Anaplan's 5-part sales performance mangement series continued with a webinar on sales forecasting.

1. Presented by
© Copyright 2016 The Sales Management Association. All rights reserved.
Sales Management Association Webcast
6 December 2016
Creating a Comprehensive
Approach to Sales Forecasting
Brandon Kulik
Principal
Deloitte
bkulik@deloitte.com
Rowan Tonkin
Practice Lead, Sales and Marketing Applications
Anaplan
rowan.tonkin@anaplan.com

2. © Copyright 2016 The Sales Management Association. All rights reserved.
About The Sales Management Association
A global, cross-industry professional association for
sales operations and sales management.
Focused in providing research, case studies, training,
peer networking, and professional development to
our membership.
Fostering a community of thought-leaders, service
providers, academics, and practitioners.
www.salesmanagement.org
www.salesmanagementconference.com
About the
Sales
Management
Association
2
17 – 19 OCTOBER 2017 ATLANTA

3. © Copyright 2016 The Sales Management Association. All rights reserved.
Today’s Speakers
3
Brandon Kulik
Principal
Deloitte
bkulik@deloitte.com
Rowan Tonkin
Practice Lead, Sales &
Marketing Applications
Anaplan
rowan.tonkin@anaplan.com

4. Presented by
© Copyright 2016 The Sales Management Association. All rights reserved.
Sales Management Association Webcast
6 December 2016
Creating a Comprehensive
Approach to Sales Forecasting
Brandon Kulik
Principal
Deloitte
bkulik@deloitte.com
Rowan Tonkin
Practice Lead, Sales and Marketing Applications
Anaplan
rowan.tonkin@anaplan.com

5. The sales performance management webinar series
ANAPLAN.COM/SPM-SERIES

6. Creating a comprehensive
approach to sales forecasting
SALES OPS WEBINAR SERIES: PART 3

7. The traditional SPM pathway
Capacity Planning
and Management
Deal Desk

8. The connected SPM pathway
Account
Segmentation
and Scoring
Capacity Planning
and Management
Marketing Budget
Allocation
Marketing
Campaign
Planning
Compensation
Planning
Deal Desk
Commissions
Marketing
Attribution
Territory
Planning and
Management
Quota Planning
and Management
Forecasting
Crediting
Campaign
Performance
Management
Marketing Spend
Management
Account Planning

9. Sales forecasting for success
Your Speaker Deloitte Sales Effectiveness Framework
Brandon Kulik
Principal, Deloitte Consulting LLP
Phone (949) 394-2652
e-mail bkulik@deloitte.com
Brandon leads Deloitte’s Sales Force Effectiveness Practice.
Prior to joining Deloitte, Brandon served in a variety of leadership roles,
including: an officer in U.S. Army, sales, sales operations, and sales
management. At Deloitte Brandon focuses on helping his clients solve
complex Go-To-Market challenges, including sales coverage, talent
development, forecasting, process, sales productivity, technology, quota and
incentive management, and sales integration.
Brandon has served a broad array of industries but focuses on Technology
Media and Telecom clients including: Salesforce.com, HPE, HPI, Adobe, Sprint,
T-Mobile, Hitachi Data Systems, VMWare, and Thompson Reuters
• Sales and channel strategies
• Sales organization and operating models
• Segmentation, coverage and selling roles
• Sales process and automation
• Sales quota and incentive design
• Sales reporting, forecasting, and analytics
• Sales operations and enablement
• Sales culture, engagement, and adoption
Plan
Measure
Support
MotivateDesign Enable

10. Top of mind issues for sales leaders
Sales leaders are pulling various levers to transform their sales organizations to compete
in an increasingly complex environment.
M&A
Sales, Operations, and Finance leaders are looking to
better mine customer, deal, pricing, and sales rep
and channel data for forecasting and performance
insights. Today’s data infrastructure, sales
management practices, and analytical talent
insufficiently meets this demand
Cost of Sales
Companies are increasingly looking for ways to
reduce cost of sales organizations by reducing
incentives, optimizing coverage models, and
by moving towards web and channel buying to
ensure lower cost of sales channels
Silver Bullet Technology (Cloud/Digital)
Cloud-based solutions are changing customer buying
preferences and companies’ go-to-market
approaches. Further, sales leaders are more willing
to adopt sales enablement technology beyond CRM
to improve performance, and expect more out of
CRM platforms
Sales leaders are still not satisfied with
incentive plans and lean too heavily on plan
design to drive behavior. Further, sales
organizations struggle with training
programs, coverage models, selling roles,
sales operations organizations, and
acquired sales teams
Sales Effectiveness Basics
Sales Planning & Analytics
Increases in deal activity and expectations, and
speed of post merger integration create implication
cross all Sales Effectiveness market domains from
sales strategy to talent to technology and operations

