobile

devices and CRM systems. Many firms such as Franklin Templeton

Investments, BYN Mellon, and Securities America, are using SaaS

content creation platforms that help leverage existing sales materials

and “package” subject matter expertise into compelling, voice-enriched,

trackable videos that can be delivered through any channel on any

device. Building tracking mechanisms into content or content delivery

systems was a priority because marketers wanted to know what

content was being used, as well as who was engaging with or referring

specific content. How content was organized was an important

consideration as well. Several banking and asset management firms

are repackaging training, sales best practices, and presentations into

sales guides, coaching tools, and playbooks that are right for a specific

selling situation. One asset management firm was repackaging and

reorganizing their sales content to better match specific steps of the

20% of the sales enablement

programs we examined

were looking at

repackaging and

reorganizing their sales

content to make it easier

for clients to digest,

easier for salespeople to

find and simpler to deliver

through mobile devices

and CRM systems.

13



buying cycle, client needs, and buyer personas. This made it easier to prioritize and

deliver the right content for a particular selling situation to salespeople through their

existing CRM solution. Another reason for repackaging content is because of the

increased demand for interactive multi-media content by customers and salespeople.

According to the Aberdeen Group, 83 percent of organizations aspire to incorporate video

into their enterprise content management systems.10

One marketing executive

interviewed related that “video has become the new document” in selling. Many of the

sales organizations interviewed indicate they plan to use video in training, demand

generation and partner education.

Presentation automation – Seventeen percent of the sales enablement programs we

examined were implementing presentation automation solutions that allow field advisors,

bankers and agents to create in seconds customized dynamic client reports,

presentations, and proposals drawn from compliance-approved content. These

presentation automation solutions were leveraging data from multiple

sources of content, research, data and information. Creating

presentations dynamically on tablets and PCs reduces the time and effort

spent preparing for client reviews, new business proposals and solution

sales calls by hours, days or even weeks while enhancing client

customization and collaboration. These are easy to deploy and use SaaS

tools, which provide marketing a single of control to ensure every

presentation made by sales worldwide is compliant. They also ensure that

they meet brand standards, communications, and have the most updated

information. For example, a financial advisor firm – Salem Five – is using

presentation automation tools to allow its advisors to create compelling,

compliance-approved financial review presentations drawn from many

data sources in just minutes on their tablet computers. The application

saves time because it automatically draws from customer information

stored in CRM, research and fund sheets that support investment

recommendations, as well as up to the minute market pricing. The

application ensures compliance because every advisor is working off a

common template rooted in the company’s advisory methodology and controlled by

marketing. Each advisor can customize the presentation to suit their preferences and their

knowledge of the client. The whole process takes minutes to create detailed presentations

that appear to take hours to the client. The solution has ensured a consistent customer

experience, helped advisors discover new customer assets and increase assets under

management.

Sales content hubs – Fifteen percent of the sales enablement programs we examined

were consolidating their sales content into centralized platforms that allow them to better

manage, control and distribute their content efficiently through a wide variety of sales

channels, programs and devices. Several firms in the wealth management, banking and

asset management industries interviewed were investigating a variety of sales enablement

platforms to consolidate, control, organize, distribute, and track their sales content

centrally. This will allow their field sales teams to quickly and easily access, configure and

use the sales content assets, tools, information they need to be successful in selling

situations. A big focus for several top wealth management firms is to leverage the growing

17% of the firms studied

were implementing

presentation automation

tools that allow field

advisors, bankers and

agents to quickly create

customized, dynamic

client presentations

drawn from a wide variety

of content, information

and data.

14



inventory of digital and video content from research analysts, product specialists, client

case studies and subject matter experts that was created for Web sites, but have not been

effectively used in sales meetings. There is a wide range of sales content delivery

platforms or “hubs” that can help efficiently govern and distribute sales content to your

sales force, channel partners and customers efficiently. The best allow high levels of

targeting, customization and tracking. They include: Sales Administration Portals, Sales

Playbooks, Mobile Content Management Systems, and Private App Stores.

Prescriptive sales tools – Fifteen percent of the sales enablement programs we

examined were in deploying prescriptive sales solutions that help salespeople establish

calling priorities and make prescriptive playbook recommendations based on predictive

analytics and event triggers. One unique aspect of these tools is they were based on

predictive models that drew from a wider mix of data sources than traditional database

analysis – operational data, CRM data, Web data, and third party research. The models

were tested and refined to predict a variety of high potential sales situations – propensity

to buy, price sensitivity, potential to defect, and next best product. The other unique aspect

of prescriptive selling solutions is they combine the power of predictive analytics with the

ease of use and convenience of sales playbooks to identify who to call, why call on them,

what to say and how to follow up. These cloud-based data-driven selling platforms use

predictive models to identify calling priorities and sales logic to recommend selling plays to

salespeople through their CRM system or client system of record. For example, several

asset management and business banking organizations were able to increase sales

conversion rates and transaction sizes by using prescriptive sales models that blended

customer information in their CRM with operational data drawn from transactional

systems, and behavioral information gleaned from third party research sources.

CASE STUDY: IMPROVING RESOURCE ALLOCATION AND

CONVERSION RATES USING PRESCRIPTIVE ANALYTICS

A top 10 asset management firm was able to optimize retail sales resource allocation and generate significant

sales lift and increase assets under management using prescriptive selling tools that identified the best account

to call, and the best sales play to execute using sales logic embedded in the CRM system. How and where retail

sales representatives invest their time is very important because the typical sales rep has to cover over 1,000

financial advisors and represent over 100 different funds.

To help optimize sales resources and improve sales effectiveness, the company piloted and deployed a

prescriptive selling solution that helped them prioritize who to call first, explain why they should call, what they

should try to sell them, and what sales play to execute.

In a matter of weeks, the company tested and refined a combination of custom predictive models which

integrated customer information in their CRM with operational data drawn from transactional systems, and

behavioral information gleaned from third party research sources like Meridian IQ and Market Metrics.

The model identifies which existing clients are likely to buy in the next 30 days, and proscribes cross-sell and

upsell fund recommendations for how to best develop opportunities with those advisors. Over 95% of the client

advisors targeted by the system actually purchased in the target timeframe – compared with 45% of the entire

population of clients.

15



Each territory was provided with nearly 100 scored advisor recommendations each month within its CRM

system, along with top cross-sell and upsell recommendations, and the appropriate sales “plays” to help it follow

up on the opportunities. These opportunities were tracked and reported to territory managers with pipeline

reports to provide accountability. And the outcomes of the sales interactions are folded back into the model as

part of a closed looped reporting system to continually refine the process.

This approach improved sales effectiveness by increasing the average gross sales for the scored advisors in the

target timeframe four fold compared to the average gross sales of the non-targeted advisors, an incremental

difference in excess of $150K in gross sales per advisor.

In the future the company plans to make the model even richer by incorporating text analytics drawn from e-mails

and CRM activity notes, as well as sentiment data drawn from voice recordings gathered in the customer service

call center using voice-to-text-to-insight analytics. Ultimately external data sources from the internet and social

media such as LinkedIn will be incorporated to further improve results.

