Today's guest is Tony Capucille, the youngest CSO in the Fortune 1000, and we're discussing organizational structure. Go to http://bit.ly/hityournumber to follow along with our workbook. 00:45 Introducing Tony Capucille, CSO at Heartland Payment Systems 01:35 The seven dominate sales organizational development models 02:52 The stratification model 06:04 The hunter/farmer model 11:02 The geographic model 13:24 The vertical industry model 19:12 The product overlay model 22:21 The buyer role model 24:55 The organizational model SBI Sales and Marketing Video Podcast Episode Summary: Ready to get organized? It’s spring cleaning here at the SBI Sales and Marketing Podcast, so today we’re joined by B2B sales wizard Tony Capucille, of Heartland Payment Systems, to discuss the pros and cons of the seven dominant sales organization models so you can get started planning your organizational structure and get on the path to hitting your numbers. There’s no one-size-fits-all model when it comes to organizational structure, so in addition to evaluating the pros & cons of each organizational development model, we’re also going to look at what types of organizations they’re best tailored to. For example, maybe you have some clear high priority accounts. If so, perhaps the stratification model, where you segment your accounts by earning and assign talent and resources accordingly, would fit you best. Perhaps you’d be better served by the hunter/farmer organizational structure, where you have a team dedicated to new business and one dedicated to growing your current accounts. Are you a company that focuses in B2B sales in a specific geographic area? The geographic model might be your ticket to success. Then there’s always the benefits of adopting a hybrid approach, like the organizational model, which offsets the strengths of one organizational structure with the strengths of another. Chances are, you’ll likely experiment with a few of these organizational development models before you find the one that best suits you, so what better place to start than here? Learn from the experience of one of the top B2B sales leaders out there to get started on finding the organizational structure that’ll get you to the numbers you need to hit. Ready to Make Your Number? If you want a copy of the workbook mentioned in this video, go to SalesBenchmarkIndex.com/2016-report to see the details of our six step revenue growth method, which covers market research, corporate strategy, product strategy, marketing strategy, sales strategy and talent strategy. If you want to have one of SBI’s seasoned sales and marketing consultants help you implement our revenue growth strategy in your organization, let us know at https://salesbenchmarkindex.com/contact-us/.
Views: 9993 SBI TV
CMO demonstrates how to create an inspiring brand that tells your strategic story through Brand Strategy and Planning. Joining us for today’s show is Simon Mouyal, the Chief Marketing Officer for Medidata. Simon is recognized as one of the top 100 CMO’s in the world and knows how to make the number. Matt and Simon leverage the How to Make Your Number in 2018 Workbook to share emerging best practices. Flip to the Marketing and Strategy Execution phase, Brand Strategy & Planning found on pages 254 – 260. https://salesbenchmarkindex.com/interactive-workbook Today we are going to demonstrate how to create an inspiring brand that tells your strategic story through Brand Strategy and Planning. Why this topic? Your competitors are making the same claims and promises as you. They are even using the same words. Brands that are built on “who you are” and “what you do” do not result in above average revenue growth. Your brand impacts revenue growth when it gets activated by the sales force and becomes uniquely relevant to your customer and prospects. Simon is uniquely qualified to speak on this topic. His career foundation was built with leadership experience at the worlds largest telco, the largest hardware company, and the largest software company. Simon then went to Rackspace where he built the Racker brand on the foundation of fanatical support. In his latest assignment he has taken the Medidata brand and put it on the map. He approaches brand development with the right depth of strategic horsepower combined with the ability to get the brand to market. Watch as Simon demonstrates with clarity how to define the brand and the brand promise guarantee. Simon states, "Connecting the dots between marketing and sales is extremely critical. Find a way to rally them around something that they can be very proud of, that's part of their culture, that's basically helping them to explain to their mom what they are doing in their professional life. That's the goal." This level of clarity that Simon describes ensures that the positioning has clarity and energy to rally around. In the second segment of the show, Simon describes how the key value proposition of the brand must reflect what's in your corporate DNA. The promise and the reality of the experience must be congruent. Watch as Simon describes how to make sure that marketing is not overstating what will be possible to delivery. The process for evaluating your brand is outlined for you to apply to your business. The final segment goes deep into how the sales force lives the brand in every interaction with customers, prospects and partners. Most importantly, is how the brand impression differs from that of your competitors. Finally, we discuss the core opportunity for brand relevance and differentiation to inspire your strategic story.
Views: 3695 SBI TV
Drive enterprise value at an accelerate rate. 1. Understand your customer. What's important to them and how they consume? 2. Understand their buying habits. 3. Then map those habits to the skills associated with delivering in that style. "In today's world, the buyer has become very technical in nature. They want to understand, test, validate and eliminate risk..."
Views: 2197 SBI TV
On today’s episode of the SBI Sales and Marketing Video Podcast, we delve into the most important aspects of promoting revenue growth. Visit http://bit.ly/6stepgrowth to follow along at home. 02:37 90 days to increase sales - what steps to take 03:30 Evaluating your sales team for effectiveness 07:32 Developing a buyer-led sales process 09:26 Investigating your customers’ buying process to increase sales 10:33 Marrying your product strategy to your sales training 14:05 Continue to increase revenue in year two of your transformation 20:43 Strong leadership is vital to increasing revenue growth 27:31 An action plan to revitalize your sales process 31:44 Why getting a few sales wins immediately is important 34:23 Mistakes to avoid at all costs SBI Sales and Marketing Video Podcast Episode Summary: On today’s episode, Greg Alexander, CEO of SBI and host of the show, sits down with Joe Vitalone, the executive vice-president and president of Mitel Networks, to discuss his methods for promoting new revenue growth in a flagging sales team. We begin with the steps to evaluate your sales team for sales effectiveness, which should take place in the first 90 days. Evaluating the sales team can reveal the biggest strengths or weaknesses of the sales process. Next, we evaluate the buyer as an aspect of the product strategy. In order to increase revenue growth, it is important to discover how, when and why your buyer buys, and shift your product strategy off the seller and to the buyer. A vital part of this process includes integrating new processes with your trainings, in order to properly equip your team to sell. Finally, we examine how to move into year two of your transformation and to continue to increase revenue by building upon your achievements from the first year. We also examine the most important steps to remember when developing a plan to increase revenue growth, and pitfalls to avoid. Ready to Make Your Number? If you want a copy of the workbook mentioned in this video, go to SalesBenchmarkIndex.com/2016 report to see the details of our six step revenue growth method, which covers market research, corporate strategy, product strategy, marketing strategy, sales strategy and talent strategy. If you want to have one of SBI’s seasoned sales and marketing consultants help you implement our revenue growth strategy in your organization, let us know at https://salesbenchmarkindex.com/contact‐us/.
Views: 29389 SBI TV
Vice President of Global Sales Strategy and Operations demonstrates how to improve the efficiency of the sales team. Joining us for today’s show is Christopher Fris, an executive sales operations leader who knows how to enable revenue growth in a meaningful way. Today’s topic is focused on how Sales Operations enables the sales plan. During our discussion, Chris and I leverage leveraged the annual workbook for our conversation. Flip to the Sales Operations phase on page 314 of the PDF. As the Vice President of Global Sales Strategy and Operations at Ryder, Chris demonstrates how to improve the efficiency of the sales team. Chris has served as the head of sales operations the past seven years at Ryder and before that led sales operations for DHL Express for fourteen years. Chris is uniquely qualified to speak on this topic of sales operations. For those of you who have followed John Gleason’s successful career at Ryder as Chief Sales Officer, Chris is the man behind the scenes enabling revenue growth. Successful sales operations leaders like Chris interface with the functional groups within your company to enable the sales plan to be successful. Why this topic on this day? Sales ops has become a catch all phrase. The sales ops leader gets assigned all the work no one else wants to do. Often underfunded and understaffed, sales operations leaders fail to deliver a meaningful revenue contribution. Yet, the best growth executives understand that sales ops is the most strategic sales function in the entire company. They understand that when deployed correctly, sales ops can impact revenue growth in a very meaningful way. Do not starve this vital department. If you do you’re going to miss your revenue goal. Watch as Chris demonstrates how to improve the efficiency of the sales team. We begin the show with an overview of Chris’ strategic areas of focus and his organization chart. Few people outside of sales operations realize the nexus for so many interlock points across the company. The top three core processes that sales operations vice president’s need to manage include: Pipeline management, territory design, and quota setting. Chris takes the viewers through his approach for each process and I fast frame each with the following headlines. The pipeline management process needs to be buyer-driven. Your pipeline management is going to be accurate or inaccurate based on whether it’s driven by the buyer, or by sales rep hope. Your territory design process needs to be opportunity based. When you don’t take this approach then you have imbalanced territories. For your quota setting process, do not let this be dictated by finance alone. Finance typically takes a peanut butter spread quota setting approach. That doesn’t work. The rep in downtown Manhattan is going to have more opportunity than the person in Mobile, Alabama. The quota setting must be well thought out and the way that you do that is to intelligently allocate it out, based on pipeline and territories. Listen to Chris describe the how the process should occur. Chris and I discuss the approach for sales operations and advanced analytics. We discuss the four-step continuum of analytics. Descriptive analytics us what has happened in the past. Predictive analytics predicts the outcome at some point in the future assuming all in the inputs stay the same. Finally, Prescriptive Analytics is predicting the future and if you don’t like the outcome, you can seek to change the outcome before it happens. Prescriptive is about prescribing a set of activities to alter the future. This all requires systems, methodologies, data, talent and continuous improvement. Watch as Chris describes his team’s movement along the four-step continuum of the analytics journey. Pay close attention to the detailed description Chris provides of the advanced diagnostic analytical approach to sales win/loss. This is a great way to expand into diagnostic analytics if you’re just at the descriptive stage right now. Understanding why you won, why you lost, you’re really answering the question of why it happened. You’ll see over time recurring patterns and trends that will take you to the predictive and prescriptive approaches. Would you like help developing your sales operations strategy? Come see me in Dallas at The Studio, SBI’s multimillion dollar, one-of-a-kind, state-of-the-art executive briefing center. A visit to The Studio typically results in getting three months of work done in three days. The immersive sessions accelerate everything, dramatically reducing the time it takes to diagnose a problem, develop a solution, and create an implementation plan.
