Sales Force Effectiveness – Key Focus Items
Leadership
Priorities
Sales Strategy
Development and
implementation
SFE Initiative Rollout
and adoption
Territory Design
Coach and lead Sales
Operations team
Exception Handling
Executive Support
Sales Compensation
Support 3rd parties
Sales Force Design
Departmental
Improvement
Opportunities
Activities
 Create/maintain dashboard of performance-to-strategy
 Develop thought leadership for 2010 planning efforts
 Improve link between Sales and Marketing (e.g. better enable Use Case
selling) through better field marketing engagement
 Determine measures of adoption and track performance
 Create, track, and improve Compliance measures
 Support sales ops needs of emerging channel reseller organization
 Recommend corrective actions
 Enable/support organizational change management techniques (quick wins,
publicity, communication, etc.)
 Define/Enable new policies for VPS participation in pre-Sales process
 Reconcile with Sales Organization Structure (Roles, Ratios, Size)
 Update with customer segmentation data obtained from quarterly Deal Win
assessments
 Provide ad-hoc coaching support for RVPs
 Augment management and leadership abilities w/exec. engagement skills
 Create a Virtual Bench for sales operations staff candidates
 Review ‘special’ License Agreements
 Authorize exception case business terms
 Provide ad-hoc support, analysis, and info to VP of Sales and GM
 Maintain Forecast review cadence
 Provide data-based recommendations for action (i.e. don’t just present data)
 Align compensation plan with sales strategy
 Assist in design, alignment, and deployment of sales compensation plan
 Provide data, content, and feedback to external entities
 Support sales-related tool, software, and services procurements
 Perform yearly sales force sizing exercises using 4 methods (activity, finance,
pipeline, and ROI) and make recommendations to executives
 Perform yearly sales structure analysis around effectiveness and efficiency
 Perform yearly sales role update and synch this to the structure analysis
 Generate strategic and tactical recommendations based on participation in
quarterly regional Deal Room Reviews
 pre-Sales “templates” (e.g. Solutions presentations, proposals, demo scripts,
business cases)
 Develop optimum campaign response actions (negotiation terms,
discounting, implementation conditions)
 Identify implementable ideas from Sales-specific conferences
 Support development of Pricing and oversee pricing guidance compliance
 Develop ad-hoc Revenue Generation Programs
 Avenues to capture feedback from the field
 Forecasting improvements and scenario (“what if”) analysis
 Up-selling and cross-selling techniques
Sales Force Effectiveness – Key Focus Items
Process and Operations
Priorities
Sales Contract
Support
Alliance Partner
Referral Fee Support
Process reporting
SFA/CRM
Administration
Research Assistance
Knowledge
Management
Trade Show Trinkets
RFP Central
Capital Planning
New process
support
Channel / Reseller
Support
Competitive
Intelligence
Lead Generation
Talent Management
Inside Sales
Activities
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Process contracts and communicate with field AEs and Legal
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Process fee payment and communicate with AP, Channel Org and field
Application Engineers
Reference Account Summary
Customer Account Summary
Enterprise Deal Summary
New Customer Account Summary
Referral and Business Development Summary
Partner Implementation Summary
Operating System by Dollar
Reconcile CRM with Finance system
Perform Currency Updates
Generate ad-hoc reports
Access internal Legal repository
Make exception condition changes in CRM for individual reps
Obtain and deliver historical data
Track and monitor a series of information resources – sales contracts,
customer data, customer reference language, enterprise deal info
Maintain inventory
Distribute to reps as necessary
Develop RFP response content
Implement a new methodology for responding to RFPs
Support sales teams on RFP Q&A approach
Provide AE new hire tech support
Capital equipment (new hire and replacement)
Develop and formalize documentation for various cross-functional
processes (e.g. channel partner payment)
Processing payments
Supporting CAEs in helping drive reseller rep business
Collect Win/Loss information
Assess competitive status and conduct CI
Present results to sales team with tactical recommendations
Track number and quality of Sales Qualified Leads
Determine most productive lead sources from sales view
Provide comment on digital content relevant to the sales function
Serve as point of access for improvements to sales collateral
Assist in design and update of sales role scorecards
Serve as key interviewer of candidates
Support semi-annual talent review and development process
Run sales performance management dashboard and rankings
Support operation with tools, tactics, data, and process
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Sales Force Effectiveness – Key Focus Items
Analysis & Reporting
Priorities
Weekly Reports
Bi-weekly Reports
Monthly Reports
Quarterly Reports
Ad-hoc Reports
Activities
 Forecast
 Exec dashboard
 Deal Tracker
 Sales Headcount Report
 Sales Process report
 Activity analysis report
 Green Sheet + Blue Sheets
 Pipeline Reports
 Quote-to-Cash
 Rep onboarding status
 Operating Review Dashboard
 Exec Update
 CRM utilization
 Post-Mortem Reports
 Win-loss Deal analysis
 AE tenure report
 Quarter at-a-glance report
 Pipeline Disposition Report
 Out quarter Forecast Projections
 earning call Reports
 Board Prep presentation
 Time Analysis Study & Reports (minimize administrative tasks)
 Field Productivity Reports (increase level of AE’s attaining quota)
 Assemble Quarterly market segmentation data from ‘Won’ deals
Sales Force Effectiveness – Key Focus Items
Field Enablement
Priorities
Onboarding process
for new hire AEs
Sales Process
Sales force internal
Communication Plan
Internal Leaning
Management System
Sales portal support
Sales Tools to
facilitate sales
process
Ongoing Sales
Training and
Development Plans
Support Sales
Methodology Rollout
Improve Sales
Training and
Development Plans
Activities
 Sales/Partner Bootcamp built and executed
 90-day Enablement Plan
 Develop and improve the Day 1 Manager's Packet
 Conduct and support sales rep Bootcamp
 Reconcile Onboarding Guide with Topgrading process implementation
 Maintain version control of Sales Process
 Update existing Sales Process to reflect best practice processes
 Develop new Sales Methodology tactics and offer them to the field
 Integration of Systems Engineering into the pre-Sales processes
 Ensure Sales Process built into existing/new tools: SFDC, MH, Quoting, ROI
 Built and launched Sales Communications plan
 Sent first 2009 Sales Newsletter
 Ensure cadence and content with regular Field Training calls
 Maintain Field communications policy and usage (email, phone,
management rollouts)
 Create and maintain Quarterly Newsletter
 Design ongoing syllabus to ensure offerings are in line with current
strategies
 Ensure courses follow best practice learning techniques (length, content,
presentation)
 Maintain Field certification model for VSU/product trainings
 Launched version 1.0 at 2009 SKO
 Updated taxonomy with Sales Engineering to ease use
 Work on Sales Source taxonomy to ensure easiest access to information
 Look at new ways to make Sales Source more usable; SS 2.0
(GoogleApps?)
 Build/deliver Solution Overview and introduce at Partner Bootcamp
 Executed Sales Kickoff 2009
 Meeting with EMEA RVP to establish individual training plans for AE, SE
 Identify/prioritize/execute on sales force need for tools
• Knowledge Management (e.g. StreetSmarts)
• ROI calculators
• Quoting (e.g. Firepond)
• Solution Generator and/or Configurator
 Assess build vs. buy vs. outsource decisions
 Plan and execute yearly Sales Kickoff and 1/2 yearly Regional Meetings
 Work with RVP to establish training needs for each Field Sales person
 Develop or outsource courses (work with HR) to ensure training is done
 Look at management opportunities for field Sales
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ensure adoption through various enablement actions
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requires strong support from HR