Solution selling tools – Twenty-three percent of the sales enablement programs we

examined were planning to or currently deploying consultative selling and value

assessment tools to make it easier for salespeople to deliver expert advice in consultative

selling situations such as value assessments, economic trade off analyses and cost

justification models. These tablet-based tools make it easier for sales people to execute

solution selling, develop business cases, and scenarios directly with clients, as well as

ensure consistent execution of a sales model regardless of skill and training. For example,

Standard Chartered Bank created a mobile solution selling application called iNeeds that

lets Relationship Managers in bank branches create client profiles and explain the benefits

of products such as savings accounts or mortgages via direct, one-on-one interactions. The

tablet-based applications help branch employees gain a clearer understanding of customer

needs and use sales logic to offer relevant products in the context of those needs.

Visual configuration tools – Most financial sales leaders talked about finding

breakthrough ways to differentiate the sales experience. They aspire to emulate the way

out-of-industry leaders like Audi are using visual configuration tools to redefine the car

buying experience. For example, wealth management executives seek to use approaches

such as “mind mapping” and asset allocation visualizations in face-to-face advisory

meetings. But most projects remain in the “skunk works” or visioning stage. While almost a

third of out-of-industry tablet sales programs are developing some form of user interaction,

collaboration and visual interface that makes it easier to collaborate and interact with

clients in face-to-face selling situations1, very few financial firms had made tangible

progress in this area.

Account consolidation – More than a third of the sales enablement programs we

examined were upgrading and “mobilizing” systems that aggregate client information from

a variety of accounts into reports and portals that can be shared with clients. Wealth

management and insurance firms in particular were striving to give advisors and agents a

more complete 360-degree view of client assets, insurance coverages and balances to

help them deliver better advice, optimize coverage, and garner a higher percentage of

assets under management. The primary approach employed by 86 percent of large

organizations is for internal IT departments to pour resources into proprietary reporting

systems to achieve the holy grail of creating these comprehensive client pictures from

16



legacy reporting and account management systems.2 A minority of smaller enterprises are

looking outside for SaaS solutions that can help them move faster and leverage more

internal and external information to add value to the client experience.

Company sponsored tablets – Twenty-two percent of the organizations examined in this

study – predominantly led by international banking and insurance companies – were providing

company-funded tablets and mobile devices to their front line sales personnel. Leaders like

The AIA Group, Grupo BBVA, Meija Yasuda Life Insurance, Standard Charter Bank and

Barclays have invested in company-owned tablets as part of an overall strategic commitment

to redefining the relationship model and reengineering the sales

process with technology.

Very few North American financial institutions interviewed have been

able to articulate and quantify a business case that justifies investing in

company-owned tablet computers to support selling. For example,

while 98 percent of sales executives agree mobile devices are critical

to sales success in 20141, only two of the top 100 iPad deployments

are at Financial Institutions as of November 2013.5 Today, most

financial institutions in North America are piloting Bring Your Own

Device (BYOD) tablet programs and still wrestling the basics of

deploying devices and providing access to basic sales infrastructure –

providing virtual secure mobile access to files, resources, functionality,

and communications tools behind the firewall for the field force.

A primary reason for this lack of investment in sales tablets is that

mobile sales programs are typically built from the bottom up in a “stair step” fashion,

starting with a solid technical foundation and building towards a differentiated sales and

client experience. But the bigger reason is that most organizations are not making sales

process change and enhancing the user experience the primary design points for their

mobile sales initiatives. In fact, only 12 percent of firms studied by Profitable Channels

were working on strategies and applications that would directly transform the sales

experience and client experience1. This is already leading to creeping concerns over ROI

and sales force acceptance at organizations that have addressed tablet selection, security

and access issues but have no concrete plans to add further value by enhancing and

simplifying the sales experience. For example, one large U.S. bank could not get sales

territory managers to fund the rollout of company-owned tablets for their bankers because

the sales force did not see enough value in them relative to PCs to justify the expenditure.

Only 2 of the top 100 enterprise iPad

deployments were

made by financial

institutions.

17



CASE STUDY: REENGINEERING THE END-TO-END SALES PROCESS

WITH TABLETS

The AIA Group - a Hong Kong based life insurance firm - has equipped 50,000 employees in 16 countries with

company-owned tablet computers over the last two years. They use the tablets to automate every step of the sales

process – from sales introduction to policy submission. To execute this sales enablement program, a small four-man

team developed a custom in-house interactive point of sales application called iPOS that allows them to digitize and

automate the entire sales process, and reduce the number of meetings required to create a proposal. This reduces

printing, postage and back office costs.

The AIA Group iPOS program is the largest single company-funded iPad deployment in the world as of late 2013.5

The business case behind this aggressive investment reflects AIA’s strategic commitment to redefining the relationship

model and reengineering the sales process with technology.

This iPOS application increases conversion rates and the consistency of the execution of the sales process by

automating the client discovery dialogue at the front end of the sales process. The system supports consultative selling

by helping AIA Financial consultants conduct two types of meetings: an Insurance Fact Finding session for selling life

insurance, and a Financial Health Review for cross selling financial advice. In face-to-face meetings, the system

differentiates the client experience and builds trust with more professional and transparent client interactions. The tool

shrinks the sales cycle by allowing agents to close deals in fewer visits because it eliminates the usual back-and-forth

interaction between agent and underwriter. It also allows agents to issue and issue the majority of policies within

minutes. Eighty percent of new business proposals were generated in the iPOS system within the first 12 months of

implementation.

The system also serves as a central content hub for consolidating, controlling, targeting and distributing sales content,

selling tools, illustrations and underwriting supplements. This makes it easier for field agents and advisors to find the

right information at the right time to advance the sale. It also saves money in printing, postage, couriers and scanning.

On the back end of the sales process, the system offers the ability to make sales quotations, ask underwriting

questions, submit applications, and execute e-signatures and payments electronically.

A primary focus of this investment was to attract and develop younger agents and advisors and “mass affluent” clients

who are essential for future growth. The AIA Group factored agent recruiting and retention in its business case for

iPOS. The company believes the investment in `cutting edge sales enablement technology makes it easier to recruit

young “tech savvy” advisors and improves the sales experience for existing agents and advisors.

Customer-facing mobile applications – Sixty percent of the organizations examined in this study –

led by banks and wealth management firms – were creating self-directed mobile tools to provide

clients and advisors mobile access to web based customer self-service tools. Firms like Citibank,

SunTrust and Merrill Lynch offered high net worth, wealthy, and mass affluent clients mobile

applications tools to provide remote access to account balances, transaction history, research, market

data, and analysis. In some cases, these tools offer the ability to execute payments or trades on a

mobile device. The primary business rationale for these investments is to offer a total multi-channel

customer experience with the same capabilities available at the branch, on the phone, over the Web or

on a mobile device. As such, they are mobile versions of self-directed Web resources available from

most financial firms. In the context of sales enablement, these tools offer some potential to leverage

and enhance face-to- face sales interactions in concierge banking models or by providing advisors the

ability to check balances, transaction histories or account status “on the fly.”

