executive roundtable: measuring marketing and sales alignment

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Executive Roundtables TAME MARKETING AND SALES Does Marketing & Sales Alignment Matter?

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Page 1: Executive Roundtable: Measuring Marketing and Sales Alignment

Executive Roundtables TAME MARKETING AND SALES

Does Marketing & Sales Alignment Matter?

Page 2: Executive Roundtable: Measuring Marketing and Sales Alignment

Executive Roundtables Philips: The case study

Does Marketing & Sales Alignment Matter?

Page 3: Executive Roundtable: Measuring Marketing and Sales Alignment
Page 4: Executive Roundtable: Measuring Marketing and Sales Alignment
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So  what  was  our  plan?    

Page 8: Executive Roundtable: Measuring Marketing and Sales Alignment

 232    

 17    36    1    

         

Sales  Representa1ves  Regional  Sales  Managers    Marke1ng  Product  Mgrs  Customer-­‐focused  message  

Page 9: Executive Roundtable: Measuring Marketing and Sales Alignment

Corporate Visions Case Study

Page 10: Executive Roundtable: Measuring Marketing and Sales Alignment

Sales  and  Marke3ng  Messaging  Alignment  Workplan  

 November  9-­‐10,  2010    

                   December  1-­‐2,  2010    

 Jan.  11-­‐12,  2011  

   

April  11-­‐12,  2011      

April  13,  2011    

 

Sales  and  MarkeDng  Senior  Mgmt  Message  Development  Workshop    MarkeDng  Product  Managers  Message  Development  Workshop    Regional  Sales  Mgrs  and  Dirs  of  MarkeDng  Message  Delivery  Skills  Training    Sales  Force  &  MarkeDng  Mgrs  Message  Delivery  Skills  Training    Regional  Field  Trainers  Cer3fied  on  Messaging  and  Skills  Training  

Page 11: Executive Roundtable: Measuring Marketing and Sales Alignment
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Does  Alignment  around  Messaging  Development  and  Delivery  work?    

Do  our  reps  consistently  use  it?    

Page 14: Executive Roundtable: Measuring Marketing and Sales Alignment

Page  14    ©  2011  Beyond  ROI,  Inc.  •    www.getBeyondROI.com  

Overall  Value  of  Power  Messaging:    “Overall,  how  VALUABLE  are  the  principles,  techniques,  and  skills  in  Power  Messaging  to  you  in  your  role  at  Philips?”  

0% 2%

29%

60%

8%

0%10%20%30%40%50%60%70%

"Notvaluable"

"MarginallyValuable"

"SomewhatValuable"

"VeryValuable"

"Critical  toSuccess"

Percen

t  of  P

artic

ipan

ts

Graph  1:    Value  of  Power  Messaging to  Current  Role

Overall  Percep8ons  of  Power  Messaging:    Value  

Page 15: Executive Roundtable: Measuring Marketing and Sales Alignment

Page  15    ©  2011  Beyond  ROI,  Inc.  •    www.getBeyondROI.com  

Comments:    How  will  Power  Messaging  impact  your  Career?  

 

§  “It  has  definitely  made  me  a  bePer  sales  rep  in  the  eyes  of  my  customers.  Larger  sales.  I  feel  it  was  the  best  applicable  training  I  have  received  in  5  years.”  

 §  “Power  Messaging  (Corporate  Visions)  is  not  just  a  course  that  

you  take  like  a  SPIN  selling  or  any  other  sales  course  we  have  all  taken.  This  is  something  that  if  you  truly  embrace  it  will  change  not  only  you  but  your  customers  and  anyone  you  deal  with  in  life.  I  am  not  the  same  Account  Manager  I  was  before  this  course  and  I  am  in  my  mind  on  a  different  Career  path  than  I  was  before  (In  a  Good  Way).”  

 

Page 16: Executive Roundtable: Measuring Marketing and Sales Alignment

Page  16    ©  2011  Beyond  ROI,  Inc.  •    www.getBeyondROI.com  

Financial  Impact  of  Power  Messaging    

Financial  Impact:    A  total  of  $2,554,600  in  closed  business  and  $7,001,230    in  new  poten1al  business  was  reported  in  60  of  82  success  stories  with  specific  examples  of  how  Power  Messaging  was  used  in  the  Philips  sales  process.    

