Unprecedented changes in B2B buying dynamics are rendering legacy sales models increasingly less effective. With a digitally-empowered buyer firmly in control of the sales process, a new approach must emerge which is more customer-centric, more integrated with other functions and more technologically-enabled in order to secure sustainable growth.

1. 1© copyright Blackdot 2016
SYDNEY | Tuesday, 8th November 2016
Evolving Sales To Deliver Results In
The ‘New’ Customer Environment
SALES
E X E C U T I V E B R E A K FA S T
FOR THE DIGITAL AGE
TRANSFORMATION

2. 2© copyright Blackdot 2016
Session Flow
Keynote
Sales Transformation For The Digital Age
Polling
Where Are Australian Organisations Up To?
Panel discussion
Perspectives From Different Sectors
Q&A
Coffee & Networking
Blackdot Speakers
Marty Nicholas
Managing Director
Mark Taylor
Executive Director,
Consulting
Nicson White
Executive Director,
Commercial
David Wilson-
Dowse
Capability Director
James McKay
Sales Director at
Sqware Peg
#CustomerTransformation
www.pollev.com/blackdot

3. 3© copyright Blackdot 2016
MARKETING & SALES
TRANSFORMATION
We provide evidence-based marketing & sales solutions that
transform businesses & quantifiably accelerate growth
Blackdot exists to drive

4. 4© copyright Blackdot 2016
What We Cover
End-To-End Marketing & Sales Transformation, From Strategy To Execution
Focused growth
strategies that deliver
enhanced customer
experience, loyalty &
advocacy
CUSTOMER-
CENTRIC
STRATEGY
ALIGNED
ORGANISATIONA
L DESIGN
MANAGEMENT
DISCIPLINES
FRONTLINE
BEHAVIOURS
Optimal resource
allocation to support
effective & efficient
marketing & sales
execution
Integrated marketing &
sales processes to drive
accelerated acquisition,
growth & retention
Empowered managers
equipped to drive
significant impact on
frontline performance
Critical mass of
marketing & sales
people delivering more
consistent out-
performance
INTEGRATED
MARKETING &
SALES
FRAMEWORK

5. 5© copyright Blackdot 2016
How We Help Clients
Evidence-Based Solutions That Transform Businesses & Quantifiably Accelerate Growth
2. Consulting
4. Technology
3. Capability
1. Benchmarking & Measurement
CUSTOMER-
CENTRIC
STRATEGY
ALIGNED
ORGANISATIONA
L DESIGN
INTEGRATED
MARKETING &
SALES
FRAMEWORK
MANAGEMENT
DISCIPLINES
FRONTLINE
BEHAVIOURS
Focused growth
strategies that deliver
enhanced customer
experience, loyalty &
advocacy
Optimal resource
allocation to support
effective & efficient
marketing & sales
execution
Integrated marketing &
sales processes to drive
accelerated acquisition,
growth & retention
Empowered managers
equipped to drive
significant impact on
frontline performance
Critical mass of
marketing & sales
people delivering more
consistent out-
performance

6. 6© copyright Blackdot 2016
Why Does Sales Need to Change?
Sales Isn’t Going Anywhere, But It Must Adapt To Be Relevant To Today’s Customer
More digital interactions
& data than ever
Sales must be empowered
with information
Data & tech-savvy must lift
to leverage this
The need to do ‘more
with less’
Acquisitions costs must
reduce, whilst lifting CX
Channel mix must evolve
to optimise resources +
CX
Changing competitive
dynamics
The CX is increasingly
defining sales
outcomes
Need to transform
faster than competitors
More customer-facing
channels & functions
Sales can no longer own
the customer
More cross-functional
integration is required
Marketing ownership of
early funnel
Sales must add more
strategic value
New buying
behaviours &
preferences

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Defining The ‘Rep Of The Future’
The Future Is Bright For Salespeople That Embrace Change
CUSTOMER
EXPERT
ROAD
WARRIOR
From To
Relationship & need-focused Challenge & value-focused
Purposeful
Customer owner Customer advocate
Product / solution expert Specialised thought leader Effective
Views digital channels as competition Bridges digital & physical channels
Controls the sales process Supports the buying process
Burdened by admin Absolved of low-value tasks
Hamstrung by CRM data entry Driven by digital & customer data
Productive

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The Key Shifts Required To Be ‘Future Fit’
Accelerating Sales Transformation For The Digital Age
Enabling more relevant & value-adding
sales interactions, at lower cost
ORGANISATIONAL
DESIGN
Building sophisticated skillsets to
exceed the expectations of today’s
buyer
TALENT &
CAPABILITIES
Integrating workflows & supporting
consistently high quality
interactions
SALES
PROCESS
Creating sales capacity & optimising
effectiveness & efficiency
TECHNOLOGY
& DATA
TRANSFORMATION
Achieving buy-in &
embedding operational
change

