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News, discussions and Opinions about Sales Enablement and Sales 2.0 as well as all updates on our Sales Enablement Solution Suite


Posts Tagged ‘salesenablement’


On August 22, 2011, Forrester’s TJ Keitt pointed out…

“…some key differences between Enterprise 2.0 users and the rest of the workforce:

  • They’re your highest paid employees. Over half of this group earns more than $60k a year, compared to just 36% of non-users.
  • They’re the most educated members of the workforce. Sixty-five percent of this group has completed at least a 4 year college degree compared to 55% of the rest of the workforce.
  • They’re the leaders in your office. It’s not surprising to see 49% of this group are managers are executives given management’s enthusiasm about social technologies. Just 31% of non-users are in similar positions.

On August 17, 2011, BDSolutions tweeted that its VP of Sales Enablement, Bill Golder, said:

“Alignment of sales and marketing impacts revenue growth up to 3x.”

In a post by Amanda F. Batista from August 16, 2011, IDC is quoted with the statement that…

“B2B companies’ inability to align sales and marketing teams around the right processes and technologies has cost them upwards of 10% or more of revenue per year, or $100 million for a billion-dollar company.”


Die BizSphere AG verstärkt mit dem Beitritt von Jochen Moll beim Münchner UnternehmerKreis IT (MUKIT) ihr Netzwerk in der Branche und das Engagement im Bereich IT und Innovation. Jochen Moll, Vorstandsvorsitzender von BizSphere, gehörte vor zehn Jahren in seiner damaligen Position bei IBM zu den Gründungsmitgliedern der Initiative. Seitdem hat sich der MUKIT zu einer Plattform für Informations- und Erfahrungsaustausch sowie für Kooperationen entwickelt. Über 700 IT-Unternehmer treffen sich regelmäßig zu relevanten Themen auf Augenhöhe.

“Wir freuen uns, dass wir den ehemaligen Mit-Initiator Jochen Moll als Fördermitglied gewinnen konnten. Mit seiner langjährigen Branchenerfahrung ist er eine Bereicherung für die Initiative”, so Lutz Steffen, geschäftsführender Gesellschafter Steffen GmbH und Sprecher des MUKIT. Neben dieser Fördermitgliedschaft positionierte sich BizSphere bereits auf der InnovationsArena der Messe “Wachsen!2011″ Anfang Juni zum Thema Innovation. Mit dem Beitritt im IT-Forum Mainz und dem IT-Buch Rhein-Main-Neckar baut BizSphere das regionale Netzwerk um die Niederlassung in Mainz weiter aus.

BizSphere AG

Die BizSphere AG ist ein Software- und Beratungsunternehmen und entwickelt Software- und Consulting-Lösungen im Bereich Wissens- und Kommunikationsmanagement. Mit der BizSphere Sales Enablement Solution hat BizSphere eine Software-Plattform und Beratungsmethode entwickelt, die Unternehmen eine effiziente und kundenspezifische Vertriebs- und Marketingkommunikation ermöglicht. Die Lösung vereint dabei Know-how aus den Bereichen soziales und semantisches Internet (Web 2.0/3.0) mit innovativem Benutzeroberflächen-Design.

Weitere Informationen:
BizSphere AG
Tamara Vierling
+49 172 3967686
E-Mail: tamara.vierling@bizsphere.com
http://www.bizsphere.com

Münchner UnternehmerKreis IT
Lutz Steffen
E-Mail: steffen@muk-it.com
+49 89 4536 1124
http://www.muk-it.com


I just found a great comment on Focus.com that nicely sums up Sales Enablement Strategy:

By Tamara Schenk, Senior Program Manager Sales Enablement, T-Systems International GmbH:

“[...] Getting started with sales enablement from a strategic point of view means to look at the whole sales support supply chain end-to-end, not looking at functions only – working cross-functionally and to collaborate is key to success.

Identifying all redundancies along the whole sales support supply chain, will be an eye opener! For instance, different product portfolio views, often not consolidated, a variety of different sales portals, content often not structured and not defined from a customer’s point of view, a variety of groups that offer trainings – trainings on what to sell and on how to sell, etc.

Fixing these redundancies, means contributing immediately to the selling systems’ ROI!

Next, the different fields of action can be tackled from an operational point of view, as e.g. broadcast messaging, sales content (derived from strategy, role-based governance including content inventory, content categories, RACI, internationalization, etc.), knowledge management, skills and trainings and how to measure the success. Additional fields of action are sales and engagement models, the sales and the sales operations processes – they have always to be considered and integrated!

Executing all these activities successfully requires leadership, change, communication and sales adoption.”