Number  of  Stories   Closed  Business  

New  Opportuni8es  

Impact  of  Power  Messaging    on  Success  

9    $167,000      $965,300     “made  all  the  difference”  -­‐  100%  

28    $931,300      $2,621,200     “made  a  significant  difference”  -­‐  75%  

22    $856,300      $3,314,730     “made  some  difference”  -­‐  50%  

1    $600,000      $100,000     “made  a  li]le  difference”  -­‐  25%  

0    $-­‐    $-­‐         “made  no  difference,  or  worse”  -­‐  0%  

60   $2,554,600   $7,001,230  

Page 17: Executive Roundtable: Measuring Marketing and Sales Alignment

Page  17    ©  2011  Beyond  ROI,  Inc.  •    www.getBeyondROI.com  

Sta8s8cal  Significance:    The  rela1onship  between  skill  usage  and  revenue  is  sta1s1cally  significant,  where  Student’s  T-­‐test  =  2.330,  confidence  interval  of  p  <  0.02  @  81  d.f.  (one-­‐tailed  test,  type  1  error).  

Basis  for  Comparison:    We  compared  par1cipants  based  on  applica1on  of  18  Power  Messaging  skill  to  pre/post  performance  against  Quota  (9  months  pre  vs.  9  months  post).  

0.6%

3.1%

4.7%

0%

1%

2%

3%

4%

5%

Low  Application(43-­‐64%  of  the  time)

Med  Application(64-­‐70%  of  the  time)

High  Application(70+%  of  the  time)

Pre/Po

st  Change

(Against  Quo

ta)

Graph  14:    Skill  Application  and  Pre/Post  Performance

Comparison  #4:    Skill  Applica8on  and  Pre/Post  Revenue  

Performance  vs.  Plan  (Change  in  Revenue)  

Page 18: Executive Roundtable: Measuring Marketing and Sales Alignment

Page  18    ©  2011  Beyond  ROI,  Inc.  •    www.getBeyondROI.com  

Comparison  #5:    Coaching  and  Pre/Post  Revenue  

Sta8s8cal  Significance:    The  rela1onship  between  skill  usage  and  revenue  is  sta1s1cally  significant,  where  Student’s  T-­‐test  =  2.234,  confidence  interval  of  p  <  0.0283  @  80  d.f.  (one-­‐tailed  test,  type  1  error).  

Basis  for  Comparison:    We  compared  par1cipants  based  coaching  ac1vity  around  Power  Messaging  to  pre/post  performance  against  Quota  (9  months  pre  vs.  9  months  post).  

1.9%2.5%

4.9%

0%

1%

2%

3%

4%

5%

6%

Low  Coaching(0-­‐50%  of  the  time)

Medium  Coaching(50-­‐70%  of  the  time)

High  Coaching(70+%  of  the  time)

Pre/Po

st  Change

(Against  Quo

ta)

Graph  15:    Coaching  and  Pre/Post  Performance

Performance  vs.  Plan  (Change  in  Revenue)  

Page 19: Executive Roundtable: Measuring Marketing and Sales Alignment

Page  19    ©  2011  Beyond  ROI,  Inc.  •    www.getBeyondROI.com  

Definite  Difference:    Top  10  “Money  Making  Ac8vi8es”  

What’s  different  about  the  skills  of  reps  who  saw  the  biggest  pre/post  increase  in  performance  compared  to  reps  who  saw  a  pre/post  decrease  in  performance?      

1)  Managers  DEBRIEF  customer  mee1ngs  with  reps  (i.e.,  to  sharpen  messages)    —  35%  more  o`en  2)  Wrapping  your  story  with  a  STRONG  DEFENSE  and  proof  of  your  unique  ability    —  27%  more  o`en  3)  Managers  candidly  share  FEEDBACK  around  your  Power  Messaging  skills    —  19%  more  o`en  4)  Using  a  compelling  STORY  that  s1rred  an  emo1on  —  17%  more  o`en  5)  Clearly  communica1ng  the  BIG  PICTURE    —  15%  more  o`en  6)  Using  PROPS  or  MINI-­‐DRAMAS  to  capture  their  the  customer's  a]en1on    —    15%  more  o`en  7)  Managers  SHARING  or  MODELING  ideas  for  your  Point-­‐of-­‐View  pitch    —  12%  more  o`en  8)  Managers  reviewing  your  MESSAGE  MAP  prior  to  a  call    —    11%  more  o`en  9)  Aligning  your  UNIQUE  STRENGTHS  to  what's  important  to  your  customer  —  11%  more  o`en  10)  Focusing  on  what  customers  can  DO  DIFFERENTLY  and  what  that  MEANS  to  them  —  11%  more  o`en    Implica8ons:    No8ce  that  4  of  the  10  biggest  differences  are  coaching  ac8vi8es.      

Page 20: Executive Roundtable: Measuring Marketing and Sales Alignment

2  1  

Page 21: Executive Roundtable: Measuring Marketing and Sales Alignment

Executive Roundtables Beyond ROI: Behind the Case Study

Does Marketing & Sales Alignment Matter?

