What Sales Enablement Content Analytics Really Mean

Not everything that can be counted counts, and not everything that counts can be counted.”
Albert Einstein

Einstein’s observation holds true for sales enablement content-related analytics. Imagine the launch of a shiny, new enablement and collaboration platform. Many different roles in sales, marketing and product management are looking forward to the content analytics that the system will provide. Will the reality live up to their expectations?
Let me share with you a few lessons I’ve learned.

Correlation and causation

According to Oxford Dictionaries, a correlation is “a mutual relationship or connection between two or more things.” Causation, on the other hand, is the action of causing something, e.g., “the postulated role of nitrate in the causation of cancer.” Let’s keep in mind that even a strong correlation is not a proof of causation.

View, clicks and downloads are indicators—nothing more, nothing less

These metrics are foundational information, for different target groups—salespeople, their managers and the cross-functional enablement team. The data shows what people view and what they download. That’s all it says. It does not necessarily mean that people use what they download. And it does not say that the downloaded content was helpful. These are very common and widespread misinterpretations.

To better understand these analytics, check out your organization’s key sales initiatives. What are the important products, solutions, services? For which portfolio elements can people earn the biggest commission? Is there a performance management rule that rewards people if they download or indicate that they used certain content, e.g., the latest campaign playbooks? Next, check out the biggest revenue generators in your portfolio and examine the analytics for the related content. It can happen, especially if a sales force is very experienced, that there is only a small correlation between top revenue generators and related content usage. Those experienced people often still share across the “black market” of sales information, which is the informal network of colleagues who know each other personally. Map these insights back to your enablement analytics and you will come to a slightly different conclusion. Even if your enablement platform is completely linked to the CRM system and analytics show people working with recommended content stage per stage, it’s never more than a correlation.

Content ratings and likes—it depends

The biggest challenge for enablement platforms and teams is always to get the salespeople to actually use these social functions. Being a customer at Amazon and being a sales person in complex B2B sales forces are two different things. Just because sales people have an “Amazon” behavior at home, does not mean that they behave the same way at work.  Mature sales forces are especially hard to convince that there is value in this activity—value for the entire sales community and over time. What we appreciate with top performers is their strong focus on what matters to their sales success, and to ignore everything that doesn’t create immediate value for them. Rating content is definitely not in this category, especially not when you ask them to go back to the system and rate the content after they have used it. And what does it mean when a rating is given by someone who has not yet used the content? Nothing. To understand ratings and likes, it helps to analyze the percentage of your content that’s rated in the first place. The lower the percentage, the less valuable it is. Then, check which roles are authorized to rate and to like content. If there is no role-based limitation (and that happens more often than you may think!), the value of ratings and likes is precisely zero. On more than one occasion I have discovered that content creators have rated their own content high and their colleagues’ content low. If that’s the case, it’s better to switch off the entire function: the absence of data is better than false data.

Content analytics are only one side of the coin

What content analytics really mean is different in every sales organization, in every culture and in every industry. Imagine a sales force of millennials in San Francisco selling technology, and a mature sales force in the manufacturing industry in Europe. The specific value of content analytics couldn’t be more different in these two cases. For you as a sales enablement leader, it’s essential to define a content analytics framework that defines how to look at the data and what additional elements are necessary to understand the big picture. Additional elements can be dedicated win/loss interviews, campaign reviews, and sounding boards with “early adopter” salespeople and front line sales managers to discuss analytics and learn more about their perspectives and experiences. Approaching the issue in a holistic way like this helps to leverage content analytics and to make the right content decisions—to create value, not noise.

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Sales Force Enablement – See you in Atlanta, Sept 17

The term “Sales Enablement” is used for almost everything that has to do with content, messaging, training, collaboration and technology to improve sales productivity and drive sales effectiveness. The function is rarely a strategic discipline that translates selling challenges into integrated, tailored sales execution plans. But this is exactly the kind of strategic approach that is required to create sustainable business impact and to drive sales force transformation successfully.

