Marketing & sales organizations have an opportunity to improve revenue by >10% by improving their sales enablement capabilities. However, it will require both organization to team together in this effort, developing a strategy initiatives vs. investing in disconnected, tactical activities. This PowerPoint deck provides a strategic foundation to improve in this area.

1. IDC Executive Advisory Group
IDC’s Sales Enablement
Overview:
Guidance for 2013
Prepared by Michael Gerard
mgerard@idc.com
www.idc.com/cmo
www.idc.com/salesadvisory
Copyright 2013 IDC. Reproduction is forbidden unless authorized. All rights reserved. Updated 1-7-13

2. We Need to Change How we Enable
Sales & Channels. . .
Today. . .
 Buyer Interaction: Reps are unable to sustain a dialogue with prospects
 Demand Gen.: 650 targets -> 1 deal; 19 months mktg. and sales cycle
 Cost of poor sales enablement for a ‘typical” $1 B firm:
– $14 M in sales and marketing expenses
– $100 M in lost revenue opportunity
Tomorrow’s Vision. . .
New Org. Structure New Processes New Technology New Metrics
Sales Enablement:
Mktg. & Sales
www.idc.com/EAG
mgerard@idc.com
© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission. 2

3. What is Sales Enablement?
IDC defines Sales Enablement 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”
www.idc.com/EAG
mgerard@idc.com
© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission. 3

4. Agenda: IDC’s 2013 Sales Enablement
Strategy
 Voice of the Customer – The Buyer Speaks
 Current State of the Industry
 14 Attributes for a Best-in-Class SE Strategy
 Case Studies
www.idc.com/EAG
mgerard@idc.com
© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission. 4

5. Voice of the Customer
www.idc.com/EAG
mgerard@idc.com
© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission. 5

6. Today’s Marketing and Selling
Environment – What’s Different?
 Larger buying teams means
more people to “sell” to
– 2010: 5 People
– 2011: 6 people
– 2012: 7 people
 Longer Buying Cycles
– 2010: 5 months
– 2011: 5.2 months
– 2012: 5.4 months
 Buyers are more
knowledgeable, more
connected - and busier!
45% of the enterprise level buying decision is made before
your potential buyer even says “hello” to your sales rep.*
Refer to The 2012 IT Buyer Experience www.idc.com/EAG
*Ave. respondent: $870K in total IT purchases in past 12 months Survey (IDC #237207) mgerard@idc.com
© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission. 6

7. Buyer Insight: Most Valued Vendor
Resources When Making IT Decisions
Q: As part of your pre-purchase IT product or solution-related activities, please indicate the relative
importance of the following on your decision-making process by using a pool of 100 points.
Interaction with vendors' technical teams
(e.g., engineers, CTO)
Consumption of vendor content*
Interaction with sales representatives
Interaction with vendors' corporate
executives (e.g., CEO, COO)
Other
0 10 20 30 40
Distribution of a pool of 100 points
n = 204
* Vendor Content: e.g., Collateral, white papers, case studies, webcasts, product information, other info. available on their web site www.idc.com/EAG
**Refer to IDC’s Sales and CMO Advisory Research mgerard@idc.com
© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission. 7

8. Buyer Insight: Most Valued Vendor
Content When Making IT Decisions
Q: What types of vendor content do you most value during the IT investment decision process?
Financial Justification/ROI
Product features
Product Demo or Proof of Concept
Product/service Reviews and Test Results
Peer/Customer References
Industry Trends
Competitive Comparisons
Vision/Thought Leadership
Customer Case Studies
Other
0 10 20 30
% of Participants
n = 204 www.idc.com/EAG
mgerard@idc.com
© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission. 8

9. Sales Enablement
How are we doing today?
www.idc.com/EAG
mgerard@idc.com
© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission. 9

10. How are we Doing to Enable Sales Reps
with the Most Valued Resources?. . .
Q: On average, how long does it take for a sales rep to find the following types of information
within your organization? Check 1 for each category.
ROI Related Sales Assets
The 2 things that
buyers value most!
Best Fit Pre-Sale Individual
Customer Purchase & Service History
Product Information
0% 10% 20% 30% 40% 50% 60% 70% 80%
% of Respondents
1 week + 1-5 days 4-8 hours <1/2 day
www.idc.com/EAG
Source: IDC's Sales Productivity Benchmarks Database mgerard@idc.com
© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission. 10