Page 22: Executive Roundtable: Measuring Marketing and Sales Alignment

Beyond  ROI,  Inc.  •    sco]@getBeyondROI.com.  •    469-­‐200-­‐8027  

How  to  Measure  ROI  from  Your  Marke8ng  and  Sales  Messaging  Ini8a8ves  

with  Scob  Watson    

®

March  22,  2012  

Page 23: Executive Roundtable: Measuring Marketing and Sales Alignment

Page  23    ©  2011  Beyond  ROI,  Inc.  •    www.getBeyondROI.com  

ASTD  State  of  the  Industry  Reports  

2004  Study  Notes:    Included  213  organiza1ons  represen1ng  the  broadest  range  of  size  and  industry.    Considered  by  ASTD  to  accurately  represent  “the  U.S.  norm.”  

Companies  measuring  at  “Level  5  ROI”  were  included  in  the  category  “Level  4  Results.”  

2005  Study  Notes:    Included  18  Fortune  500  companies  par1cipa1ng  in  ASTD’s  Benchmarking  Forum.    These  organiza1ons  represent  the  largest  and  most  complex  global  learning  organiza1ons.      

ASTD  Study  #1    

31%  14%   8%  

74%  

0%  

20%  

40%  

60%  

80%  

100%  

Level  1  Reac8on  

Level  2  Learning  

Level  3  Behavior  

Level  4  Results  

Level  5  ROI  

ASTD  Study  #2  

53.9%  

22.9%  7.6%   2.1%  

91.3%  

0%  

20%  

40%  

60%  

80%  

100%  

Level  1  Reac8on  

Level  2  Learning  

Level  3  Behavior  

Level  4  Results  

Level  5  ROI  

Page 24: Executive Roundtable: Measuring Marketing and Sales Alignment

Page  24    ©  2011  Beyond  ROI,  Inc.  •    www.getBeyondROI.com  ©  2010  Beyond  ROI,  Inc.  •    www.getBeyondROI.com  

Bersin  Research:    Most  Valuable  Measures?  

Page 25: Executive Roundtable: Measuring Marketing and Sales Alignment

Page  25    ©  2011  Beyond  ROI,  Inc.  •    www.getBeyondROI.com  ©  2010  Beyond  ROI,  Inc.  •    www.getBeyondROI.com  

What  is  Measured  Now?  

Bersin & Associates © November 2006

Page 26: Executive Roundtable: Measuring Marketing and Sales Alignment

Page  26    ©  2011  Beyond  ROI,  Inc.  •    www.getBeyondROI.com  ©  2010  Beyond  ROI,  Inc.  •    www.getBeyondROI.com  

Desired  vs.  Actual  Measurement…  

Page 27: Executive Roundtable: Measuring Marketing and Sales Alignment

Page  27    ©  2011  Beyond  ROI,  Inc.  •    www.getBeyondROI.com  ©  2010  Beyond  ROI,  Inc.  •    www.getBeyondROI.com  

Is  there  funding  for  measurement?  

82%  say,  “We  should  spend  more  –  or  much  more  on  measurement”  

Page 28: Executive Roundtable: Measuring Marketing and Sales Alignment

Page  28    ©  2011  Beyond  ROI,  Inc.  •    www.getBeyondROI.com  

Who  is  doing  measurement?      Over  800  assessment  and  measurement  projects  completed  with…  

Page 29: Executive Roundtable: Measuring Marketing and Sales Alignment

Page  29    ©  2011  Beyond  ROI,  Inc.  •    www.getBeyondROI.com  

Why  measure?  

§  Reason  #1:    Capture  Business  Results    –  how  are  we  growing  people?  –  how  are  we  growing  the  business?  

§  Reason  #2:    Accountability  for  Execu1on  –  for  actually  using  new  knowledge,  skills,  and  process  –  for  manager  involvement  

§  Reason  #3:  Feedback  for  Coaching  –  simple  –  relevant  –  ac1onable  

Page 30: Executive Roundtable: Measuring Marketing and Sales Alignment

Page  30    ©  2011  Beyond  ROI,  Inc.  •    www.getBeyondROI.com  

The  Science:    What  do  we  measure?  

Effect  “How  much  does  

   it  help?”        Linked  to…  

Cause  “How  much  is        it  used?”  

®

Leading  Indicators  (surveys)  §  use  of  19  Power  Messaging  skills,  

processes,  and  tools  §  5  coaching  ac1vi1es  §  9  support  and  reinforcement  

ac1vi1es    

Lagging  Indicators  (your  metrics)  §  Success  Stories  –  with  actual  customers  §  Pipeline  growth  §  Performance  against  plan  §  Deal  size,  Margin,  Volume,  etc.  

Page 31: Executive Roundtable: Measuring Marketing and Sales Alignment

Page  31    ©  2011  Beyond  ROI,  Inc.  •    www.getBeyondROI.com  

How  do  we  get  them  to  be  honest?  