Views: 3249 SBI TV
Greg Alexander, CEO of SBI, joined by four of SBI's top sales and marketing consultants, shares the importance of, and how to implement, strategic alignment. Visit http://bit.ly/GoSBI for more about SBI. 00:35 Guest Introductions 02:55 What is Strategic Alignment? 03:30 Boardroom Role Play Set Up 06:36 Corporate Strategy: Strategic Alignment on the CEO Level 11:04 Product Strategy: Meeting the Needs of the Product Executive 16:01 Marketing Strategy: Enabling the CMO to Deliver 22:39 Sales Strategy: Equipping the VP of Sales for Success 28:35 Talent Strategy: Helping the HR Leader Help You 33:09 Summary and Next Steps SBI TV Episode Summary: SBI is a management consulting firm that specializes in sales and marketing strategies dedicated to helping you make your number. We firmly believe the key to making your number is a strategic planning concept called strategic alignment. In this video, SBI introduces the concept of strategic alignment and why it is an essential process if you are going to make your number. Strategic alignment can simply be described as aligning the goals and vision of the corporate strategy with the functional strategies of the product, marketing, and sales teams, the human resources department and, most importantly, with the external marketplace. This concept can be a little confusing for some when it's first introduced. To help you better understand it, Greg and his guests perform some role play of the CEO in a boardroom crafting a revenue growth strategy with the VP of sales, CMO, product management executive and HR leader. Ready to Make Your Number? We like to keep it simple here at SBI. If you want a copy of the workbook mentioned in this video, go to SalesBenchmarkIndex.com/2016-report to see the details of our six step revenue growth method which covers market research, corporate strategy, product strategy, marketing strategy, sales strategy, and talent strategy. If you want to have one of SBI’s seasoned sales and marketing consultants (maybe even one of today’s guests) help you implement our revenue growth strategy in your organization, let us know at https://salesbenchmarkindex.com/contact-us/.
Views: 1649 SBI TV
On today’s episode of SBI Sales and Marketing video podcast, we delve into how your recruiting strategies can make the difference between a successful business and a failing one. Visit http://bit.ly/6stepgrowth to follow along at home. 00:45 Introducing Todd Cione 03:47 Discussing what it takes to have star sales employees 05:18 Developing your sourcing and recruiting strategies 06:09 Using recruitment strategies to locate great talent 09:35 Seeking out hirable talent rather than receiving applications 14:34 Assessing the talent for hiring potential 17:49 Determining the best cultural fit for your company 20:32 Checking references before the onboarding process 22:18 Determining who should become a part of the company 27:06 The onboarding process for your new employees 31:43 Shifting from onboarding to ongoing employee development 35:21 Discussing career development over time SBI Sales and Marketing Video Podcast episode summary: Today we speak with Todd Cione, the Chief Revenue Officer at Rackspace, about what recruiting strategies he uses to develop a flexible hiring process for his company. First, we discuss what constitutes a successful sales team, and how to discover the “A-players” within your hiring pool. We cover what recruitment strategies Todd uses to find the talent he needs, including searching outside of the typical hiring pool and how to entice those people to consider at your company. Next, we go through each step in the hiring process, including assessing the talent for hiring potential, determining the best cultural fit, and checking references to confirm their achievements and potential. Finally, we discuss the most efficient onboarding process for your new employees. In addition, we discuss the future of employee development, and how to transition from onboarding to continuing development for any potential career paths your new employee may have. Ready to Make Your Number? If you want a copy of the workbook mentioned in this video, go to SalesBenchmarkIndex.com/2016 report to see the details of our six step revenue growth method, which covers market research, corporate strategy, product strategy, marketing strategy, sales strategy and talent strategy. If you want to have one of SBI’s seasoned sales and marketing consultants help you implement our revenue growth strategy in your organization, let us know at https://salesbenchmarkindex.com/contact-us/.
Views: 2599 SBI TV
Today we discuss channel management (from selection to optimization) using the SBI Revenue Growth method (bit.ly/6stepgrowth) with today’s guest Chris Bittner, the senior director of global sales and channel strategy for Autodesk. 00:41 Introducing our guest, Chris Bittner 02:09 Determining product channel fit: The art of matching products, channels & customers. 03:40 Finding your end customer’s channel preference 05:20 Using ideal channel partner profiles (are they worth the effort?) 06:37 Why are channels consolidating and how should you adapt your channel strategy? 10:15 How to ensure proper coverage across channel partner networks 11:55 The capability component of coverage: knowing how your channel partners sell your product 14:14 Identifying when channel partners favor a competitor’s product and how they position them against yours 17:40 A look at how Chris selects channel partners 19:20 Criteria to look for in channel partners 20:26 Onboarding new channel partners 23:45 The first 3 steps to optimizing your sales channels SBI Sales and Marketing Video Podcast Episode Summary: Channel management: The key to greasing the wheels of any sales strategy. If you want to streamline how to get your product to the end customer, this is a good place to start. We’re joined today by Chris Bittner, the senior director of global sales and channel strategy for Autodesk, to discuss the ins and outs of channel management. We start our conversation by looking at how Chris determines product channel fit & how he learns what channels his customers want to buy from. We go on to talk about channel partners and the ideal channel partner profile, as well as how to deal with channel consolidation. Chris also talks us through channel coverage models and how to gain an understanding of competitor channels with a competitor channel analysis. We then discuss signing, onboarding and managing channel partners, skills that even a market leader would benefit from mastering. We conclude by going over the top 3 tips you can implement today to put yourself on the path toward a highly optimized channel management strategy. Ready to Make Your Number? If you want a copy of the workbook mentioned in this video, go to SalesBenchmarkIndex.com/2016-report to see the details of our six step revenue growth method, which covers market research, corporate strategy, product strategy, marketing strategy, sales strategy and talent strategy. If you want to have one of SBI’s seasoned sales and marketing consultants help you implement our revenue growth strategy in your organization, let us know at https://salesbenchmarkindex.com/contact-us/.
Views: 7911 SBI TV
On this episode of the SBI Sales and Marketing video podcast, the focus is on sales strategy. Visit http://bit.ly/6stepgrowth to follow along at home. 02:38 Looking at outsourcing sales strategy 03:21 Evaluating fit between market segmentation and outsourcing 04:55 What sales plan needs can outsourcing satisfy? 07:51 A look at the trends driving the adoption of outsourcing sales 12:20 The typical objectives of sales outsourcing projects 13:40 Creating the right customer experience 14:06 Outsourcing sales projects vs. sales project components 15:25 A cradle-to-grave look at the product of outsourcing firms 16:40 How outsourcing is valued? 18:20 Who supplies the leads when you outsource sales? 22:05 How to estimate the revenue opportunity in outsourcing 23:20 Is outsourcing about reducing costs or increasing revenue growth? 24:50 Tips for avoiding channel conflict when bringing in an outsourced partner 25:59 Managing outsourced talent: Where do they come from and who trains them? SBI Sales and Marketing Video Podcast Episode Summary: Greg Alexander, SBI’s CEO and host of the SBI Sales and Marketing video podcast, spoke with Ted Grulikowski, the vice-president of the B2B unit at Market Source, the world’s leading sales outsourcing company, about taking a new product to market by recruiting and managing a team of resellers. We discuss which components of SBI’s Six Step Revenue Growth strategy are candidates for outsourcing, starting with market research. We also look at the revenue growth opportunities outsourcing affords. Next, we talk about sales objectives, creating positive customer experiences, and we examine the makeup of a sales outsourcing firm, from their products to their pricing. We conclude our conversation by evaluating the revenue and cost-saving opportunities of outsourcing a sales plan component, avoiding channel conflict when bringing in an outsourced partner and the hiring and training practices of sales outsourcing companies. Ready to Make Your Number? If you want a copy of the workbook mentioned in this video, go to SalesBenchmarkIndex.com/2016 report to see the details of our six step revenue growth method, which covers market research, corporate strategy, product strategy, marketing strategy, sales strategy and talent strategy. If you want to have one of SBI’s seasoned sales and marketing consultants help you implement our revenue growth strategy in your organization, let us know at https://salesbenchmarkindex.com/contact‐us/.
