not your mamas sales tools - the next generation of sales enablement

Not Your Mama’s Sales Tools:

The Next Generation of Sales Enablement

A RevenueEnginesTM Webinar

March 14, 2012

Becky Johns

Vice President, Marketing Services

240-752-1832

[email protected]

©2012 MarketBridge Corp.– 2 –

Company OverviewGo-to-MarketTM Leader with the Expertise and Experience to Deliver

Customers

• 18 of the top 50 global B2B brands • Global Fortune 1000 corporations and

emerging growth companies• “Considered-Purchase” Products• Enterprise, Mid-Market, and SMB

Business Customers• Direct & Partner Sales Channels

Sample Clients across Technology, Financial and Business Services, and Healthcare

A leading provider of solutions and services to help Fortune 1000 andmid-market growth companies leverage digital marketing and business intelligencetechnologies to improve Sales & Marketing productivity and drive revenue growth

Differentiators

• Go-to-Market™, empirical focus• Strategy development through

market execution• Integration of Marketing & Sales• Technology-enabled solutions and

managed services• Performance driven results


MarketBridge Solutions to Drive Revenue GrowthGo-to-Market Planning, Execution, and Measurement Framework

MarketBlueprint™How should we change our overall

Go-to-Market model by customer and

market segment?

RevenueEngines™How can we drive revenue growth and meet

changing customer expectations by

leveraging emerging Marketing & Sales

technologies?

DemandAnalytics™How can we capture, report, and analyze expanding customer

data to predict buyer behavior and take actions to drive growth

and optimize resources?


Agenda

END

Defining Sales Enablement

Issue #1: Developing the Right ContentThe Problem

The Solution

Business Case Success

Actionable Tips

Issue #2: Transferring the KnowledgeThe Problem

The Solution


Actionable Tips

Issue #3: Measuring the SuccessThe Problem

The Solution


Actionable Tips

Wrap-up and Q&A


Introduction - Various Training Audiences

Case example for each audience group

Specific tips after each section specific to audience group


Pop Quiz


“Sales Enablement is a strategic on-going process that equips all client-facing employees with the ability to consistently and systematically have a valuable conversation with the right set of

customer stakeholders at each stage of the customers problem-solving lifecycle to optimize the ROI of the selling system” - Forrester

Definition Slide

Old School Approach New School Approach

Create a lot of training and marketing collateral and put them online.

Ensure salespeople are equipped to have valuable conversations that help buyers advance through their buying process.

The folks in corporate know best what salespeople need in the field.

The most effective selling content, messages, and strategies are learned from experience with buyers.

It takes a stick to get salespeople to use the tools we give them.

Adoption of sales enablement applications is driven by the value a salesperson gets from it.


A Framework for Sales EnablementThree Core Components: Content, Technology, Measurement

Find Learn Engage Buy Renew Upgrade

The Customer’s

Buying Process

Educate

We might have a

problem.

Enable Reinforce

We understand our problem and need a

solution.

Your solution applies to our

needs.

The business case applies to our needs.

We need reassurance we made the right decision.

Sales Enablement Content – The Fuel

Sales Enablement Technologies – The Engine

Sales Enablement ROI – The Dashboard

Educate Enable Reinforce The Sales Person’s

Needs


Issue #1 – Content CreationWhere the Breakdown Occurs

Did you know…

The typical

technology

industry

company is

spending about

$135,000 per

sales person,

per year, in

support?

- Forrester

The Typical Sales Enablement Program

Same tools for every agent, regardless of learning style

Materials that haven’t been

updated in months….or

years

Lengthy decks, white papers

and case studies

Lack of visibility into client-

facing collateral

Same content to talk to all

customers, regardless of buying stage

Conflicting priorities/

messages from different

business units

Creating more content







Issue #1 – Content CreationHow to Fix It

Think like a Sales Person act like a Marketer

Develop Content for different Stages in the Buying Cycle

Align the Marketing and Sales Efforts

Target Message to different Stage in the Buying CycleThink about your Audience…The Sales TeamBe Creative and make it FunAdd a Call-to-Action after each Sales Training Measure It

Treat the sales enablement content creation like a marketing campaign:



Develop Content for different Stages in the Buying Cycle

Find Learn Engage Buy Renew Upgrade

The Customer’s

Buying Process

The Sales Person’s

Needs

Educate

We might have a

problem.