OUTCOMES   OPINIONS    not  

Page 32: Executive Roundtable: Measuring Marketing and Sales Alignment

Page  32    ©  2011  Beyond  ROI,  Inc.  •    www.getBeyondROI.com  

Leading  Indicators:    How  much  are  they  using  it?  Overall  Power  Messaging  Applica1on:    70.1%    (excluding  Coaching)  

82%  return  (92  of  112)  

78%

59%72% 66%

53%

0%

25%

50%

75%

100%

PreparingMessaging(5  items)

GrabbingAttention(3  items)

DeliveringMessages(6  items)

Interactingw/Customers(5  items)

Coaching  andSupport(5  items)

Average  Scores

Major  Categories

Graph  4:    The  "Big  Picture"  of  Skill  Application

Page 33: Executive Roundtable: Measuring Marketing and Sales Alignment

Page  33    ©  2011  Beyond  ROI,  Inc.  •    www.getBeyondROI.com  

47%

59%

60%

62%

63%

64%

64%

65%

69%

71%

71%

73%

74%

77%

78%

80%

80%

83%

89%

0% 25% 50% 75% 100%

Grabbing  -­‐  using  PROPS  AND  MINI-­‐DRAMAS  tocapture  their  attention?

Delivering  -­‐  getting  a  positive  response  to  yourGRABBERs  to  capture  attention

Interacting  -­‐ reaching  the  “OLD  BRAIN”  by  creating  an  emotional  experience  for  your  prospect

Preparing  -­‐  using  elements  of  the  MESSAGE  MAP  toprepare

Interacting  -­‐  influencing  prospects  to  accept  yourREFRAMING  of  an  objection

Interacting  -­‐  using  STORIES,  METAPHORS,  andANALOGIES  that  for  a  emotional  response

Grabbing  -­‐  using  a  WORD  PLAY  to  capture  aprospect's  attention

Grabbing  -­‐  using  a  STORY  WITH  CONTRAST  to  capturetheir  attention

Delivering  -­‐  getting  buy-­‐in  to  POWER  POSITIONS  andVALUE  STATEMENTS  you  make

Interacting  -­‐  closing  by  restating  your  position,  askingfor  feedback,  and  presenting  a  CALL  TO  ACTION

Delivering  -­‐  getting  customer  buy-­‐in  to  the  BIGPICTURE  you  present

Interacting  -­‐  getting  prospects  to  feel  connected  andcomfortable  with  you

Delivering  -­‐  using  "You  Phrasing"  to  make  yourmessage  personal  and  more  engaging

Preparing  -­‐  focusing  on  what  prospects  can  DODIFFERENTLY  and  what  that  MEANS

Delivering  -­‐  getting  customers  to  RESPECT  and  RELYon  your  credentials  and  expertise

Preparing  -­‐  wrapping  your  story  with  a  STRONGDEFENSE  and  proof  of  your  unique  ability

Delivering  -­‐  setting  a  meeting  AGENDA  focused  oncustomer  issues,  not  your  company

Preparing  -­‐  find  and  align  your  UNIQUE  STRENGTHS  towhat's  important  to  your  customer

Preparing  -­‐  first  identifing  what's  important  to  yourPROSPECT  to  focus  your  message

Graph  5:    The  "Drill-­‐Down"Leading  Indicators:    Most  used  Power  Messaging  skills?  

0%               25%               50%           75%                        100%

“Always”“Never” “Sometimes”“Rarely” “Frequently”

The  PowerView® Rating  Scale

82%  return  (92  of  112)  

Page 34: Executive Roundtable: Measuring Marketing and Sales Alignment

Page  34    ©  2011  Beyond  ROI,  Inc.  •    www.getBeyondROI.com  

47%

59%

60%

62%

63%

64%

64%

65%

69%

71%

71%

73%

74%

77%

78%

80%

80%

83%

89%

0% 25% 50% 75% 100%

Grabbing  -­‐  using  PROPS  AND  MINI-­‐DRAMAS  tocapture  their  attention?

