Requisition Number: 7944 Posting Date: 17/Aug/09 [no longer posted] Area of Interest: Sales Job Title: Sales Enablement Program Manager Company: AMD City/Town: Austin State/ Province/ Region: Texas Country: United States Job Description: This position is located in Austin, TX. No relocation is available. . .
“This leadership role will drive the efficiency, effectiveness and long-term vision for the Sales Enablement engine at AMD: ensuring AMD salespeople and partners are able to have valuable conversations with customers that help advance the buying process. The Sales Enablement team will ensure the right information, training and sales collateral are delivered at the right time and place in the sales cycle. The team will be responsible for delivering all internal training, content for external training and be empowered to provide governance, standards, measurement and knowledge management structures for the Sales Enablement engine.
• Defining the long-term vision for Sales Enablement functions and operating processes
• Developing program-level operating and organizational strategies and plans
• Obtaining alignment on Sales Enablement plans, priorities and operating processes across sales and marketing teams
• Defining, measuring and communicating progress toward Sales Enablement objectives
• Aligning business and Sales Enablement goals, processes and tools
• Assessing organization competencies and developing a long-term plan for staffing of the Sales Enablement team
• Driving continuous improvement of Sales Enablement processes and technologies
• Managing expenditures within prescribed budgetary guidelines
• Managing and leading a team of Sales Enablement professionals
• Providing up to date and accurate status information to senior management as required
• 8+ years of experience
• 3+ years of experience in sales and marketing roles
• Bachelor degree required; advanced marketing degree preferred
• Solid communication and presentation skills a must. MUST be able to prepare concise PowerPoint presentations suitable for consumption by executives
• Proven ability to manage relationships in a collaborative operating structure
• Leadership experience; service organization leadership experience a plus
• Experience in corporate training a plus, but not required
At AMD, we are committed to equal employment opportunity. [...]“
This job is no longer posted at the original source.
I have blogged about web.alive, now avayalive engage, the immersive internet experience, a couple of times already.
www.netmedia.info has some great screen shots and photos of it.
Integrating streaming video, all kinds of documents like PDF, PPT, etc… and a web browser – as in the screen shot below – this environment can be used for for web-based customer meetings, assisted eCommerce, online collaboration, eLearning and virtual conferences. Try it out at the Lenovo virtual showroom. The product page is www.avayalive.com.
What stands out about web.alive is:
- It is easy to get started: Download the plug-in when you first visit a website with web.alive, grab a stereo-headset if possible and then start walking around with the A-W-D-S keys on your keyboard.
- It can be embedded into any website.
- It has 3D spatial audio. (That is proximity based audio, which lets you use your voice and makes using text chat the exception. Walking away from others lets their voice get softer and therefore allows for break-out sessions which conference calls don’t.)
- You always know who is speaking and won’t be in the situation not to know someone’s name.
- The host/admin can mute people with bad background noise.
- It is SPAM free.
- It has low hardware/graphics requirements.
Why not have your Sales 2.0-type webinars in web.alive?
[Disclosure: Until Ocober 1, 2009, I used to work for the company behind web.alive]
The blog post ‘Sales people do not like to be tracked, measured or accounted for against anything other than quota’ started the longest discussion in the comments this blog as seen so far. Whilst you should check out all the comments, I would like to highlight the one from Bryan Karp (@midnitecoder). He also posted it to his own blog www.bryankarp.com. I agree with him that the following metrics are important but I am sure sales people would not like to be tracked against all of them:
“Yes, Sales people must be measured by much more than just their quota. I run the Pre-Sales and Analytics department where I work and engage with multiple internal sales people and our external channel partners. I spend a good percentage of my time reviewing and analyzing metrics for various aspects of the business and metrics are critical, hence my view “Unless you can measure something, your attempts at managing it, and maintaining or improving its performance, will be unscientific at best.” by Lord Kelvin. So, yes sales must be tracked and measured on each aspect of the business, and while quota is certainly an important aspect in what sales people need to be measured by it can by no means be the only measure.
