Summary of the Impact of Sales Process and CRM on Optimizing Sales Effectiveness CSO Executive Briefing Series
|
|
- Catherine Maxwell
- 8 years ago
- Views:
Transcription
1 CSO Executive Briefing Series Summary Report: The Impact of Sales Process and CRM on Optimizing Sales Effectiveness Jim Dickie CSO Insights Boulder, CO Barry Trailer CSO Insights Corte Madera, CA
2 Copyright CSO Insights All Rights Reserved. Terms & Conditions Printed in the United States of America. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be produced or distributed in any form or by any means, or stored in a database or retrieval systems, without the prior written permission of the publisher except in the cases of brief quotations embodied in critical articles and reviews. For additional information, contact CSO Insights, 4524 Northfield Court, Boulder, CO 80301, Phone: (303) , jim.dickie@csoinsights.com. The reader understands that the information and data used in preparation of this report were as accurate as possible at the time of preparation by the publisher. The publisher assumes no responsibility to update the information or publication. The publisher assumes that the readers will use the information contained in this publication for the purpose of informing themselves on the matters which form the subject of this publication. It is sold with the understanding that neither the authors nor those individuals interviewed are engaged in rendering legal, accounting, or other professional service. If legal or other expert advice is required, the services of a competent professional person should be sought. The publisher assumes no responsibility for any use to which the purchaser puts this information. All views expressed in this report are those of the individuals interviewed and do not necessarily reflect those of the companies or organizations they may be affiliated with CSO Insights, Insight Technology Group, or Sales Mastery. All trademarks are trademarks of their respective companies. This report provided compliments of: from
3 SUMMARY From the very earliest days of Customer Relationship Management (CRM) the mantra has been repeated like a drumbeat: People, Process and Technology. That is, technology alone is not the silver bullet magical solution that will solve a company s sales effectiveness challenges. At the same time, another axiom in the CRM world has also been repeated ad nauseam: Get your process straight, and then automate. In follow up to our annual sales effectiveness study this year, we looked at what performance differences might be seen in firms that, in fact, did have their processes well defined, used them consistently and supported their use with CRM technology. The sales performance results were significant. This paper summarizes the most dramatic areas of gain and what lessons there are to be learned from these. However, the short version is that sales rep quota attainment was much higher at these companies (67% of reps achieving quota vs. 58%) and total and voluntary sales rep turnover were much lower (22% vs. 49% and 10% vs. 31%, respectively). There is strong correlation that these favorable results reflect Level 4/CRM companies ability to target prospects more accurately, qualify more effectively, share best practices more broadly and discount less frequently. Sound good? There s more as detailed in the following pages. LEVELS OF SALES PROCESS To properly interpret the performance data and differences in this paper, we must define how sales process is used here. There are two components to a company s sales process: 1) defining it; and 2) actually using/applying it consistently. Dozens, perhaps hundreds, of articles have outlined the steps to defining your own sales process. However defining a sales process is a long way from using/applying that process in daily sales activities. In an article by Jim Dickie originally written for CRM magazine, he defined four levels of process prowess. You can find much more detail in that article but the definitions themselves will suffice for our purposes here. Loosely interpreted, Level 1 firms are anti-process, though what they really lack is a single standard process. Level 1 firms are strictly ad hoc with everyone doing their own thing in pretty much their own way; they often have as many sales processes as sales reps. Level 2 firms have defined a sales process and even exposed their sales reps to it but the implementation stops there. Sales reps are expected to use the process but its use is neither monitored nor measured. Level 3 firms have gone in entirely the opposite direction and strictly enforce the company s sales process even if it is years old and has not been updated to reflect current or recently changed market conditions. Level 3 firms typically do monitor use of the process, sometimes religiously so, but fail to adapt or modify it with market and/or sales rep feedback. Level 4 firms have a process, monitor and provide feedback on reps use of it and proactively modify it to changing market conditions. As you might imagine, Level 4 firms are few and far between. Still, with more than four dozen Level 4 companies that had also implemented CRM technology, we were provided a basis for comparison with the remainder of the survey s population. This summary report provides you with a view into how specific aspects of the two groups performance differ. CSO Insights 1
4 KEY SALES EFFECTIVENESS PERFORMANCE IMPROVEMENTS As part of the overall 2005 Sales Effectiveness survey, we broke down the sales process into 26 steps that sales reps typically need to complete to take an account from lead to cash to satisfied customer. We again compared the ability of Level 4 company reps to perform these tactics as compared to all the study participants. Here we were looking for areas where the performance levels of Level 4 sales teams were at least 15 percent higher than other firms for the selling skill at hand. The chart below highlights the results of this comparison. See Figure 1. Selling Skills Comparison with >15% Delta in Very Good/World Class Performance Accurately Target Prospects 30% 47% Properly Qualify 32% 57% Effectively Present Features and Benefits 52% 79% Level Four Firms Full Study Results Effectively Cross/Up-Sell 26% 60% Sell Value/Avoid Excessive Discounting 35% 73% Effectively Introduce New Products 31% 55% 0% 10% 20% 30% 40% 50% 60% 70% 80% Figure 1 The chart shows that Level 4 salespeople perform at an Above Average or World Class level far more often at key steps in the sales process. Accurately targeting prospects and properly qualifying them are two essential building blocks to sales success. In each case, Level 4 companies leveraging CRM technology are half-again as effective in executing these fundamentals. There are synergistic benefits from targeting and qualifying prospects better. Clearly, the first benefit is that you simply do not waste time pursuing opportunities that will not materialize. When asked, groups always recognize the value of qualifying poor fitting prospects out of the sales funnel early. After all, if a prospect is going to fall out anyway, it s better to have it happen earlier than after making an entire sales cycle s worth of effort/investment. This is especially true inasmuch as the further you go in the sales cycle, typically the more expensive each step is in advancing the sale. However, these costs pale in comparison with the opportunity costs of the prospects and potential business you re not pursuing while you continue to pursue poorly targeted/qualified business. This is pure selling time and it is squandered when deals that eventually fall from the pipeline could have been identified and qualified out much earlier. Level 4 firms utilizing CRM technology rank themselves 50% better than the general population in targeting and qualifying. Why is this the case? CSO Insights 2
