IDC’s 2013 Trends, Benchmarks, and Essential Guidance for Technology Sales Organizations

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IDC’s 2013 Trends, Benchmarks,
and Essential Guidance for
Technology Sales Organizations
IDC Exclusive Webcast: Annual Sales
Productivity Benchmarks Study
September 27, 2012

Jul-16© IDC For Internal Use Only. Not for Distribution without IDC Permission.
Sales Advisory Service: Technology
Sales Productivity Study Webcast
Michael Gerard
VP, Sales Advisory
Practice
2
Look for these boxes which indicate additional
resources for Sales Advisory Service clients
Thursday, September 27:
2013 Sales Strategies
 A View into the Current Buying Environment
 2013 Guidance for Sales and Sales Operations Executives
 Productivity Benchmarks and Trends
 Additional Resources
Irina Zvagelsky
Research Analyst, Sales
Advisory Practice

Sales Leadership
Board Mtg.
IDC Team
Sales & Mktg.
Taxonomy
Source of Data, Insight and Guidance
for Today’s Webcast
Sales Productivity
Benchmarks
Database
(2012 update)
3
Best Practice Studies
 Next Gen. Sales Ops.
 Sales Methodology
 Account Planning
 Sales Measurement
 Sales Coaching
 Sales Enablement
 Custom Intelligence for Sales

Today’s Marketing and Selling
Environment – What’s Different?
 Larger buying teams means
more people to “sell” to
– 2010: 5 People
– 2011: 6 people
– 2012: 7 people
 Longer Buying Cycles
– 2010: 5 months
– 2011: 5.2 months
– 2012: 5.4 months
 Buyers are more
knowledgeable, more
connected - and busier!
40% to 50% of the buying decision is made before your
potential buyer even says “hello” to your sales rep.
Refer to “The IT Buyer Speaks”
webcast, www.idc.com , #WC20120913
4

The good news?. . .
How are Sales Folks Doing with
Buyers in this New Environment?
5
Over ½ of buyers who switched
vendors during the past year did
so as a result of their newer
vendor being more diligent and
reliable to their needs.
Our best vendors help us solve problems. . . . “Interact
more with our internal teams at a functional level to
understand where our pain points are, and provide
solutions to improve our revenue & profitability."
Buyers are inundated: “Much
of my commute home is
“delete, delete, delete,…”
There is opportunity to differentiate and move ahead of
your competition

How Do Sales Teams Need to Evolve?
6
Sales Needs to:
 Add more value to the
individual buyer:
– Communicate a vision;
– Be a trusted advisor.
Pre-90s 90s 2000s 2010+
IT’S ALL
ABOUT...
IT’S ALL
ABOUT...
THE BUYERME
Selling
Focus
Product Solution Company’s
business
need(s)
Individual buyer’s
business &
professional
needs
Knowledge
Transfer
 Collateral
(hard
copy)
 Trans-
parencies
 1 to Many
Web Site
 Collateral
(soft copy)
 PowerPoint
 Sales
enablement
 Targeted
Web content
 Rapid
Customer
enablement
 Customized
workspace
Interaction  Snail mail
 In-Person
 Phone
 Email
 Mobile
 Conference
call
 Mobile
 Text
Instantaneous or
asynchronous
 Social media
 Telepresence
 Leverage new channels to
learn, prepare, interact. . .
Intelligent Interaction
 Provide relevant and
focused knowledge and
insight for the individual
buyer and the buying team

The Pathway to Productivity: IDC’s
2012 Guidance for Sales Executives
7
Source: IDC's Sales Productivity Benchmarks Database
IDC’s Sales Performance Matrix
Sales Success in 2013
 Yes, you still need a Next Gen. Sales
Operations team
 Track and analyze sales investment,
prioritize
 Refocus investment into sales
methodology
 Optimize your sales pipeline
management process (SPM)
 Better enable sales reps

A Quick Level Set: Our Focus is on Impacting
an Organization of 100s or 1000s of sales folks
8
% Quota Attainment
#SalesRepsatQuotaLevel
Up or Out
 Include in planning
 Learn from them
Instill process to help
these folks succeed
ABC

The Next Generation Sales Operations
Team
9
Executive
Sales Mgmt.
Regional Sales
Mgmt.
Direct
Sales.
Prof.
Services
Indirect
Sales.
Field Sales
Support
Business Technical
Sales
Admin.
Sales
Operations
Sales
Programs
Sales Strategy &
Planning
Sales
Forecasting
Sales
Analytics
Sales
Compensation
Quote to
Order
Next Gen. Sales Operations
Sales
Enablement
Sales Automation
New
Classic
Sales Operations
Next Generation
Sales Operations
Target SO Staff Levels:
8-12%; 1/4 to 1/3 CoE team
The Next Generation Sales Operations
Team (IDC Document #224122)

10
 Continue to build the next generation sales
operations team
 Refocus investment into sales methodology
 Optimize your sales pipeline management
process (SPM)