I’ll walk through each of the points, but sales people should also be measured by the
- ROI of the deal
- Lead to close time
- Customer satisfaction after the deal is closed
- Accurate population of data within the CRM
- Forecast-to-actual sales
- % Penetration within account
- % Conversion rate by lead type (hot/cold)
- Time per sales stage
- Attrition rate per sales stage
- Average deal size
- Ramp time
Metric: ROI of the deal – It does no good for a deal to be sold if the return is going to take years, or there will never be a return because the contract ends before a return can be recognized. Far too many times I have seen in companies where the sales rep pushes for a deal to meet their quota without regard for the level-of-effort required by services, or support after the deal is closed. This then kills any margin left.
Metric: Lead to close time – While not a metric to hold a rep 100% accountable for it is a key metric. Imagine if you knew for all your deals the typical lead to close time from when it entered the queue from BusDev and/or marketing to when it was closed. This can enhance your visibility and forecasting capability. Additionally it can help highlight individuals how might need additional training and who might be able to help them.
Metric: Customer satisfaction after deal closing – This ties back to ROI and later in the account when you try to get a reference. If you have a true ‘Cassius the closer – character from Selling the Wheel’ they worry about getting the deal closed, not always what is required afterwards. This can lead a bad taste in the client’s mouth and put the deployment team in a precarious situation.
Metric: Accurate and complete data population within the CRM – A no brainer! I have heard the reasons why it isn’t done from various sales people and it ceases to amaze me.
Metric: Actual-to-Forecasted sales per time period – this does tie to quota, but really it ties closer to how well the rep does at forecasting. Additionally if you track this over time companies can increase their visibility in corporate forecasting, and also detect problems earlier. If you detect a sales person is historically off by 10% you can adjust in your corporate forecasts and help them with training to improve. If you see a one-time drop you can keep an eye on them for the next time period vs. trying to guess what happened last reporting period. Seems like a no-brainer, but as I’ve talked to people it seems this metric is never reported on or tracked.
Metric: % Penetration within account – In most sales engagements there are specific roles that need to be identified. Where deals can go bad pre or post deal closing can be attributed to not having fully penetrated the account to find all the key players.
Metric: % Conversion rate by lead type (hot/cold) – Simple measurement by resource to determine what % of leads they are given convert.
Metric: Time per sales stage – Quickly highlights for management and sales person if displayed properly deals that need attention. These would be the deals where it is taking significantly longer in the current deal stage vs. the average. Additionally it helps to identify problem spots if it is tracked. We measured every stage in one of pre-sales efforts and were able to quickly identify key areas for improvement, and develop a longer-term plan. By doing this we reduced our step within the sales stage thereby helping the sales person move the deal faster. My point is…IF you track the time per stage by deal you can quickly find areas that need improvement and focus a team to improve the methodology.
Metric: Attrition rate per sales stage – Where are deals falling out of the sales process and of equal importance is why?
Metric: Average deal size – Easy metric to measure, but if you measure properly you can get a good feel for the number of deals you’ll need to close when doing next year’s budget.
Metric: Ramp time – Sales people just like everyone else need to be measured on how long it takes them to be self-sufficient. While most have the sales background every company has a unique value proposition, methodology and of course product / service. If a particular rep is taking longer than average you can work with them to close the gap with training or determine if you need to make a change.
I’m sure there are other metrics that can and should be measured, but the list above are my thoughts. Again let me know if you think I’m off base, or just plain missed some key metrics.
The metric ‘ROI of the deal’ could probably even be split in ‘Expenses necessary to close this deal / deal size’ and ‘% price was discounted by’.
“[...] Having worked in Sales and having a CRM background, I know why user adoption [of CRM systems] is not higher. Sales people do not like to be tracked, measured or accounted for against anything other than quota. Think about it. What other organization is measured against a quota, that if not met, will likely result in job loss? Sales is already measured.