5 LIVING THE PROCESS Absent a defined process--in this case, a defined prospect profile for targeting reps are left to pursue their best instincts and do whatever it takes to bring in their numbers. This is not necessarily the recipe for disaster you might fear but it does have a particular challenge. Being Level 1 does not guarantee you re unsuccessful but it does guarantee your performance is unpredictable. And this lack of focus, framework and predictability stands directly in the path blocking you from improved and continually improving performance. At the same time, imposing a sales process without tools to facilitate and record its use can result in hamstringing the sales force. Time spent inputting data, providing tedious and unnecessary details and entering information that is never looked at is also a waste of selling time. The CRM system should make the sales process steps visible and accessible. It should make recording progress simple, quick and consistent while providing guidance to next action steps. By checking off appropriate selections early on, smart CRM should recognize a product sale to a manufacturing customer is different from a services sale to a real estate company and serve up the appropriate process, sales support resources and tactical support to advance the sale. BUILDING BLOCKS TO GETTING TO LEVEL 4 The concept of managing a Level 4 sales organization may seem appealing as higher performance, better visibility into business, lower turnover rates, fewer surprises, etc. are all objectives any CSO would like to achieve. But how do you get there? In reviewing companies operating at this peak level of selling, we found a number building blocks in place that make it easier for them to achieve and sustain this level of performance. These include the following: Sales Methodology Formalization: Whether they have developed a sales methodology inhouse or licensed one from a solution provider, Level 4 firms invest the time to formalize that approach to selling in their organization. For each step in the sales process (e.g. interest development, qualification, education, proposal generation, etc.) they define the specific tactics that need to be completed by their salespeople and often by the prospect as well. (Note: For a detailed example visit to download the article And the Word Was Process.) CRM Sales Process Mapping: Once all the selling stages and the appropriate tactics are defined, they are then mapped into a CRM system so they can be actively tracked and managed. This goes beyond merely setting up tabs in the opportunity management module of the CRM application for each selling stage, but rather involves full workflow definition. Sales Management Performance Dashboards/Reporting: Once the process is fully defined within the CRM environment, sales managers are able to actively analyze the pipeline. If an active opportunity is outside predefined rules of expected progression, it is highlighted by performance dashboards. Using sophisticated reporting capabilities, the managers are able to analyze each deal and see where and why it may be drifting off course and take proactive action to correct the situation. Lead Management: By tracking all opportunities from lead to conclusion, marketing also benefits from the integration of process and technology. First, they are able to see that all leads are actively pursued. In addition, through the reporting capabilities provided in the lead management modules of more advanced CRM applications, they can now assess the value of various lead sources (e.g., leads from tradeshows, advertising, the web, etc.) to help make more effective investments in future direct marketing programs. CSO Insights 3
6 Best Practices Sharing: As more opportunities are actively managed and analyzed through the CRM systems, best practices begin to emerge. Management and the sales reps can determine in which markets they sell most effectively, which competitors they have a higher chance of winning against, what sales tactics can help shorten a sell cycle, etc. This fact-based visibility into how to sell most effectively can then be shared across all sales teams. Security Management: A concern some executives might voice regarding collecting all of this information is how does a company protect this new knowledge asset? The security management capabilities in the more advanced CRM applications have the necessary security management schemas to allow reps to get access to everything they need to do their jobs and nothing else. To understand if all the building blocks are in place for you to start to build toward Level 4 performance, you should talk with the CRM vendor(s) to ensure that they have an understanding of and provide support for truly integrating your sales process into their technology frameworks. 5 Reasons to Rethink Your CRM/Sales Process Managers often find themselves flying blind or driving by the seat of their pants meaning they are operating by instinct, hunch, gut feel. Given this condition, one could start almost anywhere to make improvements but the data from our research suggests some specific choices. 1. Recognize that you cannot gather consistent/relevant data without establishing standard units of measure. This is precisely why you must define your sales process first. Otherwise, as in Level 1 companies, people may be doing the right things but they re all doing them in their own way essentially their each measuring with their own unique standards. You want to have a sales process in place that reflects how your team does business when it is at its best. Then you want a CRM application that can be tailored to reflect, support and report on how your team is operating with this process. As noted earlier, consistency is key here. See Figure 2 Accurately Forecast Business 50% 45% 40% 45% 35% 30% 31% 25% 20% 15% 15% 10% 5% 5% 1% 0% Dismal Poor Average Very Good World Class Figure 2 CSO Insights 4
