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The Disappearing Sales
Process
and the Impact on Marketing
gyro:
Scott Gillum, Channel Practice Leader
HOW WE USED TO SELL
The 80’s – CALLS & CLOSES
# of Calls
# Leads
$ Wins
“Work the
Numbers”
“Make it
Sizzle”
The 90’s – PROCESS &
PRODUCTS
“Know the Process…Work the Process
2000’s – INTEGRATION &
INSIGHT
“It’s the Pipeline stupid”
Impressions
Solicits
Responders
Leads
Wins
12,454
40,536
55,858
2,203,580
35,994,704
CALA APAC
EMEA
NAR
323
4,508
65,630
138,273
36,809,920
1,278
21,099
135,659
411,587
2,518,137
4,150
10,772
96,176
5,297,874
26,695,508
31%
73%
3%
6%
7%
7%
48%
0.4%
6%
16%
33%
16%
39%
11%
2%
20%
IT’S ABOUT THE PIPELINE
Impressions
Solicits
Registrants
01
Pre-Qualified
Leads
02
Qualified
Leads
03
Proposed
04
Pre-Contract
05
Agreement
to
Purchase
Marketing Funnel
Sales Funnel
Contract Negotiation
Closing the Deal
Sales Activities
Sales Prospecting
Tactical Campaigns
2
Lead Qualification
Opportunity Management
Cross- and Up-sell
Solution Customization
Competitive Positioning
3
4
• Offers and Promotions
• Competitive Intelligence
• Closing Events
• Executive Briefings
• Qualification Tools
• Customer References
• Case Studies
• Sales Collateral
• RFP Support
Marketing Activities
Awareness
Programs to
Condition Market
AR, PR, Ads,
Web, Trade Events
DG Programs to
Expand Funnel
• Corporate Programs
• Local Programs
• Response Nurturing
• Tele-qualification
Sales Enablement to
Speed Qualification
1 2 3 4 Closing Programs to
Enhance Conversion & Close
Marketing Involvement
Sales Involvement
SALES ALIGNED MARKETING
WE WERE IN CONTROL
Web 1.0
Corporate Websites
E-Marketing
E-Commerce E-Newsletters
Webcast
Podcast
OnDemand
Communities
Web 1.0
Portals
Extranet
Cracks Begin to Show
Xero
x
Non-
Xerox
Channel
Preference
Agent
Internet
Other
Warehouse Club
Direct
Contract Stationer
Key:
1998
Purchase Channel
2001
78%
4%
10%
3%5%
48%
10%
14%
10%
8%
10%
75%
8%
2%
9%
6%
33%
17%
4%
10%
30%
6%
Customers are Shifting
% Customers Utilizing Source for Vendor/Product
Information in Past Year
Advertisin
g
Medical Journals /
Articles
In-Person Events
Traditional Direct
Marketing
Electronic Marketing
Web Sites
TRADITIONAL
DIGITAL
Sales Rep/Team
0% 20% 60%
Online Events
40
%
2002 2005
0% 20% 60%
40
%
67%
63%
58%
57%
13%
31%
18%
13%
63%
44%
41%
40%
9%
47%
30%
28%
Some Things Reps Just Can’t Do
First Choice Second Choice
% Top-Two Consideration Factors)
48% 47% 45% 42% 15%
The relationship with
the rep will not get
you into the
consideration set.
0.21
0.15
0.35
0.24
0.04
27%
32%
10%
18%
11%
0%
20%
40%
60%
CHANGE IS HAPPENING
Gyro disappearing sales process
Buyers Have Many Options, and They
Use Them
Source: Buyersphere, Report 2012 The annual survey of changing B2B buyer behavior
Buyers Have Taken Control of the
Process
Source: CEB MLC Customer Purchase Research Survey 2011
Customers are choosing to
delay commercial
conversation with suppliers
57%
Complete
Customer Due
Diligence Begins
Customer First
Serious Engagement
with Sales
Purchase
N=1500
“Work” is a State of Mind…Not a
Place
The NEW Buyers
Journey
Creating a Challenge for Marketers
Source: Forrester research 2012
BUYERS ARE IN
CONTROL
...AND PERHAPS ALWAYS WERE
0H $#*! NOW WHAT?