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BEST PRACTICES: THREE WAYS ORGANIZATIONS ARE

GENERATING MEASURABLE SALES RESULTS TODAY

A select group of leading financial institutions are capitalizing on the full potential of these

sales enablement investments to measurably grow sales, control costs, ensure

compliance, and differentiate the client experience.

To achieve these measurable sales results, these organizations are doing three things:

1. Leveraging existing selling assets from across the enterprise – information, content,

expertise and data - with solutions that improve conversion rates, free up sales capacity,

shrink cycle times, and enhance presentation quality and consistency.

2. Better managing, packaging, and organizing their sales content by reengineering their

sales and marketing content supply chain, repackaging their content, and systematizing

content compliance, delivery and tracking.

3. Reinventing the face-to-face relationship model by using advances in mobility, cloud

and business intelligence to redefine the client interaction on a wide range of high value

transactions – including: relationship reviews, policy renewals, new business meetings,

investment reviews and customer retention interactions.

These best practices are outlined in greater detail below.

Best Practice 1 – Leveraging Existing Sales Assets from Across

the Enterprise

Best-in-class financial services firms are finding practical ways to leverage their existing

sales assets from across the enterprise - including information, content, expertise and

data – to create tools that improve conversion rates, free up sales capacity, shrink cycle

times, deliver client insights, and enhance presentation quality and consistency.

Sales enablement technologies present a big opportunity for most financial institutions to

grow sales, control costs, and differentiate the client experience because the critical

building blocks for transforming sales performance – CRM data, mobile infrastructure, and

sales content assets – are already in place at most institutions. Specifically, the analysis of

60 sales enablement programs showed industry leaders are leveraging four core

enterprise content and data sources as the foundation for more effective selling.

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Enterprise Content, Information, and Data Assets

Customer data – A foundation of customer data now exists to fuel predictive models,

targeting schemes and sales playbooks that did not exist five years ago. More than 50

percent of the top 50 insurance, asset management, wealth management and banking

organizations have deployed Salesforce.com CRM solution. 4

A new stream of sentiment

data derived from Customer Satisfaction Surveys, Customer Experience Management

systems and voice to text data feeds from call centers is available to support customer

targeting, event triggers, needs analysis and analytics.

Operational data – Application Programming Interfaces (APIs) make it easier to access

established operational data sources to provide input to analytics, content management

and solution selling solutions. More firms are using transactional data from ERP, trading,

account, online banking and underwriting systems to create event triggers, return on

investment models and predictive selling models that anticipate price sensitivity, propensity

to buy or attrition risks.

External Information – Banks and wealth management firms have invested in access to a

wealth of third party research, news and market data to help advisors sell more effectively

including Morningstar, Thompson Reuters, Dun & Bradstreet, S&P Capital IQ and

Bloomberg. More sophisticated marketers are leveraging specialized data sources such as

Meridian IQ and Market Metrics to access more specific information on the behavior and

preferences of financial intermediaries. The internet offers a growing number of useful data

and content sources from social media, LinkedIn, news, blogs, and Web-based information

services like Zillow. All of these can contribute to call preparation, targeting, presentation

development, marketing analysis and advisory recommendations.

Sales Content – Sales content – videos, white papers, collateral, articles, case studies,

blogs, and sales training resources – now makes up one quarter of B2B marketing

investment, and has a significant impact on the effectiveness of sales and marketing

programs including sales training, solution selling, tablet selling, sales enablement and

social media. Most of this sales content is not used by sales people because it sits in many

repositories – such as Dropbox, SharePoint and different content management systems –

and it is not easy for salespeople to find and use in live selling situations. 11

20



These “four core content, information, and data sources” offer ambitious sales leaders

the unprecedented ability to create analytics, presentations, data-driven sales

recommendations and customized client experiences. For example, best-in-class financial

services firms are finding practical ways to combine these existing sales assets into tools

that improve sales effectiveness by:

Delivering actionable insights to salespeople – A Business Banking organization built

predictive models by combining customer information in Salesforce.com with operational

data drawn from transactional systems, and behavioral information gleaned from online

banking and third party Web sources to identify high potential selling events and next best

product recommendations. Bankers and their managers were alerted to opportunities within

the account fields of Salesforce.com and were provided with the appropriate sales “plays”

to help them follow up on the opportunities.

Better managing channel partner performance – A large Property and Casualty

Insurance firm was able to combine information from underwriting systems and CRM with

reporting templates to conduct agency production reports that help relationship managers

track and review the production and performance of thousands of agency partners who

distribute their project. Using a presentation automation solution, the reports could be

created in minutes by relationship managers without internal production support. The

reports included up-to-the-minute information on production, performance and commissions

across many product lines. By presenting a comprehensive view of the total relationship

and the contribution of each agency, relationship managers could allocate time to the

highest potential partner and work to build mindshare and volume with underperforming

agencies.

Cross selling high value services – a commercial banking organization is in the process

of piloting a tablet-based solution selling tool to help business bankers cross-sell treasury

management and payment solutions to small and mid-sized commercial accounts. The

cross-selling tool automates the client discovery and presentation creation process using a

simple intuitive workflow that is based on the banks established consultative selling

methodology, marketing approved presentation templates, and client profiling criteria. The

SaaS-based solution leverages information, data, and content from across the bank

including spreadsheets, product collateral, third party research services and account

information within CRM. For example, a banker is able to quickly combine client

information from Salesforce.com with industry specific financial benchmarks from First

Research, case studies, and video presentations from product experts into a compelling

presentation. To help clients quantify the value of payment solutions, the tool links to a

cash flow management spreadsheet that allows bankers to calculate real time the

opportunity to free up cash using payment tools and solutions. By answering questions

about account balances, payment cycles and receivables, the model presents visually

appealing analysis that identifies ways to accelerate cash flow and free up extra cash.

21



Best Practice 2 – Better Managing, Packaging, and Organizing

Sales Content

Best-in-class organizations are laying the foundation for sales success by reengineering

their sales and marketing content supply chain, repackaging their content, and

systematizing content compliance, delivery and tracking.

Managing, packaging, and organizing sales content is crucial to sales effectiveness

because it represents one quarter of sales and marketing spend13

and determines the

effectiveness of the rest of the sales and marketing mix – including sales training,

marketing automation, sales productivity, sales enablement, and social media. Most sales

content is not used by salespeople.9

The Role of a Sales Content Hub in a Selling System

To remain competitive, many financial organizations are making significant investments in

advanced selling systems to improve sales effectiveness and adapt to changes in customer

buying behavior. For example, most large financial sales organizations are investing millions

of dollars in training, coaching and programs to support go-to-market strategies that

incorporate solution selling, “challenger selling,” social selling, and multi-channel sales

programs. In order to generate a return on these investments, most of them will have to do a

better job of generating well-organized, searchable, interactive digital content that can be

deployed faster than poorly organized paper-based sales materials.

