Ignition Diagnostic for Sales

Ignition Diagnostic for Sales
ABC Company Results Gartner for Sales Leaders

Gartner for Sales Leaders
Confidentiality and Intellectual Property These materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential and proprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner. Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced. Legal Caveat Gartner is not able to guarantee the accuracy of the information or analysis contained in these materials. Furthermore, Gartner is not engaged in rendering legal, accounting, or any other professional services. Gartner specifically disclaims liability for any damages, claims, or losses that may arise from a) any errors or omissions in these materials, whether caused by Gartner or its sources, or reliance upon any recommendation made by Gartner.

A Guide to Using This Report
INTRODUCTION EXECUTIVE SUMMARY PATH TO MATURITY NEXT STEPS APPENDIX A Guide to Using This Report 1 Review your topline maturity scores for each functional activity. How Mature Are Our Functional Activities? 2 Identify your top priorities for next steps based on maturity gaps relative to the importance of each activity to functional objectives. What Are the High Priority Areas for Our Function? 3 Build an action plan to close gaps using Gartner’s proven insights, tactics, and tools. Activity Pathways to Maturity Recommended Resources

Report Roadmap Introduction Ignition™ Diagnostic Overview and Model
EXECUTIVE SUMMARY PATH TO MATURITY NEXT STEPS APPENDIX Report Roadmap Introduction Ignition™ Diagnostic Overview and Model Executive Summary Key Findings Path to Maturity Next Steps on the Path to Increased Maturity Next Steps How Gartner Can Help Appendix Additional Pathways, Detailed Data, and Methodology

Functional Activity Map for Sales
INTRODUCTION EXECUTIVE SUMMARY PATH TO MATURITY NEXT STEPS APPENDIX Functional Activity Map for Sales Gartner has developed the framework below to comprehensively represent the scope of the activities for the typical Sales function. Skill Development and Enablement Account and Opportunity Management Sales Design and Operations Talent Acquisition and Retention Value Proposition and Messaging Indirect Channel Management Strategy Onboard New Talent Conduct Territory Planning Manage Territory Design Source, Recruit, and Hire Sales Talent Determine and Clarify Market Differentiators Manage Channel Partners Manage Sales Culture Deliver Training Conduct Account Planning Manage CRM and Sales Analytics Attract and Retain Sales Talent Build Commercial Messages Drive Enablement Technology Value Manage Key Accounts Manage Market Segments and Go-to-Market Strategy Support Enablement Team Value Qualify and Develop Opportunities Manage Compensation Plan Drive Sales Manager Effectiveness Support Sales Process Execution

Gartner Ignition™ Diagnostic Overview
INTRODUCTION EXECUTIVE SUMMARY PATH TO MATURITY NEXT STEPS APPENDIX Gartner Ignition™ Diagnostic Overview Introduction to the Diagnostic Gartner Ignition™ Diagnostics enable organizations to improve functional performance by assessing their performance across a broad set of functional activities. The diagnostic measures two primary dimensions: maturity and importance. Gartner Ignition™ Diagnostic for Sales covers 20 functional activities across 7 functional objectives. Explanation of Scales Maturity Measured on a scale ranging from 1 (low) to 5 (high), maturity measures how advanced an organization’s development is in a functional activity relative to Gartner’s best practice research. Maturity scores are refined with a (+) or (–) to indicate intermediate levels of maturity. Maturity level descriptions are dependent on the specific activity being assessed. Importance Measured on a scale ranging from 1 (not important) to 5 (most important), importance measures how important each functional activity is to the overall effectiveness of your function in meeting its business objectives. Value Description 1 Not Important 2 Somewhat Important 3 Important 4 Very Important 5 Most Important Research Methodology Activity Priority Index (API) is used to identify the activities that should be prioritized for improving maturity. It is defined as the average gap between importance and maturity and is computed for each activity and then weighted by its average importance.

Who Participated at ABC Company?
INTRODUCTION EXECUTIVE SUMMARY PATH TO MATURITY NEXT STEPS APPENDIX Who Participated at ABC Company? First Name Last Name Title test1 General Manager (Head of a Business Unit) test2 Department Head / Director test5 First-level manager test3 test4 Mid-level manager test6 Responded as Functional Head

Report Roadmap Introduction
EXECUTIVE SUMMARY PATH TO MATURITY NEXT STEPS APPENDIX Report Roadmap Introduction Gartner Ignition™ Diagnostic Overview and Model Executive Summary Key Findings Path to Maturity Next Steps on the Path to Increased Maturity Next Steps How Gartner Can Help Appendix Additional Pathways, Detailed Data, and Methodology

What Is Our Sales Function’s Overall Maturity?
INTRODUCTION EXECUTIVE SUMMARY PATH TO MATURITY NEXT STEPS APPENDIX What Is Our Sales Function’s Overall Maturity? Overall functional maturity is the average maturity of all activities assessed.1 Sales Functional Maturity at ABC Company Measured on a scale ranging from 1 (low) to 5 (high), maturity is an organization’s performance relative to our best practice research. Maturity scores are refined with a (+) or (-) to indicate intermediate levels of maturity. The next page has individual maturity scores for each activity, allowing you to quickly identify strengths and opportunities for improving maturity. Number of respondents at ABC = 6 1 See the following page to determine which functional activities were assessed at your organization.

How Mature Are Our Functional Activities?
INTRODUCTION EXECUTIVE SUMMARY PATH TO MATURITY NEXT STEPS APPENDIX How Mature Are Our Functional Activities? Skill Development and Enablement 2+ Account and Opportunity Management 2+ Sales Design and Operations 2+ Talent Acquisition and Retention 2+ Value Proposition and Messaging 3+ Indirect Channel Management 3 Strategy 4- Onboard New Talent 3 Conduct Territory Planning 3 Manage Territory Design 3 Source, Recruit, and Hire Sales Talent 2 Determine and Clarify Market Differentiators 2+ Manage Channel Partners 3 Manage Sales Culture 4- Deliver Training 3- Conduct Account Planning 2+ Manage CRM and Sales Analytics 2+ Attract and Retain Sales Talent 3 Build Commercial Messages 4 Drive Enablement Technology Value 3 Manage Key Accounts 3+ Manage Market Segments and Go-to-Market Strategy 2+ Support Enablement Team Value 2 Qualify and Develop Opportunities 2- Manage Compensation Plan 2 Legend: Not Assessed Low Maturity Medium Maturity High Maturity Drive Sales Manager Effectiveness 2 Support Sales Process Execution 1+ n = 6 Maturity: Activities with a maturity score greater than 3+ were “High Maturity”, 2+ to 3+ were “Medium Maturity”, and less than 2+ were “Low Maturity”.

How Do Maturity and Importance Compare?
INTRODUCTION EXECUTIVE SUMMARY PATH TO MATURITY NEXT STEPS APPENDIX How Do Maturity and Importance Compare? Maturity and importance for each functional objective and activity are presented below. Skill Development and Enablement Account and Opportunity Management Sales Design and Operations Talent Acquisition and Retention Value Proposition and Messaging Indirect Channel Management Strategy Maturity = 2+ Very Important Maturity = 2+ Very Important Maturity = 2+ Very Important Maturity = 2+ Important Maturity = 3+ Very Important Maturity = 3+ Very Important Maturity = 3+ Important High Maturity and Importance Low n = 6 Lowest Maturity Highest Importance Legend Support Sales Process Execution Qualify and Develop Opportunities Manage Compensation Plan Drive Sales Manager Effectiveness Support Enablement Team Value Manage CRM and Sales Analytics Conduct Account Planning Drive Enablement Technology Value Manage Key Accounts Maturity Importance Functional Maturity Overall = 3- Importance: Measured on a scale ranging from 1 (Not Important) to 5 (Most Important), Importance measures how important each functional activity is to the overall effectiveness of your function in meeting its business objectives. Please refer to appendix section for scores.

