8/11/2019 485497 Sales Transformation Overview v5
1/25
Copyright 2009 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.
Sales Transformation OverviewMarch 2010
8/11/2019 485497 Sales Transformation Overview v5
2/25
2Copyright 2009 Accenture All Rights Reserved.
Agenda
Performance Challenges
The Good News
Our Solution:How Accenture helps to transform Sales
Why Accenture
Our Credentials:Where we have done this before
8/11/2019 485497 Sales Transformation Overview v5
3/25
3Copyright 2009 Accenture All Rights Reserved.
Performance Challenges
* Source: 2009 CSO Insights report
Increasing revenue and sales effectiveness are top-of-mind issues for senior salesexecutives.
8/11/2019 485497 Sales Transformation Overview v5
4/25
4Copyright 2009 Accenture All Rights Reserved.
Performance Challenges
Trends in Globalisation 1970-2000*
0
10
20
30
40
50
60
70
80
90
1970-75 1976-80 1981-85 1986-90 1991-95 1996-2000
Numberofcountries
High Globalisation
High Globalization is driven by social,
political and economic integration.
The USA is the most highly globalizedcountry in the world.
Partner Preferences by Country
Globalization compels executives tofocus also on expanding the channelmix.
Vendor Partners
SW Vendor (Direct) vs. Partners
61%s
28%
8%
9%
5%
4%
6%
39%
0%
20%
40%
60%
Sales Agent
HW Provider
VAR/SI/ISV
Direct Reseller
SI/ Consultant
ISV
39%
24%17%
5%
11%
12%
6%
9%
3%
3%21%
5%
5%
11% 1%
2%
5%
2% 7%
5%
7%
5%8%
32%
0%
20%
40%
60%
8/11/2019 485497 Sales Transformation Overview v5
5/25
5Copyright 2009 Accenture All Rights Reserved.
Performance Challenges
The opportunity and economics associated with penetrating the small and mediumbusiness segments also present new selling challenges.
151
117
71
339
2006
168
126
81
375
2008
Enterprise
(>1000employees)
Medium(100-999)
Small (0-99)
+5%+6%
2008
98
119
78
2006
111
132
86
329295
US IT Spending(USD B)
Western EuropeIT Spending (USD B)
SMB43%
Enterprise
49%
Consumer
8%
SMB49%
Enterprise
44%
Consumer
7%
TransactionCom
plexity
Low
Cost of SalesHigh
20-28%
12-18%
2-8%
8/11/2019 485497 Sales Transformation Overview v5
6/25
6Copyright 2009 Accenture All Rights Reserved.
Performance Challenges
While increasing product/solution complexity and the need for value-oriented sellingplace further demands on skills and effort prioritization.
23% of organizations said the
number of products / services theyoffered more than doubled in the lastfive years.
60% of organizations said the
demands on building new skills in salesare increasing significantly.
68% of organizations said the
complexity of their product and solutionbundles is increasing.
ProductBusinessMargins
% GrossMargin
Time
10%
20%
30%
40%
50%
60%
Service Focused
Service
BusinessMargins
Product Focused Solution Focused
TotalMargin
Servicemarginsbecome non-dilutive tooverallearnings
8/11/2019 485497 Sales Transformation Overview v5
7/257Copyright 2009 Accenture All Rights Reserved.
Performance Challenges
The number of sales reps meeting quota declined to a mere 58.8%. Percentageof overall revenue plan attainment is also dropping in step with the reduction insales people making or exceeding their quota.
Under Quota
41.2%
Meeting orExceeding Quota
58.8%
Percentage of Reps Making Quota
50
60
70
80
90
2008 Plan
Attainment
2007 Plan
Attainment
Percentage of 2008 Revenue Target Achieved
85.9%88.2%
8/11/2019 485497 Sales Transformation Overview v5
8/258Copyright 2009 Accenture All Rights Reserved.
Performance Challenges
Time required to close deals continue to increase year to year.
