This presentation defines the 5 keys to Sales 2.0 Management success in terms of technology, customer value, and sales team empowerment, and provides a practical blueprint for building and managing high performance Sales 2.0 Machine.

1. Sales Management 2.0
• The 5 Keys to Building a High Performance Sales 2.0 Team
with the right combination of technology, customer value,
and sales team empowerment.
By Bryan Ferguson
www.linkedin.com/in/bryanrferguson

2. What is Sales 2.0?
Sales 2.0 isn’t a new high-tech weapon in the escalating arms race between buyer and
seller – it defines a completely new, non-adversarial, value-driven relationship built on
collaboration, integrity and value. Sales 2.0 fundamentally changes how and why
buyers and sellers interact.
Additionally, Sales 2.0 isn’t simply a sales phenomenon, it’s a transformative shift that
requires fundamental infrastructure and cultural changes on all fronts, including sales,
marketing, management, finance and customer service.
Most organizations, however, fail to grasp the scope of this transformation as they
rush to incorporate Sales 2.0 tools and processes. They are still treating customers as
commodities and wondering why their product is still being commoditized.
This presentation defines the 5 keys to Sales 2.0 Management success in terms of
technology, customer value, and sales team empowerment, and provides a practical
blueprint for building and managing high performance Sales 2.0 Machine.

3. Sales 1.0 Management
Do you remember your Sales 1.0 boss?
“Here’s a stack of our best leads! Figure out how to close them by the end of the
quarter or we’ll find someone else who can.” A bit exaggerated but the toolkit of the
traditional sales manager was limited.
The old manager was stifled by sales 1.0 – unable to understand or influence his sales
funnel, forced into instinct driven decisions, compelled to micro-manage activity, and
hyper-focused on the few deals his team brings him in on.
The Sales 1.0 manager was detached from the real needs and challenges of his team.
He couldn’t give his team what they need most: accurate insight and tools to provide
value clarity to their prospects, clear success objectives based on accurate performance
metrics, and next-generation tools for working faster and smarter.

4. Sales 2.0 Management
The Sales 2.0 manager is a different breed, a hybrid mix of sales talent, system smarts,
and goal-oriented leadership. The Sales 2.0 manager has broad toolkit designed to
empower his team, maximize sales revenue, improve pipeline predictability, and
position his team to excel.
5 Keys to Sales 2.0 Management Success
1. Develop Business Experts
2. Connect with Customers
3. Leverage Marketing 2.0
4. Embrace Sales Automation and Funnel Visibility
5. Commit to Team Empowerment

5. Key 1: Develop Business Experts
One of the biggest challenges of Sales Management 2.0 is elevating the sales team
from traditional product peddlers into LOB experts that provide value and relevance at
every interaction.
Product salespeople are of little importance to today’s buyers seeking collaborative
value and guidance on mission critical decisions. Buying decisions are actually
happening much sooner than most salespeople realize, well before formal
presentations or price negotiations. Buyers are increasingly selecting vendors that
provide business expertise and value clarity early, that provide real guidance on
complex challenges and a roadmap for long term success.
Today’s buyers have plenty of information – they don’t need to be overloaded with
more. They do need help connecting the dots. If the salesperson can connect complex
value with a complex business challenge, they’ve ascended to trusted business advisor –
and their product is no longer a commodity. As a reliable business guide, the
salesperson must also assist the customer drive the sale internally, overseeing multiple
interests and decisions, quantifying business impact, aligning organizational initiatives,
designing a custom solution, and measuring results.

6. Key 1: Develop Business Experts
Traditional product salespeople – that cannot provide value clarity – cannot defend the
value or price of their product. Their presentations are usually too early, to the wrong
people, and too self-centered to provide real value to the prospects. Furthermore, their
tactics come across insincere, confrontational, and even predatory.
Sales 2.0 requires open-minded, LOB experts with a P2P consultative style. The
salesperson needs to provide value and relevance and a focus on customer success at
every interaction. They also need coordinated efforts from marketing and management
to make the Sales 2.0 business guidance model successful.

7. Key 1: Develop Business Experts
Sales Management 2.0 Toolkit for Developing Business Experts:
1. Cultivate business experts through training, hiring, and coaching on the business
guidance paradigm. Ensure team has the right guidance to become LOB experts and
are able to build rapport, trust and credibility by providing business expertise and
relevant value to a wide variety of personas.
2. Provide pre-contact sales intelligence tools integrated into your CRM. Ensure the
sales team can leverage these tools so they can provide sufficient relevance and
differentiation at each point of contact.
3. Ensure your sales team is able to build brand integrity and professionalism – using
value as a source of competitive advantage.
4. Focus sales presentations on the unique situation of your prospects, covering pain,
risk, and success objectives. Avoid premature presentations focused on generic
features and benefits.