7 2. Pick your spots. In addition to targeting the right prospects and qualifying properly, we see in Figure 1 that there are areas where Level 4 firms with CRM enjoy a better than 2:1 advantage over the general population. Cross Selling/Up Selling (60% vs. 23%) and Selling Value/Avoiding Excessive Discounting (73% vs. 35%) are two areas that can add dramatically and immediately to your bottom line. In addition, not reflected in Figure 1 because Level 4/CRM firms continue to have their own struggles are two other vital areas for improvement: 1) Forecasting (see Figure 2 above); and 2) Sharing best practices (see Figure 3 below). For a second year, firms rate their abilities in these two key areas last and second to last across industries, geographies and sales teams. 3. Visibility into the sales pipeline is an ongoing and universal challenge. The non-crm/sales Process firms actually closed business they forecast on average 49% of the time. In other words, with all the time, energy and resources that went into creating and reviewing pipeline and forecast figures, for these firms it was essentially a 50/50 proposition; they could attain the same accuracy and save a lot of energy by simply flipping a coin. At the same time, even the Level 4 firms with CRM didn t fare that much better. Their forecast opportunities resulted in won business 56% of the time. An improvement but still an area of concern. In a Sarbanes-Oxley world the implications of this are enormous, as is the potential payoff for getting forecasting right. Lacking confidence in giving early guidance and missing your number at the end of a period--or several periods in a row--can cause serious problems for management. Even without the threat of regulatory actions or stock fluctuations due to questions about the company really understanding its business, there are other benefits. More intelligent business planning, better resource allocation, increased operational efficiencies are just some of the advantages that accrue to firms that solve the vexing problem of forecasting more accurately. See Figure 3. Share Best Practices Across the Sales Force 50% 45% 40% 35% 37% 30% 25% 20% 15% 10% 29% 22% 5% 0% 5% Dismal Poor Average Very Good World Class 4% Figure 3 This chart shows that there is ample room for improvement in the high payoff area of shared learning. Particularly when combined with the fact that many companies are experiencing high turnover, increased competitive activity, ever broadening and complex product lines and constant pressure to do more with less. Establishing clear sales processes and implementing CRM technology to leverage best practices is a must. CSO Insights 5
8 5. Level 4 companies with CRM experience less than half the turnover of the general survey population and less than one-third the voluntary turnover (see Fig 4 below). These are truly impressive and important differences. If you consider the cost of vacant territories, of having to recruit, hire and train replacements and the missed opportunities while all this is happening, the figure can easily top a sales rep s annual quota. See Figure 4. Annual Sales Rep Turnover Comparison 50.0% 49.3% 40.0% 30.0% 31.6% Full Study Results 20.0% 22.1% 17.7% Level Four Firms 10.0% 9.6% 12.5% 0.0% Total Turnover Voluntary Turnover Involuntary Turnover Figure 4 Conversely, if you retain successful reps because they feel they have systems and tools in place that support their success you create a virtuous cycle of retention and attraction of the best reps. The ability to attract, retain and share the best practices of the best reps becomes a competitive advantage that is not easily replicated. While exclusive product differentiation is short-lived, an ever-increasing sales competence has an extended and increasing life span. Companies that begin with the basic building block of defining their sales process (step 1 above) and continue with CRM tools and strategies (steps 2-5) can look to enjoy the same exceedingly positive results as those Level 4/CRM companies reported here. CONCLUSION It is important to keep this statistical maxim in mind: correlation is not necessarily causation. Still, the clear performance differences between Level 4 sales teams using CRM systems and the rest of the study participants is persuasive. Across the board, these sales teams demonstrate higher quota attainment, stay in place longer and voluntarily leave less often (by a factor of 3:1) and enjoy a continuing and increasing competitive advantage over their dare we say it? lower level competitors. It has been noted, the race doesn t always go to the swiftest, nor the fight to the strongest but that is the way to bet. And in this case, blending sales process and CRM looks like a worthy double-down. CSO Insights 6
9 About CSO Insights CSO Insights is a research firm that specializes in analyzing how companies are leveraging people, process, technology, and knowledge to optimize the way they work with their customers. Over the past thirteen years, we have surveyed over 5,000 sales effectiveness initiatives and have amassed a wealth of insights on how companies are turning how they market and sell to and service customers into a sustainable competitive advantage. We offer a series of customized evaluation services to help companies assess their sales performance in relationship to their peers utilizing the best practices database we have accumulated through our research efforts. For more information please visit our web site: CSO Insights 7
The Impact of CRM and Sales Process: Monetizing the Value of Sales Effectiveness
Call Center/Telesales Effectiveness Insights 2005 State of the Marketplace Review The Impact of CRM and Sales Process: Monetizing the Value of Sales Effectiveness Jim Dickie Partner, CSO Insights Boulder,
More informationCopyright 2013 CSO Insights All Rights Reserved. Terms & Conditions
Copyright 2013 CSO Insights All Rights Reserved Terms & Conditions Printed in the United States of America. Except as permitted under the United States Copyright Act of 1976, no part of this publication
More informationMetrics Matter. How Sales Analytics Contribute to Mid Size Firms Performance
Call Center/Telesales Effectiveness Insights 2005 State of the Marketplace Review Metrics Matter How Sales Analytics Contribute to Mid Size Firms Performance Jim Dickie Partner, CSO Insights Boulder, Colorado
More informationCall Center/Telesales Effectiveness Insights 2005 State of the Marketplace Review. Sales Management 2.0. Managing Sales in a Virtual World
Call Center/Telesales Effectiveness Insights 2005 State of the Marketplace Review Sales Management 2.0 Managing Sales in a Virtual World Jim Dickie Partner, CSO Insights Boulder, Colorado Barry Trailer
More informationImprove Lead Generation and Clean Up Your Pipeline
Call Center/Telesales Effectiveness Insights 2005 State of the Marketplace Review Improve Lead Generation and Clean Up Your Pipeline Generate Better Leads for Better Sales Results Jim Dickie Partner, CSO
More informationDynamic Sales Knowledge Management: What Sales Must Know to Win the Game
Call Center/Telesales Effectiveness Insights 2005 State of the Marketplace Review y Dynamic Sales Knowledge Management: What Sales Must Know to Win the Game Jim Dickie Partner, CSO Insights Boulder, Colorado
More informationOn-Demand Versus On- Premise CRM. Are There Performance Differences?