Sell cycles taking 7+ months toclose has increased from 19.8% in2003 to 27.3% in 2009
..but selling cycle is lower forcompanies with more structuredsales processes.
* Source: 2009 CSO Insights report
Sales Process asrelated to Sell
Cycle Length
Level 1Random
Process
Level 2Informal
Process
Level 3Formal
Process
< 3 Months 36% 41% 42%
4-6 Months 28% 31% 32%
> 7 Months 34% 27% 24%
4-6 Months
31.2%1-3 Months
29.7%
1 Year6.3%
10-12Months
6.7%
7-9 Months
14.3%
27.3%
Average Sales Cycle Length
8/11/2019 485497 Sales Transformation Overview v5
9/259Copyright 2009 Accenture All Rights Reserved.
Performance Challenges
Having a robust/customized sales approach and methodology is critical foroptimizing ROI but this is not easily attainable.
* Source: 2009 CSO Insights report
40% of CSO think they still
need to improve sales process to
align with customers buyingprocess
46% of CSO are unable to
adapt sales process to marketchanges
89% of CSO has seen thepositive impact of adopting salesmethodology
but
0
10
20
30
40
50
NeedsImprovement
ExceedsExpectation
MeetsExpectations
Dont Know
or N/A
Understand Customers Buying Process
46.5%
40.6%
11.9%
1.1%
8/11/2019 485497 Sales Transformation Overview v5
10/2510Copyright 2009 Accenture All Rights Reserved.
Performance Challenges
Changes in recent years are creating significant challenges to drive strategicsales growth.
Capture Emerging
and New Markets
Expand growth(margin & revenue)of existing largecustomer
Sell more complex
services &solutions, notproducts
Need for hybridroutes-to-market
Sales Strategy and Channel Management
Limited capacity to scale at speed to penetrate new
markets and segments Lack the economics appropriate for new markets and
segments
Sales Talent
Lack the skills and competencies to drive complexproduct and services sales
Ability to align sales and channel resource investmentsto maximize ROI is becoming challenging in a multi-channel environment
Sales Operations
Sales approach and processes are inappropriate fornew complex product and multi-channel environment
Lack of information to effectively manage executionand operations management is causing significantineffectiveness in driving growth
Limited ability todrive growth from
current market andcustomers
Decreasing profitmargins
Inability to scale
channels to drivenew growth areas
Increase focus onexpense to revenue
Strategic Focus CSO Challenges Market Dynamics
8/11/2019 485497 Sales Transformation Overview v5
11/2511Copyright 2009 Accenture All Rights Reserved.
Agenda
Performance Challenges
The Good News
Our Solution:How Accenture helps to transform Sales
Why Accenture
Our Credentials:Where we have done this before
8/11/2019 485497 Sales Transformation Overview v5
12/2512Copyright 2009 Accenture All Rights Reserved.
The Good News
There is always big money in transforming sales in an organisation.
We are focused on this:
Increasing Revenue: Increase Market Share Improve Customer Loyalty/Satisfaction Improve Margins Increase Channel Sales Effectiveness
Improving Productivity: Increase Sales Effectiveness Reduce Sell Cycle Time Improve Margins Improve Communications Reduce Administrative Burden Improve Team Selling
We dont do this well: Sales Process Sales Productivity Account Planning Strategic Acct Program Customer Analytics
Sales Tools Cross FunctionalCollaboration
Talent Management
Our top 100 clients represent a significant marketopportunity to address these concerns:
B2B $1,364,110
B2C $1,139,196
B2B2C $949,227
Total $3,452,532
B2B $87,684
B2C $79,508
B2B2C $58,747
Total $225,939
Revenue ($M) SG&A ($M) Sales Expense ($M)
Cisco Systems
Doubled number of large deals in one quarter.
BT
Achieved a 400% increase in learningproductivity.
Realized a 30% increase in number ofcustomers who purchased a product orservice as a result of a conversation with atrained advisor.