Views: 3074 SBI TV
Greg Alexander, CEO of SBI, provides valuable input on dealing with common issues a family business may encounter. 01:10 Evolving the family owned business: old school vs. new school 03:16 From traditional to digital: how formal should the transition be? 04:09 How do you separate work from the dinner table? 04:50 What should small businesses do to acquire credit? 06:38 Can you market to various demographics with one message? 08:20 How do you save money on health benefits? 09:56 How do you evaluate employees when you aren’t in the office? SBI TV Episode Summary: Greg Alexander is joined by Phil Town and Max Ramberg to discuss common problems a family business may encounter, especially when related to a clash between the technology-based incoming generation and the older generation with years of business management. They then discuss how to transition from that “old school” to “new school,” not only people but also technology. Next, the panel answers questions from several small business owners. Questions include how to get credit for their company in the poor economy, how to market to various demographics with one business strategy, and how to save money on your employee’s health benefits. Finally, they discuss evaluating and grading your employees in order to measure performance and properly reward the employees, despite a busy schedule. Are you ready to make your number? SBI is a firm comprised of former sales and marketing leaders who spend every minute of every day thinking about one thing: Making Your Number. We are a firm drawn to companies with aggressive goals and unreasonable timelines because we enjoy working on projects with a lot on the line. Our business is built to over-serve a small number of clients. We are not trying to please everyone, and we always put our money where our mouth is. Because of this, we tend to develop deep and long lasting relationships with our clients and coworkers that extend beyond the office. To learn more about our proven six-step growth methodology process or to get in contact with us, please visit https://salesbenchmarkindex.com/.
Views: 15701 SBI TV
Today we are going to demonstrate how the relationship between the head of sales and the head of sales operations should work. Joining us for today’s show is a sales leadership team who knows a thing or two about revenue growth having enjoyed spectacular growth the past six years. Why this topic? B2B sales excellence is part art and part science. Typically, the head of sales is the artist and the head of sales operations is the scientist. If the partnership between the head of sales and the head of sales ops is not running smoothly, the delicate balance of art and science gets out of whack which often translates to missing the number. For example, too much art and poor decisions get made and too much science and relationships become commodities. Neither of which is good. Joining me today in The Studio helping me with our demonstration is Brian Mikalis and Steven Turacek, the head of sales and the head of sales ops from Pandora. Brian Mikalis is the Senior Vice President of Monetization for Pandora serving as the head of sales for the past nine years. Brian’s goal is to hit his number every quarter and grow market penetration with deeper customer relationships. Steven Turacek is the Vice President of Business Operations and Planning. Steven supports all of ad sales for the last six years acting as the business manager and analytical strategic consultant to the sales leadership team. Steven leads the sales operations team responsible for informing the strategy, developing execution plans and monitoring the pulse of the business to course correct where necessary. Steven’s goal is to help Brian hit his goal and as well as to drive an efficiency across our organization so that Pandora can scale with the growth seen over the last six years. Pandora is one of the great growth stories over the last decade. Enjoy the opportunity to hear a firsthand discussion between a head of sales and head of sales operations discuss the best way to work together. What struck me instantly about this working relationship is how Brian, the head of sales looks to his sales operations leader as more than just support. Many sales leaders boast of developing the strategy and having sales operations support it. Sales leaders in the audience can learn from Brian’s approach to leveraging sales operations as a strategic partner. It’s no coincidence that Brian has hit his number consistently over six years. Watch as Brian describes how he builds the sales strategy together with Steven, the head of sales operations. The planning process begins with Brian recommending the things that he wants to do based upon some of the feedback received from the market. This includes a recommendation on the type head count and the areas that we want to fund. It’s a starting point and Brian works very closely with the sales operations team to vet those ideas. That’s when the science comes in. Brian’s team has been growing both the inside and outside sales teams continually every year, and the sales operations team helps Brian look at where there’s the most opportunity in the market with data and science to plan the business. Too much art leads poor decisions, so Steven is providing the data and information Brian needs to make wise decisions. For the sales operations community, watch as Steven describes the keys to a productive relationship with sales leadership. Trust is the biggest factor to the success of any relationship. Steven describes the transparency from both sides. The head of sales is transparent with sales operations on what their plans are and what they need to go out and do and execute. Sales operations is transparent on the reasons why we can and cannot do certain things. Ultimately sales leadership and operations have the same goal. Steven states, “He has a revenue goal he's got to hit, and my job is to enable him to make sure he hits that, because ultimately it’s just one number, it's the Pandora number, and we're all on the hook for it. Making sure that we're always conscious that at the end of the day our goals are perfectly aligned.”
Views: 1421 SBI TV
Greg Alexander, CEO of SBI, joined by Steve Rutledge, senior vice president of global sales operations at Genesys to discuss how to develop and execute a sales operations strategy. http://bit.ly/GoSBI. 0:20 Show Introduction 1:08 Topic of discussion, developing a sales operations strategy 1:57 Defining the objectives of the sales ops team 3:18 Understanding the internal processes sales ops should be responsible for 7:48 The major obstacles faced by sales operations leaders 12:50 The continuum of analytics, from descriptive analytics to predictive analytics 15:34 The data architecture used by the sales ops team 18:30 Determining which technologies and tools best enable the sales ops strategy 25:25 The differences between sales ops and sales enablement 34:20 Practical advice for other sales ops leaders in order to develop and execute their strategy SBI TV Summary In the first segment Steve will explain how he establishes objectives, and uses internal process in order to help executives make key decisions based on data. He will also discuss the biggest obstacles faced by sales ops leaders when it comes to supporting the sales strategy. In the second segment, we tackle 3 subjects dear to every sales ops leader’s hearts: analytics, data and technology. In the third segment, Steve will explain his views on the differences between operations and sales enablement. And how the two should work together. We then wrap up the show with the takeaway value for our audience when it comes to developing a sales operations strategy. Ready to Make Your Number? We like to keep it simple here at SBI. If you want a copy of the workbook mentioned in this video, go to SalesBenchmarkIndex.com/2016-report to see the details of our six step revenue growth method, which covers market research, corporate strategy, product strategy, marketing strategy, sales strategy and talent strategy. If you want to have one of SBI’s seasoned sales and marketing consultants help you implement our revenue growth strategy in your organization, let us know at https://salesbenchmarkindex.com/contact-us/.
Views: 3388 SBI TV
Today’s show is focused on one of the hottest and most consistently requested topics from this audience of executive decision makers. Our topic today is about selling through partners. Joining us for today’s show is Finn Faldi, a Partner Revenue Officer who knows how to go to market with the right channels. Today’s topic is focused on the emerging best practices for selling through channels. Finn and I leveraged the SBI annual workbook to guide our conversation. To follow along, flip to the Channel Optimization phase starting on page 294 of the workbook. There is a new title emerging for partner executives and that is the PRO. This stands for Partner Revenue Officer. I have the Partner Revenue Officer from LifeLock joining us to share with you, the audience of B2B marketing and sales leaders, the emerging best practices from the B2B2C world for B2B partner selling. Finn Faldi is the Partner Revenue Officer for LifeLock. Finn will demonstrate how to cover the market completely by utilizing indirect sales channels. I sought out the top expert on selling through partners to share emerging best practices. To do this I looked to business-to-consumer companies with a heavy partner mix in their sales motion. The reason being is that business-to-consumer companies almost always lead B2B industries in the adoption of new emerging best practices by several years. So why this topic on this day? Selling to customers directly when they want to buy from partners, is a sure-fire way to miss the revenue goal. Selling to customers through partners when they want a direct relationship with your company, can be equally devastating. Within the direct and indirect channel model, there are multiple sub-models to consider. Coverage model decisions have never been this complicated, for we live in the omni-channel era.
Views: 2911 SBI TV
Greg Alexander, CEO of SBI, joined by Julie Lyda, shares critical steps to designing and implementing a new sales org model. http://bit.ly/GoSBI. 00:10 Welcome and special guest introduction 02:35 Description of the 7 B2B Sales Organizational Design Models 03:44 The design principles of sales org structure 04:42 Understanding which channels your customer want to engage your company through 09:42 Determining if your customers will pay for sales specialization 11:30 How Black Box has designed their sales org chart 16:22 Determining the number of sales reps you need 18:45 How to handle and communicate organizational transitions 21:00 Show wrap up SBI TV Summary: This week on SBI TV, we discuss how to design your sales org model with our special guest, Julie Lyda, the executive vice president of North American commercial sales at Black Box. In our first segment, we discuss the seven B2B sales organizational models and explore which model Julie has selected at Black Box. We also discuss the design principles of sales org structure. In our second segment, Julie shares how she determines which channels her customers want to engage the company through, and whether or not they will pay for specialization. In our final segment, we discuss sales org charts, and how Julie has created hers. Finally, she will explain how she determines the sales headcount she needs to hit her revenue growth goals. Ready to Make Your Number? We like to keep it simple here at SBI. If you want a copy of the workbook mentioned in this video, go to SalesBenchmarkIndex.com/2016-report to see the details of our six step revenue growth method, which covers market research, corporate strategy, product strategy, marketing strategy, sales strategy and talent strategy. If you want to have one of SBI’s seasoned sales and marketing consultants help you implement our revenue growth strategy in your organization, let us know at https://salesbenchmarkindex.com/contact-us/.