Call Center/Telesales Effectiveness Insights 2005 State of the Marketplace Review On-Demand Versus On- Premise CRM Are There Performance Differences? Jim Dickie Partner, CSO Insights Boulder, Colorado
More informationManage your Territory by Working your Plan. Ron Snyder President
Manage your Territory by Working your Plan Ron Snyder President Topics Territory Management/Planning The Challenge/ Impact Best Practices Elements of an Effective Territory Plan Q&A Sales Leaders and Teams
More informationResearch Results. By Jim Dickie and Barry Trailer; Managing Partners, CSO Insights
Sales Navigator 1 Research Results By Jim Dickie and Barry Trailer; Managing Partners, CSO Insights EXECUTIVE SUMMARY As you embark on this year s effort, there are likely several challenges facing your
More informationDive Deeper into Your Sales Metrics: 4 Ways to Discover Hidden Sales Treasure. Rich Berkman Qvidian
Dive Deeper into Your Sales Metrics: 4 Ways to Discover Hidden Sales Treasure 2 What you can t see may be killing your sales. It s time to uncover what your current measurements won t show you. If you
More information25 Questions Top Performing Sales Teams Can Answer - Can You?
25 Questions Top Performing Sales Teams Can Answer - Can You? How high growth businesses use Sales Force Automation to drive success The best performing sales teams can answer the sales management questions
More informationYOUR COMPLETE CRM HANDBOOK EVERYTHING YOU NEED TO KNOW TO GET STARTED WITH CRM
YOUR COMPLETE CRM HANDBOOK EVERYTHING YOU NEED TO KNOW TO GET STARTED WITH CRM Introduction WHAT IS CRM? CRM is much more than a buzzy acronym that s been tossed around the business and sales world for
More informationSpotting Opportunities With Your CRM
white paper Spotting Opportunities With Your CRM 3 Must-Fix Issues To Boost Lead Conversion & Accelerate Deals In today s competitive environment, companies are both increasing their investments in lead
More informationDoes Your Sales Training Measure Up? By Randy Illig Franklin Covey Sales Performance Practice
Does Your Sales Training Measure Up? By Randy Illig Franklin Covey Sales Performance Practice Measuring ROI in your sales improvement initiatives can mean the difference between success and failure of
More informationIncrease Outside Sales Productivity using Mobile Technologies
White Paper Sponsored by Epicor Software Increase Outside Sales Productivity using Mobile Technologies For most lumber and building materials (LBM) dealers and distributors, their outside sales people
More informationHow To Use Business Intelligence (Bi)
Business Intelligence: How better analytics can lead your business to higher profits. Introduction The economic downturn is forcing business leaders to rethink strategic plans. To remain competitive, businesses
More informationSuccessful Steps and Simple Ideas to Maximise your Direct Marketing Return On Investment
Successful Steps and Simple Ideas to Maximise your Direct Marketing Return On Investment By German Sacristan, X1 Head of Marketing and Customer Experience, UK and author of The Digital & Direct Marketing
More informationWhy Your CRM Process is Destroying Your Team s Prospecting and How to Fix It
Proof of Prospecting Why Your CRM Process is Destroying Your Team s Prospecting and How to Fix It When implementing any kind of sales improvement program, most sales organizations understandably focus
More informationThe Cost of Not Nurturing Leads
The Cost of Not The legacy you are stuck in and the steps essential to change it. Lisa Cramer Co-Founder & President LeadLife Solutions lcramer@leadlife.com 770.670.6702 It s a challenging time more so
More informationSAP Cloud for Sales Delivers Next Generation CRM
SAP Cloud for Sales Delivers Next Generation CRM CSO Insights 1 Copyright 2013 CSO Insights All Rights Reserved. Terms and Conditions Printed in the United States of America. Except as permitted under
More informationIntroduction. 1. Risk of Non-Compliance
Introduction There are few things more critical to a company s top and bottom line results than sales compensation. After all, sales are the lifeblood of any business and sales compensation is the primary
More informationThe Targeting Advantage: Improve Your Marketing Success
White Paper The Targeting Advantage: Improve Your Marketing Success The Premier Site for Marketing & Sales for Professional Services Sponsored by: White Paper The Targeting Advantage: Improve Your Marketing
More informationSiebel CRM Loan Origination Siebel CRM Loan Origination enables financial institutions to successfully manage customer relationship throughout the entire consumer loan origination process across all communication
More informationSales Performance Optimization Study 2014 Key Trends Analysis
CSO Insights Sales Performance Optimization Study Measuring N Sales & Marketing Effectiveness Sales Performance Optimization Study Copyright 2014 CSO Insights All Rights Reserved. Terms and Conditions
More informationSetting smar ter sales per formance management goals
IBM Software Business Analytics Sales performance management Setting smar ter sales per formance management goals Use dedicated SPM solutions with analytics capabilities to improve sales performance 2