Total value of all rental contracts increased by220% after completion of performance
simulation course.AMGEN
Went from 4th to 1st in customer quality ofsales and servicealso doubled number ofcustomer interactions from the previous year.
Sales Transformation has provenresults High Performance Delivered!
B2B $174,774
B2C $133,239
B2B2C $139,944
Total $447,957
8/11/2019 485497 Sales Transformation Overview v5
13/2513Copyright 2009 Accenture All Rights Reserved.
Agenda
Performance Challenges
The Good News
Our Solution:How Accenture helps to transform Sales
Why Accenture
Our Credentials: Where we have done this before
8/11/2019 485497 Sales Transformation Overview v5
14/2514Copyright 2009 Accenture All Rights Reserved.
Our SolutionSales Transformation
Accentures Sales Transformation help sales executives improve sales performance byrealigning strategic resources, harnessing sales talent and optimizing operatingcapabilities.
SalesOperationsOptimization
Sales Talent
Management
Sales Strategy &ChannelManagement
Differentiate, address competitive threats and maximize profitability
Deliver World Class Sales Operations and Evaluate AlternativeSourcing Strategies
Accelerate desired Sales Competencies, Behaviors and Motivation
Sales Transformation
8/11/2019 485497 Sales Transformation Overview v5
15/2515Copyright 2009 Accenture All Rights Reserved.
Our SolutionSales Transformation Offerings
Sales StrategyA comprehensive approach to differentiate, address competitive threats and maximize profitability. Theoffering leverages qualitative and quantitative assessment of value and impact of capabilities on businessobjectives to serve as a foundation for investment decisions and implementation staging decisions.
Leverage science to sellingto identify pockets ofgrowth opportunities through customer and channelsegmentation analytics(i.e. segments, industries,geographies and product/solution mix)
Align theroutes-to-marketto opportunity segmentsto optimize expense to revenue
Building the organization strategyand operating model
to effectively target the growth opportunities Prioritize the high value process, technologyand
peoplecapabilities required to achieve the businessobjective.
Sales Benchmarking Cost-to-Serve analysis
New Markets penetration
Customer Segmentation
SMB Business Model
Sales capabilitiesalignment roadmap
Key Objectives Example Programs
8/11/2019 485497 Sales Transformation Overview v5
16/25
16Copyright 2009 Accenture All Rights Reserved.
Our SolutionSales Transformation Offerings
Sales Multichannel ManagementA systematic approach to strategize, design and implement customer-focused initiatives across multiplechannels, through integrated data, coordinated processes and automation.
Optimize growth rateswhen penetrating new markets,geographies or customer segments, including options forrapid deploymentthrough outsourced services especiallyin emerging markets like China and India
Leverage scientific approachesto maximize resourcesand effectivenessacross all channels to optimize ROI
Balance cost-to-sellwith the average deal sizeand with
Customer Lifetime Value
Establish E2E capability, operating model assessmentand prioritization, technology enabled process andsolution architecture to enable Route-To-Market at speed
Integrated CustomerExperience andMultichannel Strategydevelopment
From Volume to Value
based programs
Optimization plan fordirect and indirectchannels
End-to-end Multichannelcapability roadmap todrive customer loyalty,growth and align costs
Key Objectives Example Programs
8/11/2019 485497 Sales Transformation Overview v5
17/25
17Copyright 2009 Accenture All Rights Reserved.
Our SolutionSales Transformation Offerings
High Performance Sales WorkforceDrives business results by developing a high performance sales organization which migrate top performersattributes to the core interactions between sales reps and customer. The offering provides comprehensivestudy on top sales performers time/behavior, competencies and personality, as well as provideeffective training and new hire profiling
High Performance SalesForce Analytics and Roadmap
Sales Academy
Targeted Sales ForceRecruitment
Performance Management
Strategic and segment-basedsales force organizationalignment
Shift performance curve and transfer high performanceabilities to the core through:
Learning Solutionsdevelop the right skills to support targetbehaviors
Knowledge Management Solutionsapply the right data,information and knowledge to optimize productivity
Performance Management Solutionsdrive target behaviors by
applying the right metrics and performance feedback Motivation Solutionsmotivate target behaviors through
incentive, commission, compensation and non-monetary rewardsystems
Organization DesignSolutionsget the right work assigned tothe right people through territory alignments, sales supportcenters of excellence and otherinnovative organization designs
Key Objectives Example Programs
8/11/2019 485497 Sales Transformation Overview v5
18/25
18Copyright 2009 Accenture All Rights Reserved.
