Make 50 Hours of Selling More Productive

50 HOURS
The Aligned Way to
Improve Sales
Productivity
James Ninivaggi, Sirius Decisions
Service Director, Sales Enablement Strategies
Jarrett O’Brien, Jive Software
Sr. Product Marketing Manager

© Copyright SiriusDecisions.
All Rights Protected and Reserved.
Align Your Resources Around Productivity
SiriusPerspective: Time is the most valuable resource a rep has to spend;
it’s everyone’s job to ensure that time is spent maximizing output.
3
Effectiveness (quality and results)
Efficiency(capacity)
Yield Per
Rep Per Hour

Executive Summary
• Key issues
– B-to-b marketing and sales organizations sometimes lose sight of the
ultimate objective of improving rep productivity
– Traditional time-and-motion studies don’t tell a complete story
– Organizations often fail to measure rep productivity beyond revenue, which
is a lagging indicator
• What you will walk away with
– The SiriusDecisions Relative Productivity Framework, a new way to
measure and assess the productivity of your reps
– An approach to target pockets of inefficiency to improve rep yield
– An understanding of how to impact productivity through improved
effectiveness
4

Relative Productivity Framework
Taking time-and-motion studies to the next level

Applying Time-and-Motion
SiriusPerspective: Place time-and-motion identified activities into
the appropriate quadrant within the Sales Activity Framework.
6
6%
29%
39%
19%
7%
Active Selling Time
Strategy and Planning
Administrative
Internal Processes
Research, Call Prep, etc.

Mapping Sales Productivity
SiriusPerspective: Categorizing how reps spend their time shines
a light on inefficiency and lost productivity.
7
Core
Selling
Activities
Non-Core
Activities
Internal Direct Engagement
(expense reports, travel)
MINIMIZE
(customer service calls)
LEVERAGE/
DELEGATE
(research, proposals)
STREAMLINE
(prospecting, sales calls)
MAXIMIZE

Applying Time-and-Motion
SiriusPerspective: Use the Sales Activity Framework to determine
the true productivity of reps relative to the ideal.
8
Core
Selling
Activities
Non-Core
Activities
50
HRS
40%25%
20%15%
20 HRS12.5 HRS
10 HRS7.5 HRS
(expense reports, travel) (customer service calls)
(research, proposals) (prospecting, sales calls)

Calculating Relative Productivity
How to determine the true productivity of reps

20 HRS
12.5 HRS
10 HRS7.5 HRS
SiriusPerspective: Use a sliding scale to calculate relative productive
hours (RPH) by quadrant, using the upper right as the base.
10
Core
Selling
Activities
Non-Core
Activities
50
HRS
20 HRS *1
= 20 RPH
50
RPH

11
Core
Selling
Activities
Non-Core
Activities
50
RPH
46.9
RPH
12.5 HRS *.75
= 9.4 RPH
-3.1
10 HRS7.5 HRS
20 HRS *1 = 20 RPH12.5 HRS

12
Core
Selling
Activities
Non-Core
Activities
46.9
RPH
41.9
RPH
12.5 HRS *.75 = 9.4 RPH
10 HRS7.5 HRS
20 HRS *1 = 20 RPH
10 HRS *.5
= 5 RPH
- 5

13
Core
Selling
Activities
Non-Core
Activities
41.9
RPH
34.4
RPH
12.5 HRS *.75 = 9.4 RPH
7.5 HRS
20 HRS *1 = 20 RPH
10 HRS *.5 = 5 RPH
7.5 HRS *0
= 0 RPH
-7.5
RPH

Use Case: On-boarding Productivity
Accelerating new hire’s time to productivity without taking shortcuts

New Hires: Moving Them Up and to The Right
15
Core
Selling
Activities
Non-Core
Activities
MINIMIZE
LEVERAGE/
DELEGATE
STREAMLINE MAXIMIZE

The Onboarding Gaps
SiriusPerspective: There is no short-cut to enabling your reps, and
will not be solved by better messaging and technology alone
16
• Many on-boarding efforts
consist of a week of “data
dumping” and on-the-job
training.
• Companies assume they
hired seasoned reps who
don’t need training.
• Underachieving reps get
frustrated and leave –
creating a perpetual cycle.
• Managers are not equipped
to coach new hires effectively.

Technology Can Be Used To Connect The New Hires
SiriusPerspective: Creating a healthy sense of competition and an
“esprit de corps” can be a terrific way to accelerate new hire
productivity
17
• Internal social platforms
• Targeted “learning objects”
delivered just-in-time, just-
when-needed
• In-person sessions focus on
practice
• Leverage a learning
management system
integrated with your SFA
• Sales enablement
technology
• Gamification

Common Definitions of New Hire Productivity
SiriusPerspective: There are more ways to measure productivity
beyond revenue.
 Time to first deal
 Quota attainment
 Learning path completion
 Time to level one, two and three certification across learning
paths
 Time to pipeline ratio
 Revenue gates (X amount of revenue by Y date)
 Pipeline conversion by stages
 Pipeline velocity by stages
 “Break Even” attainment
 Year two and three turnover rates (voluntary and forced)
18

Use Case: Sales Assets
Sales enablement’s job is to ensure reps are ready to have value-driven
conversations.