Delivering  -­‐  getting  a  positive  response  to  yourGRABBERs  to  capture  attention

Interacting  -­‐ reaching  the  “OLD  BRAIN”  by  creating  an  emotional  experience  for  your  prospect

Preparing  -­‐  using  elements  of  the  MESSAGE  MAP  toprepare

Interacting  -­‐  influencing  prospects  to  accept  yourREFRAMING  of  an  objection

Interacting  -­‐  using  STORIES,  METAPHORS,  andANALOGIES  that  for  a  emotional  response

Grabbing  -­‐  using  a  WORD  PLAY  to  capture  aprospect's  attention

Grabbing  -­‐  using  a  STORY  WITH  CONTRAST  to  capturetheir  attention

Delivering  -­‐  getting  buy-­‐in  to  POWER  POSITIONS  andVALUE  STATEMENTS  you  make

Interacting  -­‐  closing  by  restating  your  position,  askingfor  feedback,  and  presenting  a  CALL  TO  ACTION

Delivering  -­‐  getting  customer  buy-­‐in  to  the  BIGPICTURE  you  present

Interacting  -­‐  getting  prospects  to  feel  connected  andcomfortable  with  you

Delivering  -­‐  using  "You  Phrasing"  to  make  yourmessage  personal  and  more  engaging

Preparing  -­‐  focusing  on  what  prospects  can  DODIFFERENTLY  and  what  that  MEANS

Delivering  -­‐  getting  customers  to  RESPECT  and  RELYon  your  credentials  and  expertise

Preparing  -­‐  wrapping  your  story  with  a  STRONGDEFENSE  and  proof  of  your  unique  ability

Delivering  -­‐  setting  a  meeting  AGENDA  focused  oncustomer  issues,  not  your  company

Preparing  -­‐  find  and  align  your  UNIQUE  STRENGTHS  towhat's  important  to  your  customer

Preparing  -­‐  first  identifing  what's  important  to  yourPROSPECT  to  focus  your  message

Graph  5:    The  "Drill-­‐Down"

Leading  Indicators:    Least  used  Power  Messaging  skills?  

0%               25%               50%           75%                        100%

“Always”“Never” “Sometimes”“Rarely” “Frequently”

The  PowerView® Rating  Scale

82%  return  (92  of  112)  

Page 35: Executive Roundtable: Measuring Marketing and Sales Alignment

Page  35    ©  2011  Beyond  ROI,  Inc.  •    www.getBeyondROI.com  

What  about  the  “Lagging  Indicators?”  

Effect  “How  much  does  

   it  help?”        Linked  to…  

Cause  “How  much  is        it  used?”  

®

Leading  Indicators  (surveys)  §  use  of  19  Power  Messaging  skills,  

processes,  and  tools  §  5  coaching  ac1vi1es  §  9  support  and  reinforcement  

ac1vi1es    

Lagging  Indicators  (your  metrics)  §  Success  Stories  –  with  actual  customers  §  Pipeline  growth  §  Performance  against  plan  §  Deal  size,  Margin,  Volume,  etc.  

Page 36: Executive Roundtable: Measuring Marketing and Sales Alignment

Page  36    ©  2011  Beyond  ROI,  Inc.  •    www.getBeyondROI.com  

Lagging  Indicators:    64%  Provided  Success  Stories  (59  of  92  par8cipants)  

Percep8ons  of  Value  in  the  Success  Story:    “Overall,  how  much  did  your  use  of  the  principles,  tools,  and  skills  from  Power  Messaging  contribute  to  your  SUCCESS  in  this  par1cular  sales  situa1on?”  

2%8%

45%39%

6%

0%

10%

20%

30%

40%

50%

"made  nodifference"

"made  a  littledifference"

"made  somedifference"

"significantdifference"

"made  all  thedifference"

Percen

t  of  P

artic

ipan

ts

Graph  3:    Impact  of  Power  Messaging on  Success  Story

Page 37: Executive Roundtable: Measuring Marketing and Sales Alignment

Page  37    ©  2011  Beyond  ROI,  Inc.  •    www.getBeyondROI.com  

Reality  Check®:    Success  Story  Summary  

Number  of  Stories

Closed  Business  

New  Opportuni8es

Impact  of  Power  Messaging    on  Success

Total  Factored  Value

4  $9,200,000    $11,450,000   “made  all  the  difference”  -­‐  100%  $20,650,000  

21  $19,718,000    $69,600,000   “made  a  significant  difference”  -­‐  75%  $66,988,500  

19  $21,250,000    $51,790,000   “made  some  difference”  -­‐  50%  $36,520,000  

3  $1,250,000    $2,500,000   “made  a  li]le  difference”  -­‐  25%  $937,500  

1  $0        $200,000   “made  no  difference,  or  worse”  -­‐  0%  $0      

48 $51,418,000 $135,540,000 $125,096,000

Financial  Impact:    A  total  of  $51,418,000  in  closed  business  and  $135,540,000  in  new  poten1al  business  was  reported  in  48  success  stories  with  specific  examples  of  how  Power  Messaging  was  used  in  the  sales  process.    

Page 38: Executive Roundtable: Measuring Marketing and Sales Alignment

Page  38    ©  2011  Beyond  ROI,  Inc.  •    www.getBeyondROI.com  

Comparison  #1:    by  Coaching  .  .  .    