#1 Web 1.0 is Still Powerful
Source: Buyersphere, Report 2012 The annual survey of changing B2B buyer behavior
Higher
Lower
AVERAGE
USEFULLNESS
OF
CHANNEL
Other
Social Media
Word of
Mouth
Web
Searches
Online Communities
LinkedIn
Facebook
Twitter
OVERALL USE OF CHANNEL Higher
Usage and Usefulness of Channels
Other Social Media
#1 Web 1.0 is Still Powerful
Source: Buyersphere, Report 2012 The annual survey of changing B2B buyer behavior
Higher
Lower
AVERAGE
INFLUENCE
OF
CHANNEL
Offline events/
webinars
Supplier e-mails Supplier websites
Whitepapers +
Videos/webinars/podcasts
Blogs
Direct mail
Press
advertising
OVERALL USE OF CHANNEL Higher
Usage and Influence of Sources
Word of Mouth
Industry press
#2 Search is Essential
Source: CEB, McKinsey, Hubspot, MarketingSherpa
Traditional Process New Process
Number of Brands Number of Brands
Awareness
Consideration
Decision
Purchase
Research
Awareness
Consideration
Decision
Purchase
Research
Small Business Owner Purchase Process
#2 Search is Essential
• #1 source of information
• 38% lower cost lead source (vs OB)
• 70% links clicked on are Organic
• 75% never go past the 1st page
Source: CEB, McKinsey, Hubspot, MarketingSherpa
#3 Relevancy is King
“When you meet with a vendor salesperson, how often are
they prepared for the meeting with you in the following
ways?”
Business
Leaders
IT Leaders Overall
Knowledgeable about their company
and products
88% 88% 88%
Understands my issues and where
they can help
34% 43% 38%
Can relate to my role and
responsibilities in the organization
38% 29% 34%
Source: Forrester Research, Inc
Base: 166 North American enterprise business and IT decision-makers
Source: Q1 2009 North American Buyer Expectations Of Sales Interactions Online
#3 Relevancy is King
CIOs C-Level
Industry
Investors
Analysts
Board
Channels
Partner
Suppliers
Customers
Peers
Providers
Competitors
Experts
Providers
Competitors
CIO
CEO
Lines of
Business
IT
Departme
nt
Influencer
s
Peers
“Help me make
good
decisions”
“Help my team
be a better
partner”
“Help me
enable the
business”
“Help me
align and
deliver”
Source: gyro Purchase Path
#4 Know Who You Are
Corporate Character
“In other words, what an organization
stands for is as important as what it sells.”
Source: IBM CMO Research 2012
#5 Gen Y Will Drive More Change
Up to 30
31-40
41-50
51-60
Older
USE OF SOCIAL MEDIA FOR INFORMATION
OR ADVICE, BY AGE
CREATE AND PUBLISH
OWN PROFESSIONAL CONTENT, BY
Up to 30
31-40
41-50
51-60
Older
14%
13%
23%
26%
49%
14%
16%
29%
40%
47%
Source: Buyersphere, Report 2012 The annual survey of changing B2B buyer behavior
“Technology Changes,
Customers Follow,
Companies Catch up”
KEY TAKEAWAYS
1.Buyers are in Control
It’s a Great Time to be a Marketer!
