IDC Best Practices in B2B Sales Methodologies

Copyright 2012 IDC. Reproduction is forbidden unless authorized. All rights reserved.
IDC’s 2012 Best Practices in
Sales Methodologies
IDC Sales Advisory Service
[For clients of IDC’s Sales Advisory Service, refer to the following report for more
detailed information: Best Practices in B2B Sales Methodologies (IDC #236236,
August 2012)]

Jul-16© 2012 IDC
The Buying Environment . . .
What’s Different Today?
 Lower IT spending growth rate
(5.4% IT annual growth through 2015)
 Larger buying teams. . . more people to
“sell” to (5 people in 2010 to 6.5 in 2012)
 Longer buying cycles
 Buyers are more knowledgeable, more
connected - and busier!
(40% of the decision is made before first rep visit!)
. . .And only the most agile and productive organizations will excel!
2

Jul-16© 2012 IDC
Low
Low
High
High
Effectiveness
Efficiency
Low Yield Sales Leadership
Weak Long-
Term OutlookCrisis Potential
IDC’s Sales Performance Matrix:
What are Leaders Doing Differently?
3
Source: IDC’s Sales Productivity Benchmarks Database (average company revenue > $5B)
Outside of Sales Leadership Quadrant
Sales Leadership Quadrant
 Strategically
– Advancing towards the Next Gen
Sales Ops model
– Better managing resources. . .
asking the tough questions
– Improving data management and
analysis
 By the #’s
– More mature SFA environment. . .
and process
– More formal skill-set assessment
process
– 81% have an on-boarding process
(vs. 64% of “laggards”)
– 30% more spend on outsourced
sales program spend per sales
staff

Jul-16© 2012 IDC
How do we Impact an Organization of
000’s of sales folks?
% Quota Attainment
#SalesRepsatQuotaLevel
Up or Out
 Include in planning
 Learn from them
Instill process to help
these folks succeed
4
ABC

Jul-16© 2012 IDC
So Where do we Need to Focus our
Efforts from a Sales Perspective?
5
SALES OPERATIONSCustomer
Intelligence
 Purchase & Relationship
History
 Share of Wallet
 Role-based Intelligence
 Company-based
Intelligence
 Industry/Vertical
Intelligence
 Asset Creation,
Management & Delivery
 Governance
 Delivery Vehicle Selection
& Management
 Tribal Knowledge
Sales
Enablement*
 Sales Cycle Stages & Motions
 Call Planning
 Account Planning
 Opportunity Management
Sales Methodology
 Staff Planning & Recruiting
 Hiring & On-boarding
 Training & Development
 Retention, Repositioning &
Replacement
 Compensation
Talent Management
 FLSM & Coaching
 Strategy & Planning
 Performance Management
 Quality & Change Mgmt.
 Forecasting/Quota Setting
 Pipeline Management
 Org Structure/Coverage
Model/Channel Strategy
Sales
Management
* Contact IDC to learn about the “14 Attributes of a Best-in-Class Sales Enablement Strategy”

Jul-16© 2012 IDC
What is a “Sales Methodology”
6
A sales methodology is a consistent set of sales processes that are
executed by individuals and sales teams across the organization in order
to optimize sales productivity, maximize quota attainment for sales teams,
and maximize revenue and profit for the company. Each sales process
consists of:
 A taxonomy of applicable terms
 Roles and responsibilities of key parties
 A set of activities
 A set of metrics enabling tracking of the success of the process and managing
its continuous improvement.
Common Components
Sales management and coaching Opportunity management
Forecasting Sales call planning
Sales Stages Demand generation & mgmt.
Account Planning Territory Planning

Jul-16© 2012 IDC 7
IDC Best Practices
Evaluation
Methodology

Jul-16© 2012 IDC
2012 Survey on B2B Sales
Methodologies
8
 Objectives:
– Assess the current state of sales methodologies and related
processes deployed across large and complex sales
organizations; solicit feedback on their effectiveness from users
of these methodologies; and identify opportunities for
improvement
 Participant statistics:
– 100 participants (quantitative survey and executive interviews)
– Top industries represented: software, information technology
services, financial, manufacturing, and hardware
– Over 2/3 of participants carry a quota
– 56% of companies with over $250M in revenue