22



This is important because successful sales enablement programs assume salespeople can

quickly and easily finding the right information for the particular client, need, selling situation,

place and time to advance the sale. That implies that the right content exists, in the right

format, and can be easily found. This is not the case in the majority of organizations. The

same “garbage in-garbage out” data problem that is the Achilles’ heel to advanced predictive

analytics, direct marketing and segmentation programs plagues efforts to deliver highly

targeted sales playbooks, presentations and solutions content to salespeople.

Fifteen percent of the firms studied in this analysis have created cross functional project

teams - drawn from sales operations, marketing, training and IT organizations - to set up a

centralized sales content “hub.” The goal of this “hub” is to repackage, reorganize and

systematize the delivery of their sales and marketing content to better support solution

selling, mobile devices, and sales playbook programs.

The Sales Content Hub

The goals of these projects include:

Consolidating their existing sales content assets using a management system or repository

to establish a “single source of truth” for customer facing content so it can be managed,

approved, updated, and tracked by marketing. For example, a top asset management firm

used its content hub to update assets under management numbers that are used in

reports, communications and collateral worldwide.

Targeting sales content by aligning their sales assets with their relationship selling process

to ensure it directly supports specific steps of the buyers’ journey, buyer type and

measurable sales outcomes. For example, a large wealth management firm is reorganizing

and targeting all of is digital, multi-media marketing content so it can be used in sales

presentations and live client selling situations.

23



Systemizing the process for customizing, delivering, and measuring their sales content

using a best-of-breed content management, delivery and tracking systems. For example, a

top asset management firm assembled all of its videos, presentations and research into a

mobile content management system that will allow it to track and deliver presentations

across a variety of devices.

There is a wide range of sales content delivery platforms or “hubs” that can help efficiently

govern and distribute sales content to your sales force, channel partners and customers.

These include:

Management systems that allow you to consolidate, catalog, target, update, approve, and

manage your content assets.

Delivery systems that deliver efficiently through a wide variety of sales channels, programs

and devices.

Tracking systems that that allow you to measure and track the usage, value, effectiveness

and return on your content investment.

Sales Administration Portals, Sales Playbooks and Mobile Content Management Systems

provide some basic administrative functions that provide the ability to consolidate control

and ensure all content is in compliance. More advanced systems allow high levels of

targeting, customization, and delivery tracking. For example, presentation automation

systems allow bankers, advisors and brokers to assemble and customize presentations

using a variety of sales assets to best address a customer need or selling situation.

Most of these systems are able to work within existing CRM solutions such as

Salesforce.com to reinforce the sales process and provide a single place for salespeople

to go to prepare for, follow up and track sales opportunities.

Best Practice 3 – Reinventing the Face-to-Face Relationship Model

Best-in-class organizations are reinventing the face-to-face relationship model by using

advances in mobility, analytics, solution selling, presentation automation, content

management, and CRM solutions to redefine the client interaction on a wide range of high

value transactions.

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Reinventing Six High Value Face-to-Face Relationship Transactions

Policy Renewal. Tools that add value to the policy renewal interaction

and demonstrate the value of agents, brokers and advisors by

anticipating future client needs, adjusting coverage terms to optimize

value, and executing consultative selling approaches to demonstrate the

value and expertise.

Cross-Sell Conversations. Tools that give relationship managers and

front line sales personnel the confidence to introduce new offerings in

the context of client needs, articulate and quantify the business value of

cross sell solutions, and generate referrals to subject matter experts.

This includes “next best” product recommendations and real-time to

access relevant validation content, research and case examples.

Relationship Reviews. Tools that give relationship managers a

comprehensive view of past performance history and value delivered to

the client from services and the relationship overall. This includes a 360-

degree view of all client accounts and activity, a quantification of

business value received and scenario planning to improve performance

going forward.

Financial Reviews. Tools that give relationship managers an up-to-the-

minute view of current investment performance in regularly scheduled

financial performance reviews including current market pricing, historical

performance, future scenario planning, validation content and external

research supporting product and investment recommendations.

New Business Proposals. Tools that help business development

officers quickly and efficiently execute client discovery process, build

trust with education, insights and relevant solutions, and differentiate the

proposal process with real-time financial analysis and collaborative

solution development.

Customer Retention Meetings. Tools that help relationship managers

anticipate, respond to, and address client service issues or problems.

These can include predictive analytics to alert them to potential customer

satisfaction issues or attrition events and access to client information

and systems that allow them to execute transactions, track a payment,

or convey accurate information any place, any time.

Early adopters are using these technologies to set a new standard for the client

experience by delivering highly interactive, intuitive and consultative buying interactions in

face-to-face sales meetings. These include: relationship reviews, policy renewals, new

business meetings, investment reviews, and customer retention interactions.

25



Policy Renewal Transactions

Many firms in the insurance and financial advisory business are investing in applications

and solutions that add value to the policy renewal interaction and demonstrate the value of

agents, brokers, and advisors. Best practices include solutions that help agents anticipate

future client needs, adjust coverage to optimize client value, and execute consultative

selling approaches to help high value clients understand their unique exposure to risk and

propose relevant advice, solutions, and products to help them mitigate/manage that risk.

The benefits of reinventing policy renewal interactions include:

Reinforcing and adding value to the agency value proposition by providing an independent

assessment of risk using a consultative approach.

Helping brokers and agents sell higher margin coverages at the renewal and gain share of

wallet and understand price sensitivity.

Providing agency principals an easier and more scalable way to train their staff – including

account managers and new producers.

Providing solution selling tools that model risk return scenarios in real-time for clients in

face-to-face meetings.

Providing real-time access to subject matter experts on key risk classes.

For example, a large health insurance provider that serves seven million people in 19

states deployed a sales enablement solution to help differentiate the company and add

value to group benefit renewal meetings with corporate clients.

The automated client report combined data from several operational systems and CRM to

provide a holistic view of the past year’s cost, coverage, claims performance, and

turnaround time to resolution. Marketing communications provided compliance-approved

presentation templates that accommodated a variety of selling presentations. The system

incorporated spreadsheet models that allowed advisors to present and refine quantitative

scenarios for improving coverage and optimizing the risk-reward formula in the coming

year.

The system reduced the time it took to prepare a comprehensive account renewal

presentation from three weeks to a few minutes. The in-depth presentations allowed 100

relationship managers to provide proof of the value of the plan, and a basis for improving

coverage and optimizing the risk-reward formula in the coming year.

Cross-Sell Conversations

Large global financial institutions saw potential to give relationship managers, agents and

brokers and front line branch personnel tools that give them the skills and confidence to

introduce new solutions and subject matter experts to existing clients. The research found

specific sales enablement programs under way aimed at cross selling a variety of services

including mortgages, umbrella policies, treasury management solutions, disability

insurance, and wealth advisory services to existing clients.