PowerView  Ques8on:    “Your  mastery  of  Power  Messaging  skills  and  principles  will  con1nue  to  improve  over  1me,  especially  when  you  apply  them  regularly  with  a  helpful  coach,  and  take  advantage  of  the  available  reinforcement  content.”    

44%

51%

54%

57%

58%

0% 25% 50% 75% 100%

Coaching  -­‐  your  manager  reviews  your  MESSAGEMAP  prior  to  a  call

Coaching  -­‐  your  manager  helps  you  PREPARE  forcustomer/prospect  meetings

Coaching  -­‐  your  manager  DEBRIEFS  customermeetings  with  you

Coaching  -­‐  your  manager  candidly  shares  FEEDBACKaround  your  Power  Messaging  skills

Coaching  -­‐  your  manager  SHARES  or  MODELS  ideasfor  your  Point-­‐of-­‐View  pitch

Average  Scores

Graph  6:    Coaching  and  Support

82%  return  (92  of  112)  

Page 39: Executive Roundtable: Measuring Marketing and Sales Alignment

Page  39    ©  2011  Beyond  ROI,  Inc.  •    www.getBeyondROI.com  

Comparison  #1:    Coaching  and  Skill  Applica8on  Basis  for  Comparison:    Coaching  Ac1vity  (5  items)  compared  to  each  par1cipant’s  applica1on  of  Power  Messaging  skills  (19  items).    Both  scales  run  from  0-­‐100%  of  the  1me.    

68.4%65.3%

73.0%

82.7%

50%

60%

70%

80%

90%

Coached  0-­‐25%of  the  time

Coached  25%-­‐65%of  the  time

Coached  65-­‐90%of  the  time

Coached  100%of  the  time

Overall  Ap

plication

(19  skills)

Graph  11:    Coaching  and  Application  of  Power  Messaging

Sta8s8cal  Significance:    The  rela1onship  between  manager  involvement  and  skill  usage  is  sta1s1cally  significant,  where  Student’s  T-­‐test  =  6.119,  confidence  interval  of  p  <  0.028  @  84  d.f.  (two-­‐tailed  test,  type  1  error,  95%  confidence  interval).  

Page 40: Executive Roundtable: Measuring Marketing and Sales Alignment

Page  40    ©  2011  Beyond  ROI,  Inc.  •    www.getBeyondROI.com  

Comparison  #1b:    Coaching  and  Skill  Applica8on  Basis  for  Comparison:    Coaching  Ac1vity  (5  items)  compared  to  each  par1cipant’s  applica1on  of  Power  Messaging  skills  (18  items).    Both  scales  run  from  0-­‐100%  of  the  1me.    

Sta8s8cal  Significance:    The  rela1onship  between  manager  involvement  and  skill  usage  is  sta1s1cally  significant,  where  Student’s  T-­‐test  =  6.638,  confidence  interval  of  p  <  0.01  @  86  d.f.  (one-­‐tailed  test,  type  1  error).  

66.3%

68.0%

70.0%

64%

66%

68%

70%

72%

Low  Coaching(0-­‐50%  of  the  time)

Medium  Coaching(50-­‐70%  of  the  time)

High  Coaching(70+%  of  the  time)

Overall  Ap

plication

(18  skills)

Graph  11:    Coaching  and  Application  of  Power  Messaging

Page 41: Executive Roundtable: Measuring Marketing and Sales Alignment

Page  41    ©  2011  Beyond  ROI,  Inc.  •    www.getBeyondROI.com  

0

4

8

12

16

0-­‐10% 10-­‐20% 20-­‐30% 30-­‐40% 40-­‐50% 50-­‐60% 60-­‐70% 70-­‐80% 80-­‐90% 90-­‐100%

Num

ber  o

f  Participan

ts

Overall  Averages  for  BCLC  Territory  Managers

 0%                        25%                          50%                          75%                        100%  

“Always”  “Never”   “Some1mes”  “Rarely”   “Frequently”  

Num

ber  o

f  Par1cipants  

“Low        Adopters”  

“High        Adopters”  

Comparison  #2:    by  Skill  Applica8on  .  .  .    

Page 42: Executive Roundtable: Measuring Marketing and Sales Alignment

Page  42    ©  2011  Beyond  ROI,  Inc.  •    www.getBeyondROI.com  

Comparison  #2:    Skill  Applica8on  and  Closed  Business  Basis  for  Comparison:    We  compared  par1cipants  with  “above”  vs.  “below  average”  applica1on  of  19  Power  Messaging  skills  to  closed  business,  as  captured  in  in  48  Success  Stories.  

Sta8s8cal  Significance:    The  rela1onship  between  skill  usage  and  closed  business  is  sta1s1cally  significant,  where    Student’s  T-­‐test  =  3.426,  confidence  interval  of  p  <  0.002  @  28  d.f.  (two-­‐tailed  test,  type  1  error,  95%  confidence  interval).  