Jul-16© 2012 IDC 9
STRATEGIC FINDINGS

Jul-16© 2012 IDC
1
2
3
4
5
"Critical to our
success"
"Primarily for
operational
efficiency"
"For complex
deals/accounts"
"Only for some
reps"
"No value"
Rating
 The Good News. . . Most agree
that sales methodologies are
critical to success! . . .
“Enabling me to:
– Achieve or exceed individual or
team quota
– Increase opportunity
conversion rates
– Improve forecasting”
The Value of Having and Using a Sales
Methodology in the Organization is High
10
Q: How much do you agree with the following statements about the use of
sales methodology in your organization.
 The Good News. . . Most agree
that sales methodologies are
critical to success! . . .
“Enabling me to:
– Achieve or exceed individual or
team quota
– Increase opportunity
conversion rates
– Improve forecasting”
 The Bad News. . .
– At least 1/3rd of sales reps are
still not using a sales
methodology on a regular
basis*; and
– The average organization uses
at least 2 to 3 sales
methodologies
“Disagree”
“Agree”
Source: IDC's 2012 B2B Sales Methodology Study
* IDC’s Sales Investment and Productivity Benchmarks Database

Jul-16© 2012 IDC
To Sales Management: “What Impacts
the Success of Our Sales Methodology?”
11
Methodology Design[Develop]
 The sales methodology is not customized to the company’s business model and
culture, its customers and its markets.
 “Pay attention to the differences in specific business units, and the needs of their
sales teams. . . .sales methodology may not be "one-size-fits-all".”
 “Our sales methodology is not embedded into our sales force automation system”
Launch Process[Execute]
 “Our sales team did a poor job of launching the sales methodology”
 “Walk the talk. Without consistency and discipline, adoption rates will remain low.”
 “Continue to focus on the managers as key champions of the process. Invest in
their development and coaching of the coaches.”
Maintenance[Sustain]
 “Our sales team did a poor job of supporting the sales methodology after its launch”
 “Our sales reps and sales managers simply do not have the discipline to leverage a
sales methodology”

Jul-16© 2012 IDC
Sales Methodology Key Success
Factors
12
1. Identify who’s Responsible,
Accountable, Consulted
and Informed
2. Customize the
methodology for your
company
3. Establish a common language
4. Drive (and maintain) adoption . . . and consistency
– Invest in training
– Maintain data quality
– Integrate methodology into the everyday life of your reps

Jul-16© 2012 IDC
Sales Operations:
Driving Sales to be More Strategic
13
Executive
Sales Mgmt.
Regional Sales
Mgmt.
Direct
Sales.
Prof.
Services
Indirect
Sales.
Field Sales
Support
Business Technical
Sales
Admin.
Sales
Operations
Sales
Programs
Sales Strategy &
Planning
Sales
Forecasting
Sales
Analytics
Sales
Compensation
Quote to
Order
Next Gen. Sales Operations [1]
Sales
Enablement
Sales Automation
Best-in-Class . . .
Target SO Staff Levels:
8-12%; 1/4 to 1/3 COE team
[1] The Next Generation Sales Operations Team (IDC Document #224122)

Jul-16© 2012 IDC
A Sample RACI Diagram for Sales Methodology:
What About for Your Organization?
14
Activity/Milestone
Company
Executives
Sales
Operations
Sales
Managers
Sales
Reps Marketing
Training
Organization IT
Achieve buy-in for the SM Initiative C R,A C C C
Establish a committee to assess and
develop the SM
C R,A C C C
Assess & select SM vendor(s) I R A C I
Develop Consistent Taxonomy I R,A C C
Develop Initial and Follow-Up SM
Training
I R C R, A
Deliver SM Training I R C I R, A
Configure SM into the SFA/CRM I A C I R
Testing SM in SFA/CRM I A I R
Integrate SM into daily practice I A R C
Evaluate SM usage & value to
business
I A R C C I
Key:
R = Responsible: person who performs an activity or does the work
A = Accountable: person who is ultimately accountable and has yes/no veto
C = Consulted: person that contributes feedback to the activity
I = Informed: person that needs to know of the decision or action

Jul-16© 2012 IDC
0%
10%
20%
30%
40%
50%
Developed In-
House
Customer
Centric Selling
Sales
Performance
International
(Solution
Selling)
Miller Heiman
(Strategic
Selling)
Richardson
(Sales
Performance
System)
Huthwaite
(SPIN Selling)
TAS (Value
Engagement,
DealMaker)
ValueSelling
Associates
General
Physics
InfoMentis
Current Desired
Is the “Grass Greener on the Other
Side”?
15
Q: Please indicate which company’s sales methodology your organization currently supports as well as which
one you would ideally prefer? (please check all that apply)
On average, 2.6 sales
methodologies are currently being
used across organizations.