More informationWhy Marketing Automation is a Must-Have For Every B2B
Why Marketing Automation is a Must-Have For Every B2B VP of Sales Robert M. Walmsley President and CEO, Tailwind Strategies In the age of Internet marketing there is no salesmarketing alignment issue more
More informationFive Sales Coaching Best Practices
Sales Management Association Webcast Five Sales Coaching Best Practices 29 May 2014 Presented by Copyright 2014 Sales Management Association. The Sales Management Association A global, cross-industry professional
More informationYour Complete CRM Handbook
Your Complete CRM Handbook Introduction Introduction Chapter 1: Signs You REALLY Need a CRM Chapter 2: How CRM Improves Productivity Chapter 3: How to Craft a CRM Strategy Chapter 4: Maximizing Your CRM
More informationFocused sales management
Focused sales management Make the most of every sales opportunity Sage CRM directs your sales efforts toward the most profitable, most winnable deals and helps you make the most of cross-selling and upselling
More informationSales Management Optimization Study 2014 Key Trends Analysis
CSO Insights Sales Management Optimization Study Measuring fn Sales & Marketing Effectiveness Sales Management Optimization Study 2014 CSO Insights CSOiCL67112 Compliments of: Copyright 2014 CSO Insights
More informationTSG MAKES THE COMPLICATED SIMPLE.
TSG MAKES THE COMPLICATED SIMPLE. MAKING THE COMPLICATED SIMPLE. You focus on your business. We take care of your technology. By working in partnership, and getting to know your goals and challenges, we
More informationWTM IT Limited http://wtmit.com. WTM SalesGrow CRM Grow your Sales & Business An Essential CRM Solution delivery quickly and affordably
WTM SalesGrow CRM Grow your Sales & Business An Essential CRM Solution delivery quickly and affordably SalesGrow CRM WTM SalesGrow CRM helps organizations differentiate their businesses to achieve maximum
More informationBest Practices and the Sales Effectiveness Challenge
Best Practices from the Field The CSO Challenge Series The Sales Effectiveness Challenge Are We Solving the Right Problem? R. James Dickie CSO Forum Boulder, Colorado The Sales Effectiveness Challenge
More informationMARKETING AUTOMATION: HOW TO UNLOCK THE VALUE OF YOUR CRM DATA
: HOW TO UNLOCK THE VALUE OF YOUR CRM DATA Kynetix Technology Group Introduction People who remember using a Rolodex to keep track of their clients consigned this little piece of history to the back of
More informationIntroduction. Our salespeople and managers are flying blind. CEO, Industrial Supply Wholesaler-Distributor
Introduction Our salespeople and managers are flying blind. CEO, Industrial Supply Wholesaler-Distributor The idea for this book began as a question: Can today s customer relationship management (CRM)
More information730 Yale Avenue Swarthmore, PA 19081 www.raabassociatesinc.com info@raabassociatesinc.com
Lead Scoring: Five Steps to Getting Started 730 Yale Avenue Swarthmore, PA 19081 www.raabassociatesinc.com info@raabassociatesinc.com Introduction Lead scoring applies mathematical formulas to rank potential
More informationCRM Assessment. GoldMine Solutions CRM Assessment
CRM Assessment GoldMine Solutions CRM Assessment CRM Assessment Overview This Customer Relationship Management (CRM) Assessment was created to help companies understand how well they performing with customer
More informationBEST PRACTICES FOR CRM GAMIFICATION AND PIPELINE MANAGEMENT
BEST PRACTICES FOR CRM GAMIFICATION AND PIPELINE MANAGEMENT How to use gamification to ensure you can manage your pipeline by making sure you get quality data, in time, from your salespeople A whitepaper
More informationINTEGRATED SALES MANAGEMENT: THE SINE QUA NON OF CRM SALES AUTOMATION
BPTrends December 2005 Integrated Sales Executive Summary INTEGRATED SALES MANAGEMENT: THE SINE QUA NON OF CRM SALES AUTOMATION Michael W. Lodato Conducting business in the new millennium is significantly
More informationOn-Demand CRM Executive Brief
On-Demand CRM Executive Brief Five Key Measurements to Monitor Sales Productivity Moving from Art to Science www.tatacommunications.com/enterprise/saas/crm.asp For many, the art of selling is just that
More informationMOVING THE MIDDLE. The Business Impact of Making Your Middle Sales Performers Better
MOVING THE MIDDLE 2014 The Business Impact of Making Your Middle Sales Performers Better A five percent gain in the middle 60 percent of your sales performers can deliver over 91 percent greater sales
More informationImproving Sales Productivity: What We All Know but Rarely Do
Improving Sales Productivity: What We All Know but Rarely Do 1 A Whitepaper by Luxor Corporation Improving Sales Productivity: What We All Know but Rarely Do Improving Sales Productivity: What We All Know
More informationHR STILL GETTING IT WRONG BIG DATA & PREDICTIVE ANALYTICS THE RIGHT WAY
HR STILL GETTING IT WRONG BIG DATA & PREDICTIVE ANALYTICS THE RIGHT WAY OVERVIEW Research cited by Forbes estimates that more than half of companies sampled (over 60%) are investing in big data and predictive
More informationSage 300 ERP 2014 Get more done.