Sales enablement daily challenges

Our clients’ reality is that it’s still challenging to provide core enablement services in an effective and valuable way. The environments sales enablement leaders are dealing with are complex. Sales alone is a complex system with many dimensions that are all connected to each other. Furthermore, the need to work cross-functionally adds more dimensions to this existing complexity. Not to mention a variety of external providers of content, messaging, technology and training to work with. All these dimensions and their dependencies have to be orchestrated effectively to create significant value for the sales force. Additionally, there are still missing elements in many enablement approaches that need to be integrated with current enablement approaches, e.g., the relevance of frontline sales managers, the need to develop integrated content and training services, and to establish a strong foundation in sales operations that’s beneficial for both disciplines. This complexity is why frameworks are so important for sales enablement leaders. Frameworks provide a visual supporting structure, they cover several dimensions and their interdependencies on an aggregated level, and they enable us to navigate complexity in a more effective way.

Foundation for Sales Force Enablement (SFE)

In my SFPC session, Sept 17, 8:00 a.m., I’ll share some fresh data from our 2014 MHI Sales Performance and Productivity Study, including data on the biggest inhibitors to sales success, data on a growing sales enablement scope, and data on enablement investments and the correlation to quota achievement. Based on the data and the still-existing different perceptions regarding what sales enablement should do, we will then establish a customer-core foundation for sales force enablement, which covers the entire customer’s journey.

Our MHI Sales Force Enablement Master Framework is based on this customer core foundation. It enables you to define, structure, process and prioritize your sales enablement efforts to create more business impact in a more effective way. I will share an overview of the framework, what the different areas look like, and how you can use them. You will learn how to connect the customer’s journey with the internal value creation processes. We will discuss how to tailor your enablement services to all stages and all levels of the customer’s journey. And we will discuss how sales force enablement and sales operations belong together. Last but not least, we will look at a phased approach to a successful change and adoption program.

See you in Atlanta at the Sales Force Productivity Conference, Sept 17, 8am


Related blog posts:

 

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More On Performance Accountability – The Sales Manager’s View

According to Business Dictionary, performance is defined as “the accomplishment of a given task measured against preset known standards of accuracy, completeness, cost, and speed.” It is a result to be measured. Accountability, on the other hand, is a virtue. It’s the willingness to accept responsibility. Accountability is a key ingredient to achieve your sales performance and growth goals. Accountability across the sales force ensures that the sales force’s energy is focused to execute the strategy successfully, that the right actions are in place to become world class.

Performance Accountability—a behavior of world-class sales managers

Our 2014 MHI Global Sales Best Practices Study identified three individual behaviors that drive world-class sales performance. One of them is performance accountability. Click here to see what performance accountability means for sales professionals. Today, we discuss the term for sales managers. One example from our data is that in an average month, front line sales managers (FSM) spend adequate time coaching each individual on their sales team. The data show a significant difference between world class and all respondents, which is a consistent trend over the last four years.

Performance accountability for sales managers has three main characteristics:

  • Accountability to leverage salespeople’s full potential
  • Accountability for team performance
  • FSM Professionalism

Click here and read my full blog post which was initially published over @ Miller Heiman.

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Defining Sales Functions And Programs – How to Define Your Charter

Now, as we have defined vision mission and purpose, we have to be more specific. Based on your target audience (sales roles, sales manager roles, channel partners, etc.) motto, objectives, strategies and tactics, your specific services and your metrics have to be defined. For you as a sales leader make sure your sales functions complete these charters. Also, make sure they connect the dots between the different charters to set a foundation for effective collaboration. Let’s look at your five steps to complete your charter. These steps build on the first three steps, discussed here.

Create an inspiring tag line to address your target audience

A tag line should capture your vision. Especially in times of transformation, change and adoption programs, those tag lines shouldn’t be underestimated. That’s how people will feel about your function, initiative or program. An example for sales enablement and or sales training could be: Let’s change from “I have to sell a product” to “I love to solve my customer’s problems.” Then integrate vision, mission and purpose as discussed in my previous post.

Define goal and objectives

The goal is closely related to the vision, it captures what has to be achieved, e.g. “We implement sales enablement and collaboration platform for the sales force” or “we want to provide a state-of-the-art CRM system that drives collaboration and effectiveness.” Goals do not have to be strictly measurable or tangible. Objectives instead have to be tangible and measurable. Several objectives can lead to your goal. An example could be “The CRM collaboration platform will go live August 1 for selected users, migration will be completed by Oct 30.” Another objective could be “to implement interactive playbooks until September, to decrease salespeople’s search time by 20 percent.”