Activity Priority Index1
INTRODUCTION EXECUTIVE SUMMARY PATH TO MATURITY NEXT STEPS APPENDIX What Are the High Priority Areas for Our Function? The Activity Priority Index identifies where the function is less mature in activities of greater importance. High Activity Priority Index1 Low n = 6 Highest Priority Lowest Priority Conduct Account Planning Manage CRM and Sales Analytics Deliver Training Build Commercial Messages Manage Sales Culture Attract and Retain Sales Talent n = 5 1Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higher Activity Priority Index score indicates a greater priority to the organization.

Do We Have Team Consensus on Maturity and Importance?
INTRODUCTION EXECUTIVE SUMMARY PATH TO MATURITY NEXT STEPS APPENDIX Do We Have Team Consensus on Maturity and Importance? Presented below are the differences between the functional head’s and staff’s maturity and importance scores for the activities with the highest score gaps. Activities with Highest Importance Score Gaps Head of Function versus Staff Importance Score Gap1 Importance Low High Activities with Highest Maturity Score Gaps Head of Function versus Staff Maturity Score Gap1 Legend: Functional Head Staff Maturity Low High x.xx Gap ≥ 1 n = 6 1 Importance & Maturity Gap: An activity’s importance and maturity gaps are the functional head’s importance/maturity score minus the staff’s average importance/maturity score. Note: Additional activities not shown here may have equally high importance/maturity score gaps. The importance and maturity score gaps for all activities are provided in the appendix.

High Priority Area: Conduct Account Planning
INTRODUCTION EXECUTIVE SUMMARY PATH TO MATURITY NEXT STEPS APPENDIX High Priority Area: Conduct Account Planning The activities involved in setting and executing a growth strategy for customer accounts. Create strategic plans in collaboration with customers Capture joint value drivers for customer and supplier alike Start doing the following to reach the next level of maturity: Integrate account planning into CRM Inform account planning from strategic sales imperatives Incorporate account planning in seller's daily workflow Involve diverse internal stakeholders during account planning Use a standardized account planning approach Review critical considerations that can impact account growth Focus on future actions and critical thinking to stimulate growth Incorporate information from beyond the core account team Actively rely on account plans during coaching and reviews Positive seller feedback on account review sessions Level 5 Incorporate information from beyond the core account team Actively rely on account plans during coaching and reviews Positive seller feedback on account review sessions Level 4 Use a standardized account planning approach Review critical considerations that can impact account growth Focus on future actions and critical thinking to stimulate growth Level 3 Level 2 Create account plans opportunistically and at management request Level 1 Current Level Next Level Currently practiced (or no longer required) Commence to achieve next level of maturity Not currently practiced

Conduct Account Planning – Recommended Resources
Featured Resources Review the Build Account Plans GrowthPath for guidance on designing and improving the effectiveness of your organization’s account plan. Review the Improve Deal Planning and Reviews GrowthPath to help sellers and managers adopt proven planning practices of high performers FOUNDATIONAL PRACTICES (LEVEL 1 – 3): Apply sound design principles and common account planning pitfalls to maximize utility for all users Use our Account Plan Template as a basis for your own and compare your account plans to member-submitted examples. Understand the key principles of an effective and valuable deal review Use our guide to creating an effective account review process that focuses on future actions to stimulate growth See how Gen-i arms customer-facing, non-sales staff with listening guidance to collect untapped intelligence from accounts. PROGRESSIVE PRACTICES (LEVEL 4-5) Integrate account planning into CRM Deliver value to customers through joint account planning Deploy Alcatel’s standardized sales and business unit decision templates that ease cross-functional coordination Review how Caremark jointly develops and monitors account performance measures with customers See how Cargill holds joint assessment meetings, supported by senior executive sponsors and multi-functional employees from both sides

High Priority Area: Manage CRM and Sales Analytics
INTRODUCTION EXECUTIVE SUMMARY PATH TO MATURITY NEXT STEPS APPENDIX High Priority Area: Manage CRM and Sales Analytics Amassing and leveraging meaningful customer data to enhance the customer experience and provide valuable business reporting and intelligence. Collect seller feedback on the usefulness of CRM Embed various tools into the CRM system Facilitate predictive modelling of revenue and margin growth Incorporate predictive analytics to power sales recommendations Start doing the following to reach the next level of maturity: Provide real-time, on demand business and customer intelligence Incorporate CRM data in coaching and deal-reviews Build firm-wide CRM standards with common processes and metrics Enable basic forecasting and reporting capabilities Provide account information that spans across teams and verticals Integrate ERP and back-office systems in CRM Level 5 Provide account information that spans across teams and verticals Provide a firm-wide view of the customer and relationship status Integrate ERP and back-office systems in CRM Level 4 Enable basic forecasting and reporting capabilities Embed sales process and funnel stages in CRM Level 3 Level 2 Design CRM to be activity-oriented capturing customer information Level 1 Current Level Next Level Currently practiced (or no longer required) Commence to achieve next level of maturity Not currently practiced

Manage CRM and Sales Analytics – Recommended Resources
Featured Resources Review Gartner expert research on CRM & Customer Engagement Review the Improve CRM Data & Analytics section of GrowthPaths for guidance and resources on improving reporting and analytics value, improving CRM technology value, and improving the value of customer and market intelligence. FOUNDATIONAL PRACTICES (LEVEL 1 – 3): Arm customer-facing, non-sales staff with listening guidance to collect untapped intelligence and firm-wide view of account status Use our guide to determine the approximate initial cost of a CRM project Use the CRM Application Functionality Starfish to assess CRM categories before looking at vendors to upgrade your company’s CRM Use the Gartner CRM Vendor Guide to understand the CRM landscape and the capabilities of different service providers Review our market guide for SaaS-based predictive analytics applications and identify providers that can support your business PROGRESSIVE PRACTICES (LEVEL 4-5) Review NBC Universal’s Social CRM platform that sources real-time business and customer intelligence Embed social media and social selling tools into your CRM system See how four companies use predictive analytics to optimize lead generation activities Use the Hype Cycle for Customer Analytic Applications to prioritize your investments through the maturity, adoption rates, and benefits of customer analytic applications Use our Magic Quadrant to understand the competitive positioning of vendors in the CRM customer engagement center landscape Use our Magic Quadrant to understand the competitive positioning of vendors in CRM lead management Use our Magic Quadrant to understand the competitive positioning of vendors in Customer Experience and CRM implementation Services worldwide

High Priority Area: Deliver Training
INTRODUCTION EXECUTIVE SUMMARY PATH TO MATURITY NEXT STEPS APPENDIX High Priority Area: Deliver Training Upskilling sales employees with necessary knowledge, skills, and behaviors to improve performance. Measure training outcomes on a regular basis Assess long-term impact on seller performance and business Start doing the following to reach the next level of maturity: Apply gamification principles and techniques in training Build social awareness and peer accountability Conduct recurring certification of higher order skills Serve different levels of skill mastery Customize training to different sales roles Use a variety of learning channels Get sellers to train using real accounts Level 5 Get sellers to train using real accounts Arrange opportunities to apply new skills with customers Level 4 Serve different levels of skill mastery Customize training to different sales roles Use a variety of learning channels Level 3 Level 2 Train on basic selling skills and product/technical knowledge Level 1 Current Level Next Level Currently practiced (or no longer required) Commence to achieve next level of maturity Not currently practiced

