SFE Framework Fault Finder **Use presentation mode to enable button links**

1. SFE Framework Fault Finder**Use presentation mode to enable button links** Look Up – Company Strategy Develop Sales Strategy Account Segmentation Buyer Personas & Buyer Process Maps Lead Generation Demand Generation & Lead Management Develop Go-to-Market Plan Channels Determine optimal route to market 2 1 Sales Process Map customer/prospect buying process to custom built sales process Sales Force Structure Organizational model effectiveness vs. efficiency Design Sales Force Sales Force Size Match selling capacity to market demand 3 Sales Infrastructure Talent Management, Territory Design, Sales Management, Sales Performance Management, Compensation, Onboarding Build Infrastructure 4 Look Around – Delivery/Product

2. Look Up – Company Strategy How does this impact Making the Number? • If Sales strategy does not align with Corporate strategy, the ‘number’ may not be appropriate or the Sales force may be wasting effort on the wrong activities. Possible faults? • Corp strategy ignored or misapplied. • Sales strategy not followed. • No monitoring of strategy alignment. What to do for 2014? • Get the corporate and sales strategies. • Discuss them with the appropriate parties in order to completely understand them. • Draft measurements and a monitoring process to enable ongoing strategy alignment and execution. • Facilitate a meeting between sales and corp leadership to propose your approach for ensuring 2014 strategy execution. Return

3. Account Segmentation How does this impact Making the Number? • If accounts are not segmented or the buyer population is not ‘known’, sales efforts are wasted going after prospects that are not likely to buy. . Possible faults? • Lacked a crystal clear Ideal Customer Profile (ICP) • Did not build buyer personas or journeys. • Stayed with status quo account/prospect targeting. What to do for 2014? • Help Sales to build an Ideal Customer Profile. • Offer HR resources to request, schedule and perform buyer interviews. • Facilitate Marketing and Sales to identify and build buyer personas and Buyer Process Maps (BPMs) with micro-questions. • Ensure Marketing is trained for the use of personas and BPMs in developing marketing materials. • Plan and procure training for the sales force on: • Buyer personas • BPMs • Latent vs. Active Demand sales cycles Return

4. Lead Generation How does this impact Making the Number? • A lack of quality leads for the sales team to run through opportunity management reduces the chance to make the number. Also, leads that go un-nurtured fall out of consideration of your products/services. Possible faults? • No clear agreement between Sales and Marketing was obtained on lead and opportunity definitions.. • Guidance to Marketing not provided on the most effective spend of dollars and resources. • Ineffective resources staffed in the Lead Development Rep (LDR) role. What to do for 2014? • Facilitate Sales & Marketing on a clear definition of when leads are passed to sales and when they remain in marketing for nurture. • Help Sales learn how to effectively prospect and fit their efforts into a lead process that works. • Determine with Sales and Marketing if the LDR role profile should be changed. • Assess current LDR staff and manage talent replacement or augmentation where needed. • Look for candidates that are involved in adult education. Return

5. Sales Process How does this impact Making the Number? • Sales processes help make success repeatable by aligning to how a buyer buys. • A sales process provides built in metrics to ensure better forecasting and focused coaching opportunities. Possible faults? • The Sales process and sales aids were not adopted and adhered to or were abused. • Sales management was not held accountable for the uptake of the sales process. • Training and reinforcement of the process and sales aids did not ensure ongoing effectiveness. What to do for 2014? • Ensure Sales and Marketing look at the complete buyer cycle to ensure any sales or marketing processes are aligned to the way a buyer buys. • Update training materials to include reinforcement activities. • Employ gamification methods with the updated training. • Work with Sales leadership to check that sales management compensation and objectives put them in the responsible position of sales process success. Return

6. Channels How does this impact Making the Number? • Using a single channel may not effectively reach all buyer types or markets. • Channel-to-market mismatches cause excessive cost. Possible faults? • Training materials are not geared for any indirect (external) channels or partners. • Assessment of go-to-market strategies was not performed – often along with a misunderstanding of the company’s true buyers/markets. • Existing talent not assigned to the correct roles (for example, direct rep in an inside sales rep role or vice versa.) What to do for 2014? • Push Sales to assess current go-to-market strategies, especially with a perspective from the buyers and markets. • Revamp or augment training materials on products, markets, sales processes, etc. so that they are more ‘channel’ friendly – both internal and external channels. • Assess talent to ensure that all roles (direct reps, inside reps, channel or partner managers, etc.) are adequately and effectively staffed. Return

7. Sales Force Structure How does this impact Making the Number? • Unclear sales organizations cause role corruption and the ‘too many generals’ problem – leads to too much effort internally and not enough customer facing time. Possible faults? • Performance management has not provided macro indicators of sales force capabilities or excesses. • Time studies or employee surveys missed obvious evidence of low productivity. • Optimal org structure advice was not provided or went unheeded. What to do for 2014? • Ensure performance management monitoring and reports reveal actionable thresholds when they occur. For example, too many accounts for one sales rep, but not enough for another. • Take a look at the complete sales and marketing organizations to determine if there is redundancy or inefficiencies to be corrected. • Instead of or in conjunction with an employee engagement survey, query sales reps on their time management behaviors to identify those areas that take them away from customer/prospect facing time. Return

8. Sales Force Size How does this impact Making the Number? • Not enough reps of the right type means markets may be underrepresented. • Too many reps in a market causes buyers to be confused and have “seller fatigue” – and go where it is easier to buy. Possible faults? • Sales teams have been allowed to grow or stagnate without a link to overall structure strategies. • No workforce management measurements have been applied to the sales force. • Metrics in HR are too focused on vacancy or total headcount – not considering market potential. What to do for 2014? • Take a look at the complete sales and marketing organizations to determine if there is redundancy or inefficiencies to be corrected. • Facilitate Sales and Marketing in the assessment of market potential to determine if the sales force is over- or undersized. • Come up with calculations that help Sales understand the expected gain from a single hire based on market potential and skills match. Return

9. Sales Force Infrastructure How does this impact Making the Number? • The talent of the sales force is not high enough for consistent number making – especially in a changing buyer market. • Performance conditions do not provide for a success-oriented environment where sales can excel. Possible faults? • Recruiting and hiring practices get the wrong people. • Talent has not been assessed, developed or managed. • Sales Comp drives the wrong behaviors. • Tools and infrastructure are lacking or are too cumbersome for efficient use. What to do for 2014? • Do a complete talent assessment of the sales force. • Determine the factors in the environment that repel (or prevent retention of) A player reps. • Ensure Sales compensation and related quota setting pass the 13+ tests for success. Return

10. Look Around – Other Areas How does this impact Making the Number? • Other department activities may cause customer attrition or prevent sales fulfillment. Possible faults? • Delivery functions not aligned with Sales. • Customer service/support not goaled on helping Sales. • Product development not working with Sales. What to do for 2014? • Determine what other areas may have an impact on Sales. • Identify areas that may be causing lower customer satisfaction, customer attrition or “bad press”. • Help work with all areas to have mutual metrics and objectives in place. Return