Define strategies, create a phased approach

This section is about how to bring the vision alive. A strategy refers to a plan of action which is designed to achieve the defined objectives. Detailing the strategies, the activities have to be derived from, and connected to the expected outcomes that have to be achieved. Capture all activities necessary to achieve the objectives. If you are going to implement sales technology or new enablement services, make sure there is an adoption activity included. Think about the salespeople you provide services for. Finally, organize the activities on a timeline and create a road map.

Define your services and offerings

Your services and offerings are what’s visible to your defined target audience, the different roles within the sales force and channels. Your services are what people use and how they will perceive your function. Those services are  e.g. sales enablement content, interactive playbooks, different training services, a collaboration platform, a performance management framework or a coaching guideline for sales managers. Define what is provided for which target audience.

Define how to measure success

Last but not least, define how to measure success. Those metrics depend on what’s included in your charter. If there are services to be implemented for the first time, milestones will be very important for you. If services are already in place, their effectiveness and their impact on sales performance is what matters. Last but not least, how efficient are these services produced? Make sure to cover all dimensions adequately.

Now, put it all together. Begin with your target audience, inflate vision, mission and purpose from the previous post, and add the topics that we discussed here – and create a compelling charter. It will become your go-to-resource for any kind of internal selling, communication, change and adoption situation.

 

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Defining Sales Functions And Programs – Why You Need Vision, Mission, Purpose First

Fitness, according to Oxford Dictionaries, is defined as “the quality or state of being fit.” That’s a general guideline, but what does it mean to you? It depends on your context. Are you a professional decathlete or a weekend trail runner?

Defining functions and programs the right way is key to success for both you as the sales leader and your sales functions as leader. Definitions create value only if they are adjusted to your organization’s specific context and challenges. Developing a big picture on vision, mission, purpose and core values is the first step in creating a meaningful charter for each of your sales functions. The purpose of such a charter is to support you in various internal selling and adoption situations with consistent messages that tell a compelling story.

And that’s the part you have to be deeply involved, because it’s about bridging the gap between business strategy and sales execution. Today we cover part one – vision, mission, purpose. A follow-up post will cover goals and objectives, strategies, the function’s services and metrics.

Step 1: The vision describes the desired future state

It describes WHERE you want to be, and what you want to achieve on a high level. To develop, for instance, a sales enablement vision, the organization’s vision has to be mapped to both sales and  sales enablement. Visions for sales forces often have to do with transformation from product selling to outcome selling. If so, your vision can describe, for example, being the leading internal function that drives the transformation towards outcome selling as well as productivity to create more customer value in complex buying environments. It’s of course different if sales’ vision is to build partner channels. Key to create a meaningful vision is to work precisely from top down. You cannot put the cart before the horse.

Step 2: The mission is about the current state leading to the future state

A mission defines HOW you will get to where you want to be. An example for sales ops could be defining and executing a sales operations framework to provide a compelling and integrated value creation process from prospect to contract, easy to use and powered by technology. An example for a sales enablement mission could be defining and executing a cross-functional enablement framework to provide integrated services that are tailored to an outcome oriented sales approach, powered by an enablement platform.

Step 3: Purpose and core values

The purpose answers the question WHY a certain sales function exists. A purpose can be that sales enablement orchestrates the various sources of knowledge to create integrated enablement services, tailored to each stage and each level of the customer’s journey. A purpose for sales ops could be to build the skeleton of the sales organization.

Core values show how you and your teams will behave along the journey to achieve the vision. This area depends on your organization’s culture. There are three core values you will always need in a world-class sales organization – collaboration, accountability and leadership.

Don’t underestimate these three steps. If these fundamentals are not defined properly, you and your functional leaders will need much more time to sell every single initiative internally. Be ready to provide answers to questions that are related to vision, mission, purpose and values. Invest your time wisely, and develop vision, mission and purpose for your core sales functions!

Watch out for the next post where we’ll talk about the second part of your sales functions’ charters – goals and objectives, strategies and tactics, services and metrics.

 

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Performance Accountability – A Behavior of World-Class Sales Performers

If a taxi driver delivers excellent services, then you are a lucky person. In case your taxi driver also helps you out with coins that were part of his tip just to make sure you can pick up a baggage cart and catch your flight – then you have a taxi driver who cared more about your outcome than about his own. That’s one aspect of performance accountability.

