Sales forecasting yields insufficient insight to many sales leaders, yet few firms know where to start in building better forecasting practices.
Sales managers have an outsized-impact on sales force productivity. That impact is shaped by decisions sales managers make in allocating their time.
WebcastTalent Analytics: The Sales Leader’s New Competitive Edge
June 26, 2015
Sales leaders are confronted by a continuing challenge -- low sales productivity. Too few reps are making quota (down from 63% to 58.2% according to CSO Insights) and it takes too long for new reps to become a productive member of the team (69% of reps take 7+ months to ramp-up, also according to CSO Insights). This low productivity per reps is the primary reason why 86% of CSO’s expect to miss their 2015 revenue targets (CSO Insights).
According to TDWI Research, 17% of sales leaders have discovered the new competitive edge to increasing sales productivity -- talent analytics. Talent analytics are the new way of making talent decisions; they provide the path from guesswork or subjective-based decisions to decisions based on factual data.
Talent analytics help sales leaders by statistically proving what differentiates top-performers from the rest of the team, where to target development for the greatest ROI, and who to hire to reduce ramp-up time. For the sales leader leveraging talent analytics, sales productivity is up 20-30%.
In this timely webinar, we will explore an advanced, but practical approach for significantly increasing sales productivity. You will learn how to leverage talent analytics to improve the performance of both your existing team, as well as new hires.
WebcastReuniting Sales and Finance: The Real Power Couple
June 25, 2015
Enterprise Performance Management was supposed to be for the Enterprise. What happened? Finance people are on a constantly moving “hamster wheel” of planning, closing, reporting, and analyzing data to ensure profitability and revenue goals are met. As soon as the month/quarter/year ends, the cycle starts once again. Although we’ve improved the overall process by adding automation, driver-based planning, and rolling forecasts, EPM hasn’t left its home inside the office of finance.
Meanwhile, sales teams have somewhat conflicting priorities and are focused on closing deals and managing customer relationships, which can sometimes impact profitability.
It’s imperative for organizations that a healthy, collaborative relationship exists between sales and finance departments. How do we accomplish this? Play to each organization’s strengths. Finance collects data – a lot of data. Sales should be leveraging finance to get access to Big Data that will lead to more and happier customers.
In this webcast, you’ll learn how sales and finance can be brought together by:
- Bringing finance back into the picture as a key resource for sales
- Leveraging advanced modeling techniques to extract valuable insights for the business
- Providing an integrated view to key stakeholders
WebcastChange Happens: Make it Work For You
June 22, 2015
Change happens. And in today’s business environment, it happens more quickly than ever. With the globe connected by technology, world economies feel interlocked, the lines often blurred into one continuous operational environment.
For sales organizations, managing change can sap the time and resources of everyone from management to the field force. Companies can’t afford to be stymied by each change they encounter – to survive, they must identify a way to harness changes in their business and industry and use them for the good of their bottom line.
Join David Blume, VP, Strategic Alliances, and Amanda Wilson, Marketing Director as they take a practical look at:
- Managing the challenges of organizational change in every sector
- The impact change has on today’s sales organizations
- Responding to change in a way that allows it to work for (not against) your organization
WebcastThe Rise of the Data-Driven Sales Manager
June 19, 2015
The Rise of the Data-Driven Sales Manager
As B2B buying cycles grow more complex, sales professionals must continually acquire and adopt new skills to compete and win. Yet too often, when evaluating their team’s performance, sales managers focus exclusively on metrics such as quarterly bookings or quota achievement.
Of course, these are important—but they are also lagging indicators. If you have no sales closing today, the reality is that your team has been under-performing for months. So how can sales managers identify and measure the most critical leading indicators: the skills and behaviors required today to build sales success for tomorrow?
In this complimentary webinar, we’ll define a new generation of sales performance indicators that is giving rise to the data-driven sales manager. Supported by technology, these managers are able to:
1. Assess and strengthen the sales skills and capabilities that matter most
2. Validate and develop the profile of your top performers
3. Leverage real-time analytics for more targeted coaching
WebcastResearch Update: Impact of Sales Force Effectiveness Initiatives
June 12, 2015
The sales force remains one of the largest single-expense lines on a company’s balance sheet, and sales effectiveness leaders continually struggle with the concept of measuring investment versus return in increasing the effectiveness of the sales force.