Deliver Training – Recommended Resources
Featured Resources Review the Identify Critical Skills/Competencies GrowthPath for guidance and resources to prioritize key competencies critical to seller success, and assess gaps in sellers’ current skills and competencies Review the Deliver High-Value Training GrowthPath for guidance and resources to help design, deliver, and reinforce effective sales training FOUNDATIONAL PRACTICES (LEVEL 1 – 3): Develop a sales training curriculum based on identified seller needs Develop reps investigative questioning skills to help them better identify true customer needs and opportunities for insight delivery Improve seller negotiation skills to overcome their tendency to give-in to customer demands too quickly in negotiations See how IBM tailors training for the particular needs of each distinct sales role Train sellers to identify and manage different types of customer stakeholders Train sellers to facilitate customer stakeholder conversations to drive consensus in the purchase process Get managers to help deconstruct reps’ application of newly learned skills that they have been practicing on low risk customers Engage Gartner & Marketing Solutions to baseline seller skills and design a custom learning program (Premium Offering) PROGRESSIVE PRACTICES (LEVEL 4-5) Use gamification concepts to drive participation, engagement, and retention in training initiatives Listen to a webinar replay on how D.E. Master Blenders 1753 planned, implemented, and rolled-out a training gamification initiative Learn how to create high-quality opportunities for sellers to practice newly learned skills both during training and with customers. Review how Electrolux and Kennametal certify sellers on continued demonstration of newly acquired skills Engage Gartner Knowledge Advisors to quantitatively measure your learning effectiveness (Premium Offering)

How Can Gartner Help Us? Key Takeaways to Review with Gartner
INTRODUCTION EXECUTIVE SUMMARY PATH TO MATURITY NEXT STEPS APPENDIX How Can Gartner Help Us? Gartner Resources and Membership Support Key Takeaways to Review with Gartner Reach out to your Client Partner to: Discuss general support and design a long-term service plan based on your priorities for improvement Schedule a conversation with a member of the Gartner team to identify specific strategies and resources to address maturity gaps Overall Maturity: High priority activities based on importance and maturity level: Conduct Account Planning Manage CRM and Sales Analytics Deliver Training Contact the Member Support Center to set up a discussion with your Client Partner. (US and International) Available Monday-Friday, 7 AM - 7 PM Eastern Time

INTRODUCTION EXECUTIVE SUMMARY PATH TO MATURITY NEXT STEPS APPENDIX Onboard New Talent New sales employee acquisition of the necessary knowledge, skills, and behaviors to be effective in role. Establish a cross-functional support network Get managers to support building strong networks Start doing the following to reach the next level of maturity: Place new hires in structured experential settings Provide extensive pre- and post-deal-level coaching Level 5 Teach sellers how to execute various workflows Build mentoring relationships with proven sellers Milestones based on historical metrics and seller expectations Demonstrate acquired skills at key onboarding milestones Milestones based on historical metrics and seller expectations Level 4 Teach sellers how to execute various workflows Build mentoring relationships with proven sellers Level 3 Level 2 Onboard on admin tasks and various systems and processes Level 1 Current Level Next Level Currently practiced (or no longer required) Commence to achieve next level of maturity Not currently practiced

Onboard New Talent – Recommended Resources
Featured Resource Review the Reduce Time to Full Productivity GrowthPath for guidance and resources to help design and improve the effectiveness of your organization’s onboarding process. FOUNDATIONAL PRACTICES (LEVEL 1 – 3): Use our Ignition Guide to design a seller onboarding plan that accelerates new hire performance Avoid the most common pitfalls associated with ineffective onboarding and time to productivity See how Dimension Data holds week-long sales boot camps held in the first 90-days of onboarding period Learn how to structure an onboarding plan that includes milestones and checkpoints to evaluate seller performance at key stages PROGRESSIVE PRACTICES (LEVEL 4-5) See how CertainTeed formalizes in field activities for new hires with performance criteria to ensure at least baseline proficiency Provide a series of pre-planned opportunities to apply newly-learned skills as part of manager ride-alongs; see how Siemens did it Understand how BCBS Michigan provides live-fire application of skills followed by deconstruction in a safe setting Learn the importance of new seller network building with our white paper on building an informal network Provide new hires with a roadmap for building a network of internal contacts to help navigate your organization’s internal complexity

Drive Enablement Technology Value
INTRODUCTION EXECUTIVE SUMMARY PATH TO MATURITY NEXT STEPS APPENDIX Drive Enablement Technology Value Building an enablement ecosystem that translates technology investments into clear-cut productivity gains. Align enablement technology to seller workflow Simplify the enablement eco-system on an ongoing basis Start doing the following to reach the next level of maturity: Observe sellers to identify workarounds and unarticulated needs Evaluate enablement technology on ability to reduce seller burden Level 5 Maintain an inventory of enablement tools and technology Solicit seller requests for relevant enablement support Solicit seller requests for relevant enablement support Identify patterns in seller requests to prioritize support Level 4 Maintain an inventory of enablement tools and technology Retire technology when unnecessary or harming seller productivity Level 3 Level 2 Build/purchase based on centrally-defined business objectives Level 1 Current Level Next Level Currently practiced (or no longer required) Commence to achieve next level of maturity Not currently practiced

Drive Enablement Technology Value – Recommended Resources
Featured Resources Review Gartner Expert Research on CRM & Customer Engagement, Sales Performance Management Technology, and Emerging Technologies & Trends. Review the Improve Enablement Technology Value GrowthPath for guidance and resources to help design and improve the effectiveness of your organization’s onboarding process. FOUNDATIONAL PRACTICES (LEVEL 1 – 3): Use our Ignition Guide to understand the enablement needs of sellers and how to drive seller tool value and adoption Ensure that enablement tool-building efforts are aimed at solving the right problems; see how CDW did it Review the four use cases to implementing CRM and CX solutions with support from service providers Use our market guide to get an overview of the Configure, Price, and Quote application suite market and a representative list of vendors PROGRESSIVE PRACTICES (LEVEL 4-5) See how VSP organizes enablement tools along the sales process to maximize seller utilization and adoption Use our Ignition Guide to select the best-fit enablement vendors to implement the technology Utilize our Sales Enablement Ecosystem to navigate the types of enablement technology solutions available in the market Use Gartner Expert Research to assess Inside Sales technologies that can improve your sales process Review our research study on Driving Rep Productivity with Tools: Building an Outcome-Back Tools Portfolio See how W.W. Grainger conducts tool pilots to chart adoption curve and tool impact prior to wide-scale release See how CR Information Solutions improved seller access to sales enablement technology and tools using a navigation help desk

Support Enablement Team Value
INTRODUCTION EXECUTIVE SUMMARY PATH TO MATURITY NEXT STEPS APPENDIX Support Enablement Team Value Equipping sellers with the right tools, content, and learning to engage customers across the buying journey. Shape agenda and influence commercial strategy Have the authority to drive change in the organization Start doing the following to reach the next level of maturity: Track and eliminate hurdles in the way of seller performance Review enablement eco-system for unnecessary complexity Level 5 Set clear priorities for the year Tie activities closely to commercial outcomes Support distinct seller workflows Organize enablement eco-system around the customer buying journey Support distinct seller workflows Organize enablement eco-system around the customer buying journey Level 4 Set clear priorities for the year Tie activities closely to commercial outcomes Level 3 Level 2 Support ad hoc requests from sellers from time to time Level 1 Current Level Next Level Currently practiced (or no longer required) Commence to achieve next level of maturity Not currently practiced

Support Enablement Team Value – Recommended Resources
Featured Resources Review Gartner Expert Research on CRM & Customer Engagement, Sales Performance Management Technology, and Emerging Technologies & Trends Review the Maximize Enablement Team Value GrowthPath to build an enablement team that is valued by sales leaders and other functional partners FOUNDATIONAL PRACTICES (LEVEL 1 – 3): Review our State of Sales Enablement Benchmark Report to understand the function’s most important and effective capabilities Learn about the typical responsibilities and composition of enablement teams at other organizations Use our Ignition Guide to understand how sales enablement can distinctly support seller workflow and drive adoption See how VSP aligns enablement tools throughout the sales process to maximize seller utilization and adoption Assess sales activities to identify opportunities for support Prioritize enablement requests and score them for feasibility and impact Review our Sales Enablement Ecosystem for enablement technology solutions across seller workflows PROGRESSIVE PRACTICES (LEVEL 4-5) Review our signature study on Sales Productivity in the New Work Environment to simplify the seller experience and reduce internal complexity Consult with sales partners to accurately diagnose business problems and identify innovative solutions Observe sellers in their daily activities to uncover unarticulated needs and transformational innovation opportunities Learn how FedEx targeted sales support to high-impact moments Learn how to map enablement resources to the customer buying process See our Quick Answer on three key practices for reducing non-sales distractions and increasing seller productivity