Enable Reinforce

Thought Leadership:•Articles•Social Media

•Newsletters•White Papers

Product/Solution:• Webinars• Reports

• Product Collateral• Video

Value:• Case Studies• Blogs

• Microsites• Self-Guided Demo

Competitive Edge:• Demos• Competitive Tools

• Testimonials

Financial Justification:• Trials• ROI Tools

• Proof of Concept

We understand our problem and need a

solution.

Your solution applies to our

needs.

The business case applies to our needs.

We need reassurance we made the right decision.


Marketing Sales

Marketing& Sales

Intersection Point

Product Management

Product/Solution Marketing

Field Marketing

Sales Operation

Sales Communications

Sales Training

Product Knowledge

Execution

Content

Process Knowledge

Skills

Competencies

Solution Roadmap

Go-to-Market

Plan

Analytics

Training


Align the Marketing and Sales Efforts


Issue #1 – Content Creation Case StudyHelped a leader in online education better teach and equip their teams

Client Challenge:

A leading provider of online education was using an outdated, 400+ page PowerPoint deck to train their Inside Sales team. Reps

often couldn’t answer customer inquiries effectively and were inundating Team Leads with repetitive questions.

MarketBridge Solution:

Audited the existing training to inventory and classify materials and gain participant perspective

Met with key, internal stakeholders to identify knowledge needs and expected outcomes

Created and distributed an assessment to match actual Rep knowledge gaps to those perceived by Management

Developed 20 distinct Training Modules that each featured our Core Components of Learning: Facilitator Guide, Learning

Module, Interactivity, Assessment and On-Going Learning Tools

Bu

sin

es

s Im

pac

t:

47% Increase in Sales Rep Knowledge

62%91%

0%

20%

40%

60%

80%

100%

Old Training New Training

88% Rep Satisfaction w/Enablement Program

67%

21%

12% 0%

Very Satisfied

Satisfied

Somewhat Satisfied

Not Satisfied

Significant Rep & Management Productivity Gains

Management time spent

answering Rep questions

decreased by 62%,

resulting in productivity

gains for both groups.


Issue #1 – Content CreationActionable Tips

Content considerations for different sales channels:

Customized

Modular

Standard


Training occurs to far in advance

One group training is not enough for knowledge retention

There is no good virtual system to make housing and finding material easy

Messaging stays the same through the entire buying cycle

Marketing messages often compete with each other for limited sales attention

Issue #2 – Knowledge TransferWhere the Breakdown Occurs

Did you know…

Only 33% of

training is

retained by a

sales person

the day after

the training

occurs?

- Research Group of

America

Product 1

Product 2

Product 3

Product 4

Corporate Marketing

Field Marketing Sales Team Customer


Layer 1: Self-Study

Have trainees review material on their own ahead of

any group training. You’ll be able to:

Accommodate various learning styles/paces

Establish a knowledge foundation

Track participation

Determine what to focus on in the formal training

Issue #2 – Knowledge TransferHow to Fix It

Group sessions, held no more than one week ahead of

when leanings will be applied, will be more productive

with an established knowledge baseline allowing for:

Focus less on teaching and more on coaching

Role-play to incorporate soft skills

Special workshops for areas of personal interest

Break-out sessions for persistent, individual gaps

Layer 2: Formal Training

Layer 3: On-Demand &

On-Going

A robust, user-friendly online resource center will

enable learning on an on-going, as-it’s-needed basis

with features such as:

Integration with your current CRM/POS platform

Warehouse for Q&As to prevent repetition in response

Access to multiple SMEs across the organization

Collaboration with peers to gain experiential knowledge

“Nuggets” of information on a subscription /push basis

Require Self-Study Ahead of Time

Make Trainings More Productive

EnableOn-Going Learning


Issue #2 – Knowledge Retention Case StudyProvided a scalable program framework to enable technology partners

Client Challenge:

An industry leader in technology provided its sales partners, which varied in sophistication and needs, an online portal of disparate

sales and training collateral – but no outlet to talk to or easy way to find information when it was needed.


Developed a series of “pre-packaged” campaigns, including all the customizable assets a Partner would need for effective

demand generation

Launched campaigns on an easily accessible, self-service infrastructure

Provided in-bound marketing consultation support for partners through phone and chat, using dedicated SMEs that could

walk partners through the new tools available, best practices for increased results and drive funding efforts

Bu

sin

es

s Im

pac

t:

90% Increase in Partner Program Campaign Execution

7,350 14,000

-

5,000

10,000

15,000

Campaigns Pre-Training

Campaigns Post-Training

200% Lift in Tactics Used Within campaigns

838% Increase in ROMI After Program Implementation

Over the course of the

Program, ROMI increased

838%, representing a 3x

lift from pre-program

performance.