Stephan Timme leads Central Region (Germany, Austria, Switzerland)

Stuttgart, February 09, 2011 – The innovative software and consulting company BizSphere appoints Stephan Timme as new Head of Sales Central Region, effective February 14, 2011. In this position the former IBM manager will be responsible for the BizSphere sales organization in Germany, Austria and Switzerland, Europe. Stephan Timme works with BizSphere to leverage the distribution channel and the customer portfolio.

“We want to accelerate our growth in Europe – especially Germany, Austria and Switzerland – and enhance our solution and consulting portfolio”, commented Jochen Moll, BizSphere Chief Executive Officer. “Having Stephan Timme on board will strengthen our sales team and with his expertise and experience he will help us to drive our business forward”.

Stephan Timme comes to BizSphere with more than seven years of experience in different, leading sales positions at IBM. Before he joined BizSphere, he served as Sales Manager, Information Management Software, Public and Distribution for IBM Software Group. Prior to this position he was responsible for selling the total IBM portfolio into all lines of business in the Industrial Sector.

BizSphere AG

BizSphere AG is a software and consulting company with its headquarters in Stuttgart, Germany. In 2006 “BizSphere” was established as a business unit within SVA GmbH, one of the leading system integrators in Germany. In 2007 this business unit became an independent legal entity as SVA-BizSphere AG, which is doing business under the name of BizSphere AG since October 2010. The company has a global presence with staff operating out of Germany (Stuttgart, Mainz, Hamburg, Munich) as well as Shanghai (China) and Toronto (Canada).

BizSphere has developed a software platform and consulting framework supporting companies in solving their Sales Enablement challenges. BizSphere Sales Enablement Solution optimizes costs and the quality of existing information by effective structured content. With this solution, sales representatives are able to use the information they need according to their requirements and companies will be able to serve and fulfill constantly changing customer needs within reduced response time. The platform combines know-how in the areas of semantic and social web (Web 2.0/3.0), as well as innovative user interface design.

Further Information:

http://bizsphere.com
http://twitter.com/bizsphere
http://slideshare.net/bizsphere
http://youtube.com/bizsphere
http://facebook.com/bizsphere

Press & Media Contact:

BizSphere AG
Marketing & Communications Manager
Tamara Vierling
Holzhofstr. 3, 55116 Mainz, Germany
Mobile: +49 (0) 172 39 67686
Phone: +49 (0) 6131 49706 18
Fax: +49 (0) 6131 49706 66
Email: tamara.vierling@bizsphere.com


A few days ago, I noticed the following discussion in the LinkedIn.com group “Sales Enablement Content“:

“Sales Enablement: People, Processes and/or Technology?

How do you view sales enablement? How is it weighted across the traditional “people, processes and technology” model?”

One of the responses was:

“There are numerous sales enablement “solutions” available, each of which claims to offer some unique value. Ultimately, what I find repeatedly, is that the content for any of these solutions is an afterthought. Buying decisions for sales enablement systems are based on the capabilities the system will deliver, primarily using existing content. But the source and format of that content will continue to require improvements if the full benefit of a sales enablement program is going to be realized.

Ultimately, sales enablement systems are a version of knowledge management tools. The remaining challenge is in how to motivate target users of that knowledge to find it and use it effectively.”

Here is my answer to both the initial question and the response above:

Jeanne Hellman, who wrote a comprehensive case study on implementing a Sales Enablement system and who I worked with on this very task at Nortel Networks, always adds “Content” to “People, Processes and Technology” and then calls it “The Four-Legged Chair Analogy”.

However, the observations above are correct with regards to how Sales Enablement solutions are being sold/bought. What I can say to this is that a good Sales Enablement system will give feedback in real-time regarding which type of content works and which doesn’t (based on many metrics like views, downloads, star ratings, comments, sharing, etc…). In addition, it will also have a dashboard/report for the owner of the Sales Enablement solution to show the gaps / what is missing:

E.g. the…

  • offering in the product portfolio,
  • sales region / country,
  • industry vertical,
  • customer pain point,
  • sales/buying cycle step,
  • content type/format,
  • etc…

…that does not have customized or fresh content.

All the quantitative feedback mentioned above together with the qualitative feedback from the social / 2.0 features will tell you where to spend your marketing dollars for content creation and where you can stop producing content, nobody uses.
matrixed organizations
Yes, we are talking about Knowledge Management tools. Yes, the biggest challenge is to motivate users to use them (instead of emailing each other) and to contribute their own knowledge back into the system (tribal knowledge). However, there are features like customized dashboards, daily newsletters or RSS feeds that show each person based on their interest or assigned lead in the CRM system what might interest them. Yes, you will have to start with existing content. However, making “Content, People, Processes, and Technology” your mantra, will make sure no area is left out and get you closer to realizing the full benefit of a Sales Enablement program.

