The document provides results from a sales best practice survey and discusses key topics related to commercial excellence. It finds that world-class sales organizations focus on customers, collaborate well internally, and know why they succeed. There is a large performance gap between world-class and average organizations across key metrics like new account acquisition and quota achievement. The document also discusses how leveraging technology like CRM systems and aligning sales and marketing can provide tactical advantages to sales organizations.

1. Sales Best Practice Survey results
-
Infront event
Moonbeat (Mechelen) - May 2013

2. We help clients to grow their business by building capabilities in
marketing, sales & transformation
2
MARKETING
SALES
TRANSFORMATION
Define, develop, communicate and deliver offerings
that have value for your customers
Boosting commercial performance enabling you to find,
win and retain customers
Building organizational focus, capabilities and the
necessary change to win more in the market

3. To deliver our services we use best-in-class methodologies
through our dedicated team
3

4. Household Names… Industry Leaders…
Fast growing SME’s
& Entrepreneurs…
Minds&More – sample of clients we are doing More for…
We serve companies in private & public sector, from big corporations, to SME’s who need marketing, sales or
transformation to realize business growth. We also assist start-ups that have interesting propositions for the market
but need external marketing or sales muscle. Minds&More is serving clients domestically or on European level.
4

5. 5/30/2013 5
Which are the behaviors & process
which drive ‘world class’
commercial organizations?
How do they organise and integrate
Sales, Marketing & Customer
Service?

6. 1. ‘Attributes of commercially
excellent organisations’?
Commercial excellent – validate with
metrics:
• Lead Growth
• New Account Acquisition
• Average Account Billing
• Current Account Revenue Growth
• Quota Achievement
2. How does this link with ‘customer
experience‘?
3. Impact on people – processes –
systems (CRM perspective)
1. How activate processes & workflows in CRM
system?
2. AS Adventure – customer care ex.
PROVIDE YOU WITH SOME CRUCIAL INFORMATION ON:

7. Today’s concerns around customer service & customer experience
Customer Experience = sum of all experiences a customer has with a
supplier of goods or services, over the duration of their relationship
with that supplier (“customer lifecyle mgmt”)
Self service
mechanism in
customer
service, faster
resolution times,
etc.
Need for multi-channel
customer service
Power of the customer
via social media
postings + impact on
your brand
How to go from
customer support
to customer
centricity?
Not enough new
sales leads in our
pipeline or new
upsell
opportunities
Net Promoter Score…
customer satisfaction at
the heart of company
bonus systems…

8. World’s largest ongoing
study of complex, business-
to-business selling and sales
management practices
• Analysis defines behaviors and
attributes of World-Class Sales
Organizations.
• More than 28,000 participants over
last 10 years.
• Diverse global respondent base:
industries, roles and regions.
• Not exclusive to Miller Heiman
clients or alumni.

9. n = 1,125

10. WINDTailwinds Push Performance
True Performance
WIND Headwinds Drag Performance

11. 2012 Performance
GAP
6% of
Respondents
Performance

12. 4.9% of
Respondents
-1.1 pts
Performance
+5 pts
2013 Performance
GAP

13. ©Copyright Miller Heiman, Inc. All Rights Reserved.
Customer
Collaborate
Calibrate
4.9%
The Growing Gap between
Good and Great
3 Attributes of World-Class Sales Organizations
Customer Core / Collaborative Culture / Calibrated Success
6 Elements of the Sales System
12 Behaviors of World-Class Sales Organizations
CUSTOMER
CORE
COLLABORATIVE
CULTURE
CALIBRATED
SUCCESS

14. How can alignment between sales
and marketing improve interactions
with customers and prospects?
How are buyer behaviors effecting
successful sales cycles?
How do we become our customers’
key resource?
How do you identify and measure
improvements in the sales organization?
How can sales organizations
leverage technology to create a
tactical advantage?
How will sales leadership measure and
compare their organization,
performance and productivity?