Drive Sales Manager Effectiveness
INTRODUCTION EXECUTIVE SUMMARY PATH TO MATURITY NEXT STEPS APPENDIX Drive Sales Manager Effectiveness Equipping front line sales managers to drive superior team performance and seller engagement. Promote a business ownership mindset in sellers Establish governing principles sellers need to adhere to Start doing the following to reach the next level of maturity: Focus deal reviews on uncovering obstacles in the buying journey Create occasions to surface and share best practices Level 5 Track and monitor team performance Put in place development plans to improve productivity Conduct training, coaching, and on-the-job skill application Create an open, transparent, and two-way dialogue Conduct training, coaching, and on-the-job skill application Create an open, transparent, and two-way dialogue Level 4 Track and monitor team performance Put in place development plans to improve productivity Level 3 Level 2 Include essential oversight of performance and productivity Level 1 Current Level Next Level Currently practiced (or no longer required) Commence to achieve next level of maturity Not currently practiced

Drive Sales Manager Effectiveness – Recommended Resources
Featured Resource Review Identify Critical Managerial Skills and Competencies as well as Improve Coaching Ability GrowthPaths for guidance and resources to help develop your managers’ competencies and bolster overall sales team performance. FOUNDATIONAL PRACTICES (LEVEL 1 – 3): Learn about the critical sales manager competencies as well as what effective and ineffective behaviors look like Leverage the PAUSE coaching framework to help managers prepare for, and conduct, high-quality coaching interactions Optimize the amount of time managers spend coaching Focus coaching on high-impact sales behaviors Improve your current coaching program and develop an effective sales coaching framework Take our Frontline Sales Leadership Diagnostic to measure the abilities of your managers across a range of dimensions See how FedEx gets front-line sales managers to focus seller support on a finite set of high-impact sales activities PROGRESSIVE PRACTICES (LEVEL 4 – 5) Establish a coaching accreditation program to group managers by demonstrated coaching proficiency See the Sales FLIP Manager Tool to help front line sales managers create a judgment-oriented climate Facilitate Collective Learning by arming managers with the skills necessary to coach sellers on building consensus amongst customer stakeholders Arm managers with the tools necessary to promote seller judgement in the sales process when situations requiring outside of the box thinking is required Equip managers with our Sales Manager Ideation Toolkit to support pre-sale strategizing and creative problem solving Use the Customer Purchase Accelerator Tool to uncover common customer roadblocks and align prescriptive resources to close the deal Review how Bombardier facilitates idea sharing between managers by organizing peer "consultant support" cohorts Engage Gartner & Marketing Solutions on a comprehensive Sales Manager Development Program (Premium Offering)

Conduct Territory Planning
INTRODUCTION EXECUTIVE SUMMARY PATH TO MATURITY NEXT STEPS APPENDIX Conduct Territory Planning The act of prioritizing accounts within a sales territory to achieve commercial goals. Provide a scoring system to assess account health Dynamically update score as more information becomes available Start doing the following to reach the next level of maturity: Account for trends in market and customers' business Align territory plan to the company's overall growth mandate Level 5 Establish a clear approach to base territory planning decisions Account for trends in market and customers' business Prioritize basis account potential, fit, and customer preferences Embed territory plan in seller's business reviews Level 4 Establish a clear approach to base territory planning decisions Refer to historical account performance when territory planning Level 3 Level 2 Leave territory planning to seller discretion Level 1 Current Level Next Level Currently practiced (or no longer required) Commence to achieve next level of maturity Not currently practiced

Conduct Territory Planning – Recommended Resources
Featured Resources Review the Improve Territory Planning GrowthPath for guidance and resources on improving territory planning at your organization. FOUNDATIONAL PRACTICES (LEVEL 1 – 3): Understand the key steps in an effective territory planning process See how Square D uses quantitative and qualitative criteria to judge market segment and individual account potential PROGRESSIVE PRACTICES (LEVEL 4 – 5) Arm managers with our Territory Review Guide to ensure valuable and productive territory review sessions

INTRODUCTION EXECUTIVE SUMMARY PATH TO MATURITY NEXT STEPS APPENDIX Manage Key Accounts The activities involved in managing the most strategically important customer relationships. Provide heightened transparency into business planning and growth Participate in customer business planning conversations Start doing the following to reach the next level of maturity: Understand key account purchase needs and requirements Eliminate internal complexity hampering account partnership Level 5 Provide heightened account support and service levels Reinforce longstanding and healthy commercial partnership Regularly up- and down-tier accounts based on performance Establish a clear value proposition for key accounts Reinforce longstanding and healthy commercial partnership Regularly up- and down-tier accounts based on performance Level 4 Create distinctive tiers to distinguish key accounts Provide heightened account support and service levels Level 3 Level 2 Assign dedicated key account managers to serve key accounts Level 1 Current Level Next Level Currently practiced (or no longer required) Commence to achieve next level of maturity Not currently practiced

Manage Key Accounts – Recommended Resources
Featured Resource Review the Optimize Key Accounts GrowthPath for guidance on improving the effectiveness of your organization’s key account program. FOUNDATIONAL PRACTICES (LEVEL 1 – 3): Use our Ignition Guide to Establishing a World-Class Key Account Program to create/refine your own program Use Electrolux’s account-tiering protocols to migrate accounts towards optimal relationship levels Ensure customers understand the value of your investments in them - see how USG did it PROGRESSIVE PRACTICES (LEVEL 4-5) Develop a process to provide visibility of strategic priorities for key accounts – see how Schneider Electric did it Review how Caremark jointly develops and monitors account performance measures with customers See how Cargill holds joint assessment meetings, supported by senior executive sponsors and multi-functional employees from both sides Learn how TNT uses portfolio management to pressure test future potential of accounts and assess performance of current global accounts Use a web-based dashboard to provide KAMs and sales leaders with real-time access to critical information on global accounts

Qualify and Develop Opportunities
INTRODUCTION EXECUTIVE SUMMARY PATH TO MATURITY NEXT STEPS APPENDIX Qualify and Develop Opportunities The activities involved in qualifying viable opportunities and supporting their progression toward closure. Prioritize customers receptive to new or disruptive ideas Prioritize customer stakeholders that want to mobilize change Train managers on creative-thinking skills to support planning Start doing the following to reach the next level of maturity: Embed opportunity planning in CRM, process, and playbooks Organize deal reviews to assess pipeline health and deal progress Level 5 Build healthy lead and information sharing practices Encourage taking a forward-looking view on any deal Apply critical thinking skills during sales pursuit Level 4 Provide an opportunity planning framework/approach Establish qualification criteria to assess opportunity viability Build healthy lead and information sharing practices Incoporate customer organizational dynamics in plans Level 3 Level 2 Base opportunity qualification and progress on seller intuition Level 1 Current Level Next Level Currently practiced (or no longer required) Commence to achieve next level of maturity Not currently practiced

Qualify and Develop Opportunities – Recommended Resources
FOUNDATIONAL PRACTICES (LEVEL 1 – 3): Review the set of preferred qualification screens to use to identify opportunities with the highest potential Use our implementation guide to align the lead management process between sales and marketing in your organization See how McKesson developed a scorecard based on customer attributes that correlate with a high potential for sales success Use Square D’s scorecard to qualify leads based on quantitative and qualitative criteria regarding customers’ future value and strategic fit Utilize our Customer Segmentation Implementation Guide to create an opportunity-fit segmentation model PROGRESSIVE PRACTICES (LEVEL 4-5) Learn how organizations are using data and predictive analytics to improve lead generation activities See how Computer Associates creates a process to systematically source, vet, transfer, and track leads to channel partners Use our Opportunity Fit Scorecard to help identify emerging demand potential and customers’ readiness to change Review our whitepaper on the key components of the Challenger approach to opportunity management Use our collection of guides, checklists, examples, and templates on opportunity pursuit and management Use the Challenger Plan to qualify opportunities based on customers’ readiness for change Use Microchip’s Stage Zero Sales Process to help sellers shape demand early in the sale Review our Magic Quadrant that evaluates 17 providers of CRM lead management to find the right choice for your organization