The sales enablement concept is very interesting because it gives sales a real reason to use a CRM system. If it does provide value, user adoption goes up, ROI goes up, and hopefully, sales go up. Then everyone will be happy. The average tenure of a Sales VP is currently 19 months. Can your organization survive with 19 months or less of sales data?”
“[...] Sales are one of the most accountable areas of the organization and often are under the constant microscope of senior leaders as they have a significant, immediate, and direct impact on the bottom line.
[...] as a salesperson our job is to; Sell. Yes you ask me to do all kinds of little side projects, write reports, and conduct market investigations gathering data to insure what marketing is telling the CEO is actually what’s going on out here in this mystical place called “our market.” However at the end of the day my compensation is specifically tied to: selling stuff. The more stuff I sell the more money I make. My job is to “make it happen” with whatever you folks at corporate throw over the wall.
I tried telling you the reason that last product launch failed was because you created a product because you could and not because you should…but you said I was just making excuses and I needed to “sell through objections…and hit my numbers”
My pay, my commission rice bowl if you will, is about selling as much as I can, as quick as I can, and building relationships that plant seeds for future sales. With the internet my customers are more knowledgeable than they have ever been before about our products and services, (they often know things about our company before I do these days and this really makes me look bad in my market) so my job is really to help buyers solve their problems with the stuff I sell, and help them buy from us. I don’t like to discount our product unless I have to because my commission is based on the selling price, and the more I discount the more units I will need to sell to hit my targeted compensation. [...]
[...] About 70% of what marketing gives me I do not use. I know it will piss you off, but what I have been doing is writing my own stuff and using some of what Mike also created up in the North West region, you see it is old, but it works! [...]“
“[...] Every sales or marketing manager I talk to about Sales Force Automation (SFA) says that their company has to beat their sales reps over the head to get them to use it. Here’s how one of my clients describes their SFA experience:
“We spent almost half a million dollars to roll out our SFA system [...] we wanted more visibility into our pipeline so we could get better sales forecasts. We tried everything to get the reps to enter data. First we offered incentives, but that didn’t work. Then we started sending emails to the sales managers when their reps hadn’t logged in. That didn’t work either. Now we’re threatening to withhold commission checks if they don’t update their deals. So the reps wait until the night before their sales manager is meeting with the VP, and then they throw in some data. We don’t have much confidence in the data, but at least we’re getting the salespeople to log in.” [...]
You can’t blame the salespeople. They want to be out selling, but we’re asking them to be bookkeepers. As Joe Galvin from SiriusDecisions puts it, SFA really stands for Sales Force Accounting, since it provides management with visibility into sales but does little to help people sell. It’s no wonder it takes a stick to get them to use it.
What would your reps say if you asked:
Has the SFA system helped you be better prepared for the dialog you need to have on sales calls?
When was the last time you won a deal because of your SFA?
Do you get more value out of the SFA than you put in?
The last question is the kicker. The value meter is way out of whack. Reps are being asked to put a lot of data in, but they’re not getting an equal amount of value out. So they stick to using the tools they value…their Blackberries and iPhones.
While an SFA system has become an absolute necessity for the management of a sales team, it has been implemented as a tool of control rather than a tool of sales enablement. Traditional SFA systems are intended to collect data about sales activities for the benefit of managers, so they can get their pipeline and forecast reports, but are not built to give salespeople guidance on how to sell better.
If you want people to use your SFA and keep their opportunity records updated, give them a reason to go in. As you’re discovering the messages, tools, and conversations that are proving to work for your best reps, make sure these are delivered to your sales team through the SFA. Put your sales playbooks into the SFA. Turn your SFA into an SEA… Sales Enablement Automation. [...]“
All blog posts cited above were published on August 6, 2009. Please visit the sources to read the full texts and to leave comments for the authors. Whilst you should check out all the comments below, I would like to highlight the one from Bryan Karp (@midnitecoder).