15. Activity Metric World Class All
YOUR
ORGANIZATION
Create Opportunities
We have a formalized value proposition that is very compelling to our prospects.
# of Qualified
Opportunities
96% 31% ?
Sales and Marketing are aligned in what our customers want and need. 89% 26% ?
Manage Opportunities
Our organization is highly effective in allocating the right resources to pursue large deals.
New Account
Acquisition
89% 29% ?
We clearly understand our customers’ issues before we propose a solution. 89% 40% ?
Manage Relationships
We always review the results of our solution with strategic accounts.
Average Account
Billing
89% 33% ?
Specific criteria have been established to define a strategic account in our company 85% 34%
?
People & Organization
Our management team is highly effective in helping our sales team advance sales opportunities.
YOY Customer
Growth
94% 34% ?
We know why our top performers are successful. 93% 34% ?
Operations & Enablement
Our sales compensation policies are aligned with our business objectives.
Quota
Achievement
93% 38% ?
Our sales management team is highly confident in the data available from our CRM system. 78% 22% ?
Management Execution
We leverage the best practices of our top performers to improve everyone else.
Quota
Achievement
89% 21% ?
In an average week, our sales force definitely spends sufficient time with customers. 76% 24%
?

16. Key elements of “customer experience journey”:
• Systems & Processes
• Corporate culture
• Leadership
• Corporate positioning
• Alignment with your
brand
• Customer touch points
• Multi-channel
approach
• Self-service
• Customer intelligence
Foviant customerexperiene maturity model

17. How can alignment between sales and marketing improve interactions with
customers and prospects?
We have a
formalized value
proposition that
is very
compelling to
our prospects.
96%
31%
0% 100%
WC
All
89%
26%
0% 100%
WC
All
Sales and
Marketing are
aligned in what
our customers
want and need.
Qualified
Opportunities

18. What are key ‘customer experience’ drivers?
 KYC – “Know Your Customer” -> embed your customer intelligence &
customer insights in your processes and CRM solution
 Your customer service dept. can act like an ideal, non-intrusive sales force
(know extra customer buying criteria)
 Define your customer journey process & adapt the CRM system to it….
Description World Class All Belgium
We know why our customers buy from us 94% 63% 56%
Sales & Marketing are aligned in what our
customers need
89% 26% 18%
We have a formalised value proposition that is
very compelling
96% 31% 31%

19. How are buyer behaviors effecting successful sales cycles?
Our organization
is highly effective
in allocating the
right resources
to pursue large
deals.
89%
29%
0% 100%
WC
All
We clearly
understand our
customers’
issues before we
propose a
solution.
89%
40%
0% 100%
WC
All
New account
acquisition
More key account –
less customer
service impact

20. How do we become our customer’s key resource?
Specific criteria
have been
established to
define a strategic
account in our
company
85%
34%
0% 100%
WC
All
We always
review the
results of our
solution with
strategic
accounts
89%
33%
0% 100%
WC
All
Average
account
billing

21. What are key ‘customer experience’ drivers?
 Protecting & growing accounts – starts with understanding and measuring
customer satisfaction + acting upon the gathered data
 Social media & conversation management will have growing impact on
customer service & customer experience!
Description World Class All Belgium
Our organisation regularly collaborates accross
departmens to manage strategic accounts
89% 28% 38%
Specific criteria have been established to define
a strategic account in our company
85% 34% 36%
Social media is a very effective tool for
monitoring our customer’s needs
26% 9% 6%
We consistenly share results of our customer
satisfaction/loyalty with internal departments
80% 32% 19%

22. How can sales organizations leverage technology to create a tactical advantage?
Our sales
compensation
policies are
aligned with our
business
objectives.
Our sales
management
team is highly
confident in the
data available
from our CRM
system.
78%
22%
0% 100%
WC
All
93%
38%
0% 100%
WC
All
Quota
Achievement

23. What are key ‘customer experience’ drivers?
 Customer Relationship data – continued efforts required to capture data &
exploit via BI
 Data enrichment & information sharing across all departments will be a
key driver for success!
Description World Class All Belgium
Our sales compensation policies are aligned with
our business objectives
93% 38% 33%
Our sales mgmt is highly confident in the data of
our CRM
78% 22% 15%
Our CRM system significantly improves our ability
to prepare for interactions with our customers
70% 18% 8%
Our CRM system is highly effective for enabling our
organisation to collaborate accross departments
67% 19% 19%

24. We have a formalized value proposition that is very compelling to our prospects
Sales and Marketing are aligned in what our customers want and need.
We clearly understand our customers' issues before we propose a solution.
We always review the results of our solution with strategic accounts.
33%
91%POINT
GAP
World-Class Sales Organizations focus on their customers.