Support Sales Process Execution
INTRODUCTION EXECUTIVE SUMMARY PATH TO MATURITY NEXT STEPS APPENDIX Support Sales Process Execution A systematic approach to successfully engaging customers in a commercial transaction, driving target sales behaviors, and supporting the customer purchase decision. Align enablement tools to each stage of the process Integrate sales playbooks and tools with CRM Embed best practices in the sales process Start doing the following to reach the next level of maturity: Conduct intensive research of the customer buying process Build the sales process from the customer's buying journey Use pre-determined customer actions to verify deal progress Level 5 Incorporate forecasting and reporting requirements Incorporate how high performers approach the sale Determine deal progress through completion of sales activities Level 4 Incorporate forecasting and reporting requirements Level 3 Level 2 Inform sales process through sales leadership team's views Level 1 Current Level Next Level Currently practiced (or no longer required) Commence to achieve next level of maturity Not currently practiced

Support Sales Process Execution – Recommended Resources
Featured Resource Review the Improve Sales Process GrowthPath for guidance on designing and improving the effectiveness of your organization’s sales process. FOUNDATIONAL PRACTICES (LEVEL 1 – 3): Review our Sample Buying Process Template that synthesizes years of research into a sample customer buying process Create a customer-paced sales process that is aligned to the customer’s buying process; see how ADP did it Use Gartner Expert Research to assess Inside Sales technologies that can improve your sales process PROGRESSIVE PRACTICES (LEVEL 4-5) Build understanding and consensus around why process needs to evolve, how it must evolve, and what companies must to do take action. Attend our Making Buying Easy Workshop to get armed with the knowledge, skills, and frameworks to evolve your sales process Use the Ignition Guide on Creating a Customer-Aligned Sales Process to create/revise your sales process See how A.N. Mobility targets identified customer decision stall points with prescriptive interventions that move customers forward in the sale

Manage Territory Design
INTRODUCTION EXECUTIVE SUMMARY PATH TO MATURITY NEXT STEPS APPENDIX Manage Territory Design Optimize the assignment of customer accounts to sellers, ensuring sales productivity and customer engagement. Balance quantity and quality of accounts, and cost management Account for local market, customer, and seller peculiarities Start doing the following to reach the next level of maturity: Account for customer preferences in the territory design process Prioritize engagement with high potential accounts Level 5 Establish a formal territory design process Determine clear objectives for the territory design process Account for customer preferences in the territory design process Base territory decisions on accurate and unbiased alignment data Create market definitions and selling rules to prevent conflict Level 4 Establish a formal territory design process Determine clear objectives for the territory design process Level 3 Level 2 Leave territory design to manager and seller discretion Level 1 Current Level Next Level Currently practiced (or no longer required) Commence to achieve next level of maturity Not currently practiced

Manage Territory Design – Recommended Resources
Featured Resource Review the Optimize Territory Design GrowthPath for guidance and resources to help optimize your organization’s sales territories. FOUNDATIONAL PRACTICES (LEVEL 1 – 3): Review our Sales Territory Design Primer for baseline understanding and to get up-to-speed on territory design practices Read our Advice on how to approach sales territory design decisions and the inherent tensions and tradeoffs amongst these considerations Review the Sales Force & Territory Structure Benchmarking Report to understand how your peers approach territory realignment Use our Territory Size Benchmarking Tool to compare your territories with those of your peers Use our Territory Alignment Tool to establish market definitions and selling rules Learn from your peers about their practical experiences with territory realignment PROGRESSIVE PRACTICES (LEVEL 4-5) Consult our Alignment Software Vendor Profiles if you are considering purchasing territory design software Learn how to minimize the disruption resulting from territory realignment through effective communication Review our research brief for proven tactics on managing the sales force through territory changes

Manage Market Segments and Go-to-Market Strategy
INTRODUCTION EXECUTIVE SUMMARY PATH TO MATURITY NEXT STEPS APPENDIX Manage Market Segments and Go-to-Market Strategy The activities involved in creating market subsets, optimizing channel mix, and facilitating resource allocation across sales channels. Establish accurate account scoring predictive of performance Optimize channel mix to provide the best ROI Start doing the following to reach the next level of maturity: Forward-invest in channels in promising non-traditional markets Use coverage as a viable growth lever to improve performance Level 5 Segment customers on demographic variables Factor in cost of sale and total sales resourcing Prioritize costliest channels on highest potential segments Segment customers based on historical volumen of business Segment customers based on historical volumen of business Balance channel cost, effectiveness, and growth potential Level 4 Segment customers on demographic variables Factor in cost of sale and total sales resourcing Prioritize costliest channels on highest potential segments Level 3 Level 2 Follow industry standards for segments and coverage model Level 1 Current Level Next Level Currently practiced (or no longer required) Commence to achieve next level of maturity Not currently practiced

Manage Market Segment and Go-to-Market Strategy – Recommended Resources
Featured Resource Review the Establish Market Segments and Go-to-Market Strategy GrowthPath for guidance on establishing customer segments and aligning best fit sales channels to them. FOUNDATIONAL PRACTICES (LEVEL 1 – 3): Review our Advice on how to effectively assess and segment customers according to how and why they buy Use our Ignition Guide to conduct a needs-based customer segmentation exercise and develop a customer classification process Use our Channel Selection tool to assess the effectiveness and efficiency of your channels for particular customer segments PROGRESSIVE PRACTICES (LEVEL 4-5) Review our Advice to understand how to balance the tradeoffs between sales channels when making a selection for a specific customer segment. Conduct needs-based segmentation to enable systematic identification of underappreciated capabilities for creating customer value Use alternative territory allocation methods like social proximity to customers; see how Network Hardware Resale did it

Manage Compensation Plan
INTRODUCTION EXECUTIVE SUMMARY PATH TO MATURITY NEXT STEPS APPENDIX Manage Compensation Plan The activities involved in recognizing and rewarding sales talent to drive engagement and seller performance. Promote the sharing of information and leads Get sellers to understand the importance of collaboration Prioritize long-term customer outcomes over short-term incentives Start doing the following to reach the next level of maturity: Limit plan to 3-4 core metrics with 1 prioritized metric Eliminate the use of plan exceptions, overlays, etc. Level 5 Conduct market analysis of pay practices Limit churn as a result of compensation practices Provide tools and payout calculators to sellers Create self-service tools to provide updated payout information Provide tools and payout calculators to sellers Ensure sellers understand plan components and payout Level 4 Conduct market analysis of pay practices Limit churn as a result of compensation practices Level 3 Level 2 Link pay to performance in a way that is perceived as fair Level 1 Current Level Next Level Currently practiced (or no longer required) Commence to achieve next level of maturity Not currently practiced

Manage Compensation Plan – Recommended Resources
Featured Resource Review the Motivate via Compensation and Rewards GrowthPath for guidance on optimizing and communicating your compensation plan. FOUNDATIONAL PRACTICES (LEVEL 1 – 3): Explore compensation benchmarks from over 750 sales organizations and over 35,000 compensation plan designs spanning 15 major industry verticals Understand the critical components of, and the process for, effective compensation plan (re)design Select the compensation metrics that will align your sellers’ efforts with company goals Optimize your sellers’ base/variable pay mix Reduce the overall complexity of your compensation plan to increase seller understanding and receptivity PROGRESSIVE PRACTICES (LEVEL 4-5) Understand what your organization should communicate about compensation plans to improve seller perception of pay fairness Learn how to effectively communicate compensation plan changes to maximize sales force buy-in Understand how to properly incentivize specialists for their contribution to team-based sales Determine the appropriate method for compensating sellers over long sales cycles to ensure pay stability and consistent seller performance Encourage internal coordination and collaboration between sellers and sales teams by creating incentives for teamwork See how Dimension Data incentivizes for cross-silo deal collaboration and mitigates potential internal conflict between sellers