Performance Accountability—a behavior of world-class sales performers

The 2014 MHI Global Sales Best Practices Study identified three individual behaviors that drive world-class sales performance. One of them is performance accountability. World -Class Sales Organizations set themselves apart in many ways. One example for performance accountability is their ability to align their sales performance metrics with their business objectives. It sounds obvious, but our data show – in a consistent way over the last four years – that this is a very significant differentiator between world class and all respondents. Now, how does performance accountability look like for a salesperson? Let’s look at a few criteria:

Accountability for the customers’ success

First and foremost, world-class sales performers hold themselves accountable for their customers’ success. They know that the customers’ success is the foundation of their own success. They own the customer’s expected outcome that was part of the solution they have sold. They do everything they can to make sure the expected value is achieved or overachieved. World-class sales performers hold themselves accountable along the entire customer’s journey. There is no walking away after a deal is closed, just as the taxi driver didn’t walk away.

Accountability for own performance

World-class sales performers are focused on results. They don’t accept excuses. They know that focus and energy create movement, and they use their time wisely. They hold themselves accountable to the standards and expectations set by their frontline sales manager (FSM). They recognize that their FSM relies on timely and accurate business updates. They deliver on forecast commitments and maintain current and accurate funnel data. That’s why they are always prepared for opportunity reviews.

Professionalism

World-class sales performers are professionals to the core. They show up every day. They practice hard. They always try to become better. And they demand continuous coaching from their sales manager to leverage their full potential. They are committed to mastering various sales techniques, they are courageous, creative and they take risks – even in the face of fear. They reflect their practice all the time, and they learn even when they lose. Even if they lose the deal, they gain experience. Last but not least, they collaborate: they share best practices, they love to learn from others, and they are well respected by other world-class sales professionals.

Looking for more interesting data on world-class sales performance?

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Conscious Collaboration—A Behavior Of World Class Sales Performers

Look at a couple of your won deals and analyze the criteria that made the difference. There will be tangible criteria such as the vision of future success, the compelling business case, a specific solution whose value outweighed the perceived risk of change, etc. There is one intangible criterion that empowers all the tangible criteria, and that is collaboration.

Conscious collaboration—a behavior of world-class sales performers

The 2014 MHI Global Sales Best Practices Study identifies the individual behaviors that drive world-class sales performance. One is conscious collaboration. It’s the ability to collaborate across departments to pursue large deals, specifically to quickly allocate the right resources to those deals. It’s the ability to collaborate across departments to manage strategic accounts and to have an effective cross-functional process to manage global accounts. Conscious collaboration also means that sales and marketing are solidly aligned, with a shared understanding of the customer’s journey and a shared focus on one goal: revenue.

Collaboration needs to be defined

The purpose of collaboration is not collaboration itself. It’s achieving better results in a shorter amount of time.  It allows individuals with disparate areas of expertise and different roles to work together in ad hoc scenarios through a common language and strategic frameworks. Collaboration connects teams, organizations and companies. It’s how they work together to multiply their individual contributions. Collaboration objectives are different for a strategic account environment, and they are different for an inside sales team. Sales professionals are traditionally more competitive than collaborative, which means that collaboration and its objectives must be clearly defined. Collaboration has to make sense for sales professionals. That’s why we call it conscious collaboration. Each situation is unique and requires its own balance of collaboration and competition. For example, large deal team are necessarily collaborative, while account teams compete for sales resources, and sales professionals may compete for promotions. Defining collaboration cannot be delegated. It is a sales leadership task. When sales leaders establish guiding principles for different situations and defines expected behaviors, it creates the foundation for conscious collaboration.

Collaboration needs a framework to create business impact

These principles and definitions must be operationalized to create a common language and a shared understanding of the components of the strategic framework. Successful collaboration frameworks start with the customers at the core. Those frameworks cover customer management strategies (including account and opportunity plans), industry strategies and sales execution plans. Messaging covers how to address different customer stakeholders with the right messages based on their concepts and roles. Another component is knowledge—covering all relevant knowledge areas (e.g., customer, products and solutions, industries, competitors and internal knowledge. Prepared with such a framework, and ideally embedded in technology, collaboration and enablement platforms together with integrated SFA/CRM systems can create great value. The extended sales teams can speak the same language, have access to the same information and are able to focus on the customer instead of constantly needing to adapt to random, judgment-based tactics driven by individual sales professionals. In this way, conscious collaboration empowers sales communities.

