SBI, The Growth Advisory

Today’s show is a demonstration on how to cover the market completely with both direct and indirect sales channels. As a guide, download our 10th annual workbook, How to Make Your Number in 2017. Flip to the sales strategy section of the PDF and review the Channel Optimization phase on pages 290 – 298. [p] Joining us today is Rodney Foreman, Senior Vice President of Informatica‘s partner ecosystem. Informatica is the world’s number one provider of data management solutions, in the cloud, on-premise or in a hybrid environment. More than 7,000 companies turn to Informatica for data solutions that power their businesses. Rodney is uniquely qualified to speak on this topic having run multi-billion-dollar channel businesses with thousands of partners at IBM the past ten years, and now Informatica. Listen as Rodney demonstrates how to cover the market completely with both direct and indirect sales channels. How do you select, recruit, and on-board the right channel partners? Rodney describes the process that works. How do you attract the best partners who your competitors want as well, that have a customer base they have already been selling into? Once channel partners are selected, listen as Rodney describes on-boarding and activation to drive value and results from resellers. 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. We also discuss how to identify partners that may not sell your product set or technology today, but they have an adjacent product. In this case, they’re selling where your product fits well with what they’re already selling. It’s an opportunity for you and the partner. The show is summarized with Rodney sharing the three things you want from a vendor. Rodney details those three things that should be incorporated into your checklist questions to be successful in the channel.

Today’s show is a demonstration on how to organize the sales team. This podcast is 51-minutes of high protein clarity on how to determine the type of reps you need and how to organize the sales team. Coupled with this deep demonstration is a workbook where you can go deep with your own sales force. Download our 10th annual workbook, How to Make Your Number in 2017. Turn to pages 282 - 284 of the PDF to review the Sales Organization Design phase of the workbook. Joining us today is Mike St. Clair, Vice President of Sales for Rentokil North America. Mike is responsible for revenue and market share growth throughout the US, Mexico and Canada for pest control, brand protection and interior landscaping. Some of you are struggling with how to determine how many feet on the street you need, what type of reps you need, and which org model is the best one for you. My hope is that by demonstrating how to do this you can avoid costly mistakes. Why your sales organization model is important? Without enough headcount, making the case for the right quantity is required to hit your quarterly number. Where and how you place your reps must be right. Listen to Mike demonstrate the seven dominant sales organizational models, and why he did, or did not, select each at Rentokil. Here are the specific seven sales organization models Mike will demonstrate: • Stratification (big accounts, midsize accounts, small accounts in a pyramid) • Hunter/farmer • Geography • Product specialists • Vertical industry specialists • Role specialists • Hybrid (2 or more of the above combined) Using Mike's company as a use case, validate that you have the right model, and evaluate whether alternative or hybrid approaches are better for you. We go into each of the seven types of sales organization models. Listen to each and identify which model you are using for your sales force today.

Today’s show will demonstrate how to create new markets through the development of new products. We are also going to demonstrate how to attract new customers to an existing product, and how to convince current customers to buy more of an existing product. This is a deep dive on product strategy. To follow along, download our 10th annual workbook, How to Make Your Number in 2017. Turn to product phase of the corporate strategy on pages 72 - 77 of the PDF. Joining us today is Sudhakar Ramakrishna, the Chief Executive Officer of Pulse Secure. Pulse Secure is a leading provider of secure access and mobile security solutions to both enterprises and service providers. As companies increase productivity through the adoption of cloud and an ever-mobile workforce, Pulse Secure provides the security to safeguard your company. Listen as Sudhakar demonstrates how to: • Create new markets through new products. • Attract new customers to an existing product. • Convince current customers to buy more of an existing product. Enterprise value will only grow if you continue to expand. Listen as Sudhakar answers how to succeed in existing markets as well as enter new markets. We discuss what's the cost of getting into those new markets and what's the cost of not getting into those new markets? The top priority first is to expand the market opportunity through new innovations and new products. Second, growth is captured through a disproportionate share of that market expansion. During the interview, we discuss the different types of revenue growth and which revenue growth is worth more than others and managing the portfolio along its life cycle. All in pursuit of growing revenues faster than our industry and our competitors. We debate whether a company should seek to create an entirely new category or should the company participate in a category within that category through innovation? New category creation has very different cost dynamics. Different customer acquisition costs and strategic time horizons. Listen as Sudhakar provides valuable insights into this decision for a CEO. Sudhakar provides a great example of building trust and then expanding through innovation. Pulse Secure has a large base of customers whose investment is protected through software upgrades. During upgrades, new features are unlocked to their mobile workforce and their transition to the cloud. It is a new capability in an existing offering that makes their investment more relevant to their needs today. Through this approach Sudhakar has been able to gain share in the marketplace. He’s protecting the investment of those customers that bought products and then earning the right to expand your business with them through innovation. All companies have portfolios, not just products, and those products are on different life cycles. Sudhakar and I discuss how the strategy's going to be a little different between products so this requires dynamic reallocation of people, money, and time, depending on where this portfolio is in its life cycle and the products within it. Why this topic? Not all revenue growth is equal. Some revenue growth creates more enterprise value than others. Revenue growth that comes from increasing market share for a product does not create much long-term value because competitors can easily retaliate. Revenue growth driven by increasing prices of certain products comes at the expense of the customer, who can retaliate by buying less and seeking substitute products. Revenue growth driven by products that create new markets, attract new customers, and convince customers to buy more is the most valuable type of revenue growth.