Jul-16© 2012 IDC
0%
5%
10%
15%
20%
25%
30%
Developed In-
House
Customer Centric
Selling
Richardson (Sales
Performance
System)
Sales
Performance
International
(Solution Selling)
Miller Heiman
(Strategic Selling)
TAS (Value
Engagement,
DealMaker)
Other
%ofRespondents
Especially Since Most Sales
Methodologies Get High Marks
16
Q: Which of the following sales methodologies that you currently use would you best describe as your company’s
“primary” methodology?
Average value attributed to the
“primary” methodology deployed
and supported in organizations:
7/10
7
7.4
7.2
7.7 5.5 8 6.5
Value attributed to the “primary” methodology deployed and supported

Jul-16© 2012 IDC
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
Sales Call
Planning
Opportunity
Management
Sales
Management and
Coaching
Account Planning Forecasting Demand
Generation &
Mgmt.
Territory Planning
Top Five Sales Process Areas Which
Leverage Sales Methodologies. . .
17
Q: Which of the following components of your “primary” methodology have been deployed across your
organization? (please select all that apply)
%ofRespondents

Jul-16© 2012 IDC
0%
10%
20%
30%
40%
50%
60%
70%
80%
Sales Mgmt.&
Coaching
Sales Call Planning Opportunity Mgmt. Forecasting Demand Generation
& Mgmt.
AccountPlanning Territory Planning
%ofRespondents
Completed Launch Training Involved in Ongoing Training
Room for Improvement:
Ongoing Training
18

Jul-16© 2012 IDC
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
40.0%
45.0%
50.0%
Increase Decrease No Change Don't Know
50% of Companies will Increase
Training in Sales Methodology in 2012
19
Q: Please indicate if investment or amount of training for sales staff related to sales methodology in 2012 will:
(please check one)
 Make sales methodology training
mandatory (don’t forget your partners)
 Ensure formal training exists as part of
new hire “on-boarding.”
 Follow up the initial sales methodology
training periodically as reinforcement
%ofRespondents

Jul-16© 2012 IDC
49%
68%
81%
90%
51%
32%
19%
0%
10%
20%
30%
40%
50%
60%
"No support built into
SFA"
"track opportunities
according to our SM"
"track AND analyze
opportunities according
to our SM"
"Built-in coaching
capabilities"
%ofRespondents
Reps "at" or "above" quota Reps "below" quota
20
Sales Methodology Support Built into your
SFA Positively Impacts Quota!
Q: Please indicate how your CRM/sales force automation(SFA) system supports your
sales methodology?
 Integrate your sales
methodology with your sales
force automation system!
Increased Support of Methodology within SFA

Jul-16© 2012 IDC
IDC’s Sales Methodology Maturity
Model
21
 People
– Lack of executive support
 Process
– No formal SM training;
“learn as you go”
 Technology
– No support for SM built
into SFA system
 People
– Executive support shown
through daily practice
– SM is engrained in the
company’s culture
– Critical mass adoption
achieved
 Process
– Sales is fluent in SM
language
– SM training is part of on-
board process, and existing
rep training
– Periodic SM refresher
training
 Technology
– SFA allows for opportunity
analysis and has built-in
coaching capabilities to help
opportunities progress
through the pipeline
according to SM
 People
– Executive support is not seen
by reps
 Process
– Formal, initial roll-out of SM
with training (no follow-up, and
not integrated well with related
processes)
 Technology
– SFA allows opportunities to be
tracked according to SM
MaturityofSalesMethodology
Impact on Sales Productivity
LOW
HIGH
HIGH
Traditional Structure:
“A” Reps Thrive
Sales Methodology Experimentation:
Select “B” Reps Thrive
Sales Methodology is Part of Organization’s Fabric:
Opportunity for All Reps to Thrive
LOW