26



Sales enablement solutions that support cross sell include fast, easy, mobile access to the

right subject matter experts, tools, research and resources for the right client at the right

time. Several firms provided assessment tools and models based on spreadsheets that

perform cash flow analysis or asset allocation scenarios to quantify opportunities.

Some banks provide tablet-based solution selling tools that use sales logic to provide

customized advice and recommendations that point out relevant solutions and service

partners to refer and cross sell. For example, Barclays Bank worked in cooperation with

six other U.K. banks to create a mobile application called Mortgage Brain that helps cross

sell mortgages to banking customers. The application helps bankers and their partners –

brokers and agents – find the best mortgage for their clients in the shortest amount of time

possible. The tool captures client discovery information, calculates mortgage payments

and accesses mortgage loans from an online marketplace. To deploy the solution,

Barclays armed 8,500 customer facing employees in 1,700 branches with 8,500 company-

funded iPads so they could engage banking customers while waiting in line at branches or

at face-to-face meetings.

Financial Reviews

Several leading firms in the asset management industry were investing in applications and

tools that give relationship managers an up-to-the-minute view of current investment

performance in regularly scheduled financial performance reviews. Best practices include

automating the creation of customized financial review documents that combine a mix of

information, data and content from across the company, including current market pricing,

historical performance, future scenario planning, validation content, external research,

supporting product collateral and investment briefs.

Learn how a financial advisor firm – Salem Five – is using presentation automation tools to allow

its advisors to create compelling, compliance-approved financial review presentations drawn

from many data sources in just minutes on their tablet computers.

http://vimeo.com/69484831

http://vimeo.com/69484831

27



CASE STUDY: IMPROVING CONSISTENCY, SPEED TO MARKET AND

SALES CAPACITY IN FINANCIAL REVIEW MEETINGS

A top 10 global asset management company put in place a sales enablement solution that leveraged information,

data and content from many places in the organization to improve speed to market and add sales capacity while

reducing marketing costs and errors.

The company deployed an SaaS-based presentation automation platform from Seismic that allowed sales reps

to shrink the time it takes to create quarterly investment reviews for their institutional and wholesale clients from

six business days to six minutes.

The system created in-depth performance review presentations by combining content, data and information from

a variety of sources. Client information was automatically drawn from CRM to ensure that products owned,

relationship status and client needs were reflected in the presentation. Third party market data, news and

research from Capital IQ were used to update pricing, ratings and events associated with the funds being

evaluated. Fund performance history was incorporated from operational systems. Fund information from product

marketing to support investment recommendations. A variety of performance review templates were provided

and maintained by marketing to accommodate different buyer personas and selling situations.

The entire system was prototyped and piloted in a matter of weeks with limited IT involvement. The system was

easy to learn and use. Salespeople used a simple workflow to identify account, data of presentation and some

basic parameters of the meeting. The presentation was dynamically compiled in seconds.

The company realized several benefits from its sales enablement investment.

Speed to market. The system allowed sales reps to schedule more financial reviews faster while news

was still fresh. If a meeting date changed, the presentation could be updated to reflect current market

data. Sales reps have the flexibility to custom tailor the tone of the presentation depending on the

sophistication of the client, their preferences and whether the investment results were weak or strong.

Additional sales capacity. The productivity gains from automated presentations saved 4,000 man hours

of effort that can be reapplied to client facing activities. Tim was scare because each rep covered more

than one hundred accounts.

Control over branding and compliance. The system allowed it to automate disclosures and disclaimers

to eliminate errors and ensure the correct disclaimer language was included on client presentations.

Marketing efficiency and cost control. Using the system, the marketing department gained much more control

over field communications and collaterals. For example, a marketing administrator was able to update assets

under management numbers once in the central content hub and have them correct in hundreds of presentations

delivered worldwide.

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Relationship Reviews

Several banking, insurance, and financial advisory firms were investing in applications and

tools that give relationship managers a comprehensive view of past performance history

and value delivered to the client from services and the relationship overall. This includes a

360-degree view of all client accounts and activity, a quantification of business value

received and scenario planning to improve performance going forward. For example,

Northern Trust is offering a consistent multi–channel experience by unifying its mobile

website with an iPad application and the advisor desktop portal. Most wealth management

firms were working to “mobile enable” their proprietary in-house desktop reporting systems

that aggregated information from a variety of accounts into a comprehensive picture of the

client relationship.

New Business Proposals

Leaders in the asset management, wealth management, banking and insurance industries

were investing in solutions that help business development officers make more compelling

and effective new business presentations. Best practices include:

Quickly and efficiently executing the client discovery process.

Building trust with education, insights and relevant solutions.

Differentiating the proposal process with real time financial analysis and collaborative

solution development.

Several firms in the asset management industry were investing in prescriptive selling

approaches to rank-order “prospects” – those advisors not yet doing business with the firm

– and identifying a cost-effective approach for acquiring new advisors using an integrated

marketing and sales acquisition model. These solutions were based on predictive models

that use a combination of internal data about the firm’s current best advisors, as well as a

number of third-party data sources regarding the prospects, to build highly predictive

targeted lists.

Organizations in wealth management and the insurance industries in particular were

making investments in solution selling tools that made it faster and easier for salespeople

to execute solution selling process, address buyer needs, and create return on investment

analyses in real-time with the client.

For example, a large benefits administration company created a tablet-based solution

selling tool to help its global sales group differentiate the client experience during new

business proposals with large corporate prospects. Prior to implementing the tool, the

solution selling process required sales reps to work with the Chief Financial Officer of a

prospective client to quantify and benchmark the business value of outsourcing his

companies benefits administration. This involved a paper-based manual discovery

process to capture information about the prospect’s operations, including financial and

human resources data. This discovery process took several meetings. ROI models were

then created by a sales support organization using a variety of different spreadsheets.

Client presentations included cumbersome spreadsheet output and analysis. The entire

process took weeks of time and several meetings with the prospect.

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The new tool effectively automated this consultative selling process, allowing sales reps to

capture discovery information and present ROI scenarios and benchmarks to clients in

real time. To implement this solution, the sales operations and marketing teams created

an easy-to-use automated discovery workflow that worked on a tablet PC. The workflow

made it easy for sales reps to combine prospect financial data, answers to discovery

questions, and third party benchmarks into a professional presentation that was easy for

clients to understand. The spreadsheets containing the ROI model were embedded within

the tool to create the performance benchmark analysis underlying the presentation.

Additionally, the marketing team created a presentation template to ensure the final output

was professional, on brand, and complied with regulations.

Armed with company-funded tablets, sales reps can now create business justification

analysis much more quickly and modify presentations collaboratively with clients in face-

to-face sales meetings.

Customer Retention Calls

Several banks and insurance companies were investing in applications and tools that help

relationship managers anticipate, respond to and address client service issues or

problems. Best practices include:

Using predictive analytics to alert them to potential customer satisfaction issues or attrition events.

Providing client-facing employees real-time access to client information and systems that

allow them to execute transactions, track a payment, or convey accurate information any

place, any time.