Today’s show will demonstrate how to improve the efficiency of a sales team by getting new hires productive quickly. Dave begins the interview by providing three key steps to fill open sales positions, and shrink the time from open position to day one. The rest of the interview is focused on quickly moving from day one to productivity. To help you follow along, download our 10th annual workbook, How to Make Your Number in 2017 and turn to sourcing and onboarding on pages 290 – 292. Joining us today is Dave Wirta, the Chief Revenue Officer of Greenway Health with 1,800 employees. Supporting 75,000 providers and 8,000 individual practices, Greenway Health is helping to transform how healthcare is delivered by providing technology solutions. Greenway helps physicians and staff focus on delivering healthcare to their patients and not worry about technology and the business side of the equation. Listen as Dave helps his peers by demonstrating how to improve the efficiency of a sales team by getting new hires productive quickly. Dave's time to fill an open positions is only 30 and 90 days. That's an outstanding number considering the competitive market Dave operates within. A big part of the success in recruiting occurs during the interview process when the career path is described. Candidates can visualize what success may look like for them, how they will get there and where that leads them. Being able to speak about a a concrete career path shrinks the recruiting time because the candidates get excited. Listen as Dave describes in detail this concept of developing and articulating career paths. Why this topic? Starting a new year typically involves onboarding new sales hires. A long new hire productivity cycle can lead to a missed revenue target, and we don’t want that. There is a way to do this, and when done correctly, this can ignite revenue growth. In the first segment of the show, watch as Dave responds to these three questions: • How long does it take you to fill an open sales position and what have you done to shrink this? • How long does it take for a new sales hire to reach full productivity and what have you done to shrink this? • How do you measure new hire time to productivity (time to break even, time to first sale, time to quota etc.)? Dave shares his expertise on some advanced concepts in the final segment. Outstanding guidance is provided to these questions faced by every sales force: • How do you ensure the new sales hire fully understands his or her role and responsibilities completely? • How do you make sure the new hire has clear direction on how to develop his or her career day one on the job? • How do you make sure the new hire is placed in winning conditions? The second segment discusses the appropriate level of quota for a sales rep during the onboarding process. Dave also discusses the controversial topic of what to do with quota levels for open positions. The development and ownership of the onboarding program caps off the second segment.

Today’s show will demonstrate how to get sales improvement programs adopted in a matrix organization. To help illustrate today’s topic we will think through sales enablement within a matrix organization using Frontier Communications as a use case. As a guide for sales enablement leaders to increase revenue per sales head, download our 10th annual workbook, How to Make Your Number in 2017. Turn to page 319 of the PDF. Joining us today is Ian Petersen, the Senior Vice President of Sales Operations and Enablement at Frontier Communications. Frontier offers broadband, video, voice bundles for small businesses, and advanced business communications for medium and large businesses in 29 states with approximately 28,000 employees. Ian is uniquely qualified to speak on this topic with experience in matrix organizations at Sun Microsystems, Oracle and now Frontier. Watch as Ian demonstrates how to get sales improvement programs adopted in matrix organizations. Sales enablement leaders who work in a matrix inside of an enterprise company often feel that they can’t be successful because they don’t have direct authority over resources. It’s not true. If there is value, you can get people to adopt to your programs, and the way that you do that is you get things done through others. Listen as Ian describes how to develop the skill of getting things done through others. Why this topic? Large enterprises are investing heavily in sales enablement, yet many are not realizing the full value of these investments. One of the causes of this unfortunate outcome is the matrix organization. The matrix is required in these large enterprises to simply deal with their massive scale but this creates an added level of difficulty for sales enablement leaders. Listen as Ian describes reporting to an EVP of operations inside of an $11-billion company. Most sales operations and sales enablement leaders report to a head of sales, Ian describes implementing programs within a matrix organization. The complexity involved is getting sales leaders and managers to adopt enablement programs when you and your boss don’t have any authority over them. Ian outlines how to achieve adoption of programs in this environment.