2.Get the Basics Right First
3.Be Relevant
THANK
YOU gyro
Scott Gillum
@sgillum
scott.gillum@gyro.com
www.b2bknowledgesharing.com
The Disappearing Sales Process

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Gyro disappearing sales process

  • 1. The Disappearing Sales Process and the Impact on Marketing gyro: Scott Gillum, Channel Practice Leader
  • 2. HOW WE USED TO SELL
  • 3. The 80’s – CALLS & CLOSES # of Calls # Leads $ Wins “Work the Numbers” “Make it Sizzle”
  • 4. The 90’s – PROCESS & PRODUCTS “Know the Process…Work the Process
  • 5. 2000’s – INTEGRATION & INSIGHT “It’s the Pipeline stupid”
  • 7. Impressions Solicits Registrants 01 Pre-Qualified Leads 02 Qualified Leads 03 Proposed 04 Pre-Contract 05 Agreement to Purchase Marketing Funnel Sales Funnel Contract Negotiation Closing the Deal Sales Activities Sales Prospecting Tactical Campaigns 2 Lead Qualification Opportunity Management Cross- and Up-sell Solution Customization Competitive Positioning 3 4 • Offers and Promotions • Competitive Intelligence • Closing Events • Executive Briefings • Qualification Tools • Customer References • Case Studies • Sales Collateral • RFP Support Marketing Activities Awareness Programs to Condition Market AR, PR, Ads, Web, Trade Events DG Programs to Expand Funnel • Corporate Programs • Local Programs • Response Nurturing • Tele-qualification Sales Enablement to Speed Qualification 1 2 3 4 Closing Programs to Enhance Conversion & Close Marketing Involvement Sales Involvement
  • 9. WE WERE IN CONTROL
  • 10. Web 1.0 Corporate Websites E-Marketing E-Commerce E-Newsletters Webcast Podcast OnDemand Communities Web 1.0 Portals Extranet
  • 11. Cracks Begin to Show Xero x Non- Xerox Channel Preference Agent Internet Other Warehouse Club Direct Contract Stationer Key: 1998 Purchase Channel 2001 78% 4% 10% 3%5% 48% 10% 14% 10% 8% 10% 75% 8% 2% 9% 6% 33% 17% 4% 10% 30% 6%
  • 12. Customers are Shifting % Customers Utilizing Source for Vendor/Product Information in Past Year Advertisin g Medical Journals / Articles In-Person Events Traditional Direct Marketing Electronic Marketing Web Sites TRADITIONAL DIGITAL Sales Rep/Team 0% 20% 60% Online Events 40 % 2002 2005 0% 20% 60% 40 % 67% 63% 58% 57% 13% 31% 18% 13% 63% 44% 41% 40% 9% 47% 30% 28%
  • 13. Some Things Reps Just Can’t Do First Choice Second Choice % Top-Two Consideration Factors) 48% 47% 45% 42% 15% The relationship with the rep will not get you into the consideration set. 0.21 0.15 0.35 0.24 0.04 27% 32% 10% 18% 11% 0% 20% 40% 60%
  • 16. Buyers Have Many Options, and They Use Them Source: Buyersphere, Report 2012 The annual survey of changing B2B buyer behavior
  • 17. Buyers Have Taken Control of the Process Source: CEB MLC Customer Purchase Research Survey 2011 Customers are choosing to delay commercial conversation with suppliers 57% Complete Customer Due Diligence Begins Customer First Serious Engagement with Sales Purchase N=1500
  • 18. “Work” is a State of Mind…Not a Place
  • 19. The NEW Buyers Journey Creating a Challenge for Marketers Source: Forrester research 2012
  • 20. BUYERS ARE IN CONTROL ...AND PERHAPS ALWAYS WERE
  • 21. 0H $#*! NOW WHAT?
  • 22. #1 Web 1.0 is Still Powerful Source: Buyersphere, Report 2012 The annual survey of changing B2B buyer behavior Higher Lower AVERAGE USEFULLNESS OF CHANNEL Other Social Media Word of Mouth Web Searches Online Communities LinkedIn Facebook Twitter OVERALL USE OF CHANNEL Higher Usage and Usefulness of Channels Other Social Media
  • 23. #1 Web 1.0 is Still Powerful Source: Buyersphere, Report 2012 The annual survey of changing B2B buyer behavior Higher Lower AVERAGE INFLUENCE OF CHANNEL Offline events/ webinars Supplier e-mails Supplier websites Whitepapers + Videos/webinars/podcasts Blogs Direct mail Press advertising OVERALL USE OF CHANNEL Higher Usage and Influence of Sources Word of Mouth Industry press
  • 24. #2 Search is Essential Source: CEB, McKinsey, Hubspot, MarketingSherpa Traditional Process New Process Number of Brands Number of Brands Awareness Consideration Decision Purchase Research Awareness Consideration Decision Purchase Research Small Business Owner Purchase Process
  • 25. #2 Search is Essential • #1 source of information • 38% lower cost lead source (vs OB) • 70% links clicked on are Organic • 75% never go past the 1st page Source: CEB, McKinsey, Hubspot, MarketingSherpa