11. Sales forecasting as a strategic value driver
Navigating disruptive environments requires collaborating as an
organization to plan, manage, and adapt continuously
… and collaboration
Forecasting is foundational to planning …
Finance /
Accounting
Executive
Management
Sales
Marketing
Supply &
Service Chain
Respond strategically to
execution challenges
Estimate target
attainment and take
corrective actions
Actively manage
promotions mix
Produce external reports
and manage G&A budgets
Secure capacity to meet
demand
Sales Forecasting
Sales Budgets
Product and Admin Budgets
Sales and Operations Plans
Quotas and Territories
Demand and Supply Planning

12. Sales forecasting challenges
USABILITY
INNEFFICIENCY
INACCURACY & MISTRUST
SUBJECTIVITY
• CRM accuracy and adoption
• Data inconsistent and incomplete
• Varying definitions and
methodologies within a company
• Judgement vs. formula
• Inability to properly factor the
pipeline
• Storytelling and hope vs. certainty
• Lack of measurement and
accountability for accuracy
• Inflexible formats (Regional vs.
Segments vs. Representative vs.
Team)
• Too much “what”, not enough “so
what” or “why”
• Multiple owners with multiple
interlocks
• Frequent rework due to reconciliation
of inputs
• Lack of process clarity without a
standard set of rules and factors

13. Poll question 1
What your number one sales forecasting challenge?
1. Inaccuracy & mistrust
2. Usability
3. Subjectivity
4. Inefficiency

14. Enterprise science approach
Business issue driven, enabled by science, focused on measurable benefits
Implement
Business Reaction
Predictivetrigger
1. Business Issues
Algorithms &
Models
Integrations & Dashboards
2a. Science 2b. Technology
Foundation
Slowing or
Accelerating
Growth
Sales Rep
Productivity
New Product
Introduction
Build foundation MonitorIdeation
Rapid Discovery
+
2. Analytics Approach 3. Directed Actions
•Selling motions
•Account management
•Cross functional
actions
•Deal and pricing
approaches
•Sales coverage
•Incentive changes
Sales Forecasting
Sales Coverage
CRM & BI
ANAPLAN MODELS
Playbooks

15. Poll question 2
Do you use predictive analytics in your sales forecasting?
1. Yes
2. No
3. Not sure

16. Poll question 3
What’s your sales forecasting technology solution?
1. Spreadsheets
2. Homegrown solution
3. CRM
4. Tool dedicated to sales forecasting

17. Organizational ownership : Industry insights
Function Owns Contributes Enables
Sales B2B heavy like
enterprise software,
hardware, med device,
single head of sales
Provides the bottoms
up view from CRM &
PRM with sales leader
judgement
Manages the process
through sales operations
with tools and reporting
Finance Where sales operations
are shared finance
services, BU led sales
organization
Provide macro
economic guidance and
works with product
teams
May integrate with
financial planning
software (Anaplan)
Marketing Provides macro market
guidance, especially in
Telco/Retail/CPG
Provides finance with
market data
Supply Chain Provides supplies and
production inputs
IT IT (data, integration,
platforms, support)
Owning
Contributing
&Enabling

18. Keys to success in sales forecasting
•Leveraging more
analytical rigor into the
sales forecasting process
reduces the impact of
subjectivity
•Using data models can
improve forecasting
accuracy and identify
early indicators of
underperformance
Data Driven
•Allows better alignment
across functions by
incorporating several
layers of granularity
from BUs (e.g. Region,
Segment, Team, Rep
etc.)
•Enhances visibility into
rep and company
performance
Single Source
Multiple Views
•Insights provided by
improving sales
forecasting can lead to
improved data integrity
and more refined
future forecasts
•Using standard,
repeatable processes
drive the development
of this valuable
capability through the
organizational ranks
Learning & Improving
•Investing in real-time
capabilities reduces the
latency from data to
insight so that sales
leadership can use key
analytics to make more
informed decisions
•Quickly and accurately
updating forecast
based on demand
changes improves
operational efficiency to
plan for future activities
Real Time
•Process should include
parallel input from
spectrum of sales
roles: specialists,
generalists, business
development etc.
•Relevant business units,
regions and functions
can add valuable
perspective and should
be brought into the
process
Collaborative
Leading companies that transform their Sales Forecasting process see results in both revenue growth
and operational efficiency: 7.4% YOY increase in deal size, 22% increase in forecasting accuracy, 6.7%
average YOY improvement in sales cycle time

19. The sales performance management webinar series
ANAPLAN.COM/SPM-SERIES

20. © Copyright 2016 The Sales Management Association. All rights reserved.
Your Questions
20
Brandon Kulik
Principal
Deloitte
bkulik@deloitte.com
Rowan Tonkin
Practice Lead, Sales &
Marketing Applications
Anaplan
rowan.tonkin@anaplan.com

21. Did we run out of time before we got
to your question?
Presenters can follow-up with you via
email. Feel free to submit more questions
if you’d like an offline response.
© Copyright 2016 The Sales Management Association. All rights reserved.
21

22. © Copyright 2016 The Sales Management Association. All rights reserved.
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