Our SolutionSales Transformation Offerings
Incentive Compensation Design and EnablementHolisticincentive compensation management, leveraging next-generation technology solutionstorapidly improve sales performanceand accelerate time to market.
Sales Incentive Diagnostic
Incentive Compensationstrategy as motivation fortargeted behavior
ICM process alignment
including incentive plandesign, administration,processing and reporting
ICM tools and technologiesassessment/adoption toaccelerate desired benefits
Drivedesired sales behavior to reach corporate objectives
Rapid responseto changing market conditions and new product
offerings
Proactive supportfor complex, multichannel distribution models
Higher accuracyin commission calculation and minimal disputes/
overpayments
Key Objectives Example Programs
8/11/2019 485497 Sales Transformation Overview v5
19/25
19Copyright 2009 Accenture All Rights Reserved.
Our SolutionSales Transformation Offerings
Sales Process DesignA differentiatedand effective lead to compensation process architecture to achieve high performanceselling in a complex sales environment.
Sales Diagnostic/Benchmark
Sales Process analysis,design and implementation(leveraging Accenture
ABPR asset)
From product centered to
relationship centeredselling
Increasesales force productivity(e.g. close more sales,increase coverage)
Improve performance of sales function (e.g. forecasting, leadmanagement) by incorporating leading practices
Reduce the cost of salesby identifying and prioritizing theareas for cost reduction
Implement a new sales channeland expand into a newgeography
Renew sales strategyand operating model
Key Objectives Example Programs
8/11/2019 485497 Sales Transformation Overview v5
20/25
20Copyright 2009 Accenture All Rights Reserved.
Our SolutionSales Transformation Offerings
Sales Operations OptimizationUnlocks the full potential of a sales force by focusing on maximizing customer facing timeandintelligent reduction of supporting operating cost.
Sales Operationsorganization Baseline
Operating model for newmarket/ geography
Sales Operations BPODiagnostics
BPO Operating Model
Enable top-line and bottom-line improvement by: Mitigating the costly operational mistakesassociated with
deploying improved sales efforts
Optimizing sales operationsthrough process, system re-engineering and centralization
Driving lower acquisition oroperational costsby outsourcing
Key Objectives Example Programs
8/11/2019 485497 Sales Transformation Overview v5
21/25
21Copyright 2009 Accenture All Rights Reserved.
Our SolutionSales Transformation Offerings
Sales EnablementProvides solution architectureand implementation servicesfor leading sales solutions.
Software assessmentand selection
Sales Automation
Emerging technology/trend (e.g. handhelddevices, socialnetworking) and impacts
Collaboration tools
SaaS Solutions
Accenture SalesPerformance Workbench
Solution Architecture servicesto support high performancesales execution
Implementation servicesfor leading on-premiseand SaaSsales solutions
UniqueCommercial Sales Solutions to drive increased levelsof sales productivityand growth
Ability to deploy and effective CRM solution with higher useradoption
Key Objectives Example Programs
8/11/2019 485497 Sales Transformation Overview v5
22/25
22Copyright 2009 Accenture All Rights Reserved.
Agenda
Performance Challenges
The Good News
Our Solution: How Accenture helps to transform Sales
Why Accenture
Our Credentials: Where we have done this before
8/11/2019 485497 Sales Transformation Overview v5
23/25
23Copyright 2009 Accenture All Rights Reserved.
Why Accenture
Accenture ranked no.1 in the Global Outsourcing 100.