What is a “Sales Methodology”
A sales methodology is a consistent set of sales processes that are
executed by individuals and sales teams across the organization in order
to optimize sales productivity, maximize quota attainment for sales
teams, and maximize revenue and profit for the company. Each sales
process consists of:
 A taxonomy of applicable terms
 Roles and responsibilities of key parties
 A set of activities
 A set of metrics enabling tracking of the success of the process and managing
its continuous improvement.
Common Components
Sales management and coaching Opportunity/pipeline management
Forecasting Sales call planning
Sales Stages Demand generation & mgmt.
Account Planning Territory Planning
11

The Value of Having and Using a Sales
Methodology in the Organization is High
12
“Disagree”
“Agree”
Best Practices in B2B Sales
Methodologies (IDC #236236)
 The Good News. . . Most agree
that sales methodologies are
critical to success! . . .
“Enabling me to:
– Achieve or exceed
individual or team quota
– Increase opportunity
conversion rates
– Improve forecasting”
Q: How much do you agree with the following statements about the use of sales methodology in your organization.
* IDC’s Sales Investment and Productivity Benchmarks Database
 The Good News. . . Most agree
that sales methodologies are
critical to success! . . .
“Enabling me to:
– Achieve or exceed
individual or team quota
– Increase opportunity
conversion rates
– Improve forecasting”
 The Bad News. . .
– At least 1/3rd of sales reps
are still not using a sales
methodology on a regular
basis*; and
– The average organization
uses at least 2 to 3 sales
methodologies
Source: IDC's 2012 B2B Sales Methodology Study (n=100)
1
2
3
4
5
"Critical to our
success"
"Primarily for
operational
efficiency"
"For complex
deals/accounts"
"Only for some
reps"
"No value"
Rating

13
operations team
process (SPM)

Sales Pipeline Management Defined
14
The activities executed by sales and sales operations personnel to, as
rapidly as possible, progress opportunities along the pipeline toward
closure. SPM begins once sales accepts a Marketing Qualified Lead
(MQL) by classifying it as a Sales Qualified Lead (SQL) or when sales
creates a lead and considers it sales qualified.
 The Sales portion of the overall customer
creation process
 Typically broken down into a series of
stages that may/may not be allocated to
different sales roles (e.g., telesales,
inside sales, outside sales, etc.)
 Intimately tied to the forecasting process
 Automated by the biggest single area of
sales technology investment: CRM and
related solutions

The Bigger Picture:
The IDC Customer Creation Framework
15
1. Buyer-centric
2. Integrated marketing
and sales
3. “Smart”: Data-driven
Conduct the
Digital Dialog
Conduct the
Interpersonal
Dialog
BUYER COMMUNICATION
Exploration Stage
Evaluation Stage
Purchase Stage
BUYER’S JOURNEY
Sales Pipeline
Management
Process
Marketing’s Lead
Management
Process
Buy
“Raised
Hand”
Agree to
be Pursued
Best Practices in Sales Pipeline
Management (#TBD-October);
Pipeline Metrics in Appendix

Impact on Sales Productivity
 Pervasive use of SFA data to support strategic
decisions and tactical guidance (i.e., coaching)
 Highly evolved executive and sales rep level
dashboards and reporting
 Data and function integration
across groups
 Enterprise-wide data & process
standards
 Next gen. sales operations
team in place
 Sales aligned with marketing
across a continuous customer
creation process
Fully leveraging SFA Data:
High level of integration a/c functional areas
 SFA used to automate forecasting
 Management level reporting in wide use;
basic rep-level reporting
 “Stealth” SFA eliminated
 Strong data standards
(e.g., sales stage def.)
evolving
 Next gen. sales operations
team taking shape,
providing foundation for
more improved reporting
and data integration
 Sales/marketing alignment
on lead handoff
Data-Driven Sales Management:
Data used to run the business
IDC’s Sales Pipeline Management
Maturity Model
16
MaturityofSalesPipeline
ManagementProcess
 Reps enter data but do not use SFA for
opportunity management
 Mgmt uses SFA for basic pipeline
insight
 “Stealth” SFA (Excel) still in use
 Weak standards for data input
 Basic sales operations support
 Poor marketing and sales alignment
Traditional SPM:
Transaction Oriented
Best Practices in Sales Pipeline
Management (#TBD-October)

17
operations team
process (SPM)

Buyer Insight: Most Valued Resources
When Making IT Decisions
18
Q: As part of your pre-purchase IT product or solution-related activities, please indicate the relative importance of the
following on your decision-making process by using a pool of 100 points.
n = 204
* Vendor Content: e.g., Collateral, white papers, case studies, webcasts, product information, other information available on their web site
**Refer to IDC’s Sales and CMO Advisory Research
0 10 20 30 40
Other
Interaction with vendors' corporate
executives(e.g.,CEO, COO)
Interaction with sales representatives
Consumptionof vendorcontent*
Interaction with vendors' technicalteams
(e.g., engineers,CTO)
Distribution of a pool of 100 points

Buyer Insight: Most Valued Content
When Making IT Decisions
19
Q: What types of vendor content do you most value during the IT investment decision process?
n = 204
0 10 20 30
Other
CustomerCase Studies
Vision/ThoughtLeadership
Competitive Comparisons
Industry Trends
Peer/CustomerReferences
Product/service Reviews and TestResults
ProductDemo orProof of Concept
Productfeatures
FinancialJustification/ROI
% of Participants