Views: 3907 SBI TV
Greg Alexander, CEO of SBI, joined by an expert panel, delves into a series of corporate strategy questions from the SBI community. Visit http://bit.ly/GoSBI for more about SBI. 01:00 Guest introductions 04:11 Supporting the sales team 07:12 How to sustain new sales programs 09:13 Sales kickoffs 14:49 Generating opportunities 22:05 Overcoming a difficult internal sale 30:58 Garner an accurate sales ops forecast 34:46 Talent strategy: hiring the right sales operations leader 36:09 Sales forecast vs. sales pipeline: who is responsible? 38:03 Is social worth the time? 47:07 Join the SBI conversation SBI TV Episode Summary: Join SBI for an expert panel on sales tips, sales strategy, marketing strategy and more. The approach is balanced as we will hear varying opinions on corporate strategy from our guests. In our first segment, we discuss what it takes to get your organization to support sales at the beginning of the year, how to encourage your team to sustain supporting a new sales program and how it all ties into a sales kickoff within a company. In our next segment, we explore how to help your sales team generate their own opportunities and how to overcome a difficult internal sale in order to make doing business with your organization as efficient and easy as possible. Lastly, we cover a talent strategy guideline that will help put the right person in your sales operations role and whether social selling strategies are worth your time or just hype. Ready to Make Your Number? If you want a copy of the workbook mentioned in this video, go to SalesBenchmarkIndex.com/2016-report to see the details of our six step revenue growth method, which covers market research, corporate strategy, product strategy, marketing strategy, sales strategy and talent strategy. If you want to have one of SBI’s seasoned sales and marketing consultants help you implement our revenue growth strategy in your organization, let us know at https://salesbenchmarkindex.com/contact-us/.
Views: 5254 SBI TV
What is The Studio? The Studio is a multi-million dollar, one-of-a-kind, state-of-the-art executive briefing center located in Dallas, Texas. It was developed by SBI specifically for executive teams inside of companies with aggressive revenue growth goals, who don’t have a lot of time to waste, and have a lot on the line. What Does The Studio Do? The Studio amplifies your experience with SBI. We call it the 10xer, meaning everything that happens in The Studio happens 10x faster and is 10x better. Increase the Probability of Making Your Number To grow revenue’s faster than your industry and competitors-every month, quarter and year is hard to do. A visit to The Studio increases the probability of making your number because the sessions are built on the proven strength and stability of SBI, the industry leader in B2B sales and marketing.
Views: 1319 SBI TV
SBI's CEO, Matt Sharrers, defines the number one reason execution is letting you down in just one minute. Execution stands between strategy and metrics - because of discipline. To execute well you need discipline. Pull out a mirror and ask yourself if you're living the life you want, living the life I should, and driving myself to my full potential. If you impart discipline in your life you will reach your full potential
Views: 397 SBI TV
Today’s episode features two perspectives on the most popular topics in our How to Make Your Number in 2016 Report (http://bit.ly/hityournumber). One point of view is from the sales executive who tackles sales process and sales management issues every day and the other is from the consultant who deals with sales problems across multiple industries and markets. The result? A perfect balance of street smarts and book smarts. 00:31 Introducing the panelists: Matt Sharrers, Joe Vitalone, Chris Perry, John Gleason, Mike Drapeau and Aaron Bartles. 02:23 Balancing talent and performance conditions 06:57 Evaluating talent vs. performance conditions from an outsider point of view 10:23 Tips for enabling A-level talent 13:30 Discovering and releasing trapped potential within your sales team 17:02 Getting lead generation right in your sales process 19:11 Who’s responsible for lead generation anyways? 23:12 Social screening: LinkedIn is the new caller ID 24:49 Knowing when to raise the bar when it comes to record years 27:13 Advice to a sales leader trying to extend a blowout year 32:02 Figuring out your gold metal year with advanced metrics 34:44 How to prioritize initiatives in your sales process 38:58 Integrating customer and prospect feedback into your sales process 41:37 What is the value of listening to the market? SBI Sales and Marketing Video Podcast Episode Summary: This episode of the SBI Sales and Marketing podcast is truly like no other. Today we’re joined by an esteemed panel of thinkers and doers to present to you differing perspectives on sales management, from lead generation all the way to the enviable problem of dealing with success. You’ll hear opinions from the point of view of the sales executive at the top of his industry to the seasoned consultant with years of experience analyzing different industries and markets, all to bring focus on what’s lost in translation when sound theory is put into practice. Ready to Make Your Number? If you want a copy of the workbook mentioned in this video, go to SalesBenchmarkIndex.com/2016-report to see the details of our six-step revenue growth method, which covers market research, corporate strategy, product strategy, marketing strategy, sales strategy and talent strategy. If you want to have one of SBI’s seasoned sales and marketing consultants help you implement our revenue growth strategy in your organization, let us know at https://salesbenchmarkindex.com/contact-us/.
Views: 9867 SBI TV
Greg Alexander, CEO of SBI, joined by Alex Shootman, president of Apptio, shares five activities to align your sales and marketing strategy. http://bit.ly/GoSBI. Time Stamps 00:10 Welcome and special guest introduction 03:20 Apptio’s brand promise and why you should believe it 05:28 How the sales team lives the brand 09:50 How to create and distribute compelling content 13:20 Campaign planning 17:08 How to maintain the people during the sales cycle 18:37 How to build an organizational design between sales and marketing 23:38 How to calculate the numbers of heads in sales and marketing 27:30 How does product marketing help your sales team win 32:04 The role of field marketing 35:24 Marketing and sales operations support 38:02 A description of the marketing and sales tech stack 40:46 Greg’s two cents SBI TV Summary This week on SBI TV, we discuss five activities to align your sales and marketing strategy with our special guest, Alex Shootman, president of Apptio. In our first segment, we discuss the brand planning, including Apptio’s brand promise, and why you should believe it. We also discuss how the sales team lives the brand. In our second segment, Alex shares how to create and distribute compelling content and campaign planning. In our final segment, we share how to organize and build the organization design, the role of field marketing and what kind of support the team needs. Ready to Make Your Number? We like to keep it simple here at SBI. If you want a copy of the workbook mentioned in this video, go to SalesBenchmarkIndex.com/2016-report to see the details of our six step revenue growth method, which covers market research, corporate strategy, product strategy, marketing strategy, sales strategy and talent strategy. If you want to have one of SBI’s seasoned sales and marketing consultants help you implement our revenue growth strategy in your organization, let us know at https://salesbenchmarkindex.com/contact-us/.
Views: 2497 SBI TV
Joining us for today’s show is Steve Blum, an executive sales leader who knows how to Make the Number with channel partners. I’ve known Steve for a long time and he’s always been on the leading edge of channel management. What’s unique about today’s guest is that his company, Autodesk, was built from the beginning to grow primarily through an indirect go-to-market selling model. Few companies start with an indirect model and this represents a unique insight into making the number with partners. We will discuss how to work with channel partners as you navigate your way through major shifts in your business model. Today’s topic is focused on channels and go-to market models. During our discussion, Steve and I leverage the annual workbook for our conversation. Flip to the Channel Optimization phase on pages 290 – 298 of the PDF workbook. Joining us in-person in The Studio is Steve Blum, Senior Vice President of World-Wide Sales for Autodesk. Steve has been a sales leader at Autodesk the past fourteen years, with the last seven serving as the head of world-wide sales. Steve will demonstrate for us how to cover the market completely, with direct and indirect sales channels. I can’t think of a better guest to speak on how to bring a channel organization along through major transformations in the business model, such as shifts from perpetual license to cloud-based offerings. Steve is uniquely qualified to speak on this topic of channel optimization. Autodesk’s channel business represents an astounding 75-80% of the total revenue, with the rest being direct. Steve’s team has a few named account organizations that calls on customers direct, but most his business coming through indirect channels. Why is sales channel optimization important? Selling to customers directly when they want to buy from partners is a surefire way to miss the revenue goal. Selling to customers through partners when they want a direct relationship with your company is equally devastating. And within the direct and indirect channel model, there are multiple sub models to consider. Coverage model decisions have never been this complicated for we live in the omni channel era. Autodesk does business in 170 countries around the world. Steve begins the show by outlining his indirect and direct models of selling. To be able transact business locally in local currencies, Steve requires people on the ground in all those countries, it requires an indirect channel. The channel approach gives him scale, coverage and ultimately it provides value to our customers. Watch as Steve outlines for our audience how to bring your channel partners along with you through major transitions of your business model. In this particular use-case, from selling perpetual licenses to Cloud solutions, you have to think through how that's going impact your partners. Channel partners, like most human beings, don't like change. There's going to be some resistance, but if you can work through it with your partners, you're actually creating new revenue streams for them. New value propositions for them. And a new set of services that actually might make their business more competitive. The early adopters can probably capture the lion share of that new value that's being created. That was a great story and that's the big lesson. So Steve, we're out of time but on behalf of my audience, I always enjoy speaking with you. We've known each other for quite a while now, and you guys are always on the leading edge. You certainly have complete mastery of this topic, so thanks on being on the show. I appreciate it a lot. Watch as Steve and I discuss the short-term and long-term vision for a business predominately driven by channel. As a public company, there are natural pressures from the street. Steve discusses his long-term view he takes to ensuring his partners are successful in a win-win that ultimately best serves the shareholders. One of the most fascinating discussions in my interview with Steve is how he prevents conflict between his direct and indirect channels. This is really built by trust that he has established with the channel and his direct team. Watch as Steve explains how to build trust that will serve as the foundation to navigate your way to making the number with an indirect and direct business model.