Today’s show will demonstrate how to make marketing scientific through the use of a marketing operations department. To follow along, download our 10th annual workbook, How to Make Your Number in 2017. Turn to the marketing operations phase on pages 248 – 251 of the PDF. You’ll find a worksheet approach where you can start to analyze your team. Joining us today is Arnaud Kraajvanger, the Vice President of Marketing Insights and Operations for Genesys. Genesys provides customer experience contact center solutions. More than 10,000 companies in over 100 countries trust the industry’s #1 customer experience platform to orchestrate seamless omnichannel customer journeys. Listen as Arnaud describes how marketing operations is in a unique position with more data than ever to have a significant impact on the business. Listen as Arnaud describes how to measure the effectiveness of the marketing team. Arnaud’s team works with all functions within marketing and develop specific KPI's for each and track the KPI’s throughout the buying cycle. Why this topic? Well, data is everywhere, channels are exploding, technology is changing, executives require more detailed reporting and marketing can no longer rely in intuition, and experience is no longer enough. During the show, Arnaud provides a brief overview of how each key area of marketing is tracked. For brand awareness, share of voice is tracked. From a public relations standpoint, social shares are the KPI. For analyst relations, the degree of analyst coverage and ranking compared to the position of the competition.

Today’s show will demonstrate how to generate enough leads for the sales team to exceed their revenue objectives. To follow along, download our 10th annual workbook, How to Make Your Number in 2017. Turn to pages 218 - 226 of the PDF to review the Lead Generation phase of the workbook. Joining us today is Chief Marketing Officer Katherine Calvert. Katherine provided leads to the sales team at Advent Software, a B2B technology company based in financial services. Advent was acquired at a premium of five times revenue, and Katherine’s role as CMO was instrumental in this success story. Katherine is the perfect CMO to demonstrate how to generate enough leads for the sales team to exceed their revenue objectives. Listen as Katherine level sets with B2B executive leaders on whether marketing is a cost center or a revenue generator? CMO’s are striving to prove marketing’s contribution to revenue is primary goal and Katherine has the right formula. Traditionally marketing has been viewed as a cost center. Shifting to a revenue generator starts with tracking the sourcing, support, and generation of company revenue. Establishing marketing as a revenue generator required Katherine to elevate the value marketing delivered to the sales organization and ultimately the company. She describes looking more deliberately at the funnel from top to bottom and where our contributions touched. Everything from total number of engagements, all the way down to the percentage of revenue that closed that was attributed to opportunities discovered by marketing. This approach established credibility with sales and made possible a partnership with sales, every quarter. Why this topic? Businesses that generate a lot of revenue from a lot of accounts need a constant stream of new leads entering the funnel. If Sales is generating leads, they are not closing deals. Marketing needs to feed the sales teams with qualified leads and get them focused on running effective sales campaigns. Failure to fill the sales team’s funnel will result in below average revenue growth. Listen as Katherine demonstrates how to generate enough leads for the sales team to exceed their revenue objectives by answering the following questions: - Rule of thumb- what % of leads a company needs to make its number should come from marketing? - What percentage of a marketing budget should be dedicated to lead gen? - How can a marketer learn the trigger events their buyer experience that put them in the market for a solution? - How can a marketer understand the information needs of a target audience? - Should there be a service level agreement in place between marketing and sales and if so what should it contain? - Please describe an optimal lead hand off process? - In your view, what is the most accurate way to measure revenue attribution? Establishing marketing as a revenue generator requires blending the right strategies with effective tactics. Let us know if you need a hand. We can set up a workshop at The Studio, SBI’s multimillion dollar, one-of-a-kind, state-of-the-art executive briefing center located in Dallas, Texas. 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.