For example, many banks are planning to use tablets as part of a “branch concierge”

model to better engage customers in the branch. Several banks - including SunTrust and

Citibank - offer the same services and capabilities on the Web on a tablet as part of their

multi-channel banking strategies. These client-facing mobile applications give branch-

based employees the ability to answer questions about products, check balances, track

payments and execute transactions in real time. This allows branch employees to get out

from behind their desktop systems, engage customers and anticipate or solve problems

while they are in line on the floor.

Several large banks were piloting the use text analysis of sentiment data from a variety of

sources -- social media, customer support call centers, customer satisfaction surveys,

Customer Experience Management Programs (CEM) and third party data -- to predict

attrition events and manage them consistently. Branch managers and personnel are

alerted to a potential customer service issue through their CRM system or a Web portal

and provided with “customer remediation playbooks” to help them proactively address the

situation in their next meeting or call.

By combining information from CRM, policy, claims and pricing systems, a large insurance

provider was able to create a predictive model that could accurately determine the

potential effect of pricing on the likelihood of renewal. These actionable insights were

delivered to sales representatives directly through their CRM system with

recommendations on pricing, discounts and sales “plays” to optimize renewals.

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CASE STUDY: LEVERAGING CUSTOMER EXPERIENCE DATA ASSETS IN

DAY-TO-DAY SALES AND SERVICE INTERACTIONS

Ten of the top 50 commercial banks have put in place “closed loop systems” that use information collected in

voice of the customer surveys to help bankers identify, engage, and retain at risk customers and exploit high

potential cross selling opportunities.

Like most banks, these institutions had established Customer Experience Management (CEM) programs to

collect information about overall satisfaction, problems that occur, product usage, and competitive perceptions in

regular customer surveys. These best-in-class banks are working with outside experts like Greenwich

Associates to find ways to use this information to directly help relationship managers anticipate, respond to, and

address client service issues and high potential cross sell opportunities. To better leverage their “voice of the

customer” data, they feed it into proprietary predictive models that used product usage data, net promoter

scores, and event triggers to anticipate client attrition or high potential selling events.

The banks set up closed loop systems that alert the responsible bankers and their managers to these

opportunities via email and customer experience portals so they could take action immediately. To provide

accountability and ensure execution the system reported to all levels of management. Bankers responsible for

the relationship were notified by e-mail alerts in real-time. Their managers were also notified of all customer

events related to their direct reports, and were provided a dashboard to track the resolution of all outstanding

issues in their branch or territory. Executive management got a consolidated summary of activity to help identify

strategic issues and calculate the ROI of the process by measuring the differential increase in revenue from

customers touched by the system vs. those who were not.

Unlike predictive analytics that have been used by most banks, these systems support day-to-day selling and

banker development by recommending specific prescriptive actions they can take to resolve the situation. They

worked to establish preset servicing protocols based on best practices drawn from across the bank and tactics

proven to get results. These sales playbooks are an important part of “closing the loop” by explaining exactly

what the client problem or opportunity is, and how to best address it. Bankers can proactively call, email, or

meet with customers to resolve “open issues” or escalate particularly challenging situations to their managers.

Their managers use the portal to track outstanding vs. closed issues and offer the appropriate coaching to

bankers depending on whether they caused the situation, or how well they resolved the problem.

31



OVERCOMING THE ROADBLOCKS TO SUCCESS

Tackling the underlying reasons why financial institutions lag other

industries in adopting these powerful sales enablement tools and

techniques

The Financial Services sector lags other industries in adopting sales enablement tools

despite their potential to solve some major industry selling challenges.

For example, an analysis of 100 mobile sales deployments by Profitable Channels in 2013

found financial services firms were significantly lagging behind early adopters in the

medical devices, manufacturing and retail industries in capitalizing on the potential of

mobile devices to improve sales effectiveness and transform the client experience.1 Many

wealth management organizations still use Blackberry smartphones in the field, and most

do not have a mobile strategy for increasing collaboration between clients and advisors.2

Financial Institutions are falling behind in the adoption of sales enablement because of a

variety of factors including:

Regulatory, compliance, and security

concerns and an aging advisor base.

The demographics of advisors, clients

and leadership.

Historically low levels of field adoption of

sales infrastructure investments and tools.

The lack of a consensus business case to

effectively fund and direct investment in

client facing technology. Most mobile sales

and sales enablement technology projects

require funding and sponsorship by field

sales and execution, approvals and

resources from IT.

The limits of traditional sales,

marketing and technology

organizational structures to

manage sales enablement.

For example, implementing a

sales playbook or content portal

requires cross functional

coordination between sales,

marketing, training and IT to

succeed.

Profitable Channels analysis of 100 tablet sales deployments 2013

The underlying reasons why financial institutions lag other

industries in adopting sales enablement tools.

Regulatory and compliance bottlenecks

Heavy reliance on internal IT resources and development

Lack of a business case for front office investment

Poorly packaged and organized sales content and processes

Customer and advisor demographics

Legacy infrastructure sunk costs and constraints

Data security concerns

Low levels of user acceptance for sales technology

0% 20% 40% 60% 80% 100%

Financial Services

Insurance

Services

Packaged Goods

Pharmaceutical

Technology

Retail

Manufacturing

Medical Devices

Rollout Pilot Planned

Adoption of Tablet Sales By Industry

Profitable Channels analysis of 100 tablet sales deployments 2013

32



In order to take advantage of the potential of sales enablement solutions to improve sales

effectiveness, differentiate the client experience, simplify cross selling and add more value

to face-to-face client meetings, a small group of early adopters is finding ways to

overcome the persistent headwinds that impede the adoption of sales enablement. These

leaders are taking practical steps to streamline and automate regulatory bottlenecks,

better organize and package their selling content, and break the bias toward in-house

development. Industry best practices include:

Streamlining regulatory and compliance bottlenecks – To comply with an ever-

growing raft of regulation, marketers are looking for a practical way to control compliance

and disclaimer language across many different devices, business units and geographies.

Industry leaders in the asset management, banking and insurance industries are building

sales content hubs and presentation automation solutions to gain centralized control over

content compliance and automate disclosures, disclaimers and regulatory language on all

sales content. These investments allow them to update information, pricing, language and

branding in one place and have it automatically update thousands of presentations,

documents and devices worldwide.

Extending the limits of in-house IT development and capacity – The executives

interviewed in the study pointed to an over-reliance on internal IT departments to execute

programs as a major impediment to deploying sales enablement solutions. With almost a

quarter of operational IT resources tied up with regulatory, compliance related projects

there is little capacity or management bandwidth for top line investments and front office

technology. An equally significant impediment to capitalizing on the best practices outlined

in this report is the “not invented here” syndrome of many technology organizations in the

wealth management and banking industries left them close minded to new approaches

that could help them achieve results faster with fewer resources. Eighty-six percent of

wealth management firms develop client-related tools in-house on a proprietary basis.2

Best of breed organizations were findings ways to extend the limits of IT development and

capacity by:

Using proven external SaaS solutions that were fast and easy to deploy and allowed them

to leverage legacy systems, data, content and information. Many solutions make it faster

and easier to design apps, integrate data and content sources out-of-the box and pilot

solutions. For example, by working with an outside solution provider a top Asset

Management firm was able to set up, test, and pilot an SaaS-based predictive model in

weeks that allowed it to improve sales effectiveness.