Sage 300 ERP 2014 Get more done. Get more done by connecting your business, providing a better customer experience, and increasing revenue. New web and mobile functionality: driving better customer experiences
More informationOpen Doors with B2B Social Networking
Dow Jones ebook Open Doors with B2B Social Networking How social networking technology is changing the competitive landscape during the economic storm By Tom Aley SVP and Managing Director Business & Relationship
More informationWhen the vice president of sales wants. Sales Talent Through Partnerships. Attract, Deploy & Retain the Right
8 2012 The Magazine of WorldatWork Attract, Deploy & Retain the Right Sales Talent Through Partnerships By Garrett Sheridan, Axiom Consulting Partners, and James H. Killian, Ph.D., Chally Group Follow
More informationFrom Customer Management to Customer Engagement: Sales in the New Buying Environment
From Customer Management to Customer Engagement: Sales in the New Buying Environment How social software applications help salespeople interact with customers in innovative new ways. THE B2B BUYING ENVIRONMENT
More informationQAD Customer Relationship Management Demonstration Guide. May 2015 EE2015 / CRM 6.7
QAD Customer Relationship Management Demonstration Guide May 2015 EE2015 / CRM 6.7 Overview This demonstration shows how QAD Customer Relationship Management supports the vision of the Effective Enterprise;
More informationA Management Report. Prepared by:
A Management Report 7 STEPS to INCREASE the RETURN on YOUR BUSINESS DEVELOPMENT INVESTMENT & INCREASE REVENUES THROUGH IMPROVED ANALYSIS and SALES MANAGEMENT Prepared by: 2014 Integrated Management Services
More informationThe Beginner s Guide to CRM
The Beginner s Guide to CRM Customer relationship management can sound intimidating to small- and mid-sized businesses. After all, if your company only has a handful of customers, why do you need a dedicated
More informationTwelve Initiatives of World-Class Sales Organizations
Twelve Initiatives of World-Class Sales Organizations If the economy were a season, we are looking at an early spring after a long, hard winter. There is still uncertainty that it is here to stay, but
More informationManaging Customer Relationships with SAP Business One
SAP Brief SAP s for Small Businesses and Midsize Companies SAP Business One Objectives Managing Customer Relationships with SAP Business One Win new customers and forge better relationships Win new customers
More informationHiring for Retention Get It Right, Right Out of the Gate
Hiring for Retention Get It Right, Right Out of the Gate By Russell M. Klosk, SPHR, GPHR Unrelenting Hiring Pressures Global workforces, maturing workforces, baby-boomer retirement waves you don t have
More informationNINE. Coaching Tips. for Sales Managers to Drive Better Sales Funnel Results
NINE Coaching Tips for Sales Managers to Drive Better Sales Funnel Results Series on Maximizing Performance with the Sales Funnel Reference Guide Introduction... i Tip One Commit to a funnel inspection
More informationDEMAND GENERATION: And The Cold Call STAR-Pro Methodology
Demand Generation DEMAND GENERATION: And The Cold Call STAR-Pro Methodology There s a new era in marketing. Did you notice the paradigm shift? Or more importantly, have you actively aligned your marketing
More informationSales and Marketing Alignment
INTRODUCTION TO INTEGRATED MARKETING Sales and Marketing Alignment A company s sales and marketing teams often have a complex, sometimes contentious, relationship. On one hand, both sides realize that
More informationDo you know with certainty if you will achieve your next sales goal? Introduction to Followuppower.net
Do you know with certainty if you will achieve your next sales goal? Staying in business and thriving is all about keeping existing clients and attracting new clients. Companies that follow a disciplined,
More informationImproving Sales Pipeline Performance Through Enhanced Visibility
SalesManagement.org Improving Sales Pipeline Performance Through Enhanced Visibility Leveraging Analytics to Focus on the Right Opportunities OVERVIEW For companies with complex sales cycles in high technology,
More informationAn Executive View of CRM
n Executive View of CRM Executives in an organization are tasked daily with making decisions to drive the business. Those decisions range from product direction, investment opportunities and sales to investor
More informationMarketing Automation User; 2010 marketing review notes and 2011 plans
Marketing Automation User; 2010 marketing review notes and 2011 plans Each December we ask our marketing customers if they would like to participate in a short, informal yearend review. The scope of the
More informationUnderstanding the basic building blocks of Salesforce CRM
Understanding the basic building blocks of Salesforce CRM Do you want to make your reps more efficient, your managers more effective, and watch your bottom line go off the charts? With Salesforce CRM,
More informationSales Performance Optimization 2006 Survey Results and Analysis
Sales Performance Optimization - 2006 Survey Results and Analysis Other Publications by Jim Dickie & Barry Trailer Target Marketing Priorities Executive Report! Insights into High Tech Sales and Marketing!