How are we Doing to Enable Sales Reps
with the Most Valued Resources?. . .
20
Q: On average, how long does it take for a sales rep to find the following types of information within your organization?
Check 1 for each category.
ProductInformation
CustomerPurchase & Service History
BestFit Pre-Sale Individual
ROIRelated Sales Assets
0% 10% 20% 30% 40% 50% 60% 70% 80%
% of Respondents
1 week + 1-5 days 4-8 hours <1/2 day

14 Attributes of a Best-in-Class Sales
Enablement Strategy
Accountability
 SE function in marketing
 Next generation sales
operations team
Relevant and
Valuable Intelligence
 Content and asset lifecycle
 Content review board
 Customer intelligence for
sales
 Staff: SMEs, curators,
moderators
Sales Readiness
 Sales process integration
 Deployment strategy (e.g.,
marketing, training)
 Regional enablement
Technology
 Content management
system
 Sales enablement
platform(s)
 Social for sales
Feedback
 Sales and customer
feedback process
 Performance measurement
Sales
Enablement
Contact IDC for
Details for each
Area
21
Source: IDC’s 2013 Sales Enablement Strategy PowerPoint
Contact IDC for an on-site
“2013 Sales Enablement
Strategy Session” (free
for clients)

Track and Analyze Sales
Investment:
IDC’s Sales Productivity
Benchmarks & Trends
22

Sales Productivity Scorecard (1/2)
Attribute
Key Performance Indicator
(KPI, Current FY)1,2 All IT Vendors Trend/Guidance
Sales
Investment
Sales Budget Ratio (sales spend/revenue) 8.6% Know what you spend, as well as
how you spend it
Sales Investment Change (most recently closed
to current fiscal year)
4.1% Keep pace with revenue growth at a
min; increase support infrastructure
Sales Staff
Efficiency
Sales Staff Spend KPI
(staff spend as a % of total sales spend)
79% Do leverage external resources
Sales Reps’ Time Allocation
(% of sales reps’ time spent on: Customer
Interaction / Prep. Time / Lead Mgmt./Admin.
Time)
47%:20%:
10%:19%
Increase the “quality” of customer
interactions(55%:20%:15%:10%)
Sales Support Staff KPI (support staff as a % of
total sales staff)
44% Increased vs. ‘11; Increased support
yields greater productivity and
customer satisfaction
T&E (travel and entertainment) per Sales Staff $17,500 Better Leverage Collaboration
Technology and Evaluate Coverage
Models
23
1 IDC's Sales Productivity Benchmarks Database (weighted average KPIs based upon current FY at survey completion)
2 IDC’s Worldwide Sales and Marketing Taxonomy, 2012: A Blueprint for Cost Control

Jul-16© IDC For Internal Use Only. Not for Distribution without IDC Permission.For Internal Use Only. Not for
Distribution without IDC Permission.
IDC’s Sales Productivity Framework
24
Refer to “Notes Page” and Appendix for additional details.
SALES OPERATIONS
Customer
Intelligence
Sales
Enablement
Talent
Management
Sales
Management
Sales Methodology

Sales Productivity Scorecard (2/2)
Attribute
Key Performance Indicator
(KPI, Current FY)1 Insight/Guidance
Sales
Productivity
Levers
Talent Management  30% of companies lack a formal, new rep on-boarding
process (53% is role specific vs. generic training, and
should be higher)
 15% sales staff turn-over (7% increase over ‘11)
Sales Management/ Methodology  Adoption rate of a common sales methodology = 74% (18%
increase y/y)
 18% of a first line sales managers’ time is spent coaching
sales reps (needs to be higher)
Customer Intelligence  CI Maturity Score: 4.1/10 (Decreased in ‘12)
 Ability to obtain and leverage:
– Share of wallet information: 3.9/10
– Role-based intelligence : 3.8/10
Sales Enablement  Quality of marketing and sales assets: 5.6/10
 Most sales reps rely on digital files as well as calling or
emailing an individual as part of sales enablement
Sales
Operations
Maturity2
Sales Operations Staff Level
(sales operations staff as a % of total
sales staff)
 Average = 10.2%
 Target: 8-12%, with 1/4 to 1/3 represented by a COE team2
25
1 IDC's Sales Productivity Benchmarks Database (weighted average KPIs based upon current FY at survey completion)
2 Refer to “The Next Generation Sales Operations Team” (IDC Doc.#224122)

0% 10% 20% 30% 40% 50%
Sales Program and Other
Sales Administration
Sales Overlay
IndirectSales
Sales Management
Sales Operations
Field Sales Support
DirectSales
% of TotalSales Employees
Resource Allocation: Global Sales Staff
Levels and Allocation as a Starting Point
26
Q: Please allocate your sales employees into the following functions:
Contact IDC regarding our Sales
Resource Assessment model
0% 10% 20%
Inside Sales
SMB Accounts
Enterprise Accounts
Global/Named
Accts.

