3. Alignment Quotient
SiriusPerspetive: Measuring the impact of alignment starts with evaluating the
development of five key elements.
H
L
Interlocking
Processes
H
L
Measurement
System
H
L
SLA’s
H
L
Waterfall
Performance
H
L
Pipeline
Impact
+ + + +
4. Finding: High Impact is Controllable
48% - 79%
Market
Growth
12% - 34%
Competitiveness
+
Efficiency
10% - 36%Alignment
Why Do Companies Grow?
To grow faster than
your peers requires
alignment
5. Finding: Alignment is The Difference
• Most struggle to stay
here
• Efficient companies
grow faster and
create more profit
• Staying aligned is not a
destination
• A strong foundation
is required to move
from here
%RevGrowth
Alignment
Misaligned
Just Beginning,
Scaling or Stalled
Aligned:
Growth
19% Faster
Revenue Growth
Aligned: Profit
15% More Profit
Competitive
Solution /
Market Driven
Alignment =
19% Faster Revenue Growth
15% Higher Profitability
6. Finding: Four Phases of Alignment
Alignment
%RevGrowth
Phase III:
Comprehensive
As alignment is applied
further, dynamic market
conditions challenge results
Phase II:
Scale
Repeatable processes,
technology and
organizational interlock
Phase I:
Foundation
Alignment of strategy,
processes, goals and
measurement
Phase IV:
Efficient
Maintaining growth with
alignment while driving
efficiency
Revenue
Profit
Inconsistent
Alignment
11. SiriusPerspective: The Demand Unit Waterfall tracks the progression of demand units
from potential, identified in the target market, through to closed/won deals.
.
Demand Unit Waterfall: Value
Closed
SQLPipeline
SGLTQLTGLQualified Demand
AQLPrioritized Demand
Target Demand
INQsEngaged Demand
Active Demand
We Target
We Suspect
We Connect
We Evaluate
We Know
We Expect
We Win!
12. Market
Market: Multiple company
entities cluster around a
common market segment
attribute such as industry,
geography or enterprise size
Account Account: The buying entity –
where the contractual
relationship exists
There are five primary levels called audience echelons that must be sized, defined
and prioritized to articulate a buyer audience.
What Is the B-to-B Audience?
Buying Center
Buying Center: A function or
department that the buyer
persona is associated withBuying Group
Buying Group: A collection
of personas involved in the
process to buy an offering
B-to-B Buyer Audience Echelons
Persona
Persona: An individual
characterized by job role
13. Demand Creation Framework
Supporting Demand
Creating Demand
Strategic
Foundation
• Demand Type
• Relative Targeting
• Lead Taxonomy
• Buyer Personas/Buying
Cycle
• Content Strategy
Infrastructure
Assessment
• Marketing Automation
• Web Sites
• Analytics
• Sales Force Automation
• Data Services
Organizational
Structure
• Field Marketing
• Demand Center
• Global Programs
• Teleservices
• Digital Marketing
Process
Definition
• Demand Waterfall
• Lead Scoring and
Nurturing
• Service-Level Agreements
• Campaign Planning
• Budgeting
Sales Driven
• Account-Based Marketing
• Small-Net Fishing
• Event Triggered
Inbound
• Inbound Tactics
• Content Driven
• Web Site Conversion
Optimization
• Behavior Triggered
Outbound
• Integrated Programs
• Nurture Flows
• Sales Enablement
• Pipeline Acceleration
14. How Good Are You?
Demand Management Process
Prospect
Insights
Lead
Management
Processes
Waterfall
Performance
Management
Automatic
integration of
prospect
insights
Automated
and adaptive
lead and SLA
management
Embedded
predictive
processes
Aggregation of
internal and
external
prospect
insights
Active
enforcement of
SLAs and lead
definitions
Application of
predictive
analytics
Prospect
attribute and
behaviour
enrichment
Formal SLAs
and lead
definitions
Diagnostic
performance-
based
management
Readily
available
prospect
information
Informal SLAs
and lead
definitions
Historical
descriptive
reporting
No insights Does not exist Ad hoc
Programme Design, Planning and
Execution
Programme
Management
Discipline
Programme
Execution
and Offers
Programme
Performance
Management
Programme
agility (acuity,
nimbleness)
Adaptive to
persona and
buyer’s journey
Programme
diagnostics
Demand
modelling and
reconciliation
Multi-channel,
multi-tactic
integrated
programmes
Programme
analysis and
optimisation
Demand
creation
programme
plans
Targeted and
objectives-
based
programmes
Programme
performance
measurement
Tactical plans Batch and blast
Tactic
performance
measurement
Ad hoc Ad hoc No measures
Demand Programme
Delivery Mechanisms
Delivery
Mechanism
Management
Digital
Capabilities
Adaptive
optimisation of
delivery
mechanisms
Embedded
digital
Delivery
mechanisms
integrated and
aligned
Programmatic
integration of
digital and
non-digital
Individual
mechanisms
aligned to
programmes
Integration
between digital
tactics
Delivery
mechanisms
managed
independently
Individual
digital tactic
execution
Does not exist Web site only
Functional Design and
Development
Demand
Technology
Landscape
Organisation
Design
Personalised
via adaptive
technology
Consultative
centre of
excellence
Holistic
via augmented
technology
Cohesive unit
of shared
services
Coordinated
via integrated
technology
Interdependent
team
Siloed via point
solutions
Independently
operating roles
No martech No staff
I
A
B
A = Advanced I = Intermediate B = Beginner
15. What Makes An Organization World Class?
• Performance
• Comprehensive Demand Generation
• Aligned Sales Productivity
• Measurement
• Go – to – Market Approach
• Alignment (Marketing, Sales and Product)
• Campaign Framework – Integrated Marketing
• Messaging Architecture
• Organization
• Sales Operating model
• Product Management Alignment
• Skills and Competencies
19. What Makes An Organization World Class?
• Performance
• Comprehensive Demand Generation
• Aligned Sales Productivity
• Process
• Go – to – Market Approach
• Alignment (Sales and Product)
• Campaign Framework – Integrated Marketing
• Messaging Architecture
• Organization
• Sales Operating model
• Product Management Alignment
• Skills and Competencies
20. The SiriusDecisions Sales Operating Model
v
Develop a sales strategy
that is tightly linked to
corporate goals and go-
to-market strategy
Develop the optimal
organizational structure
and make the investments
needed to reach goals
Develop a talent
management process to
attract, onboard and
retain top sales talent
Assess productivity
around key measures and
identify opportunities to
drive improvement
Build sales processes to
drive opportunities to
close and to grow and
retain existing customers
Generate demand
through sales team
and by partnering
with marketing
22. Summary
• Alignment drives top line revenue and profitability.
• Focus on key interlocking processes will unlock the hidden potential
in alignment.
• A simple framework or model can often galvanize and focus an
organization. Start with the buyers journey.
• Measurement on progress and impact are critical.
• Leadership and alignment are a powerful combination.