Sales Cycle Changes
SiriusPerspective: 67% of veteran reps reported they are likely to be
brought into deals when the buyer is already looking at solutions.
20
1. Buyers are more informed
• Access to Content
• Peer Network
• Access to Data
2. Buyers need more (and earlier) ROI
• Reason to Change
• Peer Examples
• Executive Support
3. Buyers are less likely to engage earlier
• Self Service
• Network Introduction
• Events Not Working
How Has Your Sales Cycle Changed in the Last Three Years?

Sales Effectiveness Challenges
SiriusPerspective: Salespeople believe their biggest challenge is their
ability to communicate value effectively in a compressed sales cycle.
21
Inability to communicate a value message
Subject matter expertise of industry or solution
Insufficient leads
Too many product/offerings to know
Sales skill gaps
#5
#1
#2
#3
#4
#5
Greatest Inhibitors to Sales Effectiveness

Finding and Building Content
SiriusPerspective: Instead of building content, reps could be
preparing for the call.
22
Core
Selling
Activities
Non-Core
Activities
(expense reports, travel)
MINIMIZE
(customer service calls)
LEVERAGE/
DELEGATE
(research, proposals)
STREAMLINE
(prospecting, sales calls)
MAXIMIZE

Sales Favored Actions/Assets
SiriusPerspective: Salespeople want ready access to the assets that
support their key activities to improve productivity.
23
Buyer’s Journey
Education Solution Vendor Selection
SalesValue
High
Low
Thought
Leadership
Marketing
Leads
Industry
Content
Event
Invite
Email
Intro Demo
Value
Demonstration
SME
Access
Competitive
Review
Sales
Intro
Event
Invite Exec
Value
Demonstration
SME
Access
Competitive
Review
Exec
Briefing
Reference Event
Invite

Use Case: Account Planning/Execution
It takes a village to build and execute account strategy.

Common Elements of An Account Plan
25
Understand the accounts objectives
and goals.
What is the current state of the
relationship, and what are our goals
for this account.
Map and assess the organizational
structure for every person involved.
Identify existing and potential
opportunities and build an action
plan to pursue.

Enterprise Focus: What You’re Signing Up For
Company
• Understanding that large
accounts require
coordinated, customized
treatment that bears fruit
over the long term
Sales
• Commitment to lead an
account-centric
ecosystem via central
ownership with
appropriate support from
the rest of the company
Marketing
• Commitment to carve out
accounts for customized
treatment that starts with
insights and develops
using coordinated
execution
26

Maintaining Collaboration and Support
SiriusPerspective: Use collaboration tools enhance a team’s ability
to coordinate efforts and share information.
27

Action Items
• Marketing
– Understand how marketing activities can positively
impact rep productivity
– Leverage yield data to focus the deployment of assets
• Sales
– Keep an indefatigable focus on constantly improving
productivity
– Make resource decisions based on the positive impact to
productivity
28

How to Drive Productivity out of Chaos:
Of ALL Roles on Any Given Week Sellers Have More:
8am 10am 12pm 2pm 4pm 6pm 8pm+
Mon
Tues
Wed
Thurs
Fri
CRM CMS
LMS
CRM
CMS
CRM
CRM
CONVERSATIONS
W/ MORE PEOPLE
TIME AWAY
FROM DESKS
TOOLS &
INFORMATION

800+ Leading Brands at 90+% Renewal Rate
TELECOMTECHNOLOGY FINANCIAL HEALTHCARE RETAIL OTHER

Purposeful Sales Productivity:

Integrated Sales Productivity:

435% YOY
Growth
Mobile Productivity

The Value Of Changing
The Way Sales Is Enabled
Jive Customer Results
Increase in Deal Size
Grow size of deals substantially using Jive by aligning
the right team and following a sales process.
• 86% of users said Jive helped them improve internal
communications
• 71% stated that Jive helped improve pitch/proposal
quality.
23%
Reduction in On Boarding
Train and on board new reps faster on Jive, reducing
costs and enabling you to capture sales faster.
• 82% found Jive valuable at discovering best practices.
• 65% found it valuable at building a network.
Reduction of Sales Support Needs
Reduce sales support needs via better self-help from
reuse of existing knowledge and easier access to
tools and resources.
• 88% said Jive was valuable for accessing knowledge and
information
Overall Revenue Improvement of 8% to 13% per rep
In Addition
Reduce salesperson turnover by improving performance, lowering frustrations,
and creating better connectedness between employees.
5%
14%
Personal impact Business impact
Easily Measured Sales Productivity

Questions?
35
James Ninivaggi, Sirius Decisions
@jNinivaggi
Jarrett O’Brien
@jarrettobrien
Stay tuned for more
Sales Webcasts in our
Customer Community:
https://community.jivesoftware.com/
community/socbiz/sales

Make 50 Hours of Selling More Productive

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