25. Our organization is highly effective in allocating the right resources to pursue large deals.
Our management team is highly effective in helping our sales team advance sales opportunities.
We know why our top performers are successful.
We leverage the best practices of our top performers to improve everyone else.
30%
91%POINT
GAP
World-Class Sales Organizations work together.

26. Specific criteria have been established to define a strategic account in our company
Our sales compensation policies are aligned with our business objectives.
Our sales management team is highly confident in the data available from our CRM system
In an average week, our sales force definitely spends sufficient time with customers.
83%POINT
GAP
World-Class Sales Organizations know why they are successful.
30%

27. Examples CRM implementation to support “customer experience”
processes
 Customer segmentation (A-B-C …) -> right customer service
process for respective target audience
 360° view on customer interactions (incl. customer service
requests)
 Account radiation: full mapping of contacts, integrated with
telephony or other backoffice systems, etc.
 Dashboarding – “customer insights”
o Detailed view on customer service actions, lead times, satisfaction ratio’s,
etc.
o Fulll View on outstanding items & expected resolution (time)

28. Key Takeaways
• “Customer delight” is driven by tight integration of
Sales, Marketing & Customer Service teams
• Definition of processes and consistent execution is
crucial to become ‘best in class’
• Key goal = tracking & measuring activities in order to
drive behaviors in your organisation
• Consider “People – Processes – Systems”

29. THANK YOU!
More info?
Linked In: Benny Van Calster
Email: benny.van.calster@mindsandmore.biz
Call: 0475/63.34.83

30. Sample profiles of our 30 seasoned professionals
Pieterjan Kempynck, Partner
17+ years experience in people, change
management and marketing capability
building. Focus: B2B, Services, and Energy.
Benny Van Calster, Partner
18+ years experience in marketing &
management, product management and
go to market. Focus: B2B and high-tech
sector.
Marga Jorissen, Associate
15+ years experience in assisting companies
to grow their brands through effective
marketing, marketing communications,
planning and go to market. Focus: B2B, B2C
and services.
Francois Delvaux, Partner
19+ year experience in marketing and sales:
Strategy, planning and alignment, value
based pricing and selling, and building sales
capabilities. Focus: B2B, start-up and large.
Pascale Hall, Partner
20+ years experience in building sales
capabilities and channel management,
coaching. Certified Miller Heiman® . Focus:
Large or complex sales force environments.
Wim Meulders, Associate
15+ years experience in national and
international B2B sales, marketing and
business development. Specialties: New
product development, business development,
social media Focus: ICT
Jo Van Crombruggen, Associate
20 years experience in marketing and sales
activation, 360° campaign optimization, MarCom,
and social media. Focus : B2B and B2C.
Gaëlle Helsmoortel, Associate
14 years experience in marketing , product and
portfolio management, brand development and
P&L management.. Focus: Retail, Pharma,
Media and Services.
Marianne Dewandeleer, Associate
20+ years experience in corporate marketing,
employer branding, program management;
change. Focus: B2B Services, ICT.
Myriam Vangenechten, Partner
20+ years experience in marketing, operational
marketing, program implementation. Focus: B2B
incl. Utilities, Energy, and Insurance.
Grégoire Vanderveken, Associate
20+ years experience in strategy, building
sales capabilities, coaching. Certified Miller
Heiman® . Focus: ICT, Services, Large or
complex sales force environments.
Cindy De Schouwer, Associate
15 years experience in helping companies to
grow their brands through effective marketing,
marketing communications, planning and go to
market. Focus: B2B, B2C and services.
450+ Years
of
Experience
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