Rated as a leader in the 2008 CRM Magazine Awards
CRM Magazine named Accenture the CRM Consulting market leader,for four consecutive years, in recognition of superior performance:
Accentures big draw is the breadth and depth of its expertise- CRM Magazine, 2004
[Accenture] continues to lead with its strong strategy capabilities and considerablesystems integration resources. In addition, the company's industry and geographicreach continues to be a strong suit they do everything and do it very well.
CRM Magazine, 2005
CRMmagazine noted Accentures strong ability to execute, financial growth, andbreadth of services offered and cited praise from industry analysts about its global
scale, reach and industry-specific expertise. - CRM Magazine, 2006
[Accenture] driven by global scale and reach, and industry-specific expertise is almostunrivaled in the industry. The companys services offered and ability to execute areregarded as highest among the leaders - CRM Magazine, 2007
http://www.outsourcingprofessional.org/content/23/152/1197/http://www.destinationcrm.com/Articles/Editorial/Magazine-Features/The-2008-CRM-Market-Awards-http://www.destinationcrm.com/Articles/ReadArticle.aspx?ArticleID=47067http://www.destinationcrm.com/articles/default.asp?ArticleID=5466http://www.destinationcrm.com/Articles/ReadArticle.aspx?ArticleID=47829http://www.destinationcrm.com/Articles/CRM-News/Daily-News/CRM-Magazine-Announces-the-Winners-of-the-2007-CRM-Market-Awards-41887.aspxhttp://www.destinationcrm.com/Issue/837-September-2007.htmhttp://www.destinationcrm.com/Issue/826-October-2006.htmhttp://www.destinationcrm.com/Articles/CRM-News/Daily-News/CRM-Magazine-Announces-the-Winners-of-the-2007-CRM-Market-Awards-41887.aspxhttp://www.destinationcrm.com/Articles/ReadArticle.aspx?ArticleID=47829http://www.destinationcrm.com/articles/default.asp?ArticleID=5466http://www.destinationcrm.com/Articles/ReadArticle.aspx?ArticleID=47067http://www.destinationcrm.com/Articles/Editorial/Magazine-Features/The-2008-CRM-Market-Awards-http://www.outsourcingprofessional.org/content/23/152/1197/8/11/2019 485497 Sales Transformation Overview v5
24/25
24Copyright 2009 Accenture All Rights Reserved.
Agenda
Performance Challenges
The Good News
Our Solution: How Accenture helps to transform Sales
Why Accenture
Our Credentials:Where we have done this before
8/11/2019 485497 Sales Transformation Overview v5
25/25
25Copyright 2009 Accenture All Rights Reserved
Our Credentials
Insurance
Banking &Capital Markets
Telecom-
munications
Media
High Tech
Products /Retail
Life Sciences