  • 26. #3 Relevancy is King “When you meet with a vendor salesperson, how often are they prepared for the meeting with you in the following ways?” Business Leaders IT Leaders Overall Knowledgeable about their company and products 88% 88% 88% Understands my issues and where they can help 34% 43% 38% Can relate to my role and responsibilities in the organization 38% 29% 34% Source: Forrester Research, Inc Base: 166 North American enterprise business and IT decision-makers Source: Q1 2009 North American Buyer Expectations Of Sales Interactions Online
  • 27. #3 Relevancy is King CIOs C-Level Industry Investors Analysts Board Channels Partner Suppliers Customers Peers Providers Competitors Experts Providers Competitors CIO CEO Lines of Business IT Departme nt Influencer s Peers “Help me make good decisions” “Help my team be a better partner” “Help me enable the business” “Help me align and deliver” Source: gyro Purchase Path
  • 28. #4 Know Who You Are Corporate Character “In other words, what an organization stands for is as important as what it sells.” Source: IBM CMO Research 2012
  • 29. #5 Gen Y Will Drive More Change Up to 30 31-40 41-50 51-60 Older USE OF SOCIAL MEDIA FOR INFORMATION OR ADVICE, BY AGE CREATE AND PUBLISH OWN PROFESSIONAL CONTENT, BY Up to 30 31-40 41-50 51-60 Older 14% 13% 23% 26% 49% 14% 16% 29% 40% 47% Source: Buyersphere, Report 2012 The annual survey of changing B2B buyer behavior
  • 31. KEY TAKEAWAYS 1.Buyers are in Control It’s a Great Time to be a Marketer! 2.Get the Basics Right First 3.Be Relevant

Hinweis der Redaktion

  1. USE THE REMOTE FOR POLLING – WHAT’S YOU TWITTER HANDLE?
  2. POLLING QUESTION – HOW MANY FOLKS WERE IN SALES OR STILL ARE? I thought I wanted to be a lawyer until I worked in a law firmWent to work for PB, selling dictation
  3. Glengary Glen Ross days Best sales guy ever, raging alcoholic – Work hard, play hardTerritory reps – out all day come back put it up on the board. All about the product – blue velvet Work the numbers
  4. Work for a BPO company acquired by IBM, which brought rigor and process We read Miller Heiman strategic selling and worked “blue sheets” Beginnings for SFA – Tosiba 8086 plug in every night Manager know the process, work the process
  5. Moved into Management Consulting and things start to get more sophisticatedFocused on CRM & Pipeline – key insights, sales cycle times, conversation rates (OMS & LMS) Dashboard Beta Client – hundreds of reports, predictive modeling – more focused on sales as a predictable outcome
  6. Early CMS tools, aligned in CRM
  7. LEAD TO A FEELING OF CONTROL TOTALLY INWARDLY FOCUSEDControlled the Process, the Information, the deal
  8. Corporate WebsitesE-Marketing E-CommerceE-NewslettersWebcastPodcast OnDemandCommunities
  9. We were in control, and that was a problem 3 years working with Xerox, adjusting to shifting buyer behavior Resisted change, lost customers
  10. Work for Siemens Medical – strong sales culture 6-7 figure deals – good product & good rep Not only they shifting how they bought, but also how where learning about products The rise of digital channels – eye opener for both sales and marketing RETHINK OUR MARKETING BUDGET AND EFFORTS
  11. Got even more interesting – some things reps just can’t do
  12. LEAD TO A FEELING OF CONTROL TOTALLY INWARDLY FOCUSEDControlled the Process, the Information, the deal
  13. Describe the chart – colors are utilization Compare to the Siemens chart Triangulate – information sourcesThink about what this does to our “Neatly Aligned Marketing
  14. Insert gyro @work state of mind videohttp://www.gyro.com/#/igniting-now/at-work-state-of-mind/
  15. At a time when Marketing is more important than ever…it gotten more complicated and harder than ever
  16. #1 source of information38% lower cost lead source (vs OB)70% links clicked on are Organic75% never go past the 1st page
  17. Corporate Charcter: “In other words, what an organization stands for is as important as whatit sells. It has a “corporate character” — the differentiating attributes thatmake it a distinct enterprise. Corporate character is not simplya product of its mission statement, logo or advertising. It is, rather,the sum of everything its management and employees say and do —the beliefs they hold, values they profess and ways they behave, visiblefor all to see.”