11. How are Sales Folks Doing with
Buyers in this New Environment?
Buyers are inundated: “Much
of my commute home is
“delete, delete, delete,…”
Over ½ of buyers who switched
vendors during the past year did
so as a result of their newer
vendor being more diligent and
reliable to their needs.
Our best vendors help us solve problems. . . . “Interact
more with our internal teams at a functional level to
understand where our pain points are, and provide
solutions to improve our revenue & profitability."
The good news?. . .
There is opportunity to differentiate and move ahead of
your competition
www.idc.com/EAG
mgerard@idc.com
© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission. 11

12. Sales Enablement
Steps for improvement?
www.idc.com/EAG
mgerard@idc.com
© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission. 12

13. IDC’s 14 Attributes of a Best-in-Class
Sales Enablement Strategy
Feedback Accountability
 Sales and customer  SE function in marketing
feedback process  Next generation sales
 Performance measurement operations team
Sales Relevant and
Enablement Valuable Intelligence
Technology  Content and asset lifecycle
 Content management  Content review board
system  Customer intelligence for
 Sales enablement sales
platform(s)  Staff: SMEs, curators,
 Social for sales moderators
Contact IDC for a Full
Sales Readiness
Review of Each Area  Sales process integration
(mgerard@idc.com)  Deployment strategy
 Regional enablement www.idc.com/EAG
mgerard@idc.com
© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission. 13

14. Accountability: Sales Enablement
Spans Across Sales & Marketing
Marketing Sales Operations Sales
Marketing-Generated Process Management & Delivery, Usage, and
Insight Governance Feedback
Marketing Content and  Overall Project  Content Development
Asset Management: Management
 Best Practice Sharing
 Content & IP Development  Requirements Analysis
 Materials and Offers  Collaboration
 SE Process Development
 Management of Assets & Management  Consumption & Delivery to
Intelligence and Support:  Coordination With Other Customer
 Customer Knowledge “Productivity Lever”  Feedback to Other
 Industry Knowledge Owners (e.g., mktg., L&D) Content Owners
 Product Knowledge  Usage Management
 Metrics & Reporting
CMO & Sales Advisory Service clients, contact us to schedule www.idc.com/EAG
your free, on-site sales enablement strategy session mgerard@idc.com
© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission. 14

15. Sales Enablement
Case Studies
www.idc.com/EAG
mgerard@idc.com
© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission. 15

16. Sales Enablement Case Studies
• 20-person cross-functional
team
Nurturing a mobile • Threw out 10,000+ pieces
mindset and driving of content
productivity with
>15k iPads
• Sales takes a leading role
• Meta-model and SMEs
assure content relevance
and quality
Establishing a “living
community” to optimize
Leveraging social to
adoption and value
support 1,000+% growth
www.idc.com/EAG
Contact IDC, mgerard@idc.com, for a full review of each case study mgerard@idc.com
© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission. 16

17. Executive Guidance
www.idc.com/EAG
mgerard@idc.com
© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission. 17

18. IDC Essential Guidance for 2013
 Understand your customers’ buying processes and challenges
as well as how your sales channels (direct and indirect) “process” knowledge
 Let go of your current paradigm
– Sales enablement is not enterprise content management
– Existing content assets cannot dictate your strategy
 Develop a strategy, but don’t stop there. . . Excellence in execution will be the
differentiator here
– Assign accountability. . . Collaborate with sales operations, develop cross-functional
teams (e.g., content review board)
– Take a structured approach for improvement (e.g., content and asset audit)
– Integrate SE initiatives with other sales productivity improvement steps
 Deploy a phased roll-out strategy (e.g., region-specific)
Sales enablement must be a strategic initiative,
and not a tactical maneuver
www.idc.com/EAG
mgerard@idc.com
© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission. 18

19. • Questions?. . . Contact:
• Michael Gerard
VP, IDC’s CMO & Sales Advisory Practice
mgerard@idc.com
Follow me on Twitter: MichaelGerard
• Additional Resources:
• Our Web Sites:
• www.idc.com/cmo
• www.idc.com/salesadvisory
• Our CMO & Sales Blogs:
• www.techmarketingblog.blogspot.com
• blog.salesadvisorypractice.com
www.idc.com/EAG
mgerard@idc.com
© 2013 IDC. For Internal Use Only. Not for Distribution without IDC Permission. 19