http://fr.wikipedia.org/wiki/Fichier:Logo-mediaset.gifhttp://adserver.adtech.de/?adlink|500|1249930|0|168|AdId=-3;BnId=0;itime=527339177;key=key1+key2+key3+key4;http://www.canalplus.fr/http://www.nationwide.co.uk/mediacentre/images/photo_library_big/logo1_big.gifhttp://www.hanabank.com/index.htmlhttp://www.google.com/imgres?imgurl=http://202.42.37.14/MiniFlags/ABN_AMRO.jpg&imgrefurl=http://golftour.oaag.com/4thleg.php%3Fpid%3D4thleg&h=269&w=1007&sz=39&tbnid=feBPFtBub8OMWM:&tbnh=40&tbnw=150&prev=/images%3Fq%3Dlogo%2BABN%2BAMRO&usg=__swmh1NbJuZbdC7ExLEEVVuGqCfM=&ei=o0LESvrBN46i4gbN9rCyDg&sa=X&oi=image_result&resnum=2&ct=image&ved=0CEMQ9QEwAQhttp://www.barclays.com/http://www.bing.com/images/search?q=BEA+Systems+logo&FORM=IGRE1http://www.cisco.com/en/US/hmpgs/index.htmlhttp://www.bing.com/images/search?q=logo+samsung&FORM=IGRE1http://www.google.com/imgres?imgurl=http://upload.wikimedia.org/wikipedia/hsb/thumb/8/8f/SAP-Logo.svg/743px-SAP-Logo.svg.png&imgrefurl=http://hsb.wikipedia.org/wiki/Dataja:SAP-Logo.svg&h=368&w=743&sz=22&tbnid=ExRFHQigLSpygM:&tbnh=70&tbnw=141&prev=/images%3Fq%3Dlogo%2BSAP&usg=__828XfNfm5FdAQvA4mo_MoJj6eY4=&ei=RS7ESrKyBqig8Qa99ZDGDg&sa=X&oi=image_result&resnum=4&ct=image&ved=0CDsQ9QEwAwhttp://en.wikipedia.org/wiki/Image:Canon_wordmark.svghttp://arevteleco.es/data/marcas/Nokia-logo.bmphttp://www.flickr.com/photos/karamchedu/2322786704/http://en.wikipedia.org/wiki/File:BellSouth_logo.svghttp://www.bing.com/images/search?q=logo+swisscom&FORM=IGRE5http://en.wikipedia.org/wiki/Image:BT_Logo.pnghttp://online.vodafone.co.uk/dispatch/Portal/appmanager/vodafone/wrp?_nfpb=true&_pageLabel=templateBlank&pageID=VIRTUAL_HOMEhttp://www.ing.com/ing/contentm.nsf/home_en!readformhttp://www.kaiserpermanente.org/splashpage.dohttp://www.tatamotors.com/http://www.bing.com/images/search?q=logo+mercedes&FORM=IGRE1http://www.pepsico.com/http://www.google.com/imgres?imgurl=http://www.finaperf.com/images/logos/240x180/caterpillar.jpeg&imgrefurl=http://www.finaperf.com/actu/caterpillar&h=180&w=240&sz=8&tbnid=0PkXZSxabwGFxM:&tbnh=83&tbnw=110&prev=/images%3Fq%3Dlogo%2Bcaterpillar&usg=__Dvj13UJL_RMwFfdPtjJG8YyoycQ=&ei=T0PEStCtIKig8Qa79ZDGDg&sa=X&oi=image_result&resnum=1&ct=image&ved=0CD0Q9QEwAAhttp://www.saralee.com/http://en.wikipedia.org/wiki/Image:JohnsonandJohnsonLogo.svghttp://www.google.com/imgres?imgurl=http://managingthedragon.com/wp-content/uploads/2008/09/tata-logo.jpg&imgrefurl=http://managingthedragon.com/%3Fp%3D387&h=449&w=500&sz=60&tbnid=CyeQSjvZI9OCZM:&tbnh=117&tbnw=130&prev=/images%3Fq%3Dlogo%2BTata%2BMotors&usg=__upZ4dGKxRG3Ic3iWrG1p_55_Te8=&ei=5TTESoKvJ6ig8Qa79ZDGDg&sa=X&oi=image_result&resnum=6&ct=image&ved=0CFwQ9QEwBQhttp://www.google.com/imgres?imgurl=http://actualites.sport-prestige.com/wp-content/uploads/2008/04/bmw-logo1-450x446.jpg&imgrefurl=http://888jhuuytrfgvc.freehostia.com/bmw-con.html&h=446&w=450&sz=34&tbnid=LgrjWDBCU5OvgM:&tbnh=126&tbnw=127&prev=/images%3Fq%3Dlogo%2Bbmw&usg=__wjJQ7nNdrta8j5fjwjlPoYev_eA=&ei=vi3ESt_bNqig8Qa99ZDGDg&sa=X&oi=image_result&resnum=5&ct=image&ved=0CE4Q9QEwBAhttp://www.kraftfoods.fr/kraft/page?siteid=kraft-prd&locale=frfr1&PagecRef=1&Mid=1Recommended