Views: 1562 SBI TV
On today’s episode of SBI Sales and Marketing Video Podcast, we delve into creating a sales strategy to rival any Fortune 500’s. Visit http://bit.ly/6stepgrowth to follow along at home. 03:31 How to utilize your sales strategy to promote growth 06:31 Redesigning the sales organizational structure without upsetting the sales balance 11:39 Keeping the executives on board with your strategic planning 14:51 Kickoff your sales transformation with an assessment period 19:44 Adding infrastructure investments to your business strategy 22:26 Getting everyone on board with new technology 26:21 Step one of a successful sales transformation- assessment 29:32 Step two- find the areas to fix first and go after those areas 30:51 Step three- building upon your new organizational structure 32:40 What to avoid at all costs when redesigning your sales strategy SBI Sales and Marketing Video Podcast Episode Summary: Greg Alexander, CEO of SBI and host of today’s video podcast, sits down with John Gleason, senior vice president of global sales for Ryder Fleet Management Systems, to speak about creating a successful sales strategy transformation from within your company. First we spoke about redesigning your organizational structure without disrupting current operations or offending current employees. In order to prevent backfire from within the company, it is important to keep current employees in mind when redesigning your strategy. A lack of support from within can halt your strategic planning in its tracks. Next, we discuss which steps to take before implementing any changes. The first aspect includes an assessment period, to analyze organizational development and reveal the problem areas. Then, if necessary, implement any infrastructure investments and include the departments needed in the developments, such as IT, in your strategic planning process. Finally, we analyze the three most important aspects to ensure a successful sales transformation. Step one is leveraging the assessment period to determine the largest holes in the business strategy, and step two is repairing those as quickly as possible. Step three is utilizing step two’s reparations while building upon them to create a stronger and more comprehensive sales strategy. Ready to Make Your Number? If you want a copy of the workbook mentioned in this video, go to SalesBenchmarkIndex.com/2016 report to see the details of our six step revenue growth method, which covers market research, corporate strategy, product strategy, marketing strategy, sales strategy and talent strategy. If you want to have one of SBI’s seasoned sales and marketing consultants help you implement our revenue growth strategy in your organization, let us know at https://salesbenchmarkindex.com/contact‐us/.
Views: 4624 SBI TV
Joining us for today’s show is Bryan Adams, the co-founder and Managing Partner for Integrity Marketing Group. Today we are going to demonstrate how to create clarity throughout the entire company by getting everyone laser-focused on the real drivers of revenue growth. Why this topic? Organizations that have too many objectives and priorities have none. They risk accomplishing nothing of significance. A CEO’s strategy often goes unexecuted because the sales, marketing, and product leaders are in their silos pursuing what they feel is important. This causes strategic misalignment and results in sub-par revenue growth. Bryan is an executive leader who rose through the corporate ranks as one of the youngest VP’s in his industry, and then, as an entrepreneur, started his own thriving business. He is an expert on building, growing, and scaling a business. In the first segment of the program (6:18) Bryan shares the top goals of his business and the greatest challenges they face. He explains (8:03) how different types of growth earn different returns on capital, revealing that not all growth is equally value-creating. And, he walks us through (9:23) the process of converting revenue growth into a proportional growth in cash flows. Watch as Bryan describes (12:57) the three sources of revenue growth: Market Expansion, Market Exposure, and Market Share Performance. Bryan reviews each source and how it applies to his business, in order to understand the drivers of revenue growth. We wrap up the show (26:48) by discussing what strategic trade-off decisions should be made to prioritize long-term value creation. And Bryan discloses his willingness to forgo short-term profits to earn better return for shareholders (27:00) in the long-term.
Views: 2760 SBI TV
Jill Rowley, former Chief Growth Officer of Marketo, discusses how this emerging role brings together sales and marketing leaders to leverage the power of their best salespeople: their customers.
Views: 377 SBI TV
You probably think you have this one nailed down. But I still see many folks making critical errors in the journey to hire A players. Here are my top 3 tips when it comes to hiring the top 10%: You need an A Player scorecard that defines A Players by role. Have a job tryout. Put them in a live fire situation where they demonstrate the competencies you want to see. Make them quit. Send them into the most difficult day-in-the-life-of and see if they can handle the pressure.
Views: 203 SBI TV
Drive above average revenue growth by having an agile operating model. Do you work in an agile organization: 1. Do you have a five or less documented set of initiatives that interlock the entire company; and are you reviewing those once a month as a senior team? 2. This annual plan is broken down into a set of quarterly priorities that you as an executive leader are personally responsible for and which drives your focus. 3. You know how to have a good day. It seems simple but if you ask your employees what makes a good day, there will be a lot of talk and little clarity. The way you create clarity in an agile operating model, is that people are driving their good day with those quarterly priorities, breaking those down into a set of metrics, and they know what the inputs are to drive that quarterly rhythm. 4. The construct of a critical number. There has to be one critical number that will move the organization forward, that is you work on that critical number you make leaps and bounds toward being an emerging best practice leader in revenue growth. That's all for today, good luck with executing your agile operating model. If you need help putting together your agile operating model, please contact me by email at [email protected]
Views: 266 SBI TV
Today’s show is a rare opportunity to hear from an entire B2B marketing leadership team on a key topic that will make or break the year for most companies. We are going to demonstrate how to design marketing campaigns that generate revenue. Joining me in the studio today is the marketing team from Polycom, an agile B2B marketing team. With 400,000 customers and 25 years of success, Polycom is the leader in the collaboration space. Our guests include Amy Barzdukas the VP of Global Solutions Marketing, Maurizio Capuzzo the VP of Americas Marketing, Charles Dunlap the Director of Lead Generation, and Jim Kruger the CMO. To facilitate the conversation, we will leverage SBI’s campaign planning tool that is displayed for viewers. I am going to walk this team through the steps and get them to share with you how Polycom plans campaigns from their own version of SBI’s planning process. Why this topic? Campaign budgets are limited and these campaigns need to generate revenue. In B2B, marketing campaigns generate revenue when they are hyper-targeted, and do not when they are spray and pray. Today, we will demonstrate how to generate revenue and achieve a return on the campaign dollar. The show begins by addressing the key question of how marketing leaders make the go/no do decision on campaigns. Watch as the process for decision making is described in detail. Watch as Maurizio shares with the audience how to pick a target audience, and how do you select the correct media for a campaign. Maurizio stated; “The target audience will consume the different type of information according to their stage in the buyer journey. Therefore, we need to look at and learn what they like to consume, when they like to consume it and the type of information that they use. Therefore, as part of the process of understanding who they are and what they do, we try to work with the sales team in understanding and interview the customer as well.” We discussed how to build campaigns based on the buyer persona’s emotional drivers. This is easier said than done. Amy Barzukas provides an insightful answer into the approach. Amy stated, “It requires a lot of research into really understanding buyer personas; and you need to understand what they value, what they worry about, what they care about – and then build your messaging for them so that you know that what drives them. Then talk to them about the ease of use – about the ways that it's going to make their life easier.” The final segment of the show is focused on demonstrating how to pick the activities to use for each campaign, how to develop compelling offers, and lastly how do you measure the effectiveness of a campaign. Would you like help developing your campaign strategies? The Polycom team sat down with me and my team of hand-picked experts. Come see me in Dallas at The Studio, SBI’s multimillion dollar, one-of-a-kind, state-of-the-art executive briefing center. A visit to The Studio typically results in getting three months of work done in three days. The immersive sessions accelerate everything, dramatically reducing the time it takes to diagnose a problem, develop a solution, and create an implementation plan.
Views: 1122 SBI TV
Dave Loeser, the Senior Vice President of Worldwide Human Resources for Unisys, is here to share his expertise on how to match executive talent to the corporate strategy.
Views: 512 SBI TV
On this month’s SBI TV episode we spoke with 2 great guests. Paul Rosen, chief sales officer at OnDeck Capital, and Aaron Stead, senior vice president of sales at Infusionsoft. Both have had phenomenal success. Paul’s company has gone from $0 to almost $200 million in sales in less than a decade. And Aaron’s company has gone from about $10 million to $100 million in sales in a little over 5 years. The topic of our conversation was how to successfully sell into the small business segment, something both sales leaders excel at. We begin the show by describing how to understand the small business market. There is a lot of confusion around what it actually means to be a small business. Our guests will share insights into how to precisely define this segment. They will also share how big this market actually is and how quickly it’s growing. In the second segment, we will turn our attention to competition. Paul and Aaron will share who they compete with, and how they are able to gain mind share. They will also explain determining how you should compete: on price, product or customer experience? Additionally, we will talk pricing. In their experience, what is the best way to price a product? And how does this match up with their product’s value proposition? Paul and Aaron will also touch on their marketing strategy. They will discuss their brand attributes, and brand promises. They’ll explain their lead generation strategies, and what marketing activities have proven the most successful for their organizations. Finally, we will wrap up the show by discussing sales channels. Which work best in the small business segment? And what does their sales process look like when selling into this market? They will also dive into sales quotas and sales compensation needed for reps selling into small businesses. They’ll expand around what type of reps doe best in this environment and what a typical hiring profile looks like. Selling into the small business segment requires a very different sales strategy. Watch here as two experts explain to best develop and execute this type of sales strategy.
Views: 5433 SBI TV
On this week’s SBI Video Podcast, we spoke with Todd Doolittle, the head of sales operations at Concentra, a national leader in occupational health. Todd was recently appointed to this role after many successful years in other sales roles. Watch here as Todd shares the keys to success for a newly appointed head of sales operations. Todd will begin the show by exploring the importance of the first 100 days. He’ll explain how he determined his biggest priorities, and also his biggest challenges. Also, he’ll discuss why it was important to create organizational confidence in the sales ops team right off the bat. He’ll dive into the specific challenges he faced, and how he overcame them as well. Essentially, he will walk our audience through how he was able to make an immediate impact at Concentra. Next, Todd will tackle a critical issue faced by almost all sales ops leaders – lack of resources. Too often the sales ops budget is very limited, yet the expectations are high. Todd will provide 3 steps to overcoming this obstacle, and share insights on how to get a lot done with minimal resources. Ultimately, you cannot blow your honeymoon period as a new sales ops leader. Watch as Todd explains how to best set expectations and create results with the sales ops team immediately
Views: 2464 SBI TV
Customer Experience design is sweeping B2B companies because consumer behavior usually outpaces B2B behavior by 2-3 years. If you're in the B2B world and you want ot have above average revenue growth you must have these 3 things. CX Design means you must have: 1. A Chief Customer Officer. If you don't have a CCO, you aren't truly focused on CX design, you're just talking. 2. The tenants of CX: Marketing, a Selling Motion, an Account Management Motion, and a CS Motion, and they all need to report in to the CEO. 3. Touchpoint analysis - understand the critical points of leverage on the customer journey. You must impart these 3 elements to be one of those B2B market leaders who grows faster than their industry and competitors.