Source, Recruit, and Hire Sales Talent
INTRODUCTION EXECUTIVE SUMMARY PATH TO MATURITY NEXT STEPS APPENDIX Source, Recruit, and Hire Sales Talent The activities involved in the sourcing, recruiting, and hiring of sales talent. Adopt a data-driven talent screening platform Inform screening and assessment tools from top seller behaviors Start doing the following to reach the next level of maturity: Update target competencies and recruiting programs Partner with business to improve recruiting effectiveness Level 5 Incorporate proven high-performer skills and competencies Provide guidance on candidate experience and interview responses Inform hiring managers of target competencies and hiring profiles Provide guidance on candidate experience and interview responses Train hiring managers on target sales competencies Level 4 Establish sales-specific, defined competencies Incorporate proven high-performer skills and competencies Level 3 Level 2 Base hiring decisions on manager intuition and judgment Level 1 Current Level Next Level Currently practiced (or no longer required) Commence to achieve next level of maturity Not currently practiced

Source, Recruit, & Hire Sales Talent – Recommended Resources
Featured Resource Review the Selectively Source, Recruit and Hire GrowthPath for guidance and resources to source high-quality talent, identify new talent pools, and select channels to engage high-potential candidates. FOUNDATIONAL PRACTICES (LEVEL 1 – 3): Use our Ignition Guide to create a robust plan to engage potential candidates and source high-quality sales talent Use the Competency Prioritization Tool to identify critical sales competencies to consider while assessing potential talent pools Revamp your sales job postings using the Challenger Job Posting Kit Collaborate with HR to craft job descriptions that include role-specific information such as key responsibilities, required qualifications, and desired skills Create a sales specific on-campus brand to source university graduates with the greatest potential to be effective sellers PROGRESSIVE PRACTICES (LEVEL 4-5) Identify industries and functions outside of sales that have high concentration of candidates with Challenger™ potential Use our guidelines to select validated candidate assessment tools that best align with your hiring objectives Review best-practice recommendations for using formal assessment methods in the recruitment process Follow these three key steps for building a differentiated, sales-specific EVP that attracts high caliber sales talent Use an EVP generator template to assess the business relevance and current effectiveness of your EVP components Engage Gartner & Marketing Solutions to define your organization’s high performance profile (Premium Offering)

Attract and Retain Sales Talent
INTRODUCTION EXECUTIVE SUMMARY PATH TO MATURITY NEXT STEPS APPENDIX Attract and Retain Sales Talent The activities involved in employment brand-building, engagement, and retention of skilled sales talent. Present a clear and widely accepted employee value proposition Ensure the value proposition is differentiated in the market Analyze evolving employment preferences of target talent profiles Start doing the following to reach the next level of maturity: Conduct regular talent audits to ensure best fit talent Establish a formal internal mobility program Level 5 Conduct an annual compensation benchmarking audit Measure manager relationship health with sales teams periodically Hold managers responsible for coaching and team engagement Establish a formal internal mobility program Measure manager relationship health with sales teams periodically Hold managers responsible for coaching and team engagement Level 4 Conduct an annual compensation benchmarking audit Adjust employment offers to reflect current job market conditions Level 3 Level 2 Conduct periodic employee engagement and job satisfaction surveys Level 1 Current Level Next Level Currently practiced (or no longer required) Commence to achieve next level of maturity Not currently practiced

Attract and Retain Sales Talent – Recommended Resources
Featured Resource Review the Improve Engagement Levels GrowthPath for guidance and resources to help optimize your organization’s seller engagement. FOUNDATIONAL PRACTICES (LEVEL 1 – 3): Build a business case for improving employee engagement Create a seller engagement survey to understand your employees’ engagement levels Review our Sales Workforce Insights to learn about current trends in employee engagement Conduct an Employee Engagement Survey to capture extensive data and uncover insights into your sellers' level of engagement Deploy the Frontline Sales Leadership Diagnostic to measure one of the biggest drivers of seller engagement: frontline manager effectiveness Use the Sales Compensation Insights Center and the Sales Compensation Benchmarking Platform to compare your compensation plans to those of your peers PROGRESSIVE PRACTICES (LEVEL 4-5) Arm managers to identify and address signs of seller disengagement Equip managers to effectively maintain seller engagement during times of change Conduct exit interviews to identify disengagement drivers Develop a communications plan for your engagement strategy

Determine and Clarify Market Differentiators
INTRODUCTION EXECUTIVE SUMMARY PATH TO MATURITY NEXT STEPS APPENDIX Determine and Clarify Market Differentiators The activities involved in identifying the organization’s unique differentiators in the marketplace. Scrutinize value proposition periodically for relevance Update differentiators and value proposition in a timely manner Start doing the following to reach the next level of maturity: Have agreement on enterprise-level points of differentiation Ensure the enterprise value proposition is widely understood Create a value proposition that is difficult to replicate Ensure the valur proposition is easily understood by customers Level 5 Assign responsibilities to determine points of differentiation Build organizational consensus on points of differentiation Build agreement on why customers buy (beyond price) Build organizational consensus on points of differentiation Build agreement on why customers buy (beyond price) Level 4 Conduct cross-functional meetings on points of differentiation Assign responsibilities to determine points of differentiation Level 3 Level 2 Present differing views on differentiators and value proposition Level 1 Current Level Next Level Currently practiced (or no longer required) Commence to achieve next level of maturity Not currently practiced

Determine and Clarify Market Differentiators – Recommended Resources
Featured Resources Review the Craft Compelling Commercial Messages and Establish a Messaging Team GrowthPaths for guidance and resources to develop an organizational capability to craft compelling insight-led commercial messaging. FOUNDATIONAL PRACTICES (LEVEL 1 – 3): Use our mini-assessment to determine how well your typical sales message or collateral meets the bar for insight-led messages Understand the differences between thought leadership and true commercial insight Use our Ignition Guide to create and refine your commercial insights and build an organizational capability Review the structural components of a world-class insight that break down and replace customer’s existing mental models Download the RACI Chart to identify and list the key actions, and assign owners and timelines against each action PROGRESSIVE PRACTICES (LEVEL 4-5) Us Learn about the three insight types and review three examples of member pitch decks that effectively convey those insight types Use Dow Chemical’s Customer Outlier Analysis to clearly arrive at – “why should a customer buy from us” Attend one of our upcoming workshops on An Introduction to Commercial Insight – contact your Account Manager Evaluate your commercial messages using the Commercial Insight Audit, and determine the strength of your organization’s messages Review the Commercial Insight Example Library for examples of commercial insight from member companies

Build Commercial Messages
INTRODUCTION EXECUTIVE SUMMARY PATH TO MATURITY NEXT STEPS APPENDIX Build Commercial Messages The activities involved in communicating the value the organization provides to the customer’s business. Drive urgency in messaging and "cost of doing nothing" Create messages that confront customer's existing thinking Tie back messages to the unique differentiators Start doing the following to reach the next level of maturity: Support messages with unbiased data and evidence Combine elements of storytelling to weave an emotional experience Level 5 Lead with insight and perspective on the customer's business Support messages with unbiased data and evidence Tie messages to the organization's unique differentiators Ensure messages are differentiated from the competition Lead with insight and perspective on the customer's business Level 4 Create standardized commercial messages/talking points Tailor messages to the customer's situation Level 3 Level 2 Find sellers using their own unique messages with customers Level 1 Current Level Next Level Currently practiced (or no longer required) Commence to achieve next level of maturity Not currently practiced