Optimizing Sales’ Time in Front of
Customers
27
3 Focus Areas:
Talent Management – Customer Intelligence – Sales Enablement
IDC Target: 55:20:15:10
Q: On average, what % of time do your sales reps spend on the following:
*Total of Face-to-Face and Faceless
0%
10%
20%
30%
40%
50%
DirectCustomer
Interaction*
Preparing for
Customer
Interaction
AdministrativeTime Territory/Lead
Development
Other:
Average quality of
time spent is 4.9/10!
[2012 Sales Barometer]

The Most Relevant Customer Intelligence is
Not Getting to the Sales Organization
Best Practices in Customer Intelligence for
Sales (IDC #224520) & Ask for your free IDC
Sales Executive Portfolio review
28
Q: Please score the following CI components within the context of the sales organization: (1 = major gaps exist today; 10 =
very minor gaps exist today which are being addressed through continuous improvement processes)
3.8
3.9
4.9
6.1
6.2
6.9
1 2 3 4 5 6 7 8 9 10
Role-based Intelligence
Share of Wallet Information
Competitive Intelligence
Purchase & Relationship History
GeneralCustomerData
CustomerSatisfaction Data
Score

Sales Enablement: Access and Effectiveness
of Internal Information
Free On-Site Sales Enablement Strategy
Session for clients
29
Q: How do sales reps access internal information in preparation for customer engagements? (Please allocate 100 points to
these channels.)
Digital
asset
files
Calling or
emailing an
individual
Discussions
during
internal
sales calls
Formal
training
Socialmedia
(e.g., Chatter,
Yammer,etc.)
Video Other
0
10
20
30
40
AllocatedPoints
Access
Effectiveness
First Year as #1

Sales Enablement: Insight into Existing and
Planned Platform Capabilities
30
Q: Does your sales enablement portal (i.e., the main portal through which your sales reps access marketing and sales
related content):
Ask for IDC’s ebook “In Pursuit
of Effective Sales Enablement”
0% 20% 40% 60% 80% 100%
Tie Usage to Revenue
Map content by sales stage and/oropportunity
Intergrate with SFA
Rate content(including comments)
Enable connection to SMEs
Enable rep connection throughsocial media
Filter by Role
Measure Usage
Allow reps to post content
CurrentAbility Planned within 12 mo. NotPlanned

Suggested Next Steps After this
Webcast. . .
31
IDC’s Sales Advisory Service:
An Extension of your Sales Operations & Strategy Team
 Share this insight with your team
– Forward this PowerPoint deck to them
– Have IDC present this insight as part of your next sales operations
and sales executive meeting (no charge for clients)
 Leverage insight and benchmarks data to build and
communicate your 2013 sales strategy plan
 Tap into additional Sales Advisory Service resources (in
Appendix)
 Utilize the Sales Advisory Service team to bullet-proof your plans
and activities
 Attend the next Sales Operations Leadership Meeting in Boston,
Oct. 16-17

IDC’s EAG Is a Top Provider of Sales and
Marketing Advice to Technology Leaders
IDC Executive Advisory Group provides
sales and marketing executives with
critical insights and research-based
information to plan investments, prepare
operations, mobilize resources, and
measure results.
We help our clients:
 Set competitive sales and marketing
budgets
 Organize sales and marketing staff for
optimal performance
 Implement “high ROI” sales and marketing
practices
 Identify key programs and campaigns that
tie to organization and corporate goals
We are the industry standard for
marketing and sales investment
benchmarking
32

IDC Sales Advisory Service:
2012 Deliverables Schedule
33
= In Progress: Contact us to
participate
 Annual Sales
Productivity
Benchmarking Study
(Sept 2012)
– Telebriefing & slides
– Sales Productivity
Planner (Sept 2012)
Sales Operations Best
Practices & Insight
Leadership Board
Meetings & Events
Sales & Marketing
Automation
 Worldwide Sales &
Marketing Taxonomy
(Oct 2012)
 Custom Sales
Benchmarking
Analysis
 Sales Barometer Study
(March, 2012)
– Telebriefing & slides
 Best Practice Studies
– Preparing Sales
Managers to Become
Coaches (May 2011)
– Social Collaboration for
Sales (March 2012)
– Sales Methodologies
(Aug 2012)
– Sales Pipeline
Management
(September 2012)
 Insight Reports
– 2012 Buyer Experience
Study (September 2012)
– Next Generation Sales Ops
Team Update (Fall 2012)
– Sales Enablement at
Oracle & Toshiba
– A Cohesive Sales &
Marketing Strategy
– Top Action Items for a New
VP of Sales
Best Practice
Studies
 Sales Leadership Board
Meetings
– Feb 29-Mar 1 2012,
San Jose, CA
– June 5-6 2012,
Santa Clara, CA
– October 16-17, 2012,
Boston, MA
 Events
– Directions 2012 (March 7
San Jose CA & March 13,
Boston)
 Telebriefings
– Results of 2012 Sales
Barometer
– Social Collaboration for
Sales Enablement
(May 2012)
 Hot Topic Peer-to-Peer
Calls
– CRM Replacement (April
2012)
 IDC Sales Automation
Framework
 User Summit Updates
– SAVO
– Eloqua
– SFDC
– Oracle
 Pulse Surveys
– Sales Enablement
(ongoing)
Unlimited
Analyst Inquiry
Extensive
Research Library