More informationA New Age of Selling:
A New Age of Selling: Work Like a Network to Grow Your Business Published: July 2014 For the latest information, please visit http://aka.ms/microsoftsalesproductivity 1 Table of Contents Executive Summary
More informationSales Force Automation OpenBOX Business Suite
Sales Force Automation OpenBOX Business Suite Connecting People, Data & Applications Agenda OpenBOX Business Suite Key Benefits Problems / Needs Product Features Case Study Summary Sales Force Automation
More informationSALES EXECUTION TRENDS 2014
SALES EXECUTION TRENDS 2014 Dec 2013 Top Objectives & Challenges Facing Sales Leaders As organizations shift from maintenance mode to growth mode, and from enablement to execution, sales leaders must have
More informationReshaping Field Marketing. in a Digital World
Reshaping Field Marketing in a Digital World CONTENTS Introduction... 2 Challenge... 3 Reshaping Field Marketing for a Digital World... 3-6 Digital World Introduction The increasing use of the Internet
More informationCustomer Relationship Management Assessment
Customer Relationship Management Assessment Copyright 2010 FrontRange Solutions USA, Inc. Kevin Reichley Ticomix Kevin Smith FrontRange Solutions CRM Assessment What is CRM? Common CRM Related Business
More informationLead Scoring. Five steps to getting started. wowanalytics. 730 Yale Avenue Swarthmore, PA 19081 www.raabassociatesinc.com info@raabassociatesinc.
Lead Scoring Five steps to getting started supported and sponsored by wowanalytics 730 Yale Avenue Swarthmore, PA 19081 www.raabassociatesinc.com info@raabassociatesinc.com LEAD SCORING 5 steps to getting
More information7 big breakthroughs in 2014 for sales
7 big breakthroughs in 2014 for sales Get to the future, faster. Your sales team will thank you. To grow revenue, you need more than a simple Customer Relationship Management (CRM) application. That s
More informationAviso s Sales Forecasting Maturity Model: Where do you stack up?
White Paper 2016 Aviso s Sales Forecasting Maturity Model: Where do you stack up? Headquarters : 155 Constitution Drive Menlo Park, CA 94025 (650) 567-5470 Today s Sales Forecasting Process is Broken Sales
More information9 Principles of Killer Dashboards SELL. SERVICE. MARKET. SUCCEED.
9 Principles of Killer Dashboards SELL. SERVICE. MARKET. SUCCEED. The information provided in this e-book is strictly for the convenience of our customers and is for general informational purposes only.
More informationACCELERATING PROSPECTS TO WINS REALIZING THE POTENTIAL OF CRM. by Carrie Camino & Jeff Finken
ACCELERATING PROSPECTS TO WINS REALIZING THE POTENTIAL OF CRM by Carrie Camino & Jeff Finken Implement any new business system and you re bound to face some level of uncertainty and resistance. In order
More informationModern Sales in the Cloud. In the Era of the Empowered Customer
Modern Sales in the Cloud In the Era of the Empowered Customer Today s Sales Landscape 45% of enterprise-level buying decisions are made before your buyer says hello to 1 your sales rep 60% of sellers
More informationIT Service Management Metrics that Matter. Reason to Improve: Unintended Consequences of Low Performance
WHITE paper Four Key Benchmarks for Improving IT Performance page 2 page 3 page 4 page 5 page 6 page 6 Mean Time to Repair First Fix Rate Change Success Rate Server to System Administration Ratio Reason
More informationLead Generation Gets Smarter
Lead Generation Gets Smarter Lead Generation bulks up to meet much higher expectations Business Brief 01 / 08 EXECUTIVE SUMMARY Taken for granted these many years, the email marketer s stock in trade,
More informationHOW A CRM HELPS YOUR BUSINESS GROW
Book 1 of 4 HOW A CRM HELPS YOUR BUSINESS GROW PART OF THE CRM SUCCESS SERIES Introduction BEYOND THE HANDSHAKE You ve likely heard the saying, Business begins with a handshake It sounds so simple. But
More information35 Examples How Sales Teams Benefit from Microsoft Dynamics CRM
35 Examples How Sales Teams Benefit from Microsoft Dynamics CRM Achieving Growth Targets 1. Managing Sales Goals Sales teams need to know how they re performing in comparison to their sales goals. Are
More informationCHEMICAL REACTIONS: Unleashing Your Most Valuable Asset
Today s chemical companies face extraordinary business challenges, from the massive volatility in raw materials and input costs, to currency fluctuations and a globally competitive marketplace. The selling
More informationGot CRM? WHY YOU NEED MARKETING AUTOMATION, TOO. AN ACT-ON ebook
Got CRM? WHY YOU NEED MARKETING AUTOMATION, TOO AN ACT-ON ebook MARKETING AUTOMATION IS THE MARKETING COUNTERPART TO YOUR CRM SALES SYSTEM. CRM SUPPORTS SALES... Your established customer relationship
More informationGETTING MORE RAIN FROM YOUR RAINMAKERS WHY INVESTING IN YOUR HIGEST PERFORMING SALES STARS IS THE SMARTER CHOICE FOR GROWING REVENUES
GETTING MORE RAIN FROM YOUR RAINMAKERS WHY INVESTING IN YOUR HIGEST PERFORMING SALES STARS IS THE SMARTER CHOICE FOR GROWING REVENUES EXECUTIVE SUMMARY We ve all been there -- your sales team is down one
More informationCenter for Business and Industrial Marketing
Center for Business and Industrial Marketing Dr. Wesley Johnston, Executive Director, CBIM J. Mack Robinson College of Business Georgia State University Editor, Journal of Business & Industrial Marketing
More informationGrow Sales Faster with Sales Cloud. Richard Doyle Senior Alliances Manger rdoyle@salesforce.com
Grow Sales Faster with Sales Cloud Richard Doyle Senior Alliances Manger rdoyle@salesforce.com Connect With Your Customers in a Whole New Way Cloud LTE Mobile Server Mainframe SNA Terminal LAN // WAN Client
More informationIT Service Management Metrics Metrics that Matter
Gene Kim, CTO, Tripwire, Inc. IT Service Management Metrics Metrics that Matter Four Key Benchmarks for Improving IT Performance white paper Configuration Control for Virtual and Physical Infrastructures
More informationThe Top FIVE Metrics. For Revenue Generation Marketers
The Top FIVE Metrics For Revenue Generation Marketers Introduction It s an old cliché but true: you manage what you measure. One implication is that when a business changes, measures should change as well.