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Sales Organisational Design
Enabling More Relevant & Value-Adding Sales Interactions, at Lower Cost
STATIC FIELD SALES
COVERAGE
‘Reach & frequency’ based coverage
models
DYNAMIC MULTI-CHANNEL
COVERAGE
Responsive & efficient targeting of
opportunities
EVOLVE CHANNEL MIX TO OPTIMISE
EFFECTIVENESS + COST OF SALE
Leverage direct digital channels & inside
sales
SALES-LED
PROSPECTING
‘Road warrior’ self-generated leads &
meetings
MARKETING-LED LEAD
GENERATION & NURTURING
Material pipeline of qualified, sales-ready
leads
ESTABLISH THE DIGITAL DEMAND
CREATION ENGINE
Support online buyer education &
progression across the buyer’s journey
CAPACITY-CONSTRAINED,
GENERALIST REPS
Broad remit & role diffusion limit
customer value-add
CUSTOMER-FOCUSED,
SPECIALIST REPS
Expertise & capacity for deep customer
value-add
SALES ROLE
SPECIALISATION
Develop operational demarcation &
absolute role & goal clarity
FROM TO MAKING THE SHIFT
ORGANISATIONAL
DESIGN

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Organisational Design – Case Study
Challenge - A Major ICT Company Needed To Refine It’s Operating Model To Do More With Less
Segmentation Solution Overview
Sector
1
Sector 2
Strategic
Emerging
Traditional
• Opportunity Based Segmentation
Organise around the upside opportunity
• Operating Model Simplification
Role & goal clarity, specialist demarcation
& collaboration model
• Resource Optimisation
Remove duplicated & lower value cross
over roles to improve coverage ratios
• New Low Cost Sales Channels
Dedicated focus on tail coverage
RESULTS
LESSONS
The business hit top & bottom line
targets for the first time in 3 years
When doing more with less:
• Simply can’t optimise without
clearly defining your market sweet
spots & segmentation
• Align your best resources to your
biggest opportunities
• It’s a big shift to introduce inside
sales (to a legacy face-face sales
organisation)
• Never underestimate the noise &
customer risks with FTE
reductions & portfolio reallocation

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Sales Process
Integrating Workflows & Supporting Consistently High Quality Interactions
LINEAR SALES-LED
PROCESS
Internally-focused ‘Push’ approach
COORDINATED SUPPORT OF THE
BUYER’S JOURNEY
Customer-focused ‘Pull’ approach
CROSS-FUNCTIONAL PLANNING
PROCESSES
Detail how each function + channel
collaborate across buyer’s journey
DISPARATE MARKETING LEAD
FOLLOW-UP
Competing &/or independent M&S
workflows
‘CLOSED-LOOP’ LEAD HAND-OFFS &
FOLLOW-UP
Complimentary & interdependent M&S
workflows
INTEGRATED M&S PROCESSES +
METRICS
Hardwire lead qualification, hand-offs &
follow-up
SALES ‘QUANTITY’
DISCIPLINES
Input-focused disciplines for consistent
activity
SALES ‘QUALITY’
DISCIPLINES
Customer-focused disciplines for
consistent insight & value
ADDITIONAL & DIFFERENT SUCCESS
DRIVERS
Ensure prompt lead follow-up, adequate
call preparation, contextual insights
FROM TO MAKING THE SHIFT
SALES
PROCESS

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Sales Process – Case Study
Challenge - A Major Health Science Business Needed To Enhance Cohesion Across Customer-Facing Functions
RESULTS
LESSONS
CX, conversion & employee
engagement metrics all increased
• Funnel stages aligned to
buyer’s journey greatly help with
opportunity progression
• Pipeline stages need enough
granularity to track & drive
progression
• Hardwire the change, don’t
hope it will happen
• Surface what is different for
each person’s role & what they
need from others to succeed
Buyer’s Journey
Loosening the
status quo
Committing
to change
Exploring
solutions
Committing
to a solution
Justifying the
decision
Making the
selection
Discovery
Aware
Imperative
Solution fit agreed
Needs defined
Commitment
Proceed
Integrated Funnel
ConsiderationDecision
Marketing Sales Medical
SecondaryPrimary
Accountabilities
SP S
P S S
PS
S
S
S
P
P
P
SP

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Technology & Data
Creating Sales Capacity & Optimising Effectiveness & Efficiency
CRM FOR MANAGEMENT
REPORTING
‘Top-down’ adoption, activity tracking focus
CRM FOR SALES
ENABLEMENT
‘Bottom-up’ adoption, simplicity &
mobility focus
DELIVER USER VALUE TO DRIVE
ADOPTION
Enable simple / auto data capture to
prepare for AI tools
NECESSARY
ADMINISTRATION
Low value admin tasks limiting time
spent with customers
CAPACITY
CREATION
Productivity + effectiveness tools
maximising time spent with customers
FRONTLINE DIGITISATION &
PROCESS AUTOMATION
Leverage technology to optimise rep
productivity, effectiveness, efficiency
HIGHLY-INFORMED
BUYERS
Information advantage sitting with the buyer
HIGHLY-INFORMED
INTERACTIONS
‘Digital footprints’ leveraged for buyer &
seller benefit
ENABLE DATA-DRIVEN
SELLING
Ensure the right data is easily
accessible to sales at the right time
FROM TO MAKING THE SHIFT
TECHNOLOGY
& DATA