Custom Sales Productivity Benchmarking Analysis:
Top Level Analysis thru Detailed Productivity Components
34
Efficiency Effectiveness Staff and Program Mix
Attribute KPI Client
Target
Group
Sales
Investment
SBR 11% 9%
Investment Change 2% 8%
Sales Staff
Efficiency
Sales Staffing KPI 85% 75%
Sales Rep Time
Allocation
55:15:10:
20
60:20:
10:10
Support Staff KPI 45% 35%
T&E per Staff $25,000 $12,000
+
Client
Target
Group
Gap Analysis, Recommendations and Essential Guidance
Custom Sales Productivity
Benchmarking Analysis
Sales Performance Matrix

IDC’s Sales Operations Leadership
Board Meetings
Board Model
 3 meetings per year, 2 days each
 25-30 attendees per meeting
 Titles: Sales and Sales Ops. Executives
 Format: research review, interactive
discussion, problem-solving, networking
Attendees Feedback
 >70% indicate actionable results from
meetings
 “content and discussion facilitation are
excellent”
 “we were able to express our opinions
openly and with confidentiality. I rarely
have this environment with my peers”
Why do clients come?
 Get external perspective
 Problem-solve with peers
 Network
 Client-driven research
 Attendee case studies
SLB
Board*
Sample Topics (board-driven)
 Sales Operations Processes
 Sales Performance Measurement
 Sales Enablement
 First Line Sales Manager Practices
35
* partial attendee list

Sales Advisory Service:
Customized Client Presentations
36
sales

Sales Advisory Service: Currently Available
Published Research on www.IDC.com
37
Sales and Sales Operations Best Practice Series
 Best Practices in B2B Sales Methodologies (IDC #236236, Aug. 2012)
 Social Collaboration for Sales: Cutting through the Hype (IDC #233340, Feb. 2012)
 Leveraging Sales Enablement to Improve Sales Productivity: A Best Practice Case Study
at T-Systems (IDC #232490, Jan. 2012)
 Sales Enablement - 90% Process, 10% Technology: A Best Practice Case Study of Sales
Enablement at Oracle (IDC #230546, Oct. 2011)
 Best Practices in Preparing Sales Managers to be Coaches (IDC #227923, April 2011)
 Best Practices in Sales Performance Measurement: A Focus on Productivity (IDC
#226727, Feb. 2011)
 Best Practices in Customer Intelligence for Sales (IDC #224520, Sept. 2010)
 Best Practices in Account Planning (IDC #223295, May 2010)
 Best Practices in Sales Enablement – Marketing Content and Asset Management (IDC
#219418, Aug 2009)
 The State of the Art in Sales Enablement: An Intensive Study of Current Practices (IDC
#219182, Aug 2009)
 Best Practices in Sales Performance Improvement: The Role of the First Line Sales
Manager (IDC #218087, April 2009)
 Best Practices in Sales Performance Improvement: Global Inside Sales Strategies (IDC
#216773, February 2009)

38
Investment and Productivity Foundation Studies
 IDC’s 2012 B2B Sales Barometer Highlights (IDC #WC20120322, Mar. 2012)
 IDC’s Worldwide Sales and Marketing Taxonomy, 2012: Guidelines for Cost Control and
Resource Allocation (IDC #231252, Nov. 2011)
 IDC’s 2012 Sales Investment and Productivity Planner: Trends, Benchmarks, and
Essential Guidance for Tech Sales Organizations (IDC #230919, Oct. 2011)
 2011 Technology Sales Barometer: A Year of Stabilization (IDC #228071, May 2011)
 Content Management and Sales Enablement Survey Results (IDC #225701, Dec. 2010)
 IDC’s 2011 Trends, Benchmarks and Essential Guidance for Technology Sales: Sales
Productivity Benchmarks Study (IDC#225089, Sept. 2010)
 2010 Tech Sales Barometer: Maintaining the Momentum for Productivity Improvements
(IDC#222485, April 2010)
 Sales Enablement 3.0: A Transformation of Sales Enabled by a Transformation of
Marketing (IDC #218546, June 2009)
 2009 Tech Sales Barometer: Remaining Optimistic in a Down Economy (IDC #216889,
March 2009)
Buyer(Customer) Research
 The Buyer Speaks: IDC’s 2011 Buyer Experience Survey – Guidance for Sales and
Marketing (IDC #228987 July 2011) (annual study)

