anaplan and opensymmetry top sales planning best practices
TRANSCRIPT
© Copyright 2015 The Sales Management Association.
Sales Management Association Webcast
30 April 2015
Presented by
The Top Sales Planning Best Practices for 2015
About The Sales Management Association
Slide 2© 2015 The Sales Management Association. All rights reserved.
A global, cross-industry professional association for sales operations and sales management.
Focused in providing research, case studies, training, peer networking, and professional development to our membership.
Fostering a community of thought-leaders, service providers, academics, and practitioners.
Learn More: www.salesmanagement.org
Today’s speaker’s
Slide 3© 2015 The Sales Management Association. All rights reserved.
#SalesPlanning
© Copyright 2015 The Sales Management Association.
Sales Management Association Webcast
30 April 2015
Presented by
The top sales planning best practices for 2015
5/5/15 5© 2015 Anaplan, Inc. All Rights Reserved. Anaplan Confidential Information
SALES
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REALITY & MINUTIAImproving sales performance is a constant struggle
• Manual processes and spreadsheets• Changing priorities in corporate objectives • Legacy systems that are not flexible• Increasing complexity in sales processes• Inability to adapt to change and disruption• No modeling & planning solutions (What-If Scenarios)• Data stored in disparate systems (CRM, ERP, HR)• Lack of collaboration across the enterprise/stakeholders• Visibility of accurate sales data (i.e. forecasts, historical)
5/5/15 6© 2015 Anaplan, Inc. All Rights Reserved. Anaplan Confidential Information
REALITY & MINUTIADIFFICULT TO ALIGN SALES WITH CORPORATE OBJECTIVES
Corporate Objectives
AlignmentTERRITORY & QUOTA
PLANS
INCENTIVE COMPENSATION
PLANS
SALES FORECASTING
DEALDESK
MisalignmentACCOUNTSEGMENTATIONS
5/5/15 7© 2015 Anaplan, Inc. All Rights Reserved. Anaplan Confidential Information
OPERATIONS
SALES
HR
FINANCE
ITMARKETING
Limited scale &
collaboration
No audit & controls
Resource intensive
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Misaligned plans
No Trust
in data
A BROKEN LANDSCAPE
© 2014 Anaplan, Inc. All Rights Reserved. Anaplan Confidential Information
Plan & model multiple ‘what-if’ scenarios with collaboration across the enterprise in a few hours
Align sales plans with corporate objectives & goals 1st time ever
Change business drivers & view sales performance metrics & results instantly
Assign & manage sales territories, quotas & incentive compensation one integrated platform
Improve sales forecasting accuracy Between 75%-80%
Calculate sales performance & compensation in seconds
WHAT IF YOU COULD DO MOREWhat more, or less, could look like
5/5/15 9© 2015 Anaplan, Inc. All Rights Reserved. Anaplan Confidential Information
A COMPREHENSIVE SPPM SUITE
REPORTING & ANALYSIS, WORKFLOW, AUTOMATION, PERFORMANCE, SCALABILITY, DATA INTEGRATION, CALCULATION ENGINE, DOCUMENT
MANAGEMENT
Territory Managemen
t
Sales Capacity
Management
QuotaManagemen
t
Incentive CompensationManagement
CreditingManagement
DealDesk
SalesForecasti
ng
Sale
s P
erf
orm
an
ce
Pla
nn
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Sale
s P
erf
orm
an
ce
Man
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Territory Planning
Account Segmentati
onPlanning
Sales CapacityPlanning
QuotaPlanning
Incentive Compensation
Planning
Account ScoringPlanning
CreditingPlanning
SALES PERFORMANCE PLANNING & MANAGEMENT (SPPM) Framework
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Copyright © OpenSymmetry Inc. Proprietary Information
Delivering on Sales Promises
Top sales planning best practices
Presented by: OpenSymmetryJon Clark, Laura Roach
Date: 30 April 2015
www.opensymmetry.com
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Copyright © OpenSymmetry Inc. Proprietary Information
The ChallengeIntegrated PlanningAdapting to Market ChangesHolistic SPMSuccessful Change Management & Collaboration
Are you delivering on your sales promises?
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QuotasThe goal, the WHAT your
trying to achieve
Driving your Sales
TeamTerritory
WHO, WHERE you are going to go to achieve
DESIGNHOW you will pay,
motivate, drive performance for
achievement
So What?If you don’t know the
WHY to what your driving
© 2012 Forrester Research, Inc. Reproduction Prohibited
Alignment with Growth Opportunities
Jan. 2015 Forrester report: “Grow Your Revenue Stream With Customer-Centric Finance”
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A Big Problem
say retaining good performers will be a big problem in 2014/2015.
More than a third of sales leaders are increasing salaries to keep their best people.
56%
>30%
source: BMS Quarterly Sales Index April 2014
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A Big Problem (continued)
34%counter-offer from
existing employers26%
unable to meet
salary expectations
19%offer from other
employer
11%Long recruitment
process
11%long recruitment
process
reasons for losing top talent
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Top Business Issues for Sales in 2015
Source: SIRUSDECISIONS, 2015 ISMM
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1. 99% total company team attainment of sales quota
2. 75% of sales reps achieving individual quota
3. 13.1% YOY growth in total company revenue
4. 3.3% improvement (reduction of) average sales cycle
*According to Aberdeen Report, Beyond the Quota: Best-in-Class Deployments of Sales Performance Management
Companies deploying Best-in-Class SPM solutions experience:
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++++Significant Return on Sales Performance InvestmentBest-in-Class companies that invest in SPM experience this:
2XQuicker Sales37% Faster Growth
Shorter Sales Cycles
36%Lower Turnover
25%More Sales Reps Making Quota
7%
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success is:
when it works. picture that.