Today’s show will demonstrate how to earn brand preference by satisfying the information needs of your target prospects. To follow along, download our 10th annual workbook, How to Make Your Number in 2017. Turn to page 190 of the PDF to review the Content Strategy and Planning phase of the workbook. Joining us today is Rick Medina, the Director of Sales Channel Marketing at Intuit. Rick leads B2B sales channel marketing efforts to drive growth and strategic disruption in Intuit’s inside sales, retail, and VAR channels. Listen as Rick demonstrates how to earn brand preference by satisfying the information needs of your target prospects. Listen as Rick describes how Intuit creates content for B2B prospects based on the prospect's shopping journey. The messaging within the content is built to speak to the buyer persona early in the process. The types of content provided to the prospect is determined by way the buyer acts in their journey. Rick describes how is marketing team strives to walk alongside the prospects, by providing the right information at the right moment. Why this topic? Producing and distributing content for everyone means really doing it for no one. For content marketing to generate revenue, you have to know exactly what your customers need, where they need it, how often they need it, and in what form they need to consume it. Miss any of these items and your content marketing efforts will fail to contribute to revenue growth in any meaningful way. Rick wraps up the podcast with three action steps for every b2b marketer to leverage to walk alongside prospects. - The first is to have a clear strategy articulating what you want to do, why you want to do it. This helps create a shared consciousness with marketers and sales teams, and make sure that the teams work on the highest priority. - Second is to get to know your target prospects, their attitudes, their behaviors, their triggers, etc., really striving for empathy. - The third, produce a map content to the buyer's journey. Last is to measure success, and always remember to walk alongside your prospect. When they thrive, we all do. And if after listening you would like help with your content strategy, download our workbook, How to Make Your Number in 2017. Turn to pages 190 - 193 of the PDF to review the Content Strategy and Planning phase of the workbook.

Today’s show is a demonstration on how sales enablement drives greater productivity per sales person and helps you scale the sales organization. To follow along, download our 10th annual workbook, How to Make Your Number in 2017. Turn to page 319 of the PDF to review the Sales Enablement phase of the workbook. Joining us today is Kent Cissell, the Senior Vice President of Sales Operations at Heartland Payment Systems. Heartland serves over 300,000 businesses domestically by offering best in class payment, payroll, and POS solutions. Kent leads sales operations at Heartland and is responsible for sales enablement. Kent is uniquely qualified to demonstrate how to deploy sales enablement. Why this topic? Getting an increase in sales head count is difficult. The expense cops expect all the current sales reps to be at quota before they agree to add any new heads. And when new sales people are hired there is little patience from the executive team members, who want each to generate revenue as quickly as possible. The sales enablement function exists to onboard new sales hires and to drive revenue per sales head up. Neglect sales enablement and forgo adding head count in the future. For those sales enablement leaders measured on time to revenue. How quickly do we get these sales people to a point where they're selling enough, generating enough gross margin to cover their cost? Listen has Kent demonstrates Heartland’s investment a jump start and mentoring programs, and one on one coaching to ramp new reps. It’s the way to build sales enablement. Sales enablement is a key piece to your sales strategy. Neglect it and forgo adding sales head count in the future. Listen as Kent describes to how develop and execute a successful sales enablement strategy. And if after listening, you want to learn more, you can download our workbook, How to Make Your Number in 2017. It’s your step-by-step guide to a complete sales strategy, which includes a strong sales enablement program.

Today we are going to demonstrate how to capture the attention of customers and prospects with great marketing campaigns. Campaign budgets are limited and these campaigns need to generate revenue. We will demonstrate how to generate a return on the campaign dollar. Joining us today is Andrea Brody the Chief Marketing Officer of BravoSolution. BravoSolution delivers strategic procurement solutions for global organizations. The solution helps procurement organizations go beyond cost savings to include risk management, corporate social responsibility and driving innovation as part of developing new products. Listen as Andrea demonstrates how great marketing campaigns capture attention of your target audience. Performing well in the monthly operating review and quarterly business review requires campaign-driven marketing contribution. Campaign offers capture attention and deliver pipeline influence. Listen as Andrea and I discuss marketing campaign that position your product in the painkiller business, not the vitamin business.