39
Sales Insights
 Customer Enablement for Sales Reps: Helping Your Champion to Succeed (IDC #236471, Aug. 2012)
 IDC’s Sales Operations Quiz (IDC #236148, July 2012)
 Sales and Marketing Leadership Meeting Highlights, June 5 and 6, 2012: Sales Rep Panel, Sales
Enablement, Pipeline Management, IT Buyer Insight, and SFA Optimization (IDC 235656, July 2012)
 Increasing Sales Productivity Through Innovative Technology: A Case Study of SAP’s Deployment of
iPads (IDC 233842, April 2012)
 IDC Sales Leadership Board Meeting Notes, February 29 and March 1, 2012: B2B Sales
Methodologies, 2013 Sales Operations Planning, Sales Operations and IT Alignment, and the RFP
Process (IDC 233678, April 2012)
 Top Action Items for a New VP Sales (IDC 232588, Jan. 2012)
 Vendor Profile: Qvidian Sales Enablement Playbooks and Proposal Automation (IDC 231889, Jan.
2012)
 What’s Killing the Traditional Funnel? (IDC 232490, Jan. 2012)
 Oct, 2011, Sales & Marketing Leadership Meeting Highlights: Customer Panels, Sales Enablement,
Lead Management and IDC Productivity Benchmarks (IDC #231281, Nov. 2011)
 The Sales Enablement Vendor Space Heats Up (IDC #229339, July 2011)
 IDC Sales Leadership Board Meeting Notes, May, 2011: 2012 Sales Operations Planning, Social
Media for Sales and The Buyer Speaks (IDC #228452, May 2011)
 IDC Sales Leadership Board Meeting Notes: Feb 15 and 16, 2011 (IDC #227269, March 2011)
 Clouds Filled the Sky, But the Mood Was Sunny and Full of Chatter at Salesforce.com’s Eight Annual
Dreamforce Conference (IDC #226676, Jan. 2011)
 Update: The Savo User Summit 2010 (IDC #225593, Nov. 2010)

40
Events (PowerPoint presentations)
 Best Practices in B2B Sales Methodologies Companion Presentation (IDC #236367, Aug. 2012)
 IDC Sales Leadership Board Meeting Presentations: June 5-6, 2012 (contact mgerard@idc.com for a
copy)
 IDC’s 2012 B2B Sales Barometer Highlights (IDC #WC20120322, Mar. 2012)
 A Cohesive Sales and Marketing Strategy: Real Key Performance Indicators to Assess your
Investment and Process Alignment (IDC #WC20111208, Dec. 2011)
 IDC's 2012 Sales Investment and Productivity Planner: Trends, Benchmarks, and Essential Guidance
for Technology Sales Organizations (IDC #230919, Oct. 2011)
 IDC's Trends, Forecast, and Essential Guidance for BtoB Sales: 2011 Sales Barometer (IDC #227697,
Mar. 2011)
 Best Practices for Customer Intelligence for Sales – Companion Presentation (IDC #225791, Nov.
2010)
 IDC’s 2011 Trends, Benchmarks, and Essential Guidance for Technology Sales Organizations (IDC
#225089, Sept 2010)
 The Next Generation Sales Operations Team – Companion Presentation (IDC #224354, July 2010)
 IDC Sales Leadership Board Meeting Presentations: May 25 and 26, 2010 (contact mgerard@idc.com
for a copy)
 IDC’s Third Annual Buyer Experience Study – Guidance for Sales & Marketing (IDC #TB20100422,
April 2010)
 Sales & Marketing Strategies for 2010: Key Success Factors for Growth (IDC #TB20100318, March
2010)
 IDC 2010 Directions – Track 1: Three Recipes for Sales Success (IDC #DR2010_T1_MG, March
2010)

The Executive Advisory Group
41
Irina Zvagelsky
Research Analyst, Sales Advisory
izvagelsky@idc.com
Phone: 305-351-3060
Rich Vancil
Group Vice President
Executive Advisory Strategies
rvancil@idc.com
Phone: 508-935-4327
Michael Gerard
Vice President
EAG and Sales Advisory Practice
mgerard@idc.com
Phone: 508-988-6758
Sam Melnick
Research Analyst, CMO Advisory
smelnick@idc.com
Phone: 508-935-4492
Gerry Murray
Research Manager, CMO Advisory
gmurray@idc.com
Phone: 508-988-7974
Henry Morris
Executive Sponsor/Analyst
hmorris@idc.com
Phone: 508-935-4266
Wendy Pemberton
Sales Director
wpemberton@idc.com
Phone: 816-569-1286
Kathleen Schaub
Research Vice President
CMO Advisory Service
kschaub@idc.com
Phone: 925-999-9839
Jason Cunliffe
Consulting Director
jcunliffe@idc.com
Phone: 305-351-3037
Scott McLarnon
GVP Consulting
smclarnon@idc.com
Phone: 508-935-4392
Tina Riain
Consulting Manager
triain@idc.com
Phone: 508-935-4563
Mary Menendez
Sr. Inquiry Analyst
mmenendez@idc.com
Phone: 508-935-45-85

Appendix
 IDC’s Sales Productivity Framework
 IDC’s Sales Automation Roadmap
 Additional Data Output from IDC’s 2012 Sales
Productivity Study
 Pipeline Definitions
42