8. Key 2: Connect with Customers
With today’s web 2.0 technology customers now have access to a vast supply of online
information and experts (product videos, reviews, demos, podcasts, webinars, social
references, best practice forums, blogs, subject matter guides, etc.) and are becoming
more sophisticated and are increasingly using technology to empower their decision
making. A recent survey suggests that 53% of C-level executives do their own research
online, well before they delegate a project or contact vendors.
Salespeople that don’t understand their customers have lost control – and have
commoditized their product. They end up pitching their product to the wrong people,
with the wrong message, and forcing customers into an ill-fitting sales process. Today’s
sophisticated and knowledgeable buyers are keen to avoid slow, contentious sales
processes that with low-value sales reps.

9. Key 2: Connect with Customers
Sales Management 2.0 Toolkit:
1) Build Your Ideal Customer Profile
Survey your prospects and clients, find out their role, industry, location, size of
company, what they read, if they are innovators or late adopters, what motivates
them, why they purchased, what are their greatest challenges, what is their vision,
etc. Once you know everything about your best customers you can build and focus
your marketing and sales processes around them, provide messaging and collateral
that is value infused and highly relevant.
2) Map Out Your Personas
In enterprise sales you are juggling multiple stakeholders, from senior “C-level”
executives to hands-on technical buyers, and dealing with many personalities –
decisive, skeptical, social, analytical, collaborative, etc. Define your personas,
identify what’s important, motivating, inspiring, what is causing them pain, then
develop your messaging and collateral to speak their language – in an engaging and
relevant format – to maximize the success of every interaction.

10. Key 2: Connect with Customers
3) Adjust to Your Customer’s Buying Process
Another significant source of differentiation is understanding your customer’s
buying process. To the buyer your sales process (schedule a meeting, demonstrate
your product, send of a proposal, negotiate pricing, etc.) is irrelevant – what’s
important is where your buyer is starting from and where he is going – and aligning
your mutual goals.
The key is asking the right questions of the right people, at the right time. It is
important to thoroughly define, early on, the range of problems and what the ideal
solution looks like to the customer.

11. Key 3: Leverage Marketing 2.0
As with product sales, Web 2.0 self-education has made pure lead generation
ineffective and ended the days in which marketing and sales worked as adversaries. In
the face of the abundance of Web 2.0 product data, efforts to withhold information as a
lead generation tactic have become both insincere and ineffective – the worst way to
start a trust relationship between buyer and seller.
With leads expecting fresh value from sales and marketing at every interaction, the
days in which leads are treated as a commodity are over. Commoditize your prospects
and your prospects will commoditize your product and company.
Marketing 2.0 is no longer providing run of the mill feature sheets and canned demos, it
is providing success pieces such as industry trends, buying guides, product success
roadmaps, and business analysis tools. They are no longer providing one dimensional
whitepapers, but offering a multi-media blitz of captivating Infographics, SlideShares,
social communities, interactive eBooks, expert webinars, podcasts, how to guides, etc.
Your website exudes “just-in-time selling,” giving visitor exactly what they want, when
they want – and your visitors are raising their hands, quickly. They see you as a trusted
advisor and thought leader, exactly where you want to start the sales engagement.

12. Key 3: Leverage Marketing 2.0
Marketing is now running a masterful first leg in your funnel: 1) capturing a wealth of
demographics and behavioral data points to identify through scoring your best prospects,
2) nurturing your prospects though multi-media, multi-touch, multi-channel campaigns
so they are engaged, trusting and exposed to your value propositions, and 3) encouraging
prospects to self-select – a quick, first-line lead qualification function that frees sales to
focus on the hottest, “sales-ready” leads. Now sales are contacting leads when the leads
are ready and ripe, not when you are ready to contact them.
The final piece to completing your Marketing 2.0 powerhouse is visibility, accountability,
and teamwork. Marketing is no longer measured on the quantity of raw leads, it is
responsible for engaged, contactable, marketing qualified leads (MQLs) that sales will be
contacting. Sales and marketing will take the next leg together, as sales converts MQL
leads into sales qualified leads (SQLs), working closely together to fine-tune the
messaging, resources, and algorithms that surface more MQL leads and best prepare
them for an optimal conversion rate and velocity. Your synchronized sales and marketing
activities will become “SMarketing,” a high performance duo that will expand the top of
your funnel.