Looking for more interesting data on world-class sales performance?

 

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What Are The Leading Investments In Sales Productivity?

In our 2013 Sales Performance and Productivity Study, the following investments in sales productivity 2013 and 2014 emerged as the top three:

Process, skills and competencies cover the “how to sell” dimensions, whereas the second initiative is focused on the “what to sell” dimension. The third initiative on sales manager training and development covers two dimensions at the same time: The first is to train sales managers on the skills and competencies they need to perform their role most effectively, and the second one is to develop their coaching excellence. Front line sales managers’ ability to coach is what makes the differences in terms of measurable business impact. Depending on their span of control, front line sales managers have the biggest leverage effect in any sales organizations when it comes to sales execution.

To create more business impact out of these investments, two connections must be made:
First, it is essential to integrate the sales methodology in any training or content service that covers product knowledge. Learning skills or competencies, e.g. a new way of delivering value messages, is much easier with the products and services that are sold, than with neutral examples.

Second, the sales manager training and development needs to be derived from the implemented sales methodologies and processes. Coaching frameworks and guidelines have to be tailored according to the sales operations and enablement framework. On the one hand, coaching helps to identify the actual stage of an opportunity to define the right forecast. On the other hand, coaching of opportunities, especially of early opportunities, has to mirror the implemented messaging and engagement principles. Only then can coaching have the potential to reinforce sales enablement and sales training investments on a regular basis.

Help us help you. Invest a few minutes to participate in our 3rd MHI Research Institute Sales Performance and Productivity Study 2014. The SPPS 2014 is focused on sales operations, sales enablement, sales training and sales technology. We want to learn more about the scope and the trends regarding sales productivity in different functions. Furthermore, we want to understand current and future investment priorities. A special focus this year is on the role of front line sales managers and how well they are equipped, and on the different initiatives driven in sales enablement and/or sales training.

What you can expect from the study as a participant

The findings of the SPPS 2014 will help you as a participant to understand those sales productivity core themes and trends, as well as the related investments trends. Furthermore, the findings will help you with data to support your strategic planning for 2015 in your organization.

What’s in it for you – immediately?

In return for investing your time to complete this survey, you will have immediate access to a collection of research published by the MHI Research Institute, the Strategic Themes Digest, as well as an invitation to our participants’ webinar that will feature the results in October.

Click here to get to the study – it’s open through August 1, 2014.

Thank YOU very much for participating!

 

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Why Being A B2B Buyer Is Different – Consumerization Is A Poor Comparison

When buying a personal laptop, you know what you want, your budget, and your brand preferences. Then you make your online research to come up with a short list. Your best options get compared and you make a decision, placing the order online. That’s consumerization in the IT space. Reflect how you bought your first laptop and compare with how you do it now. Figuring out what you needed was maybe a time consuming process, often with iterations and mistakes. But having done that more than once, with more information available online, you know where to go, and who to trust when making your decision.

Now imagine yourself working for a large corporation.  - you are the final decision maker for the company’s new laptop generation. The CFO asks about the impact on cash flow, operating expenses and different “return on” metrics. The CEO wants to see the impact on productivity, the corporate IT board bothers you with a number of guidelines and policies, as well as procurement. Will you be following the same process as you would when buying a personal laptop to make a corporate buying decision? Most likely, no. The context is different, the impacted stakeholders are different, and what you buy is different, too. It’s always a specific, but complex buying situation.

Consumer and Business Buyers – don’t lump them together

People may argue that consumerization, makes all buyers the same. Buyers act as human beings. Whatever people learn in one area of their life has an impact on other areas. Your Mac at home is probably what you expect in the company. But for some reason, you won’t get a Mac there.

The buying context is different

The B2B buying situation is determined by the company’s current state, their desired results, their stakeholders, their budgets, etc. Their situational context is specific, even if the situation has common patterns, such as budget optimization challenges or effectiveness and investment challenges. As a buyer, you need to understand what different solutions mean to your area of responsibility in terms of business outcomes.

Many stakeholders – many different concepts

In a private role, you depend on your individual concept how to fix a problem, how to avoid a risk and how to achieve a goal. In an organization, you are confronted with different challenges. Therefore, your perspective how to approach those challenges are unique to your B2B role. Furthermore, other impacted stakeholders have their own, often different, concepts in mind, based on their perception of the situation.