Best regards,
Paul Krajewski

The blog post above is a personal statement from Paul Krajewski and does not necessarily represent the point of view of BizSphere AG.

Sales Enablement systems


TribalknowledgeTV just published a review of Sales Enablement systems. Find BizSphere included in this list of several Sales Enablement applications/solutions. They all have a lot of the same benefits and naturally a short post cannot go into the specific details of how one application is different from the other. A while back Scott Santucci, senior analyst at Forrester Research, said the following about BizSphere:

“Imagine a large company that can sell different combinations of products and services, and organize things in a variety of different hierarchies,” he says. “If we were calling on a c-level person about [her/his] particular business problem, it could span across multiple product lines. If you talk to a manager-level person, you may only talk about one particular product. How do we build a taxonomy that allows us to cascade and work within that complex an infrastructure? That’s what BizSphere does. [...]”


Focus.com (network of business and technology experts who provide questions and answers, research, and personalized support) recently called for contributions around best practices in Sales Enablement. I responded with the three best practices that can be found here.

One of my contributions has been chosen for inclusion in the 6 Best Practices in Sales Enablement: Strategies briefing. (You can download the PDF document for free.)

The other contributors who are cited in the Focus.com briefing document are: Bob Apollo, Dave Brock, Candyce Edelen, Michael Fox, Robert Koehler, Christian Maurer, Sharon Drew Morgen, Russell Palmer, Tamara Schenk and Tony Zambito.


Here are three sales enablement best practices that I shared on focus.com.

1. Align the way you name and structure your portfolio of products, services and solutions across all your regions/countries as well as audiences. This doesn’t sound sexy but it is crucial. The bigger your enterprise is and the more mergers & acquisitions it has been involved in, the more likely you have confusion amongst your different audiences: Regional teams who translate materials into their respective language, partners/channels who you might have a somewhat disconnected portal for, new hires vs. experienced staff in your sales force, the rest of your workforce or the workforce of companies you merged with, and the public/customers/media/analysts. All these different audiences might use different (old) names to refer to the same product, service or solution, they might not be up to date on portfolio/company restructuring, they might try to sell or buy things you have discontinued etc… You might never get to a point where you present the same single one taxonomy to all audiences but at least align and update! Doing that allows for a mapping from customer needs / buyer pain points to your products/services/solutions.

2. Make sure all your sales people and partners/channels have visibility to all cross-selling, up-selling, and other relationships between products, services and solutions in order to make sure no opportunity to sell more is overlooked. Most enterprises fail at providing this kind of data in a complete way because they try to do it in (multiple) Excel files which just aren’t multidimensional and only show a (rarely updated) small part of the highly matrixed organization based on which line of business authored it.

3. Make sure that no piece of collateral and no product/service/solution ever exists without a clear way to contact different experts (product marketing, CI/MI, pricing expert, training expert, etc.) in each region/language. Are you sure everyone in your organization would know who to call for expertise of the kind A for product B, sold in industry vertical C, in language D, in country E, to global account F… Most corporate phone directories and intranets cannot be drilled down into like this. Can yours? When subject matter experts of different types are always shown with their contact details in the context of every piece of collateral and each product/service/solution then people can interact with them to ask questions, leave comments / blog posts… Basically all that knowledge is being created in context and nobody ever feels left alone without experts at their finger tips. Welcome to the Enterprise 2.0.


On focus.com, LinkedIn.com and other places discussions about the definition of the term Sales Enablement keep on popping up. This question is from November 5, 2010:

“Sales Enablement – It’s not all the same. What does it mean to you?”
What do we mean by the term “sales enablement?” I was at an executive level meeting on Wednesday in the Silicon Valley area, where a comment was made by a senior VP of worldwide sales, that the term would need to be defined for the sales force, because it meant different things to different people. What does it mean to you?

Here is my answer:

Every analyst firm and every business has their own definition. On focus.com and LinkedIn.com you can find many of them. Some use a very broad and all encompassing definition, some a very narrow, and some do not use the term Sales Enablement at all. I like the saying “You are either in sales or you are in sales support!” Basically everyone in a business should make sure that those who directly touch accounts have more valuable conversations with them and have everything they need to close.