Just a Sample of IDC’s Latest Sales Advisory
Service Research on www.IDC.com
43
Customer
Intelligence
 IDC’s Annual Technology Buyer
Experience Study – Guidance for
Sales Teams (www.idc.com)
 Best Practices in Customer
Intelligence for Sales (IDC
#224520)
 Social Collaboration for Sales:
Cutting through the Hype (IDC
#233340)
 Sales Enablement : A Best
Practice Case Study at T-Systems
(IDC #232490)
 Sales Enablement - 90% Process,
10% Technology: Oracle Case
Study
 2013Sales Enablement Strategy
Session (free on-site session for
clients)
 SAP’s Deployment of iPads (IDC
#233842)
 The State of the Art in Sales
Enablement (IDC #219182)
Sales
Enablement
 Best Practices in Sales Pipeline
Management (TBD-October)
 Best Practices in B2B Sales Methodologies
(IDC #236236)
 Executive Sponsor Program Strategies
(IDC#225024)
 Best Practices in Account Planning (IDC
#223295)
 KSFs for Launching and Best Leveraging
Your CRM Application (IDC#224737)
Sales Methodology
 Best Practices in Preparing Sales
Managers to be Coaches (IDC
#227923)
 The Role of the First Line Sales
Manager (IDC #218087)
 The Next Generation Sales
Operations Team (IDC#224122)
Talent Management
 IDC’s 2013 Sales Investment
Planner – Benchmarking your
Investment and Productivity
 Top Action Items for a New VP
Sales (IDC 232588)
 Best Practices in Sales
Performance Measurement: A
Focus on Productivity (IDC
#226727)
 Best Practices in Global Inside
Sales Strategies (IDC #216773)
Sales
Management

Develop a Sales Automation Roadmap
44
IDC Sales Automation Framework
Strategic Planning
Sales Compensation
Forecasting &
Account Planning
Customer
Intelligence
Content and Asset
Management
Sales Force
Automation
List Management
Internal and
External
Communications
Proposal & Quote
Processing
Categories
On-Premise
HostedApplication
OnDemand
Brainshark, Citrix GoToMeeting,
Clearslide, Ribbit, Webex
Callidus, Xactly,
Varicent, Authoria
Microsoft, Oracle,
SalesLogix, SF.com, SAP
Hoovers, Jigsaw, LinkedIn,
SalesGenie, ZoomInfo
SFA apps., Altus,
iCentera, Kadient, SAVO
Google, IBM Cognos, Lattice
Engines, SAP BusinessObjects,
SAS, Stratascope
Microsoft
Revegy, Right90,
SAS
BigMachines
Source: IDC Sales Advisory Service

Additional Data Output
from IDC’s 2012 Sales
Productivity Study
45

IDC’s Sales Productivity Benchmarking
Survey Demographics
 ~$200B in revenue
represented by
participating companies
 Data directly from sales
and sales operations
executives
 No data provided on a
company-specific basis
 No duplicate responses
46
(n=33, Ave. Revenue >$5B)
Source: IDC’s Sales Productivity Benchmarks Database
% of Companies by Sector % of Companies by Revenue
% of Revenue from Direct Sales vs.
Indirect Sales
Direct
Sales
65%
Indirect
Sales
35%
Hardware
45%
Software
28%
Services
27%
< $500M
18%
$500M-
$999M
18%
$1.0B-
$2.9B
15%
$3.0B-
$9.9B
36%
>$10.0B
12%

Allocation of Sales Program Expenses
47
Q: Please allocate your sales organization's total program expenses across the following categories by the end of your
current fiscal year:
0 10 20 30 40 50
Other
Telesales Programs/Lead Development
Competitive Programs
Sales Training
Channel/AlliancePartnerPrograms
Sales AutomationExpenses
Travel& EntertainmentExpenses
% of TotalProgram Expense

Distribution of Sales Force by Quota
Attainment
48
Q: How will your company or group's sales force (both direct and indirect sales) be distributed along the following quota
ranges by the end of your current fiscal year?
Below 50% of
quota
50-79% of
quota
80-94% of
quota
95-105% of
quota
106-120% of
quota
Over120% of
quota
0
5
10
15
20
25
30
35
%ofCompanyorGroup’sSalesForce

Sales Rep. Skills Assessment
49
10
9
8
7
6
5
4
3
2
1
Average
Rank
We do not have a "standard" sales rep
assessment process.
We have a formal skill-set assessment
process and reps are assessed at least
once a year.
5.6
We have a "standard" sales-rep
assessment process; however, its use
across the organization is extremely
inconsistent.
Q: Which of the following describes your sales rep skill-set assessment process?
(i.e., to develop a skill-set improvement plan)

Sales Rep. Skills Assessment
Attributes
50
Q: On which attributes do you assess sales rep skill-sets? Please allocate 100 value points within the options below.
Selling Skills Product
Knowledge
Industry
Knowledge
Sales
Management
Skills
Ability to
Leverage
Internal
Company
Resources
Financial
Capabilities
Other
0
5
10
15
20
25
30
35
40
45
ValuePoints

Sales Rep Training Per Year
51
Q: Please indicate the total number of weeks of training that each sales rep. receives per year.
In-person
(e.g., classroom)
Remote (i.e., on-line) Other Total
0
1
2
3
#ofWksperYear

First Line Sales Managers Activities
52
Q22. Please estimate what % of First Line Sales Managers' time is spent on the following activities:
Visiting clients
with their
sales reps
Coaching
sales
reps
Administrative
Time
Pipeline
monitoring
and management
Sales
forecasting
Visiting clients
without their
sales reps
Other
0
5
10
15
20
25
%ofFLSMs’Time