Leveraging third party solutions and resources to deploy faster and leverage internal staff.

Using Mobile Enterprise Application Management platforms like IBM Worklight, Kony and

MicroStrategy organizations are able to prototype, develop, and integrate sales applications

in weeks or even days. For example, SunTrust and Citigroup have leveraged Kony

application templates to create mobile consumer-facing banking applications that support

multi-channel selling in branches.

Empowering small, nimble internal development teams to spearhead mobile sales application

development. For example, Barclays and the AIA Group report that they were able to develop

and deploy their ambitious proprietary mobile sales programs globally to thousands of front

line employees using small teams of developers, programmers and designers.

33



Creating a more compelling business case for front-office investment – Profitable

Channels research found that most organizations lack a business case to direct and justify

investing in sales enablement solutions. Many of the executives interviewed reported they

were struggling to get funding for tablets and solution selling tools because they were

unable to gain management consensus on the cost savings and growth benefits of these

investments. Best-in-class organizations have learned that starting with a strong business

case and vision for how sales enablement investments will change the user experience is

the key to realizing return on investment and directing future investment as their programs

mature and rollout. For example, an analysis of 100 mobile sales enablement programs by

Profitable Channels found that organizations that established a vision for how sales

enablement will redefine the client experience, leverage existing sales content in new

ways, and reengineer the sales process generated the greatest measurable return on their

tablet sales programs in terms of sales growth, effectiveness and the clients’ experience.

This means that in order to successfully cost justify their investment in mobile selling, most

organizations will need to re-engineer their sales processes, repackage sales content and

redesign their sales experience. This is illustrated by the dotted “Return on Investment”

line in the chart below. This reflects the experience of leaders like The AIA Group and

Barclays who were able to cost justify the investment in thousands of company owned

tablets with cost savings, sales process improvements and enhanced content utilization.

Likewise, a top asset management company justified its investment in presentation

automation by saving thousands of man-hours of field sales time and shorter sales cycles

in the first year.

Current Levels of Mobile Sales Enablement Execution

34



Better packaging and organizing sales content and processes – Poorly packaged

and organized sales content and processes are the biggest impediments to capitalizing on

sales enablement technology. This is because sales enablement solutions need to quickly

and easily find the right information for the particular client, need, selling

situation, place and time to advance the sale. The same “garbage in-

garbage out” problem that limits the effectiveness of database analytics,

direct marketing list development and segmentation programs also applies

to sales content. In many cases the right content does not exist or is in the

wrong format or cannot be easily found. Best-of-breed marketers have

learned that well-targeted and effective sales content is essential to the

success of modern selling systems. For example, several wealth

management, banking and asset management organizations were pursuing

strategic investments to aggregate, repackage, reorganize and systematize

their sales and marketing content so they can deliver highly targeted sales

playbooks, presentations and solutions content to salespeople.

Leveraging legacy infrastructure and investments – Most of the executives

interviewed report they are hamstrung by their legacy systems – advisor desktops, client

accounts, customer databases, content management and reporting systems. They have

invested millions of dollars building hundreds of proprietary tools to support their field

forces. These large investments in sales infrastructure have historically suffered from low

levels of adoption. For example, less than one-third of wealth management firms feel their

client-related technology is effective, with more than 20 percent stating it is not effective at

all.2 More than half of sales managers do not believe that client-related content created by

marketing motivates customers to buy, drives cross sell or challenges the customer

mindset.9

The tablet was supposed to change the equation making it easy, intuitive and less labor-

intensive for salespeople to follow the prescribed sales methodology consistently and use

all the tools available to them. However, this research suggests this is not happening as

fast as it could in the financial services industry. Most of mobile sales teams interviewed

report they are concerned about low levels of field sales adoption and excitement about

mobile devices once the initial excitement and “sex appeal” wears off.

Best-in-class financial services firms are finding practical ways to leverage their existing

sales assets from across the enterprise - including information, content, expertise and

data – to create tools that improve conversion rates, free up sales capacity, shrink cycle

times, and enhance presentation quality and consistency. Firms are leveraging proven

SaaS solutions such as solution selling tools, prescriptive analytics and presentation

automation solutions to combine information from dozens of content, data and information

sources into useful selling resources and insights. These solutions increase the utilization

of expensive sales assets like third party research, sales training, CRM systems, white

papers, case studies, and analyst reports that are already paid for but not fully utilized.

Less than one-third of wealth management

firms feel their client

related technology is

effective.

35



For example, a large retail financing company was able to improve speed to market, add

thousands of hours of field sales capacity and reduce marketing costs and errors with a

presentation automation tool that combined existing information, data and content assets

from more than 15 different places in the organization. The marketing department shrank

the time it took to prepare consulting presentations to support scheduled 360-degree client

review meetings with large retail clients by weeks. The depth of up-to-date transactional

history, performance information and process improvement scenarios made it easy to

expand accounts and cross sell additional services. The return on investment from

increased asset utilization can be significant given the sunk cost involved and low levels of

adoption for many sales assets. For example, the analyst firm Sirius Decision estimates

that more than half of the materials marketing creates to support sales are not used. Forty-

three percent of financial professionals interviewed by Greenwich Associates view their

CRM solutions as ineffective.2

Targeting younger client and advisor demographics – As a practical matter, the

advanced age of advisors, their clients and the executive teams running financial firms are

all holding back adoption of new selling approaches and technologies. This is a particular

concern in the wealth management industry where the average financial advisor is more

than 50 years old and the 20 percent of advisors over the age of 60 control over $2.3B in

assets8. Older advisors are either too successful to need to change, or too set in their

ways to adopt new, more prescriptive selling approaches. The same goes for their clients.

The most affluent clients are generally older and many do not want to interact with

technology, preferring fax and face-to-face consultations. All of this spells a demographic

“cliff” where it will be difficult for wealth management firms to retain clients as they pass

away or their advisors retire in the not too distant future. However all parties – including

executive management – are so financially vested in the status quo and so close to their

exit plan that there is little motivation to innovate or change the model. It is little surprise

that the firms focused on using technology to create new relationship approaches and

pursue younger advisors and mass affluent clients are either international – such as

Barclays, AIA Group, Grupo BBVA, and Standard Charter – or innovators such as

LearnVest. In North America, large integrated banks like Citigroup and SunTrust are

looking at younger “digital natives” and mass affluent investors as the disruptive entry

point for trying new selling models and sales enablement technology. A few large banks

have even begun to pilot tablet-based financial advisory tools in branches which represent

the key interaction point for engaging mass affluent clients.