Jul-16© 2012 IDC
Case Study:
Autodesk’s CRM Implementation
22
 Company overview:
– $2.2B revenue, mostly indirect, 2,000+ sales reps
– Siebel for customer master, SFDC for SFA (3 previous CRM efforts failed)
 Key Success Factors:
– Accountability: Top down priority by EVP
sales; Office of the CRM reports to sales
operations
– Sales pays for the implementation (“they have
skin in the game”)
– No data migration from old to new SFA – i.e.,
all opportunities must be entered from the start
– Training: In-person meetings; 30-40 at a time
– Data quality is a top priority: 40 person team
cleaning and de-duping data every day

Jul-16© 2012 IDC
Case Study:
$1B+ Hardware Company
23
 Sales Methodology: Went “all in” with a specific vendor. . . with
full executive support for a multi-year effort
 Key Success Factors (so far):
– Language: Common dialogue across the entire company
– A Focus on the Buyer: Align the sales process with a customer’s buying
cycle
– Improve sales managers’ coaching skills
– Ensure that marketing content aligns with and supports the sales
methodology
– Improve training: Focus on behavioral change and measurement
– Everyone is involved in roll-out of the methodology

Jul-16© 2012 IDC
IDC Guidance: Actions to Take in 2012 to
Improve Effectiveness of Sales Methodologies
24
Refocus investment and resources in Sales Methodology
 Develop a sales methodology that is customized to your company’s
business model and culture
 Do not use a “one size fits all” mentality
 Do not place Sales Methodologies on the back burner after initial roll-out
Turn the process into a daily practice
 Partner with the sales training organization on ways to imbed initial and
follow up training into the daily workflow
 “Use it regularly to act/demonstrate successful role models when dealing
with Sales/Acct Mgmt staff and internal business partners.”
 “Focus on the managers as key champions of the process.”
Embed sales methodology into SFA system to increase
its value

Jul-16© 2012 IDC
Just a Sample of IDC’s Latest Sales Advisory
Service Research on www.IDC.com
26
 Best Practices in Customer
Intelligence for Sales (IDC
#224520)
 IDC’s Third Annual Buyer
Experience Study – Guidance for
Sales & Marketing (IDC
#TB20100422)
 The Role of the First Line Sales
Manager (IDC #218087)
 The Next Generation Sales
Operations Team (IDC#224122)
 Executive Sponsor Program Strategies (IDC#225024)
 Best Practices in Account Planning (IDC #223295)
 KSFs for Launching and Best Leveraging Your CRM
Application (IDC#224737)
 Sales Enablement - 90% Process,
10% Technology: A Best Practice
Case Study of Sales Enablement
at Oracle
 2011 Sales Enablement Strategy
Session (on-site for clients)
 The State of the Art in Sales
Enablement (IDC #219182)
 Best Practices in Sales
Enablement – Mktg. Content and
Asset Mgmt.(IDC #219418)
 IDC’s Sales Enablement
Framework: From Mktg. to Sales
(IDC #219900)
 IDC’s 2011 Trends, Benchmarks
and Essential Guidance for
Technology Sales (IDC#225089)
 Best Practices in Global Inside
Sales Strategies (IDC #216773)
 Best Practices in Sales Productivity
Metrics (IDC #213031)

Jul-16© 2012 IDC
IDC Sales Advisory Service:
2012 Deliverables Schedule
 Best Practice Studies
– Preparing Sales Managers to
Become Coaches (May 2011)
– Social Collaboration for Sales
(March 2012)
– Sales Methodologies (Mar
2012)
– Sales Pipeline Management
(Summer 2012)
 Insight Reports
– 2012 Buyer Experience Study
(June 2012)
– Next Generation Sales Ops
Team Update (Summer 2012)
– Sales Enablement at Oracle &
Toshiba
– A Cohesive Sales & Marketing
Strategy
– Top Action Items for a New VP
of Sales
 Sales Leadership Board
Meetings
– Feb 29-Mar 1 2012, San
Jose, CA
– June 5-6 2012, Santa
Clara, CA
– October 16-17, 2012,
Boston, MA
 Events
– Directions 2012 (March 7
San Jose CA & March 13,
Boston)
 Telebriefings
– Results of 2012 Sales
Barometer
– Social Collaboration for
Sales Enablement (May
2012)
 Hot Topic Peer-to-Peer
Calls
– CRM Replacement (April
2012)
 IDC Sales Automation
Framework
 User Summit Updates
– SAVO
– Eloqua
– SFDC
– Oracle
 Pulse Surveys
– Sales Enablement
(ongoing)
 Annual Sales
Productivity
Benchmarking Study
(Sept 2012)
– Telebriefing & slides
– Sales Productivity
Planner (Sept 2012)
 Worldwide Sales &
Marketing Taxonomy
(Oct 2012)
 Custom Sales
Benchmarking Analysis
 Sales Barometer Study
(March, 2012)
– Telebriefing & slides
Unlimited
Analyst
Inquiry
Extensive
Research
Library= In Progress: Contact us
to participate
= Recently Published
or available!
27
Benchmarking
Research
Sales Operations Best
Practices & Insight
Leadership Board
Meetings & Events
Sales and Marketing
Automation