Views: 426 SBI TV
Today’s show is focused on choosing the right channels to go to market. Business to business buyers are rapidly changing as their preferences to engage their vendors are evolving. Major shifts to eCommerce and SaaS are challenging the traditional paradigms. Don’t get caught flat footed with an old go to marketing model in this new world. It’s time to look at channels differently. You will benefit from John’s detailed description of the framework he uses to select the right channels. Joining us for today’s show is John Kedzierski, a Corporate Vice President of Marketing who knows how to go to market with the right channels. Today’s topic is focused on selecting the right sales channels by using one of America’s great companies as a use case. John and I leveraged the SBI annual workbook to guide our conversation. To follow along, flip to the Channel Optimization phase starting on page 294 of the workbook. John Kedzierski is the Corporate Vice President, North America Services and Commercial Markets for Motorola Solutions. Motorola provides push-to-talk communication solutions across the business-to-business space. Examples include baggage handlers at an airline, to police and fire, computer-aided dispatch systems handling your 9-1-1 calls, to communications on military bases. John will demonstrate how to cover the market completely with direct and indirect sales channels. So why this topic on this day? Selling to customers directly when they want to buy from partners, is a sure-fire way to miss the revenue goal. Selling to customers through partners when they want a direct relationship with your company, can be equally devastating. Within the direct and indirect channel model, there are multiple sub-models to consider. Coverage model decisions have never been this complicated, for we live in the omni-channel era. We begin the first segment with John describing how he determine whether to go to market with a direct channel or an indirect channel. The is nothing more important than determining how you’re going to sell a certain product to a certain customer. There are lots of dimensions, and there isn’t one simple answer to how you bring a product or service to specific customers. The framework John uses includes four dimensions. One, the nature of the product or service itself that you’re selling. Two, the design and capability of the channel. Three, your customer preference in how they want to buy. Four, the geographic location of the customer. For these there is your cost to serve and what you can actually afford to do to bring that product to a certain customer. Listen as John dives into the detail for these four dimensions for you to evaluate your own approach. Customer preferences is the input often missed when selecting channels. While the customer is always right, you can’t always do what the customer wants. Various ways to deliver have different costs associated. You can’t afford to serve every single customer in the same way, not always the exact way that they want to be served. Geographic location, different countries have different distribution requirements, different locations if you have a solution that requires geographic proximity. That’s going to make some of your decisions for you, in terms of how you sell to the customer.
Views: 296 SBI TV
Greg Alexander, CEO of SBI, joined by John Myers, shares how to develop and execute a revenue growth strategy. http://bit.ly/GoSBI. 00:20 Welcome and guest Introductions 04:12 Laying the foundation for revenue growth by clearly determining the company's mission 08:00 How John develops the Rentokil brand 12:37 Developing financial objectives 15:07 Determining which markets to compete in 19:45 How to develop a competitive and sustainable competitive advantage 28:53 Practical advice for increasing revenue growth with a marketing strategy 32:53 Wrap up SBI Sales and Marketing Video Podcast Summary: Greg Alexander and his special guest, John Myers, CEO of Rentokil Initial, discuss how to develop and execute a revenue growth strategy using corporate strategy, step 2 (found on pages 51-70) of SBI’s Revenue Growth Methodology, as a guide. Go to bit.ly/SBIreport to follow along. John shares how he laid the foundation for growth by clearly determining the company’s mission, vision and values. He defines the way he wants his employees to behave with customers and each other. John also shares how he develops the Rentokil brand and determines financial objectives. He explains how he decides which markets to compete in, which to avoid and why. Lastly, Greg and John leave viewers with practical advice about how to increase revenue using a strong marketing strategy. Ready to Make Your Number? If you want a copy of the workbook mentioned in this video, go to SalesBenchmarkIndex.com/2016-report to see the details of our six step revenue growth method, which covers market research, corporate strategy, product strategy, marketing strategy, sales strategy and talent strategy. If you want to have one of SBI’s seasoned sales and marketing consultants help you implement our revenue growth strategy in your organization, let us know at https://salesbenchmarkindex.com/contact-us/.
Views: 1975 SBI TV
Welcome to the Revenue Growth Fast Frame of the Week. I’m here with Joe Vitalone, the Chief Sales and Marketing Officer at Razberi Technologies. Joe answers the question, "When evaluating a potential partner, what are the 3 most important criteria to consider when assessing whether they are the right partner for a win-win relationship?"
Views: 326 SBI TV
Our guest today is Rob Hornish, the President of American Sales for Polycom. Rob has 20 years of sales leadership experience in the high-tech industry sector, with a proven record of accomplishment in building and developing high performing teams. Today we are going to demonstrate the top 3 self-reported sales strategy priorities of CEOs. SBI’s Revenue Growth Diagnostic gathers inputs from thousands of B2B sales organizations, and we pulled the research from CEOs who have taken the assessment. What we have seen in the data is that CEOs are consistently reporting that their top 3 priorities in the Sales Strategy are Market Planning, Account Planning, and Prospecting. Rob is going to demonstrate how the sales function executes against these 3 CEO priorities for the sales force. Why this topic? Sales drive revenue growth, and with such stiff competition, CEOs need a bullet proof sales strategy in order to make their number. Of course, the key to the success of your sales strategy is prioritization. Your sales strategy will impact revenue growth if Market Planning, Account Planning, and Prospecting are prioritized and properly executed. Watch as Rob describes the 3 highest sales strategy priorities to develop an indestructible sales strategy that drives revenue growth for your company. Rob shares, “At the end of the day, it’s about revenue. And I have to tell you, between the programs we’re putting together in the channel, what we worked on with our distribution partners, and, most importantly, how we’ve segmented the sales force, we’ve been very, very successful. Definitely more so than we’ve ever been in the past.”
Views: 3772 SBI TV
This week on the SBI Sales and Marketing video podcast we're joined by special guest, Dave Howard, to discuss sales operations. Visit bit.ly/SBIreport to follow along at home. 00:44 Introducing Dave Howard, senior VP of sales operations at FIS 01:50 Finding balance in the sales operations role 04:18 Providing sales operations teams with objectives and meeting them 10:45 How Dave constructs his data architecture 13:20 Establishing a unique identifier in your sales strategy 15:36 Creating and using effective dashboards 17:44 Switching from weekly to real-time analytics 22:15 Developing a sales technology stack (buy vs. build) 27:53 The role sales operations plays in quarterly business reviews 29:31 Inter-company dependencies 33:50 The first steps to becoming a well-balanced, strategic sales operations leader. SBI Sales and Marketing Video Podcast Episode Summary: The SBI Sales and Marketing video podcast is a weekly dive into sales and marketing strategies featuring advice from some of the top CEOs, CMOs and sales leaders in their industries about how they hit their sales quota year after year. In this video, we use the SBI Revenue Growth Methodology (http://bit.ly/6stepgrowth) to discuss sales and operations planning and how to build a defined sales ops strategy. This episode, Dave Howard, senior VP of sales operations at FIS, a Fortune 500 company specializing in global banking and payment solutions, draws on his 15 years of experience in sales and operations planning to discuss how sales operations leaders can set their companies up for success by developing a great sales ops strategy. Dave talks about the three objectives he sets for his sales ops team and his rock-solid sales operations processes. He also discusses his company’s approach to data architecture, sales analytics, dashboards and technology tools. He then shares insights on how his sales ops team interfaces with the rest of FIS’s 40,000+ employees. Our conversation, together with the SBI Revenue Growth Methodology’s insights on sales strategy, has everything you need to start opening a sales pipeline with a smart, balanced sales operations strategy. Ready to Make Your Number? If you want a copy of the workbook mentioned in this video, go to SalesBenchmarkIndex.com/2016-report to see the details of our six step revenue growth method, which covers market research, corporate strategy, product strategy, marketing strategy, sales strategy and talent strategy. If you want to have one of SBI’s seasoned sales and marketing consultants help you implement our revenue growth strategy in your organization, let us know at https://salesbenchmarkindex.com/contact-us/.
Views: 5566 SBI TV
Welcome to the Revenue Growth Fast Frame of the Week. Gary Schwake, Vice President Business Development at ACTIVE Network provides insight into evaluating a potential M&A target --- What are the top criteria to review when evaluating the revenue growth capabilities of the sales and marketing team of a target acquisition?