The Importance of the First Lines Sales
Manager and a Culture of Sales Coaching
53
10
9
8
7
6
5
4
3
2
1
Average
Rank
We have a formal sales manager
coaching process and related
tools and training; and it’s
supported by management
We do not have a culture of sales
coaching. Sales managers focus
solely on quota and do not spend
time coaching their sales team.
5.1
We have a “standard” sales
manager coaching process;
however, its use and support
is inconsistent.
Study: Best Practices in Preparing Sales Managers to be Coaches,
IDC Doc #227923 (including Xerox & Amdocs Case Study)
Q: Which of the following best describes whether you have a “culture of sales coaching”?
Questions to Address . . .
 Who’s accountable for your coaching
strategy?
 Have you defined core competencies
for sales managers?
 Are you creating a culture of
“coaching” vs. “inspection”?
 What role is sales enablement
playing in the success of FLSMs and
their teams?
 What rewards do you have in place
to support cultural change?

Level of Forecast Accuracy
54
Q: Approximately how accurate are your sales forecasts at each stage prior to the end of a typical selling or reporting
period? (select one measurement per stage):
30 Days Prior
60 Days Prior
90 Days Prior
0% 10% 20% 30% 40% 50% 60% 70%
% of Respondents
90%+ accuracy 80-89% accuracy 70-79% accuracy Less than 70% accuracy

Sales Reps’ Ability to Access the Right
Resources for your Customers
55
Q: On average, how long does it take for a sales rep to find the following types of information within your organization?
Check 1 for each category.
CustomerSuccess Story
CustomerPurchase& Service History
ProductInformation
ROIRelated Sales Assets
BestFit Pre-Sale Individual
0% 10% 20% 30% 40% 50% 60% 70%
% of Respondents
1 week + 3-5 days 1-2 days 4-8 hours 1-4 hours Under1 hour

Level of Customer Intelligence Maturity
56
10
9
8
7
6
5
4
3
2
1
Average
Rank
4.1
No high quality CI across the sales
organization and/or the sales organization
does not leverage it well.
Great CI and it is being consistently used
and leveraged across the sales
organization.
We have good CI; however, its use across
the sales organization is extremely
inconsistent.
Q: Please indicate the level of maturity of CI across your sales organization:

How is CI currently accessed?
57
8.1
10.2
20.4
26.3
35.0
0 10 20 30 40
Other
A businessorcustomerintelligence team that
gathers and maintains info.forsales reps
Multiple customerdatabases accessibledirectly
by sales reps
Individualsales reps' informationsources
One unified online portalaccessible directly by
sales reps

Quality of Marketing and Sales Assets
For Sales Rep
58
10
9
8
7
6
5
4
3
2
1
Average
Rank
Marketing and sales assets are out-of-
date, not relevant to customers, and/or
difficult to understand and leverage
Assets are highly relevant to our
customers and have been a key success
factor in our sales' productivity and
ultimate success
Asset quality is significantly better than in prior
years, however, much improvement remains to
impact sales
5.6
Q: Please indicate the quality of marketing and sales assets that are availability to sales reps?

IDC’s Marketing and Sales Pipeline
Taxonomy
59
Targets
Targets include the total number of individuals included in an outreach marketing
(e.g., email, events)
Responses
Prospect names and related information collected through various marketing
activities (e.g., email, events)
Contacts
Responses that have been determined to be “real” individuals (information may
also be appended to these contacts)
Marketing Qualified
Leads (MQLs)
Contacts that have met specific criteria indicating that they are ready to move on to
the next stage in the customer creation process (e.g., BANT — Budget, Authority,
Need and Timing). Ideally these leads will have a score attributed to them by
marketing based upon past interaction and activity.
Sales Qualified Leads
(SQLs)
Sales has accepted the MQLs, including agreeing to actively pursue these leads
within the sales process (i.e., probability for closure = 20% to 49%)
Opportunities
SQLs have been determined to have the potential for the deal closure within a
certain period of time (i.e., probability for closure = > 50%)
Won Deals Opportunities that have signed a contract
IDC segments leads in terms of ‘Value’ accounts and ‘Volume’ accounts
Value Accounts Value Accounts are large named accounts with 1000 or more employees
Volume Accounts Volume Accounts are SMB accounts with fewer than 1000 employees

Jul-16© IDC For Internal Use Only. Not for Distribution without IDC Permission. 60
2012 Pipeline Conversion Benchmarks
6501
120
69
20
4
2
1
1Rounded
2 Value Accounts (over 1000 employees)
“How many
leads do we
need?”
Opportunities
Deals2
18.5%
57.3%
29.1%
20.4%
44.4%
57.1%
Source: IDC’s 2012 Sales
Productivity Benchmarks Database
and IDC’s 2012 Tech Marketing
Benchmarks Database
Areas improved
over 2011 rates

2012 Pipeline Velocity Benchmarks
Opportunities
Deals2
3.51
3.4
2.4
1.3
4.8
2012:
19 Months
1Months a lead spends at this pipeline stage
2 Value Accounts (over 1000 employees)
Source: IDC’s 2012 Sales Productivity
Benchmarks Database and IDC’s 2012 Tech
Marketing Benchmarks Database
2011:
19 Months
The Time it Takes to
“Create a Customer”
61
3.7

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