$950,000

$2,722,714

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

Below  Average(41-­‐69%  of  the  time)

Above  Average(70-­‐100%  of  the  time)

Average  Size  of  C

losed

Busin

ess

Graph  12:    Skill  Application  and  Average  Closed  Business

HighAdopters

LowAdopters

Page 43: Executive Roundtable: Measuring Marketing and Sales Alignment

Page  43    ©  2011  Beyond  ROI,  Inc.  •    www.getBeyondROI.com  

Comparison  #3:    Skill  Applica8on  and  New  Opportuni8es  Basis  for  Comparison:    We  compared  par1cipants  with  “above”  vs.  “below  average”  applica1on  of  19  Power  Messaging  skills  to  new  opportuni1es,  as  captured  in  in  48  Success  Stories.  

Sta8s8cal  Significance:    The  rela1onship  between  skill  usage  and  new  opportuni1es  is  sta1s1cally  significant,  where    Student’s  T-­‐test  =  4.882,  confidence  interval  of  p  <  .01  @  44  d.f.  (two-­‐tailed  test,  type  1  error,  95%  confidence  interval).    

$2,494,500

$3,466,000

$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

Below  Average(41-­‐69%  of  the  time)

Above  Average(70-­‐100%  of  the  time)

Average  Size  of  N

ewOpp

ortunitie

s

Graph  13:    Skill  Application  and  New  Dell  Opportunities

HighAdopters

LowAdopters

Page 44: Executive Roundtable: Measuring Marketing and Sales Alignment

Page  44    ©  2011  Beyond  ROI,  Inc.  •    www.getBeyondROI.com  

Comparison  #4:    Skill  Applica8on  and  Pre/Post  Revenue  (points  against  plan)  

Sta8s8cal  Significance:    The  rela1onship  between  skill  usage  and  revenue  is  sta1s1cally  significant,  where  Student’s  T-­‐test  =  2.330,  confidence  interval  of  p  <  0.02  @  81  d.f.  (one-­‐tailed  test,  type  1  error).  

Basis  for  Comparison:    We  compared  par1cipants  based  on  applica1on  of  18  Power  Messaging  skill  to  pre/post  performance  against  Quota  (9  months  pre  vs.  9  months  post).  

0.6%

3.1%

4.7%

0%

1%

2%

3%

4%

5%

Low  Application(43-­‐64%  of  the  time)

Med  Application(64-­‐70%  of  the  time)

High  Application(70+%  of  the  time)

Pre/Po

st  Change

(Against  Quo

ta)

Graph  14:    Skill  Application  and  Pre/Post  Performance

Page 45: Executive Roundtable: Measuring Marketing and Sales Alignment

Page  45    ©  2011  Beyond  ROI,  Inc.  •    www.getBeyondROI.com  

Definite  Difference:    Top  10  “Money  Making  Ac8vi8es”  What’s  different  about  the  reps  who  saw  the  biggest  pre/post  increase  in  performance  compared  to  reps  who  saw  a  pre/post  decrease  in  performance?  

1)  Managers  DEBRIEF  customer  mee1ngs  with  reps  (i.e.,  to  sharpen  messages)    —  35%  more  o`en  2)  Wrapping  your  story  with  a  STRONG  DEFENSE  and  proof  of  your  unique  ability    —  27%  more  o`en  3)  Managers  candidly  share  FEEDBACK  around  your  Power  Messaging  skills    —  19%  more  o`en  4)  Using  a  compelling  STORY  that  s1rred  an  emo1on  —  17%  more  o`en  5)  Clearly  communica1ng  the  BIG  PICTURE    —  15%  more  o`en  6)  Using  PROPS  or  MINI-­‐DRAMAS  to  capture  their  the  customer's  a]en1on    —    15%  more  o`en  7)  Managers  SHARING  or  MODELING  ideas  for  your  Point-­‐of-­‐View  pitch    —  12%  more  o`en  8)  Managers  reviewing  your  MESSAGE  MAP  prior  to  a  call    —    11%  more  o`en  9)  Aligning  your  UNIQUE  STRENGTHS  to  what's  important  to  your  customer  —  11%  more  o`en  10)  Focusing  on  what  customers  can  DO  DIFFERENTLY  and  what  that  MEANS  to  them  —  11%  more  o`en    Implica8ons:    No8ce  that  4  of  the  10  biggest  differences  are  coaching  ac8vi8es.      

Page 46: Executive Roundtable: Measuring Marketing and Sales Alignment

Page  46    ©  2011  Beyond  ROI,  Inc.  •    www.getBeyondROI.com  

Comparison  #5:    Coaching  and  Pre/Post  Revenue  

Sta8s8cal  Significance:    The  rela1onship  between  skill  usage  and  revenue  is  sta1s1cally  significant,  where  Student’s  T-­‐test  =  2.234,  confidence  interval  of  p  <  0.0283  @  80  d.f.  (one-­‐tailed  test,  type  1  error).  