Decision dynamic is different

While the buyer’s journey may look the same on a very high level, the decision dynamic is very different, every time. It’s true that consumerization, like our IT example, impacts people’s concepts and expectations regarding services and outcomes. But the decision criteria in a B2B situation will be different and they have to be agreed upon across the entire stakeholder network. There are people with more or less influence and power. Only a very few of them will have their skin in the game.  Imagine what happens, if a key stakeholder with lots of power and influence doesn’t prioritize your specific buying initiative? Let’s assume that all initiatives on the table have great financial impact. In this specific B2B buying situation, decision-making becomes political.

As B2B buying is different, so too is B2B sales. Understanding the buyers’ context and concepts, orchestrating their decision dynamic, to provide a value-creating perspective – that’s always unique. That’s why sales professionals exist – to create value for their customers, to help them to achieve their desired results and wins.

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The Biggest Inhibitors To Sales Success

Consider this scenario: The first physical meeting with a new customer has been scheduled. To prepare, the account manager invited a colleague from solution sales and an industry expert. A few emails were exchanged and they finally meet for the first time in the customer’s lobby. A quick discussion ensued on who is saying what. All three had a story to tell, but these stories were neither well aligned nor tailored to the customer’s context and concepts. The sales team talked about products and services without having a real conversation with the customer about their issues. Did they provide a winning perspective for the customer? Probably not.

This is just one example of what can get in the way of sales success. There are different inhibitors to sales success in different organizations and in different industries, depending on what and how you sell, and how radically the customers’ expectations changed from buying products to achieving measurable business outcomes. There are several different perspectives that come into play when looking at this issue, but one statement is true without any doubt: It’s never just one inhibitor that stands in the way of sales success.

In our 2013 Sales Performance and Sales Productivity Study, the biggest inhibitors to sales success were:

  • Communicating value messages and competition – 22%
  • Pricing – 22%
  • Challenge of a complex buying requirements with – 19%
  • Inability to attract new clients – 15%

These four inhibitors covered 78 percent of the inhibitor space.

All four are closely connected to each other. If sales professionals are not able to communicate the right value messages to prospects and clients at the right time during the customer’s journey and to the right buyer roles, the other inhibitors are logical consequences.

Value messaging goes south when there is no dynamic messaging framework in place that helps people to tailor messages to the different stages along the customer’s journey and to different buyer roles. When that happens, sales professionals are more likely to find themselves in a competition-driven, price-focused buying process. If customers don’t recognize a significant differentiation in terms of outcomes — which sets a provider apart from the competition — the buying process will make all providers look the same.

Buying environments and requirements become more complex every day due to two elements:
1. an increasing number of impacted stakeholders and, 2. more risk-averse and more financial results driven buying processes. Both elements increase buying complexity and buying dynamic. Product value has to be translated into the buyers’ different worlds regarding business results and wins. If all these challenges exist, the fourth challenge, the inability to attract new customers, follows.

Around this time of the year, sales organizations prepare for their strategic planning process in the fall. Sales performance and sales productivity are key metrics to be improved continuously. Many data points are relevant, e.g. results of your current initiatives, adjusted roadmaps, latest trends in the industry, and specific sales challenges and how they are addressed in other organizations.

Help us to help you and invest a few minutes to participate in our 3rd MHI Research Institute Sales Performance and Productivity Study 2014. The SPPS 2014 is focused on sales operations, sales enablement, sales training and sales technology. We want to learn more about the scope and the trends regarding sales productivity in different functions. Furthermore, we want to understand your current and future investment priorities. A special focus this year is on the role of front line sales managers and how well they are equipped, and on the different initiatives driven in sales enablement and/or sales training.

What you can expect from the study as a participant

The findings of the SPPS 2014 will help you as a participant to understand those sales productivity core themes and trends, as well as the related investments trends. Furthermore, the findings will help you with data to support your strategic planning for 2015 in your organization, regarding trends, scope and investment priorities.

What’s in it for you – immediately?

In return for investing your time to complete this survey, you will have immediate access to a collection of research published by the MHI Research Institute, the Strategic Themes Digest, as well as an invitation to our participants’ webinar that will feature the results in October.

Click here to get to the study – it’s open through August 1, 2014.

Thank YOU very much for participating!

 

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