More informationAchieving customer loyalty with customer analytics
IBM Software Business Analytics Customer Analytics Achieving customer loyalty with customer analytics 2 Achieving customer loyalty with customer analytics Contents 2 Overview 3 Using satisfaction to drive
More informationThe Role of Feedback Management in Becoming Customer Centric
A Customer Centricity White Paper 5 Old Coach Road Hudson, NH 03051 603-491-7948 www.customercentricity.biz The Role of Feedback Management in Becoming Customer Centric By Stewart Nash QuestBack Boston
More informationA Modern Sales Roadmap. 7 best practices to drive sales success. tellwise
A Modern Sales Roadmap 7 best practices to drive sales success tellwise Introduction Whether you re an inside sales rep or the Chief Sales Officer (CSO), you know sales is a demanding field, with countless
More informationThe Link Between Business Intelligence And Profitability
The Link Between Business Intelligence And Profitability Sponsored by x February 27, 2013 1 PM EST Download handouts (PDF) : www.mdm.com/slides or info@mdm.com Session Leader J. Michael Marks, Managing
More informationFIVE WAYS TO MAKE YOUR SALES COMPENSATION PLANS PAY OFF BIG. Everything you need to know to create more powerful sales incentive plans
FIVE WAYS TO MAKE YOUR SALES COMPENSATION PLANS PAY OFF BIG Everything you need to know to create more powerful sales incentive plans Executive Summary A bad sales commission plan will cost you more than
More informationTHE MODERN SCIENCE. Behind Sales Force Excellence. By Dave Kurlan, objectivemanagement.com
THE MODERN SCIENCE Ø Behind Sales Force Excellence By Dave Kurlan, a top-rated speaker, best-selling author, sales thought leader and highly regarded sales development expert objectivemanagement.com Copyright
More information56 Key Profit Building Lessons I Learned from Jay Abraham s MasterMind Marketing Training.
56 Key Profit Building Lessons I Learned from Jay Abraham s MasterMind Marketing Training. Jay Abraham is a man you should all know. If you do not - go to the library and start learning - just do it! He
More information10 Killer Salesforce Reports
10 Killer Salesforce Reports for Measuring Marketing Performance A Best Practices White Paper for Response Management from Full Circle Insights Full Circle Insights FullCircleInsights.com 650.641.2766
More informationPelco by Schneider Electric Chooses BPMonline to Automate Sales in 26 Countries
Pelco by Schneider Electric Chooses BPMonline to Automate Sales in 26 Countries Pelco by Schneider Electric selected BPMonline to deliver an integrated global sales forecasting and opportunity management
More informationIntroduction to Integrated Marketing: Lead Scoring
Introduction to Integrated Marketing: Lead Scoring Are You Making The Most Of Your Sales Leads? Lead scoring is a key missing link in many B2B marketing strategies. According to a recent Gartner study,
More informationTHE FIRST NINETY DAYS.
THE FIRST NINETY DAYS. HOW TO GET YOUR NEW HIRES PRODUCING FAST. 30 PAGES OF EXPERT ADVICE, TIPS AND LESSONS LEARNED. 1 The First Ninety Days: How to Get Your New Sales Hires Producing Fast Copyright 2013
More information7 Signs You Need Advanced Analytics for Salesforce.com (or any CRM)
7 Signs You Need Advanced Analytics for Salesforce.com (or any CRM) and Why They Matter Executive Summary 2 Sure, customer relationship management (CRM) applications provide reports and dashboards. But
More informationcrazy sales figures! Essential statistics
66 crazy sales figures! Essential statistics How do sales reps spend their time? 41% SELLING (phone or face-to-face) 59% NON-SELLING 13% prospecting 25% internal meetings and administrative tasks 5% on
More informationWhy Your Employer Brand Matters
Hiring Solutions Whitepaper Why Your Employer Brand Matters The impact of company brand and employer brand on job consideration Key Findings 1) A strong overall company brand certainly doesn t hurt in
More informationMeasuring and Evaluating Results
Introduction Measuring and evaluating results will provide you and your associates with the vital information you need for making key strategic and tactical decisions prior to, at and after the trade shows,
More informationMASTERING THE LEAD MANAGEMENT PROCESS
MASTERING THE LEAD MANAGEMENT PROCESS FOR INSIDE SALES the power of simplicity TM Mastering the Lead Management Process for Inside Sales Managing leads is one of the largest expenses and most perplexing
More information