Learn how the AIA Insurance Group is reengineering the end-to-end sales process

with tablets – from sales introduction to policy submission

http://www.youtube.com/watch?feature=player_embedded&v=XzN1dIQO50g

http://www.youtube.com/watch?feature=player_embedded&v=XzN1dIQO50g

36



Manage Client Data security concerns – Many of the executives interviewed indicated

that data security concerns are holding back their sales enablement efforts and putting

constraints on resources and programs they need to deploy front office sales innovation.

Data security and regulatory compliance initiatives are top IT priorities. Banks, brokerages,

and insurers are spending millions developing security infrastructures designed to protect

customer information in response to a growing list of data security regulations and

standards, including but not limited to: Gramm-Leach-Bliley Act, Sarbanes-Oxley Act and

State Financial Data Privacy Acts.

The significant share of IT resources and mindshare dedicated to security have come at

the expense of front office sales enablement initiatives that seek to leverage customer

data and provide better access to field advisors and agents.

This is evidenced in mobile infrastructure development where the many of financial

services still support Blackberry smartphones and offer limited mobile capabilities and

access relative to their peers in the automotive, health care and retail industries. Several

executives expressed concerns about low levels of user adoption and poor user

experience feedback from agents, advisors and bankers because of:

Restricting mobile access to sales resources to VPN access to internal systems or

publically available customer web resources like online banking and brokerage.

Limiting field smartphone access to only contacts, calendar and communications.

Managing Bring Your Own Device (BYOD) programs with brute force device level security

measures that involve wiping entire tablets using Mobile Device Management (MDM) systems.

However, just as health care providers have found ways to work around HIPPA

compliance and data security issues to share data, financial organizations are finding

ways to open up customer data to support online tools for customers. For example:

Most financial services firms are embracing SaaS-based CRM tools like Salesforce.com to

house, manage and distribute customer data to the field. This creates a common secure

foundation of data and single access point for delivering sales enablement solutions,

content and tools.

Mobile leaders like Grupo BBVA, Barclays and the AIA Group are looking to device

manufacturers like Samsung and Apple to provide encryption and security layers that make

mobile access practical, safe and user-friendly. Samsung has embedded KNOX mobile

device management system into Android devices so both personal and business data can

co-exist on BYOD mobile devices.

Several large banks have deployed advanced Mobile Application Management (MAM)

systems to set up employee app stores that provide an easy and highly controlled

environment for delivering tools, content and applications to remote employees using both

employee and personal BYOD devices. These allow marketing administrators to manage

security on an individual, application, or resource with little or no IT involvement.

37



ACTION PLAN

Smart actions business leaders can take today to capitalize

on this opportunity

The success of best -in-class organizations suggests there are several things sales and

marketing organizations need to be doing to avoid falling behind in terms of client

expectations, competitive practices and cost effectiveness.

Look to outside the organization for proven SaaS solutions that allow you to move faster,

with limited IT support and make an immediate business impact.

Make enhancing the sales experience for agents, advisors and clients a priority to

maximize user acceptance and return on investment;

Reengineer, reorganize and systematize sales content into a content “hub” that makes it

easy for salespeople to find and use sales content in live selling situations and simpler for

marketing to automate compliance and support advanced sales enablement solutions.

Create a consensus business case for sales enablement that maximizes return on assets

by improving utilization of legacy systems and leveraging more enterprise content, data,

expertise, research and solutions in day-to-day selling.

Prioritize investments in prescriptive analytics, presentation automation, and solution selling

tools that generate high returns with limited set up time and IT support.

Profitable Channels can provide more in-depth details on the case studies and analysis

provided here, access to industry and out of industry leaders, and demonstrations of these

best practices and best-of-breed solutions discussed in this paper. Learn more at

www.profitablechannels.com

http://www.profitablechannels.com/

38



APPENDIX

ABOUT THE AUTHOR

Stephen Diorio is the Founder of Profitable Channels and an established authority in

sales enablement and channel strategy. He has twenty five years of experience executing

innovative go-to-market strategies for over one hundred leading sales organizations—

including Merrill Lynch, Intuit, American Express, Ameriprise, Wells Fargo, CBS, SunTrust

Bank, DuPont, Staples, UPS, US Bank, and IBM. Mr. Diorio is an expert on how

technology can improve sales effectiveness, and author of Beyond e: 12 Ways

Technology Will Transform Sales & Marketing Strategy (McGraw-Hill). Prior to forming

Profitable Channels, Mr. Diorio founded IMT Strategies, a sales and marketing technology

analyst firm, built MarketBridge into a leading go-to-market strategy consultancy, and was

a Venture Partner at Trident Capital – a private equity firm that specializes in advanced

marketing services and solutions. Mr. Diorio holds an MBA in Marketing from the

University of Chicago and a B.S. in Engineering from Bucknell University.

ABOUT PROFITABLE CHANNELS

Profitable Channels designs and delivers sales enablement solutions and programs that

help engage your customers, energize your salespeople, and enable your sales process.

We help executives who own, manage and support selling channels measurably grow

sales, improve productivity and differentiate the client experience. We serve leading

organizations that sell complex offerings or large catalogs of solutions to high value clients

through human sales channels. Some of our clients include: CBS, DuPont, PNC,

SunTrust, U.S. Bank, UPS, and Wells Fargo. Profitable Channels and its partners have

designed and delivered over 100 mobile sales enablement solutions to their clients. Our

unique methodology and solutions ensure your mobile sales enablement investment will

directly support the sales process - from calling to close – and generate more measurable

sales results and higher ROI than traditional sales and marketing investments.

www.profitablechannels.com

To learn more about the potential of sales enablement solutions to transform

your go-to-market process contact us at [email protected] or call

203-227-6020.

http://www.profitablechannels.com/

mailto:[email protected]

39



CITATIONS

1. Best Practices in Mobile Sales Enablement, Profitable Channels analysis of 100 mobile sales

enablement programs 2013.

2. Greenwich Associates survey of 40 financial professionals in the wealth management industry,

2012.

3. The Gartner Worldwide IT Spending Forecast, 2012

4. Salesforce.com analysis of top 150 financial services firms 2013.

5. Tab Times Analysis of the top 100 iPad and Android tablet deployments, 11/2013

6. Integration Development News, survey of 450 mobile decision makers in 2013

7. Corporate Executive Board, the Most Important Number in B2B Marketing, 2011.

8. Advisor Succession Planning: Managing the Retirement of Baby Boomer Advisors,

Accenture 2013

9. Richardson, Content Marketing and Sales Effectiveness Survey, 2013, survey of 400 sales

managers and representatives

10. Aberdeen Group Enterprise Video Content Management: The State of Use and

Capabilities, 2013

11. Sirius Decisions Content Model, 2013

12. Accenture Connecting the Dots on Sales Performance Report 2012.

13. Content Marketing Institute, B2B Enterprise Content Marketing 2013: Benchmarks, Budgets and

Trends – North America, survey of 1,416 B2B marketers

executive summary: key findings ...profitablechannels.com/wp-content/uploads/2014/02/how...our...

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