0

1

2

3

4

Mo. 1 Mo. 2 Mo. 3 Mo. 4 Mo. 5 Mo. 6

Tactics Pre-Training Tactics Post-Training


Issue #2 – Knowledge TransferActionable Tips

Transfer considerations for different sales channels:

High Touch

Hybrid

High Content


Pop Quiz


Training & Sales Dashboard

Issue #3 – Track & MeasureWhere the Breakdown Occurs

Agent Trainings Appts. Proposals Sales

Mark Jones 5 20 14 $7,000.00

ChrisGustin

5 19 16 $8,000.00

Julia Robes 4 17 10 $5,000.00

Ted Foote 1 4 2 $0.00

Click here to tell us about your

training!

0% 50% 100%

Georgia

Virginia

78%65%

54%52%

22%35%

46%48%

Training Penetration

54%65%

92% 96%

0%

20%

40%

60%

80%

100%

120%

January February

Knowledge Increase

65%

50%

43%

12% 6%

Training Tools Usage

Online Game

CBT Module

Live Chat

Quiz

Webinar

Not accurately tracking the amount and type of training completed by each individual

Lack of insight into initial knowledge gains and retention of information

No visible correlation between training, knowledge levels and sales performance

Lack of a feedback loop where you can get feedback on sales enablement efforts and materials

No insight into knowledge gaps that exist on an individual, product or group basis

Did you know…

When it comes

to sales

enablement

efforts, 40% of

them are

deemed

ineffective by

corporate

sponsors.

- IDC


Issue #3 – Track & MeasureHow to Fix It

Track Everything you Can

Map Sales Back to Knowledge Scores

Slice by individual, team, product, etc. See how often someone engages in self-study and resourcesAllows you to take corrective action where neededIdentify peer resources the team can utilizeIdentify who is ready for advancement (promotion indicators)

Create a dashboard to track effectiveness of sales tools:

Identify the “breaking point” in the funnel to see if it’s the product, the material, the teaching, or the soft skills that are causing the issues

Use the data and systems you already have in place to evaluate effectivenessUse results to gain additional support internally for continued sales efforts

Use knowledge scores to identify sales process issues:


Issue #3 – Track & Measure Case StudyCreated a program to enable effective, ongoing enablement

Client Challenge:

A high-end retailer found that its CBT platform that left significant knowledge gaps amongst Associates. While their Managers were

expected to provide supplemental training to fill them, they did not possess the skill-set to facilitate effectively – and did not know

which training Associates needed.


Launched a multi-tiered, multi-touch email campaign to re-step managers through training tools and deliver short, actionable

“nuggets”

Integrated training tools and collateral with their existing point of sale systems to allow for push notifications and easy access

to resources

Created a web-based, mobile compatible “Module Picker” that used proprietary logic to assign training modules to individual

needs and track usage and outputs on a granular level

Bu

sin

es

s Im

pac

t:

9% Increase in Selling Productivity Due to Reduced Classroom Training

Identified Top Performers to Leverage & for Advancement

Pinpointed the 11% of

Associates that were

making up over 80% of

the overall group

performance pre-

Program.

126% Increase in Sales Performance After 2+ Trainings

68%107%

154%

0%

50%

100%

150%

200%

Untrained 1 Training 2+ Trainings

2%

16%

6%

1%

4%

1%

17%

17%

71%

65%

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

Post-Program

Pre-ProgramOff-Floor Train

On-Floor Train

Self-Directed Train

Clientelling

Selling


Issue #3 – Track & MeasureActionable Tips

Tracking considerations for different sales channels:

One-to-One

One-to-Many

Broadcast


Becky Johns

Vice President, Marketing Services

240-752-1832

[email protected]

Courtney Milliken

Program Manager, Marketing Services

240-752-1880

[email protected]

Thank You and Q&A

Learn more:

Web: http://www.market-bridge.com/marketing-and-demand

Twitter: www.twitter.com/marketbridge

Let us help you get started towards the next

generation of your own Sales Enablement programs with a

Sales Assets Assessment to establish an asset

inventory baseline for the performance of existing

sales materials &identification of

improvement areas.

SE Assessment

mailto:[email protected]






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