Basis  for  Comparison:    We  compared  par1cipants  based  coaching  ac1vity  around  Power  Messaging  to  pre/post  performance  against  Quota  (9  months  pre  vs.  9  months  post).  

1.9%2.5%

4.9%

0%

1%

2%

3%

4%

5%

6%

Low  Coaching(0-­‐50%  of  the  time)

Medium  Coaching(50-­‐70%  of  the  time)

High  Coaching(70+%  of  the  time)

Pre/Po

st  Change

(Against  Quo

ta)

Graph  15:    Coaching  and  Pre/Post  Performance

Page 47: Executive Roundtable: Measuring Marketing and Sales Alignment

Page  47    ©  2011  Beyond  ROI,  Inc.  •    www.getBeyondROI.com  

Comparison  #4:    How  “Big”  is  the  difference?  Basis  for  Comparison:    We  compared  par1cipants  with  Low,  Medium,  and  High  applica1on  of    19  Power  Messaging  to  Pre/Post  Monthly  Quota  Achievement.  

7.8%13.5%

33.0%

0%

5%

10%

15%

20%

25%

30%

35%

Low<65%  Application

Middle65-­‐75%  Application

High75%+  Application

Pre/Po

st  Change  in  M

onthly

Quo

ta  Achievement

Graph  14:    Skill  Application  and  Pre/Post  Changein  Montly  Quota  Achievement

HighAdopters

LowAdopters

MiddleAdopters

Page 48: Executive Roundtable: Measuring Marketing and Sales Alignment

Page  48    ©  2011  Beyond  ROI,  Inc.  •    www.getBeyondROI.com  

Comparison  #5:    What  difference  does  Coaching  make?  Basis  for  Comparison:    We  compared  par1cipants  who  reported  Low,  Medium,  and  High  coaching  ac1vity  to  Pre/Post  Monthly  Quota  Achievement.  

-­‐7.2%

21.3%

40.6%

-­‐20%

-­‐10%

0%

10%

20%

30%

40%

50%

Low<50%  Coaching

Middle50-­‐75%  Coaching

High75%+  Coaching

Pre/Po

st  Change  in  M

onthly

Quo

ta  Achievement

Graph  15:    Coaching  Activity  and  Pre/Post  Changein  Montly  Quota  Achievement

HighCoaching

LowCoaching

MiddleCoaching

Page 49: Executive Roundtable: Measuring Marketing and Sales Alignment

Page  49    ©  2011  Beyond  ROI,  Inc.  •    www.getBeyondROI.com  

Comments:    How  will  Power  Messaging  impact  your  Career?  

§  “Power  Messaging  (Corporate  Visions)  is  not  just  a  course  that  you  take  like  a  SPIN  selling  or  any  other  sales  course  we  have  all  taken.  This  is  something  that  if  you  truly  embrace  it  will  change  not  only  you,  but  your  customers  and  anyone  you  deal  with  in  life.  I  am  not  the  same  Account  Manager  I  was  before  this  course  and  I  am  on  a  different  Career  path  than  I  was  before  (In  a  Good  Way).”  

§  “Best  training  and  program  we  have  ever  had  and  used  -­‐  very  prac3cal  and  relevant.    Can  only  make  me  a  beTer  salesperson.”  

§  “It  has  definitely  made  me  a  beTer  sales  rep  in  the  eyes  of  my  customers.  Larger  sales.  I  feel  it  was  the  best  applicable  training  I  have  received  in  5  years.”  

§  “It  just  creates  a  whole  new  way  of  thinking  as  I  prepare  for  and  execute  mee3ngs  with  customers.  I  think  it  helps  us  think  outside  the  box  and  posi3on  ourselves  different  that  our  compe33on  in  life  and  sales.    I  think  it  helps  us  see  the  whole  picture  in  all  that  we  do.”  

Page 50: Executive Roundtable: Measuring Marketing and Sales Alignment

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“You’ve  always  known  that  well  designed  

well  implemented  training  can  

change  lives  and  grow  the  business…”  

Now  you  can  prove  it.®  

Page 51: Executive Roundtable: Measuring Marketing and Sales Alignment

Executive Roundtables Thank you!

Does Marketing & Sales Alignment Matter?

Page 52: Executive Roundtable: Measuring Marketing and Sales Alignment

September 20-21

Chicago

MARKETING & SALES MESSAGING CONFERENCE

hosted by Corporate Visions

CHICAGO SEPT 18-20

REGISTER:

http://conference.corporatevisions.com