How do you measure success of your plans?
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Plans Working?
Ops
CoreStrategi
cRevenue Growth Increasingly Profitable SalesEffective Penetration of New MarketsIncreasing Market ShareGaining Competitive AdvantageIncreasing Channel LoyaltyOverpayments/Errors
Low Ratio of Admin & IT Resources to PayeesEffective Auditing and TrackingHigh Payee Engagement and StabilityHigh Percentage of Payees Achieving Q
Effective New Product LaunchIncreasing Ability to Deliver New PlansIncreasing Ability to Handle Complexity and Change
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Placeholder
Feel like we need the current state to future state slide on how we were able to execute and how we can help others
to plan this out on this slide
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OS Smarter Salesforce Model
SPM – Smarter Sales Force Assessment
Tale
nt
Acq
uis
itio
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C
an
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ate
Assessm
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Sele
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Tale
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Develo
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Sale
s
Coach
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an
d T
rain
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Sale
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rocess a
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eth
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Incen
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om
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uota
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an
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Ch
an
nel M
an
ag
em
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tDesign
Enabling Technologies
Business Process Management
Business Intelligence
Sales Strategy
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Value Grid Assessment Example
Positive Impact to Sales Performance in FY13/14
Eas
e of
Impl
emen
tatio
n
Notes:
Size of bubble shows relative upfront cost
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ICM Solution
Target Setting
Pay dataSubs
Salesforce Competency Assessment
Clarify Career Maps
Plan Design
Prog Design Revisit
Territory and Quota Alignment
High
Medium
Low
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High Tech Case Study
the PROBLEM
theSOLUTION
• Business being restructured with new leadership• Changed sales strategy• Losing market share• Under achieving on sales goals• Shift in Channel vs. Direct Sales
• SPM Maturity & Assessment• Future state roadmap• Channel and territory alignment
a trusted leader & proven partner.success is:
We never expected to achieve 105
percent of quota in the first month.
-Krista Endsley, AbilaCEO
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the PROBLEM
Pharma & Medical Devices Case Study
theSOLUTION
• Sales Role Assessment• Plan Design by sales role• Modeling of future state plan
designs• Implementation of SPM solution
a trusted leader & proven partner.
success is:
Providing research, development, production of bio-tech and pharmaceutical drug therapies.
Needed to adapt to changing market and customer landscape & shift to a customer driven focus
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Ineffective leadership
sponsorship
Peer Support and alignment by middle
management
Resistance to Change from employees
Most fail before they start
due to lack of resources or
planning
70%of Change Efforts Fail
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Understanding the Scale of the ChangeLow Challenge Aspect High Challenge
Urgency of Change
Long-term/Not business critical
Urgent/Business Critical
Business Strategy
Minor course correct Major change/ re-focus
Sales Strategy Minor course correct Major change/ re-focus
New Products No new products Major new products being launched
New Territories Current geography, no territory re-alignment
Regional expansion, major territory alignment
Plan Design Minor changes Major redesign across all roles
Process Change Minor changes Major redesign
Technology Change
Minor changes Major redesign including new systems
Sales Organisation
No or minor changes Major re-organisation
Business Communication
Two-way, transparent and regular, multiple channels
One way, high level, infrequent
Individual Communication
Regular one to ones on performance/career mgt.
Managers tend not to be open with staff
Experience On large scale projects None – either poor experience of no
experience
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Stakeholder Impact Assessment
Stakeholder groups impacted by implementation Stakeholder requirements
and painpoints Key potential
barriers/enablers to SPM implementation
Assess degree of impact from SPM, identify contexts
Assess stakeholder needs to enable implementation to be successful
Assess current stakeholder perspective – level of positivity/negativity toward change
It is important to understand how supportive different stakeholders might be
From the start of the project it is important to have the right stakeholder engagement
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Effective Change Management
Stakeholders Assessment
Communications & Training Requirements
Change CapacityRisk Mitigation(Tools, Experience, Leadership)
success is:Easy change management.
Structured Approach
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the PROBLEM
Insurance Case Study
theSOLUTION
• Complex Sales Channels, 3rd party networks
• 3rd party networks• Risk of turnover,
understaffed, not agile, resistant to change
• Aggressive timelines, data problems
• Current state assessment• Future state road map• Change Management• Readiness Assessment• Implementation of SPM solution• Migration strategy
a trusted leader & proven partner.success is:
Insurance and financial provider of auto, commercial, farm, homeowners and life insurance coverage.
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Know your challengesKnow where you want to go (Future Visions) Take a structured, holistic and integrated planning approachUnderstand what success is and how to measure itEngage key stakeholders early and oftenUnderstand communication and training requirementsKnow your change capacity and risk mitigation
Deliver on your salespromises!
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a trusted leader & proven partner.success is:
Our sales organization gave [me] a standing
ovation after training was presented at [our] sales
meeting.-Lynn Ferrera, HertzSenior Director of Global Compensation
““
© Copyright 2015 The Sales Management Association.
Sales Management Association Webcast
30 April 2015
Presented by
The Top Sales Planning Best Practices for 2015