Views: 242 SBI TV
Today’s show demonstrates how to replace leads with opportunities for the sales team through Account Based Marketing. While B2B account marketing has been around for years, we discuss the modern techniques required for success. To follow-along, download our 10th annual workbook, How to Make Your Number in 2017 and turn to pages 214 – 217 of the PDF. Joining us from Motorola Solutions is Massimo Sangiovanni, Vice President of Americas for Marketing and Inside Sales. Motorola Solutions provides mission-critical communications products and services to public safety and commercial customers around the world. Watch as Massimo describes how the evolution into modern account based marketing has positively impacted sales. Having implemented ABM at Motorola the past four years, Massimo is uniquely qualified to speak on this topic. Before the hype, the marketing team at Motorola tackled account-based marketing. Watch to gain a glimpse into the future by hearing an ABM veteran describe the effort and results of a four year ABM program. Demand generation and lead management does not work for companies with business models dependent on a small number of accounts but who spend a lot. Waiting for dream accounts to come to you will result in you missing your revenue targets. If you live and die by the big deal, growing revenues faster than your industry and your competitors requires a shift to Account Based Marketing. In the first section of the show, Massimo provides an overview of the ABM program he put in place over the last four years. In the middle section, we discuss whether ABM replaces or augments demand generation. The show is concluded with Massimo describing how to develop and execute an account based marketing program, what would you do, in what order, and why?
Views: 194 SBI TV
On this episode of SBI Sales and Marketing video podcast, we discuss sales strategy development. Visit http://bit.ly/GoSBI to learn more about SBI. 02:24 A brief introduction to the 5 sales strategy development steps 04:08 Converting company targets into sales strategies 06:50 How strategic planning is easiest when started early 08:09 Breaking down the strategic planning process into smaller categories 11:00 Engaging your sales team in strategy planning 13:14 Constructing a sales methodology 17:50 The organizational design for your sales strategy 21:51 Strengthening your plan with sales operations and enablement 25:58 Round out your sales strategy with sales support 27:58 Reviewing the most important steps in planning SBI TV Summary: Greg Alexander, the CEO of SBI, and Spencer Hodson, the VP of sales and channel strategy operations and enablement at Harmonic, talk about the five-step strategic planning process to develop next year’s sales strategy. Step one, planning, includes a forecast of last year’s success and plans the coming year’s projected earnings. Then, step two covers the sales strategies the company will use to engage customers and prospects. Step three focuses on organizational strategic planning and how to plan a successful sales organizational model. This leads to step four, execution planning, which highlights the best way to enact the changes made to the sales strategy. This step’s most important components include sales operations and sales enablement. Finally, in order to have a successful sales strategy, internal support for all aspects of your sales team must be mapped out in the strategic planning process. Ready to Make Your Number? If you want a copy of the workbook mentioned in this video, go to SalesBenchmarkIndex.com/2016-report to see the details of our six step revenue growth method, which covers market research, corporate strategy, product strategy, marketing strategy, sales strategy and talent strategy. If you want to have one of SBI’s seasoned sales and marketing consultants help you implement our revenue growth strategy in your organization, let us know at https://salesbenchmarkindex.com/contact-us/.
Views: 1601 SBI TV
Link to coverage models: https://salesbenchmarkindex.com/coverage-models/ Articles on coverage models: https://salesbenchmarkindex.com/insights/3-steps-to-arrive-at-the-right-coverage-model/ https://salesbenchmarkindex.com/insights/sales-operations-is-the-missing-link-in-creating-a-world-class-coverage-plan/ https://salesbenchmarkindex.com/insights/how-are-you-updating-your-coverage-plan-for-2019/ https://salesbenchmarkindex.com/insights/a-new-sales-org-model-thats-turning-heads/ (this one is an interview) Many of you are struggling with a disruption that your customers and your prospects are buying and procuring your services in totally different ways, and it's causing friction. It's causing friction in the buying process, it's causing friction as you compete and it's causing friction internally. So this is all abut the Omnichannel era. It is upon us and there is no escaping it. A few bits of advice for you as you think through how to structure your organization. Number one, sales and marketing are no longer about alignment. This is a revenue partnership. Omnichannel era revenue partnership number one. Number two, you have seven org models that you can debate in the Omnichannel era. Which one of the seven, which you will have a link at the end of this, is appropriate for you and how do you think through the pros and cons? Number three, and lastly, is the revenue supply chain. When you think about Omnichannel, when you think about using people versus technology, inside versus outside, direct versus indirect you've gotta think about a revenue supply chain and where you pick up maximum leverage. And the only way you understand that is by mapping your customer touchpoints. Every single customer touchpoint in an Omnichannel era has to be mapped. You then meet that touchpoint with the right recipient. Technology, human partner, you guys get it.
Views: 341 SBI TV
Today’s topic is how to learn who you buyers are, how they make purchase decisions, and why they will choose you over your competitors. Our guest today is Ann Fellman, Senior Vice President of Marketing. Code42 provides cloud-based endpoint data security and recovery solutions for more than 39,000 organizations worldwide. IT and security teams at the most recognized brands in business and education use Code42 to centrally manage and protect critical end-user data to recover from any data incident simply and rapidly, no matter the cause. In the first segment of the show Ann describes her buyers to provide context in the use case of Code42 to demonstrate buyer research. We will go deep into the factors buyers consider and how you become aware of these factors. Why this topic? Buyers have changed their preferences and continue to do so. They want to engage with your company in new ways and through new channels. Brand preference erodes quickly and loyalty is harder and harder to obtain and retain. Revenue growth depends on your ability to know your buyers better than your competitors, and better than themselves.
Views: 931 SBI TV
Top sales training expert demonstrates how to get the most out of sales training. Joining us for today’s show is Skip Miller, an executive who knows a thing or two about sales training. Today’s topic is focused on ending continued investment in sales training that doesn’t produce results. Skip has trained over 300,000 salespeople in 35 countries over the last 20 years and is considered one of the top sales trainers in the world. Skip is an ideal guest to help untangle why sales leaders continue to invest in sales training despite the lack of measurable results. Why this topic? Loyal clients and followers of SBI are wasting a lot of money on sales training and I would like to put an end to this. According to a report The State of the Sales Training Industry published by the Association of Training and Development, there is $2.7B spent per years on sales training. Yet our benchmarks reveal that 85% of sales training does not result in better sales results.[p] Today we're going to discuss why this is happening and what you can do about it. Our guest today is Skip Miller, the President of M3 Learning. Skip is uniquely qualified to speak on this topic of wasted sales training. What is the top reason for sales training failure? Skip describes the all too common ‘check the box’ approach sales leaders take when turning to training as the solution. Sales leaders want their teams to see that the company cares about them and is investing in their success. Implementing sales training efforts can be rolled out very quickly, providing a sense of accomplishment and a perception of bold change. Yet sales training rarely produces a result. Investing in sales training is habitual and habits are powerful things that rarely get broken. One reason sales training continues to be a habitual purchase is the cost appears minimal. Watch as Skip and I discuss the average investment for sales training that ranges from 1-3% of the quota of each sales rep. The cost of training seems small when reviewed as a percentage of the total quota, appearing cheap. However, when viewed in whole dollars the sales training budget is the largest expenditure within the sales force that doesn’t have a measurable result tied to the spend. [p] To get training on the right track, Skip outlines four metrics to calculate the return on that investment for sales training. Those four metrics include:[p] 1. Sales cycle length before and after 2. Average selling price (ASP), before and after 3. Win rate, before and after 3. Forecasting accuracy, which, on the 30-60-90 cycle should be 80-90% To impact these metrics, effective sales training must focus on training reps to manage to the buyer stage, not the deal. Managing to the buyer stage requires a custom sales process mapped to the buyer stages. Without that in place, you’re hard pressed to make training pay off. To evaluate your sales process, answer the evaluation questions starting on page 280 of the workbook. For sales training to produce a result, we discuss the need for a highly-customized approach. Skip shares his thoughts on the importance of an assessment up front to identify short and long-term goals of the training. For instance, the training goal may be to help reps to reach higher to senior executives, or qualifying or disqualifying quicker. Once you get the goals down, the training can be customized by the goals. Skip and I discuss customizing sales training by industry. While industry customization is important, it's less important. It’s more important to hire smart people and teach them the industry and product, vs. hiring industry and product people and teach them how to be smart. Furthermore, customizing by channel should be a higher priority than customizing by industry. Inside sales reps need different training than an outside rep because the dynamics of the communication channels are different. We finish the program with Skip’s thoughts on the future of sales training. He’s trained over 300,000 sales reps, in 35 countries, over 20 years and has a great summary of what to expect from sales training in the future. Would you like help developing your sales training approach? Come see me in Dallas at The Studio, SBI’s multimillion dollar, one-of-a-kind, state-of-the-art executive briefing center. To grow revenue’s faster than your industry and competitors every month, quarter and year is hard to do. A visit to The Studio increases the probability of making your number because the sessions are built on the proven strength and stability of SBI, the industry leader in B2B sales and marketing.
Views: 426 SBI TV
Link to our website: https://salesbenchmarkindex.com/ Link to John Shaw's LinkedIn: https://www.linkedin.com/in/johnryanshaw/ Today's Fast Frame features John Shaw, SVP of Customer Success for Riskonnect, Inc., who's led the customer success function for a series of B2B enterprise companies, including JAGGAER and BravoSolution. John spends 3 minutes answering the question, "How should the CEO and executive teams be thinking about the role of customer success?"