Build Commercial Messages – Recommended Resources
Featured Resources Review the Craft Compelling Commercial Messages and Establish a Messaging Team GrowthPaths for guidance and resources to develop an organizational capability to craft compelling insight-led commercial messaging. FOUNDATIONAL PRACTICES (LEVEL 1 – 3): Review our framework for launching a Challenger messaging capability and customize it to your organization’s requirements. Understand the definition and key attributes of commercial insight and learn how it is different from thought leadership Use our template to construct a change story to create internal buzz about the new initiative in your organization Use our six-step commercial teaching choreography to organize your message, combining elements of teaching and storytelling Attend one of our upcoming workshops on An Introduction to Commercial Insight – contact your Account Manager Listen to a webinar replay about creating effective sales messages that deliver commercial insight Use this simple Message Testing Criteria Worksheet to pressure test reps’ overall message delivery PROGRESSIVE PRACTICES (LEVEL 4-5) Use our coaching guide to get managers to ask probing questions aligned to stages in the commercial teaching pitch Review the Commercial Insight Example Library for examples of commercial insight from member companies See how Neopost and Grainger organize competitions to generate buzz and excitement on the new messaging approach Engage Gartner & Marketing Solutions to support you in building and delivering commercial insight messages (Premium Offering) Use Sales Exchange to help sellers safely practice Challenger techniques and Commercial Insights, to improve their delivery and application of Challenger principles to actual opportunities (Premium Offering)

Manage Channel Partners
INTRODUCTION EXECUTIVE SUMMARY PATH TO MATURITY NEXT STEPS APPENDIX Manage Channel Partners The activities involved in supporting channel partners in taking the company’s products and solutions to market. Establish direct access to channel partner sales force Establish programs to reduce channel administrative burden Establish robust partner metrics, including reverse scorecards Start doing the following to reach the next level of maturity: Share critical channel and market information Establish visibility into partner pipeline and performance Provide distinctive benefits to key channel partners Level 5 Establish exclusive arrangements with key channel partners Engage with partners' commercial and leadership teams Establish visibility into partner pipeline and performance Establish exclusive arrangements with key channel partners Engage with partners' commercial and leadership teams Design incentive programs to drive partner focus Level 4 Assign dedicated channel managers to oversee partner relationship Provide channel managers access to the latest information Coordinate regular training to upskill partner sales force Level 3 Level 2 Provide channel partners access to the product suite Level 1 Current Level Next Level Currently practiced (or no longer required) Commence to achieve next level of maturity Not currently practiced

Manage Channel Partners – Recommended Resources
Featured Resources Review Gartner Expert Research on channel partner related Emerging Technologies & Trends FOUNDATIONAL PRACTICES (LEVEL 1 – 3): Leverage our Channel Partner Onboarding Plan to design the key objectives and activities to onboard a new channel partner Review our Selecting and Building Channel Partnerships Essentials to segment and select partners based on their collaboration potential Review Gartner Expert Research on the five steps to successful partner relationship management initiatives Review Gartner Expert Research on the ten pitfalls to avoid when implementing a digital sales partner system PROGRESSIVE PRACTICES (LEVEL 4-5) Use Gartner Research to learn how to establish communities inside your PRM portal to increase partner engagement and collaboration Review our market guide to shortlist PRM vendors that offer either end-to-end or point solutions for channels sales Develop tools that uncover partner priorities and align the most effective resources – see how USG did it Use our Ignition Guide to Assessing and Reinforcing Channel Partner Relationship Health to improve the return on your partnerships Take the Gartner Channel Partner Health Diagnostic to assess how well you are supporting your channel partners on a range of attributes

INTRODUCTION EXECUTIVE SUMMARY PATH TO MATURITY NEXT STEPS APPENDIX Manage Sales Culture The establishment of a supportive sales environment for the achievement of sales goals, adoption of right seller behaviors, and the attraction, retention, and engagement of talent. Monitor and manager the sales organization's climate and culture Benchmark key engagement drivers and employee preferences Start doing the following to reach the next level of maturity: Encourage managers to work for their teams (versus directing) Entrust sellers to deviate from process in a principled fashion Establish a sales culture and employee value proposition Level 5 Rely on data and metrics when discussing performance Hold sales teams accountable through data and analytics Encourage managers to work for their teams (versus directing) Establish a sales culture and employee value proposition Drive collaboration within sales teams Encourage managers to coach (versus "taking over" accounts) Prioritize profitable growth over near-term revenue Level 4 Rely on data and metrics when discussing performance Hold sales teams accountable through data and analytics Operate sales teams in a relatively "flat" capacity Level 3 Level 2 Create accountability for near-term commercial outcomes Level 1 Current Level Next Level Currently practiced (or no longer required) Commence to achieve next level of maturity Not currently practiced

Manage Sales Culture – Recommended Resources
Featured Resource Review the Improving Sales Culture and Climate GrowthPath for guidance on building an engaging and productive sales climate. FOUNDATIONAL PRACTICES (LEVEL 1 – 3): Track and report the sales metrics that leading organizations focus on Understand the organizational climate best-suited to today’s complex B2B sales Structure coaching interactions that promote seller judgment Incorporate Insight Selling competencies into the sales manager training curriculum Identify and prioritize manager behaviors that contribute to a judgment-oriented team climate PROGRESSIVE PRACTICES (LEVEL 4-5) Enable rep judgment with a customer-verified sales process that paces the sale based on buyer signals Screen potential managers for competencies that impact team climate Establish independent market teams that give sellers a greater opportunity for business ownership and judgment See how Bombardier sets up peer-consulting cohorts to facilitate idea sharing and co-create solutions Launch our Culture Pulse Survey to benchmark your sales climate and identify the drivers of a more judgment-friendly sales climate Assess manager effectiveness to identify opportunities for managers to improve team micro-climates

Team Consensus Maturity (Activities Ranked By Maturity Gap) Objective
INTRODUCTION EXECUTIVE SUMMARY PATH TO MATURITY NEXT STEPS APPENDIX Team Consensus Maturity (Activities Ranked By Maturity Gap) Objective Activity Overall (n=6) Functional Head (n=1) Staff (n=5) Gap (Senior minus Staff) Skill Development and Enablement Deliver Training 2.67 3.50 1.83 1.67 Onboard New Talent 3.00 2.00 1.50 Account and Opportunity Management Support Sales Process Execution 1.00 -0.83 Qualify and Develop Opportunities 1.75 -1.00 Sales Design and Operations Manage Market Segments and Go-to-Market Strategy 2.50 -1.50 Value Proposition and Messaging Determine and Clarify Market Differentiators Drive Sales Manager Effectiveness Talent Acquisition and Retention Source, Recruit, and Hire Sales Talent 2.17 -1.67 Conduct Account Planning 2.75 -1.75 Manage Compensation Plan 2.83 -1.83 Drive Enablement Technology Value 4.00 -2.00 Support Enablement Team Value Manage CRM and Sales Analytics 3.08 -2.08 Indirect Channel Management Manage Channel Partners 3.33 -2.33 Manage Territory Design -2.50 Attract and Retain Sales Talent Strategy Manage Sales Culture 3.67 -2.67 Conduct Territory Planning -3.00 Build Commercial Messages 4.17 -3.17 Manage Key Accounts 4.33 -3.33 High priority activity