13. Key 4: Sales Automation & Visibility
Sales CRMs blossomed in sophistication along with Web 2.0 technology yet most are
still a burden on those they are designed to help with a misguided Sale 1.0 architecture.
The traditional CRM is based on high-volume, low-efficiency, and low-touch interaction
with all leads. Without any insight into the quality of individual leads, sales applies a
one-size fits all strategy to lead management, typically calling all leads a set number of
times over a set time period. Leads that aren’t sales ready – that should never have
reached sales – are called as eagerly as the hot leads. Without focus, conversion rates
are typically low at the point in the funnel where you need velocity and high conversion.
Sales 2.0 automation harnesses best in class technology (sales automation and web 2.0
sales intelligence) to focus ONLY on the best leads and efficiently deliver a highly tailored
message to the right prospects at the right time.

14. Key 4: Sales Automation & Visibility
Sales 2.0 Automation Checklist:
1) Lead Scoring & Activity Tracking
Use a marketing automation system like Marketo, Eloqua, or Genuis to automate
lead drip campaigns, lead nurturing, social media tracking, and lead scoring. Lead
scoring will be based on demographic information (matching your ideal customer
profile) and leads activities (website visits, email opens, and additional requests)
giving you a process for determining the sales readiness of your leads using a pre-
determined scoring methodology and ranking. You now have your Sales-Ready
Leads (SRLs) – a lead that is ready for sales interaction.
2) Sales Process Automation
Automating your sales process is important to 1) minimize cumbersome and time-
consuming administrative effort by your sales team and 2) to ensure standardization
of sales actives around best practices. Make sure call prioritization, activity tracking,
email generation, proposal and contract generation, reporting, order fulfillment, and
opportunity tracking is automated so your sales team is focusing on revenue
generating activities.

15. Key 4: Sales Automation & Visibility
3) Sales Intelligence
Tools such as Data.com, InsideView, RainKing, LinkedIn, etc, provide sales reps the
context they need to improve connection rates, better engage prospects, focus sales
efforts on the right prospects, and improve conversion rates by providing additional
relevance and value to each conversation.
4) Data Hygiene
Use tools like Data.com to cleans and backfill leads to ensure the right information is
available (company size, revenue, industry, corporate headquarters, etc.) to score
and distribute leads correctly.
5) Call Automation
Lead management and power dialing technology such as InsideSales helps ensure
outbound calls are efficient, prioritized and aligned to your sales process.

16. Key 4: Sales Automation & Visibility
6) Expose Your Funnel
Ensure your sales and marketing funnel is aligned to buying process, you are tracking
the shape of your pipeline, and you can see conversion velocity and percentages.
Measure your major sales stages, raw leads, MQLs, SQLs, SALs, opportunities, BANT
qualified opportunities, and sales on multiple data points: lead date, lead source,
marketing budget, outbound calls, sales rep, industry, company size, company
location, etc. Leverage this data to expose problems in your funnel and focus
marketing and sales on the prospect profiles with the highest conversion rates.
7) Visibility
Providing dashboards with up to the minute performance to give salespeople real-
time status of how any given sale would impact their compensation. This isn’t just
some courtesy to the rep; it’s a motivator and incentive and huge credibility and
time saver for the entire sales team. Also publishing a daily scorecard to
management and the entire sales force is a great was to incentivize the sales team.
Numbers that are monitored and highly visible generally get better.

17. Key 5: Sales Management’s Commitment
The Sales 2.0 manager is an involved, intelligence sharing, metric driven, process and
goal-oriented leader in touch with the needs of his team.
The Sales 2.0 manager flourishes by making the following commitments to his team.
1) Clear Goals and Expectation
Provides a clear vision, objectives, expectations, priorities, processes, and
demonstration management’s involvement.
2) Salesperson Empowerment
Provides best in class sales automation, sales intelligence and marketing
automation; provides strong balance of business, systems, and sales training; makes
knowledge and best practices easily accessible; prepares process and persona driven
sales collateral; and provides s best practice playbook for success.
3) Focus on Metrics
Ensures salespeople have real-time access to their key metrics; can see their
shortcomings and success – and management is able to set baselines for
improvement.
4) Commitment to Team
Focuses on team goals, attitude, motivation, sharing of knowledge, and dedication
to company.

18. Thank you!
By Bryan Ferguson
www.linkedin.com/in/bryanrfergusonferguson