You can have philosophical discussions whether the “support”/”enablement” should be spearheaded by the sales leader or the marketing leader, you can talk about “sales and marketing alignment” or you can get to work and put people, content, processes and technology in place that make sure that everyone (no matter whether they report to global, a regional team, a product line or a business function) can contribute the following:

- Contact details of subject matter experts per specific intersection in the matrixed organization,
- Knowledge about up-selling&cross-selling opportunities,
- Knowledge about customer pain points in specific industry verticals,
- Tools (like ROI calculators),
- Insights from the field (like customized presentations that resonated well and why),
- Collateral / marketing assets (branding approved vs. generated in the trenches) in different languages
- Comments / blog posts / questions
- Leads
- Pricing information for specific scenarios
- News etc…

When everyone globally can access, contribute, rate, and comment in an “Enterprise 2.0″ fashion then all that searching and re-creating/re-formatting that costs your sales people so much time can be cut down and through the wisdom of the crowd they will be better prepared to face the buyer who thanks to “Web 2.0″ is also better informed than ever. Now that terms like “Buyer Enablement” start to emerge, the buyer who is in the driver’s seat will not put up with the generic pitch and only listen to sales people after a lot of research which means the questions asked will be so specific to the buyer’s pain point that only the sales person who can tap into the wisdom of his/her entire organization can answer them.

matrixed organizations

Important is that all this knowledge is not tagged/labeled/structured in random ways and not all thrown in the same pot. Only if you provide people a context and semantic structures to contribute into and search in, you will allow for the knowledge to be accessible and to become wisdom. Without a semantic (web 3.0) approach where the systems knows what kind of information it is storing you would not be able to do things like presenting a sales person with all collateral that make sense in the sales step he/she is currently in. If you left this up to free tagging/naming by the hundreds or thousands of people who contribute, you would never get consistency and always miss some collateral e.g. per sales step.


On November 4, 2010, Tom Pisello (The ROI Guy) wrote a long and comprehensive post entitled ‘IDC: Economic Buyers, Digital Overload and Sales Enablement Define Marketing for 2011′. Below is short portion of his post. You can listen to his full webinar ‘Capture frugal buyers with IDC Dynamic Reports’ as well as download the presentation.

One of the three Key Technology Marketing Trends for 2011 according to IDC is Investing more in Sales Enablement. It “is critical as buyers indicate that internal decision making is becoming more complex, while at the same time, sales professionals are not adding the needed information and value needed to overcome the growing buying cycle complexity. As a result, sales is being invited later into the decision making process, sales cycles are extending and deals are stalling.”

“[...] Is this digital spending allocation aligning with buyer needs? When asking over 200 IT buyers what they felt was most important part of the overall purchase process, over 1/3rd of the buyers indicated Vendor Content as key to the purchase decision. Content may indeed be king.

IDC survey results indicate that buyers rely on Vendor Content greatly, exceeding the value of direct vendor engagements with technical teams, sales representatives and executives in making key purchase decisions. With a wealth of information available at the click of a mouse, buyers are doing more of their own research and evaluations on-line relying less and less on vendor interaction to progress through the decision making cycle. We call this the “Internet fueled buying cycle.”

Content marketing, and developing content in particular to attract today’s economic focused buyer, is more important than ever to help connect and engage with buyers, and help customer stakeholders make better and faster IT purchase decisions. From these survey results, increased spending on content marketing for corporate web sites and social media would seem to help drive more / faster buying decisions. To help cut through the constant information overload, and help guide decisions more effectively, the most valuable content is that which is tuned to be relevant and engaging to the buyer – one-to-one personalized for example by industry, location, size, stage in buying cycle, role, pain points and opportunities.

The End of Sales as we Know It?
The importance of content marketing, from these survey results, help guide marketers that they should indeed be investing more in developing and delivering the right personalized and engaging content to help buyers drive decisions.

However, the importance of content and lack of priority towards direct engagements points to a troubling trend in that today’s Internet fueled, buyer controlled purchase process is disintermediating sales from the purchase process. Buyers are doing more and more of their own research in the early and middle phases of the sales process, and involving sales reps later and later in the sales cycle, often after key purchase decisions have already been made. Can sales be made relevant and valuable again in these key stages of the buying cycle?

The key to shaping the trends back in the vendors favor certainly requires an investment in content marketing, but also may mean investing more wisely in Sales Enablement to be sure sales is armed with the content they need to effectively engage buyers earlier, and with more value in the process.

Sales Enablement or Perish
Sales Enablement is defined by IDC as: “The delivery of the right information to the right person at the right time in the right format and in the right place … to assist in moving a specific sales opportunity forward.” [...]“


 

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BizSphere: Bizsphere AG heute in Köln auf der cologne IT summit_ http://t.co/EDfepARu 2011-11-14T10:42:19+00:00


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