Jul-16© 2012 IDC
Sales Advisory Service: Currently Available
Published Research on www.IDC.com
28
Sales and Sales Operations Best Practice Series
 Best Practices in B2B Sales Methodologies (IDC #236236, Aug. 2012)
 Social Collaboration for Sales: Cutting through the Hype (IDC #233340, Feb. 2012)
 Leveraging Sales Enablement to Improve Sales Productivity: A Best Practice Case Study
at T-Systems (IDC #232490, Jan. 2012)
 Sales Enablement - 90% Process, 10% Technology: A Best Practice Case Study of
Sales Enablement at Oracle (IDC #230546, Oct. 2011)
 Best Practices in Preparing Sales Managers to be Coaches (IDC #227923, April 2011)
 Best Practices in Sales Performance Measurement: A Focus on Productivity (IDC
#226727, Feb. 2011)
 Best Practices in Customer Intelligence for Sales (IDC #224520, Sept. 2010)
 Best Practices in Account Planning (IDC #223295, May 2010)
 Best Practices in Sales Enablement – Marketing Content and Asset Management (IDC
#219418, Aug 2009)
 The State of the Art in Sales Enablement: An Intensive Study of Current Practices (IDC
#219182, Aug 2009)
 Best Practices in Sales Performance Improvement: The Role of the First Line Sales
Manager (IDC #218087, April 2009)
 Best Practices in Sales Performance Improvement: Global Inside Sales Strategies (IDC
#216773, February 2009)

Jul-16© 2012 IDC
29
Investment and Productivity Foundation Studies
 IDC’s 2012 B2B Sales Barometer Highlights (IDC #WC20120322, Mar. 2012)
 IDC’s Worldwide Sales and Marketing Taxonomy, 2012: Guidelines for Cost Control and
Resource Allocation (IDC #231252, Nov. 2011)
 IDC’s 2012 Sales Investment and Productivity Planner: Trends, Benchmarks, and
Essential Guidance for Tech Sales Organizations (IDC #230919, Oct. 2011)
 2011 Technology Sales Barometer: A Year of Stabilization (IDC #228071, May 2011)
 Content Management and Sales Enablement Survey Results (IDC #225701, Dec. 2010)
 IDC’s 2011 Trends, Benchmarks and Essential Guidance for Technology Sales: Sales
Productivity Benchmarks Study (IDC#225089, Sept. 2010)
 2010 Tech Sales Barometer: Maintaining the Momentum for Productivity Improvements
(IDC#222485, April 2010)
 Sales Enablement 3.0: A Transformation of Sales Enabled by a Transformation of
Marketing (IDC #218546, June 2009)
 2009 Tech Sales Barometer: Remaining Optimistic in a Down Economy (IDC #216889,
March 2009)
Buyer(Customer) Research
 The Buyer Speaks: IDC’s 2011 Buyer Experience Survey – Guidance for Sales and
Marketing (IDC #228987 July 2011) (annual study)