Team Consensus Importance (Activities Ranked By Importance Gap)
INTRODUCTION EXECUTIVE SUMMARY PATH TO MATURITY NEXT STEPS APPENDIX Team Consensus Importance (Activities Ranked By Importance Gap) Objective Activity Overall (n=6) Functional Head (n=1) Staff (n=5) Gap (Senior minus Staff) Sales Design and Operations Manage Compensation Plan 3.50 5.00 3.20 1.80 Talent Acquisition and Retention Attract and Retain Sales Talent 3.00 4.00 2.80 1.20 Skill Development and Enablement Drive Enablement Technology Value 4.33 4.20 0.80 Account and Opportunity Management Manage Key Accounts Manage Market Segments and Go-to-Market Strategy 3.33 Onboard New Talent 3.40 0.60 Source, Recruit, and Hire Sales Talent Value Proposition and Messaging Determine and Clarify Market Differentiators Conduct Account Planning 4.67 4.60 0.40 Manage CRM and Sales Analytics Strategy Manage Sales Culture 0.00 Deliver Training 4.17 -0.20 Build Commercial Messages 3.60 -0.60 Indirect Channel Management Manage Channel Partners 3.67 3.80 -0.80 Drive Sales Manager Effectiveness 2.00 -1.20 Support Sales Process Execution Support Enablement Team Value NA Qualify and Develop Opportunities Conduct Territory Planning Manage Territory Design High priority activity

Team Consensus Prioritization (Activities Ranked By API Gap) Objective
INTRODUCTION EXECUTIVE SUMMARY PATH TO MATURITY NEXT STEPS APPENDIX Team Consensus Prioritization (Activities Ranked By API Gap) Objective Activity Overall (n=6) Functional Head (n=1) Staff (n=5) Gap (Senior minus Staff) Account and Opportunity Management Manage Key Accounts 4.33 20.00 -0.55 20.55 Sales Design and Operations Manage Compensation Plan 5.25 1.18 18.82 Skill Development and Enablement Drive Enablement Technology Value 5.76 15.00 0.84 14.16 Talent Acquisition and Retention Attract and Retain Sales Talent 0.00 12.00 -1.96 13.96 Manage CRM and Sales Analytics 10.13 6.99 13.01 Conduct Account Planning 8.51 11.49 Manage Market Segments and Go-to-Market Strategy 2.76 2.24 9.76 Source, Recruit, and Hire Sales Talent 4.66 2.48 9.52 Value Proposition and Messaging Determine and Clarify Market Differentiators 3.50 3.06 8.94 Build Commercial Messages -2.35 6.00 -2.05 8.05 Strategy Manage Sales Culture -2.01 8.01 Indirect Channel Management Manage Channel Partners 2.46 1.79 4.21 Drive Sales Manager Effectiveness 3.00 2.00 -0.24 Support Sales Process Execution 4.50 4.38 -2.38 Onboard New Talent 1.75 4.76 -2.76 Deliver Training 6.26 9.95 -7.95 Support Enablement Team Value N/A Qualify and Develop Opportunities Conduct Territory Planning Manage Territory Design High priority activity

INTRODUCTION EXECUTIVE SUMMARY PATH TO MATURITY NEXT STEPS APPENDIX What Are the High Priority Areas for Our Function? (Functional Head Only) The Activity Priority Index identifies where the function is less mature in activities of greater importance. Activity Priority Index1 High Low n = 1 Highest Priority Lowest Priority Conduct Account Planning Manage Key Accounts Manage CRM and Sales Analytics Manage Compensation Plan Onboard New Talent Deliver Training Drive Sales Manager Effectiveness Support Sales Process Execution 1Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higher Activity Priority Index score indicates a greater priority to the organization.

Methodology Details Survey Instrument Scoring Maturity
INTRODUCTION EXECUTIVE SUMMARY PATH TO MATURITY NEXT STEPS APPENDIX Methodology Details Survey Instrument The diagnostic assesses functional activities along two primary dimensions: maturity and importance. To assess maturity, respondents are presented a series of statements that represent component sub-activities of a particular functional activity. Respondents are asked to check all statements that represent currently performed sub-activities. Through an understanding of which sub-activities are currently being performed, Gartner can determine the level of maturity for any given functional activity. Each whole level in the model is assigned one point. Gartner’s proprietary logic calculates the fractional contribution of each sub- activity statement to the overall maturity score for that activity. Scoring Maturity Setting Priorities (API Calculation) To understand priorities, Gartner calculates the Activity Priority Index, which is weighted by importance. The Activity Priority Index is calculated as follows: API = (Importance – Maturity) x Importance For precision, the maturity score expressed as a decimal is used in this calculation. Higher API scores indicate very important or most important functional activities with low maturity, while lower API scores indicate lower importance activities with high maturity. The API proposes a set of priorities on the assumption that highly important activities with low maturity should be targeted first to increase functional performance. Range Maturity Level 1.00–1.32 1 1.33–1.66 1+ 1.67–1.99 2- 2.00–2.32 2 2.33–2.66 2+ 2.67–2.99 3- 3.00–3.32 3 3.33–3.66 3+ 3.67–3.99 4– 4.00–4.32 4 4.33–4.66 4+ 4.67–4.99 5– 5

Calculation of Maturity Scores
INTRODUCTION EXECUTIVE SUMMARY PATH TO MATURITY NEXT STEPS APPENDIX Calculation of Maturity Scores Introduction Gartner's Ignition™ Diagnostic takes a unique approach to assessing maturity. It disaggregates the five-level maturity model for a given activity into 5–15 discrete statements that describe sub-activities. Those sub-activities are each associated with a maturity level, one to five, of the given activity. The entire five-level maturity model for an activity is assigned five points, one point for each level. Within a level, the one point is allocated evenly across all of the sub-activities associated with that level. If there is one sub-activity, it is allocated 1.0 point; if there are two, each is worth 0.5 points, if there are three, then 0.33 points each, and so forth. Note that the sum of the fractional points across all the sub-activities for each level is 1.0 and the sum across all levels of an activity is always 5.0. Assessing Maturity Each sub-activity is then directly assessed by respondents as being present and effective in the organization, or not. Rather than creating a maturity score for each respondent for an activity and then averaging those, Gartner first aggregates the responses across all respondents for each sub-activity. To be scored as a “Yes” (present and effective) for the organization, more than 50% of the respondents must have assessed that Sub-Activity as a “Yes”. Otherwise that sub-activity is scored as a “No” overall. In the case of a single respondent (only one surveyed, or sub-group of one) the individual response is taken as the “group” response. This approach offers two important advantages. First, it provides a better assessment of maturity, as each individual sub-activity must be judged by a majority of respondents to be present and effective to contribute to the overall maturity score for an activity. Second, it allows for more precise identification of which components of that level of maturity are already present and which specific next steps the organization should take to achieve a particular higher level of maturity for a given activity. Calculating Maturity Scores Sub-activities scored as a “Yes” for the organization earn the full fractional point value associated with them (as described in the second paragraph on this page). Those scored as “No” receive zero points.1 The earned fractional values of the sub-activities are then totaled to calculate the organization’s maturity score for that activity. Scores ranging from x.00 to x.32 are assigned an ordinal value of x (e.g., 3.15 is presented as “3”). Those ranging from x.33 to x.66 are reported as x+ (e.g., is presented as “3+”), and those from x.67 to x.99 as (x+1)- (e.g., 3.83 is presented as “4-”). Please see the next page for an example.

Calculation of Maturity Scores
INTRODUCTION EXECUTIVE SUMMARY PATH TO MATURITY NEXT STEPS APPENDIX Calculation of Maturity Scores Individual Survey Respondent Answers Group responses to sub-activities are calculated, and then points are awarded. Here, only two of three sub-activities (#2 and #4) at maturity level 2 were assessed as “present” and “effective” by more than 50% of the respondents, leading to an award of 0.66 of the entire 1.0 points available at Level 2. In this example, there are 3 sub-activities at Level 2, each worth 0.33 points. Path to Maturity for Activity A Currently practiced (or no longer required) Commence to achieve next level of maturity Not currently practiced To get to the next maturity level, from 3- to 3+, sub-activities #3 and #5 need to commence being practiced. Current Level Next Level

Ignition Diagnostic for Sales

Similar presentations

Presentation on theme: "Ignition Diagnostic for Sales"— Presentation transcript:

Similar presentations

About project

Feedback

Log in

Auth with social network:

Ignition Diagnostic for Sales

Similar presentations

Presentation on theme: "Ignition Diagnostic for Sales"— Presentation transcript:

Similar presentations

About project

Feedback