This research attempts to quantify the success of sales force effectiveness (SFE) initiatives, identify which initiatives have driven success, and provide guidance on the metrics and expected returns. With the insights gained from our study, we hope to enable sales and sales effectiveness leaders to better articulate an SFE business case to senior management and track the impact of their SFE investment.
Specific questions addressed in the research include:
- Investments in sales force effectiveness (current and future).
- Key areas of focus for SFE initiatives.
- Quantifying the impact of SFE initiatives, using leading and lagging metrics of success.
- SFE initiative return on investment.
WebcastCurve Your Enthusiasm
June 05, 2015
Few companies would discourage salespeople from making sales calls, even when sales effort reaches the point of diminishing returns. But that’s exactly the right thing to do, when incremental activity no longer correlates with incremental sales. Response curves help management determine how many sales calls – or other sorts of selling activity – will optimize results.
In this webcast we’ll review:
- Response curve basics
- How response curves contribute to sales organizations’ data-driven decision making
- Benefits of optimizing sales force activity
Webcast2015 MHI Sales Best Practices Study - Decoding the Decision Dynamic
May 26, 2015
MHI Research Institute’s Tom Chamberlin presents findings from MHI’s recent research in a special webcast for the Sales Management Association’s audience.
Now in its 12th year, the MHI Sales Best Practices Study captures and measures the behaviors, attributes and performance of World-Class Sales Performers, providing a foundation for benchmarking organizations against World-Class Sales Performers and other data segments including industries, geographies and sales roles.
The analysis of the 2013 Miller Heiman Sales Best Practices Study focused on the attributes found in the World-Class Sales Performer: Customer Core, Collaborative Culture and Calibration for Success.
Last year, the analysis of the 2014 study identified the behaviors of World-Class Sales Performers: Provide Perspective, Conscious Collaboration and Performance Accountability, and connected them to the world-class organizational attributes to define a high-performance sales culture.
In 2015, MHI's focus is on the continuous shifting of buyer behaviors and how world-class sales professionals and organizations are adapting by changing how they Connect, Collaborate and Calculate value for their customers.
WebcastShow Me the Money – The Power of Sales Analytics
May 26, 2015
In this webinar, you will see how sales analytics and dashboards become part of the sales team daily routine. The focus will be on dashboards that sales leverage to manage their time, measure performance, collaborate globally, strategically target territories, and more! Tableau Sales Vice President of Sales Operations will show you how sales performance management is obtained and adopted across the organization.
WebcastResearch Update: CRM Usage
May 15, 2015
The CRM promises enormous potential for improving sales organization productivity, but companies have had mixed success in leveraging CRM to drive transformational sales effectiveness improvements. This research attempts to understand CRM's impact on sales organization effectiveness, identifies what drives successful CRM deployments, and prioritizes where organizations can improve their utilization of CRM.
Results from our recent survey will enable sales leaders to assess their organization's CRM use and identify sales effectiveness-impacting improvement opportunities. Specifically, we examine:
- CRM's impact on selling activities (e.g., account management, targeting, lead generation, lead management, selling team coordination, sales conversion)
- CRM's impact on selling results (e.g., existing account retention and penetration, new account acquisition, pricing)
- CRM utilization
- Management's priorities in using CRM to impact sales effectiveness Key improvement areas for CRM adoption
- CRM's impact on essential management activities, including targeting, opportunity identification, pipeline management, activity tracking, sales and marketing coordination, sales process efficiency, performance reporting, coaching facilitation, incentives reporting, and communication management.
WebcastFlipping the Sales Force
May 11, 2015
Teaching and selling share common challenges. That glazed look in a reluctant prospect’s eyes? It’s surely familiar to teachers, who, like salespeople, too often lecture instead of interacting. Bueller?
Just as sales forces are rethinking how to engage customers, educators are similarly innovating in the classroom. In both cases, technology is playing a crucial role. The “flipped classroom” is among the most interesting of these innovations. Flipping the classroom inverts traditional knowledge delivery – pushing lecture content online, and reserving classroom time for interactive learning activities.
Likewise, sales forces are embracing the flipped classroom in ways that affect interactions both inside and outside the firm. In this webcast, we’ll review the innovation underlying the flipped classroom concept, explore how it can help sales forces, and learn from practitioners implementing flipped classroom principals with sales organizations.