Views: 300 SBI TV
This week on SBI’s Sales and Marketing podcast, we discuss how to develop a go-to-market strategy with John deLorimier. For more sales and marketing tips, go to http://bit.ly/makeyournumber. John deLorimier is EVP, chief sales and marketing officer at Concentra. On this episode of SBI TV, we speak with John on how to create a complete go-to-market strategy using the SBI 6-Step Revenue Growth Method to guide the conversation. A copy of this methodology is available at http://bit.ly/6stepgrowth. In this interview, John explains how to lay a foundation for your product launch plan with a solid corporate strategy. He then walks us through how to align the marketing strategy, sales strategy and product strategy to create a sales connectivity model, which is the key to avoiding the silo-based approach that dooms so many launches. John also discusses critical last-mile efforts, such as preparing a sales force to sell a new product and working with sales operations from a compensation and CRM standpoint. We end our segment by looking ahead to the post-launch phase and how to measure progress against the launch objectives once the new product is in the market. Together, the tactics we discuss will lead to a systematic product launch process that is reliable, repeatable and measureable against your organization’s goals. Concentra is a national healthcare company focused on improving America's workplace health one patient at a time. They operate 330 medical centers in 40 states and have an additional 270 worksite medical facilities, providing services such as occupational medicine, urgent care, physical therapy and wellness programs. Concentra is one of many organizations using SBI’s 6-Step Revenue Growth Method to achieve strategic alignment and make their number. Be sure to subscribe to our channel for your weekly dose of insights from top executives on how to make your number, featuring discussions on market research, corporate strategy, marketing strategy, product strategy, sales strategy and talent strategy. Each week we talk with CEOs and sales and marketing leaders to discover how they hit their numbers year after year, so you can do the same.
Views: 2209 SBI TV
Join us for an in-depth look at strategic alignment: the key to corporate harmony and success. Follow along with our report: (http://bit.ly/hityournumber). Today’s guest is Chris Perry, the president of global sales, marketing and client solutions at Broadridge Financial Solutions. With over 20 years of experience and more than $7 billion in earned revenue, he’s hands-down the most experienced executive working in the financial services sector. Together we discuss his ideas and experiences with business alignment and corporate strategy to help you hit your number. 00:45 Introducing Chris Perry 02:58 Strategic alignment: the difference between the haves & have-nots 07:42 Aligning your product strategy with your corporate strategy 09:33 Putting your product group in a consumer-facing role 10:15 Aligning your product strategy with your marketing strategy 12:59 What’s the difference between a product launch and a product flop? 16:45 Aligning your marketing strategy with your sales strategy 19:00 Virtual alignment: strategic alignment across geographic locations 19:55 Feedback & recalibration: listening to the front lines 23:34 Operating cadence & performance management 25:38 Keys to success: have a plan, bring experience and leave the ego at home 31:00 Performance management: tips for keeping a healthy stride 33:30 Maintaining strategic alignment 37:20 Driving strategic alignment with your sales and marketing teams 38:34 The Monday morning meeting methodology 42:17 Working on the business vs. working in the business 45:10 Conclusion: the first three steps to putting this theory into action SBI Sales and Marketing Podcast Episode Summary: Today we discuss the one thing all top companies have in common: strategic alignment. Together, with our guest Chris Perry, we talk about how to get the corporate strategy in sync with the product strategy, the product strategy in sync with the marketing strategy and the marketing strategy in sync with sales strategy, so you can get on the path to hitting your number, with as little resistance as possible. We also look at how to ensure consumer feedback is not just heard, but also incorporated into your sales and marketing efforts, how to course correct in the face of a product flop and how to keep a healthy cadence of communication across teams. We conclude by offering you an action plan you can start today to work toward hitting your number tomorrow. Ready to Make Your Number? If you want a copy of the workbook mentioned in this video, go to SalesBenchmarkIndex.com/2016-report to see the details of our six-step revenue growth method, which covers market research, corporate strategy, product strategy, marketing strategy, sales strategy and talent strategy. If you want to have one of SBI’s seasoned sales and marketing consultants help you implement our revenue growth strategy in your organization, let us know at https://salesbenchmarkindex.com/contact-us/.
Views: 2996 SBI TV
Joining us for today’s show is Eric Schwab, a Chief Revenue Officer who knows a thing or two about revenue growth. Today’s topic is incentive compensation planning to hit your revenue goal. To follow along download our 10th annual workbook, How to Make Your Number in 2017. Turn to the sales strategy section and flip to the compensation planning phase on pages 308 – 313 of the workbook. Eric Schwab is uniquely qualified to speak on this topic of compensation planning as the Chief Revenue Officer for TEN: The Enthusiast Network. TEN is the company that brings us iconic media brands such as Motor Trend, Powder, Surfer, and HOT ROD to name a few. As a content creation and media solutions company, TEN has transformed from a legacy media provider into a new media company. Eric has lead the sales team during this transformation. Watch as Eric demonstrates how to design incentive compensation plans that get you to your revenue goal. This show is a must-watch episode for any corporate leader wanting to tie the achievement of the corporate to the day-to-day behavior of the sales force. This show captures how Eric recognized the tie between a revenue miss and how the sales force was incentivized. Watch as Eric and I discuss the steps Eric took to design the right sales compensation plan that would drive the right behavior and reward performance. Why this topic? Compensation plans are often too complex, and sometimes they might even be too simplistic. As your company evolves its strategy and you evolve your sales strategy, the comp program needs to keep up. Old compensation concepts are both a blessing and a curse. Stick to the way you have always done things and you're sure to miss your revenue targets, but over-rotate to the new concepts and you'll push talented reps out the door. It's imperative to refresh the incentive compensation program at least once per year if you want to hit the revenue target. Compensation plan design became a major focus when Eric’s company missed the revenue number three years ago, yet was over budget with sales commissions paid to the sales organization. The discussion goes deep into compensation planning with Eric acting as the practitioner, the CRO in the seat, solving this particular problem at his company. Also, joining us for the discussion is Dan Perry, a principal at SBI. Dan's role today is to share compensation planning best practices from his experience helping companies solve this problem across industries. For the audience, you’ll benefit from a specific use case to think through and a broader discussion about the key things to think through when planning compensation across industries and companies. Watch as Eric describes the past compensation plan and why that plan was not producing the desired behavior. The past plan was set at a 65% ICR (Individual Commission Rate) for every individual salesperson. Sales reps didn't get paid commission until they hit a 65% threshold on any given month, quarter, or end of year. What we had with that was it was very complex. It was hard to understand, so about three years ago, Eric transformed the comp plan and went to a dollar one plan. Fast forward to moving into this next fiscal year, Eric is taking his compensation plan to a blended rate. That blended rate is going to be basically a two-tier ICR system. It's still going to be dollar one, but it will be two tiers. There will be one Individual Commission Rate for the first tier from zero to 85%. The second tier if for ICR from 85% and beyond that will be three times the ICR. Your compensation rate from 85 beyond is three times higher, still paid monthly, still paid as a mix of the dollar one. This plan adjustment is built to incentivize good performance and penalize the poor performance, while protecting the company in the process. Watch as Eric describes how he included a 2x multiplier for a product that has strategic importance to the company. As his company has transformed, Eric has leveraged compensation levers to incentivize the right behavior throughout the transformation.
Views: 651 SBI TV
Vice President of Customer Success demonstrates how to grow revenues by retaining customers and growing your customer base by proactively managing the customer life cycle. Today’s topic is dedicated to the topic of Customer Success. Our guest is Natalie Fedie, a Vice President of Customer Success who knows how to proactively manage the customer life cycle to grow revenue. Natalie and I leverage the How to Make Your Number in 2018 Workbook to access emerging best practices as a guide for our questions. Access the latest Workbook to review the Customer Success phase starting on page 411 of the Sales Strategy section. Natalie Fedie is the Vice President of Customer Success for Granicus, a digital engagement software company focused on the government sector. Granicus serves over 3,000 government agencies at all levels of government, federal, state, local, and city government. Natalie will demonstrate how to grow revenues by retaining customers and growing their customer base by proactively managing the customer life cycle. Why this topic? Business models are changing from transaction-based revenue models to subscription-based revenue models. Companies dependent on recurring revenue must pay special attention to customer renewal rates, revenue retention, and customer lifetime value. As a result, reactive customer service approaches, built to lower the cost to serve, are being replaced with proactive customer success approaches, built to increase the revenue per customer. When your customer becomes more successful as a result of using your product, they buy more of it. And when your customer is unaware of how you have contributed to their success, they attrite. Natalie is uniquely qualified to speak on this topic having been involved in setting up customer success teams, and leading them to reach their goals of growing customer revenue. The first segment of the program is focused on providing an overview of a highly productive Customer Success team. Natalie speaks about the customer renewal rate and what to expect for your company. “We are a subscription model. We have annual contracts. Some are multi-year contracts. Our renewal rate is typically in the high 90% on average. Over half of our revenue comes from our existing customer base and that was through expansions of contracts and up-sells and cross-sells.” Watch as Natalie describes where the customer success team resides in her company’s organization, who Natalie reports to in the corporate structure, and the number of reps. Many members of the audience are weighing decisions on where customer support should reside, and watching to Natalie describe the pros and cons of different parts of the organization she’s reported will help you think through factors to inform your decision. The second segment of the show is focused on how a customer success team gains early adoption of your products, and how to gain expanded adoption. Natalie provides guidance for how to sell additional products to successful customers. Our final segment of the show explains how a veteran customer success team with a proven record of accomplishment recognizes the signs of churn before it happens. Natalie explains the early warning signs and how her team acts. In addition, we explore the early signs of a customer who is ready to buy more. Just asking for more business isn’t going to do more than just capture active demand. Listen as Natalie describes how a customer success team proactively develops latent demand and then spots trigger events to help customers solve problems. We wrap up the show discussing the profile of a customer success manager. What do you look for in candidates, and how should you compensate a CSM. We dive into the major question of whether a customer success manager should carry a quota and how to structure their compensation plan.
Views: 958 SBI TV