Jul-16© 2012 IDC
30
Sales Insights
 Sales and Marketing Leadership Meeting Highlights, June 5 and 6, 2012: Sales Rep Panel, Sales
Enablement, Pipeline Management, IT Buyer Insight, and SFA Optimization (IDC 235656, July 2012)
 Increasing Sales Productivity Through Innovative Technology: A Case Study of SAP’s Deployment of
iPads (IDC 233842, April 2012)
 IDC Sales Leadership Board Meeting Notes, February 29 and March 1, 2012: B2B Sales
Methodologies, 2013 Sales Operations Planning, Sales Operations and IT Alignment, and the RFP
Process (IDC 233678, April 2012)
 Top Action Items for a New VP Sales (IDC 232588, Jan. 2012)
 Vendor Profile: Qvidian Sales Enablement Playbooks and Proposal Automation (IDC 231889, Jan.
2012)
 What’s Killing the Traditional Funnel? (IDC 232490, Jan. 2012)
 Oct, 2011, Sales & Marketing Leadership Meeting Highlights: Customer Panels, Sales Enablement,
Lead Management and IDC Productivity Benchmarks (IDC #231281, Nov. 2011)
 The Sales Enablement Vendor Space Heats Up (IDC #229339, July 2011)
 IDC Sales Leadership Board Meeting Notes, May, 2011: 2012 Sales Operations Planning, Social
Media for Sales and The Buyer Speaks (IDC #228452, May 2011)
 IDC Sales Leadership Board Meeting Notes: Feb 15 and 16, 2011 (IDC #227269, March 2011)
 Clouds Filled the Sky, But the Mood Was Sunny and Full of Chatter at Salesforce.com’s Eight Annual
Dreamforce Conference (IDC #226676, Jan. 2011)
 Update: The Savo User Summit 2010 (IDC #225593, Nov. 2010)
 IDC CMO and Sales Leadership Board Meeting Notes: Oct. 13 and 14, 2010 (IDC #225486, Nov.
2010)

Jul-16© 2012 IDC
31
Events (PowerPoint presentations)
 IDC’s 2012 B2B Sales Barometer Highlights (IDC #WC20120322, Mar. 2012)
 A Cohesive Sales and Marketing Strategy: Real Key Performance Indicators to Assess your
Investment and Process Alignment (IDC #WC20111208, Dec. 2011)
 IDC's 2012 Sales Investment and Productivity Planner: Trends, Benchmarks, and Essential Guidance
for Technology Sales Organizations (IDC #230919, Oct. 2011)
 IDC's Trends, Forecast, and Essential Guidance for BtoB Sales: 2011 Sales Barometer (IDC #227697,
Mar. 2011)
 Best Practices for Customer Intelligence for Sales – Companion Presentation (IDC #225791, Nov.
2010)
 IDC’s 2011 Trends, Benchmarks, and Essential Guidance for Technology Sales Organizations (IDC
#225089, Sept 2010)
 The Next Generation Sales Operations Team – Companion Presentation (IDC #224354, July 2010)
 IDC Sales Leadership Board Meeting Presentations: May 25 and 26, 2010 (contact mgerard@idc.com
for a copy)
 IDC’s Third Annual Buyer Experience Study – Guidance for Sales & Marketing (IDC #TB20100422,
April 2010)
 Sales & Marketing Strategies for 2010: Key Success Factors for Growth (IDC #TB20100318, March
2010)
 IDC 2010 Directions – Track 1: Three Recipes for Sales Success (IDC #DR2010_T1_MG, March
2010)
 IDC Sales Leadership Board Meeting Presentations: February 14 and 15, 2010 (contact
mgerard@idc.com for a copy)

Jul-16© 2012 IDC
The Executive Advisory Group
32
Irina Zvagelsky
Research Analyst, Sales Advisory
izvagelsky@idc.com
Phone: 305-351-3060
Rich Vancil
Group Vice President
Executive Advisory Strategies
rvancil@idc.com
Phone: 508-935-4327
Michael Gerard
Vice President
EAG and Sales Advisory Practice
mgerard@idc.com
Phone: 508-988-6758
Joseph Ferrantino
Research Analyst, CMO Advisory
jferrantino@idc.com
Phone: 508-988-6973
Gerry Murray
Research Manager, CMO Advisory
gmurray@idc.com
Phone: 508-988-7974
Henry Morris
Executive Sponsor/Analyst
hmorris@idc.com
Phone: 508-935-4266
Wendy Pemberton
Sales Director
wpemberton@idc.com
Phone: 816-569-1286
Kathleen Schaub
Research Vice President
CMO Advisory Service
kschaub@idc.com
Phone: 925-999-9839
Jason Cunliffe
Consulting Director
jcunliffe@idc.com
Phone: 305-351-3037
Scott McLarnon
GVP Consulting
smclarnon@idc.com
Phone: 508-935-4392
Tina Riain
Consulting Manager
triain@idc.com
Phone: 508-935-4563
Mary Menendez
Sr. Inquiry Analyst
mmenendez@idc.com
Phone: 508-935-45-85

IDC Best Practices in B2B Sales Methodologies

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