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Technology & Data – Case Study
Challenge – A Division Of A Major Enterprise Needed To Enhance Sales Enablement To Grow In A Difficult
Environment
RESULTS
LESSONS
The business enhanced both the
customer experience, &
effectiveness + efficiency of reps
• Set initial clear goals
• Focus on both technology &
people
• Effective change management
is critical
• Incrementalism & careful
phasing is key – layer the
complexity
TechnologyPeople
1 2
21
3
CRM
Fundamentals
(Sales force)
Innovation &
Automation
Continuous
Improvement &
Expansion
Change
Management
Communications
Methodology,
People &
Process
- Sales & Service Cloud
- System Integration
- Single Customer View
- Configure Price Quote
- Proposal Automation
- Sign on Glass
- Communication
- Consultation
- WIFM
- Benchmarking
- Coaching
- Capability
- Roadmap
- Release Management
- Governance
- Analytics

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Sales Talent & Capabilities
Building Sophisticated Skillsets To Exceed The Expectations Of Today’s Buyer
GENERALIST
SOLUTIONING
Need identification & solution-focused
generalists
CONTEXTUAL THOUGHT
LEADERSHIP & INSIGHT
Customer-focused problem solvers with
unique expertise
UPLIFT COMMERCIAL
ACUMEN
Build industry, functional or solution
knowledge to create customer value
ANALOGUE TARGETING & NEEDS
ANALYSIS
Conversation-driven approach that
slows down the customer
DIGITAL PRECISION & CUSTOMER
UNDERSTANDING
Intelligence-driven approach that
accelerates the customer
BUILD DIGITAL + DATA SAVVY
(& BUY-IN)
Expand CRM / social media / data skills
& broaden digital literacy
RELATIONSHIP
MANAGER
Primary owner of the customer’s needs &
experience
TRUSTED
INFLUENCER
Connected expert that brings the best of
the business to the customer
BUILD ‘DECISION NAVIGATION’
SKILLS
Build nuanced skills in influencing
stakeholders & complex decisions
FROM TO MAKING THE SHIFT
TALENT &
CAPABILITIES

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Talent & Capabilities – Case Study
Challenge – A Major ICT Firm With a Large Retail Distribution Network Needed To Enhance The CX Across Sales
Channels
RESULTS
LESSONS
Salespeople were better attuned to
customer pain points, significantly
enhancing ‘cut through’
• Winning ‘hearts & guts’ is
essential to prepare the field
• Build on existing capability,
find people’s ‘learning edge’
& expand
• Embedding & coaching must
be built into the intervention
• Small steps & repetition is
key to embedding change
TRUST
VALUE-BASED
Focused on delivering strategic insight & creating
value for customers
NEEDS-BASED
Focused on solutions that meet
customer needs
PRODUCT-BASED
Focused on objectives &
solutions
Challenges Skillfully
Displays Acumen & Insight
Manages Uncertainty & Conflict
Sets & Adjusts Expectations
Recognises & Harnesses/Manages Emotion
Relates Solution To Customer Value
Active Questioning & Diagnosis
Active Listening model
Confirms Needs & Priorities
Rapport & Captures Presenting Request
Reads Non-verbal Communication & Persona Cues
MICRO-SKILLS
RELATIONSHIP-BASED
Takes order, fulfills order

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What Does The Maturity Process Look Like?
Evolving Sales to Deliver Results in The Digital Age
Organisational
Design
Sales
Process
Data &
Technology
Talent &
Capability
Haphazard
Selling
• Ambiguous Op
Model
• Self-reliant
• Partial CRM
compliance
• Low data quality
• Resource / capacity
constrained
• Osmosis learning
1
Sales
Disciplines
• Role + goal clarity
• Robust targets &
incentives
• Prioritisation &
planning disciplines
• Best practice
playbooks
• CRM input hygiene
• Data cleansing
• Training needs
analysis
2
Sales
Effectiveness
• Capacity creation &
service demarcation
• Performance culture
• Aligned sales models,
methodologies &
process
• Pipeline integrity
• Targeted capability
build
• Established HR
platform & practices
• CRM seen as a
management tool
• Siloed content
3
Buyer
Centric
• Channel + role
specialisation
• M&S integration
• Aligned E2E M&S
funnels
• Channel
experimentation
• Marketing automation
• Enterprise knowledge
capture
• Digital workforce
planning
• Strategic new talent
acquisition
4 Customer
Driven
• X-function
collaboration
• Aligned M&S goals,
targets & incentives
• Buyers journey
facilitation
• Omni/multi-channel
execution
• App Ecosystem
• Data + insight driven
decision-making
• Scalable &
sustainable HR
infrastructure
5

18. 18© copyright Blackdot 2016
David Palmer
Director, Business
Channels
Andrew Cook
Director of Media
Sales
Cameron Spittle
Enterprise Sales
Leader
Maria McManus
Director - Business,
Analytics, Strategy &
Effectiveness
Melissa Murray Bailey
Director, APAC Sales
Solutions

19. 19© copyright Blackdot 2016
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