1. Social Selling with IBMClick to add text 2011 IBM Corporation

2. WhoamiStephen KrugerIBM Dublin Software Lab, IrelandConnections, SmartCloud (LotusLive), Sametime, DB2, SalesConnect, Web Content Manager (WCM)2011-2012 SalesConnect Architect, IBM2007-2010 LotusLive Architect, IBM2002-2007 ADL, Xerox Research, Grenoble, France2001-2002 JavaSoft Senior Engineer, Sun Microsystems, Grenoble, France 3. Agenda Challenges in B2B Selling Social Selling Overview SalesConnect Mission Q&A 2011 IBM Corporation 4. Challenges 5. Top Priorities and Challenges for Sales ExecutivesStrategic PrioritiesSales ProductivityCustomer acquisitionIDC 2011 SalesCustomer retention Barometer SurveyChallengesIncreased complexitySmarter customersIntense competitionReduce costs, especially travel 2011 IBM Corporation 6. Sales Teams have Challenges toond too much time doing reports and not enough time selling to customersed to use tools that dont help them sell ing time on leads that dont pan outs too long to prepare for customer meetingsulty finding relevant and current product informationd to understand portfolio with little trainingnging roles weaken relationships 2011 IBM Corporation 7. Sellers and the existing systemToday, our sales teams struggle with a system thatIs Compliance drivenRequires sellers to jump across multiple systemsForces sellers to deal with cumbersome data entryIs not mobile accessibleDoes not help sellers tap into the wide expertise of information available from IBM employees and contentDoes not give sellers a way to easily update status for up-line management7 2012 IBM Corporation 8. Sales Management and the existing systemToday, sales management struggles with a system thatDoes not provide sales mgmt with a way to see how their sales teams are tracking against targetsDoes not have current sales dataIs not mobile accessibleDoes not inform sales mgmt about important meetings, calls and interactions for sales opportunities going on in their teams8 2012 IBM Corporation 9. are focused on managing the process and data instead of helping sell 2011 IBM Corporation 10. Social Selling Overview 11. Transform from sales force automation to Social Selling Focus on managementFocus on selling 2011 IBM Corporation 12. What is Social Selling? Reach Engage Apply expertise from across the organization Spend more time with customerserActnd your customers better than the competition Focus on opportunities that create the most profit 2011 IBM Corporation 13. Reach - Spend more time with customersSocial Selling CapabilitiesAccess core opportunity, contact and account data from mobile devicesSpend less time learning about the customer because you have 360 degree viewSpend less time searching for experts and informationSpend less time filling in opportunity data for forecastsEngage customers remotely with a rich set of collaboration and social toolsSave time and cover all stake holders with one to many communicationsKeep entire team, including channel partners in sync on closing the deal 2011 IBM Corporation 14. Engage - Apply expertise from across the organizationocial Selling Capabilitiesasy access to experts so you get customer questions answeredeverage recommended communities and sales contentasily collaborate with co-workers from across the organization on customer deliverablesuickly reach out to experts when emergencies arisee-use best practices from other teamsull a solution together via instant web conference 2011 IBM Corporation 15. Discover - Understand your customers better than the competitionSocial Selling CapabilitiesKnow what customers like and dont like through sentiment analysis of social dataDevelop complete customer profiles by integrating Social Media with existing customer daOptimize messaging and products based on analyticsUnderstand customer trends and improve forecasting 2011 IBM Corporation 16. Act - Focus on accounts and opportunities that create the most profitSelling Capabilitiesne the right sales quota for each territory through incentive compensation analysismmended pricing based on past deals and best practicesand what product in the portfolio to sell to who pipeline visibility so salespeople know whichs to focus on that will bring the most revenue/profitand which customers carry a high support and implementation cost 2011 IBM Corporation 17. Business Results from Transforming to Social SellingTraditi onal SFAading reports on lower sales More time selling productivelysting too much time preparing for customer visits expertise of top sellers Tapping thepeating the same sales mistakesUnderstanding customers better than the competitio w did vendor XYZ beat us?Focusing on the critical data and deals owing too many dead end deals Create a team of top performers 2011 IBM Corporation 18. SalesConnect Mission 19. SalesConnect MissionProvide a system with a modern user experience that delights sellers,helps them sell, simplifies data collection,while keeping management up to date on whats going on.19 20. What sellers get Simpler interfaceOne application to handle allaspects Integrated helpersOpportunity updates require time Social software enginecompared to today Integration with your everyday toolsUp to the second cadence infoAccess from Notes clientMobile device access 20 21. Simpler, more efficient user interfaceCapabilities integrated and aggregated for ease of accessOne place to go insteadof many.Sellers can easily keeptrack of their work andprogress towardsestablished goals.21 22. Integrated helpers speed data entryType-ahead and pre-filled formsPre-filling and defaultform settings meansellers can get thingsdone in seconds.Opportunity updatesrequire timecompared to today22 23. Social capabilities to encourage and speed collaborationBusiness cards, file sharing & community integrationSellers can quickly getto people anddocuments they need.Sellers can find IBMersto help moveopportunities along. Dennis Mickles 23 24. Social analytics for people and contentData mining for expert recommendationsSellers get connectedto the right peopleand content to movetheir opportunitiesalong.24 25. Simpler reporting flowIntegrated reporting and roll up forecastsSellers and managerscadence integratedinto the OpportunityEasy to enter andtrack items.Managers will have upto the second accessto this data, acrosssellers and revenueline items all within theOpportunityUp to the secondcadence info insteadof 7 day delay. 25 26. Meet sellers where they areIntegration and access from existing toolsSellers use their everyday tools to keep track ofand update theiropportunitiesToday sellers havelimited Notes or Mobileaccess 26 27. Social capabilities to encourage and speed collaborationActivity Streams and Embedded ExperienceStatus updates easy tomake, in context of worktaking place.Sellers and Managersget to see the stream ofwork as it happens.Comment, recommendin line to speedcollaboration. 27 28. Why IBM and SugarCRM? 29. Leadership Market leading technology IBM Connections Marketshare leader in Enterprise Social software, IDC 2011 IBM Sametime - Major Player in IDCs 2011 MarketScape for Unified Communications Voice Infrastructure IBM Lotus Live - Named in leadership quadrant of Gartners 2011 web conferencing report IBM SPSS - 250,000 customers in 100 countries IBM Cognos - Market share leader in Enterprise BI Platforms, Forrester Wave Q4 2010 SugarCRM - Over 7,000 customers and more than half a million usersssional Servicestion leader in Business Strategy, Customer Experience and Market Strategy with deep industry knowledgeServices leader in development and delivery of leading edge technology solutionsany type of strategy, delivery and post-deployment support 30. IBM and SugarCRM Social Selling Software Components 2011 IBM Corporation 31. egin with our extensive research that identified the best practices for top perf 12 critical success factors in sales effectivenessop Performance ResearchPrecise definition of markets and market segments Detailed definition of customer needs and buying criteriaSales Strategy & Planning Effective control of pricing and proactive pricing movesof sales force effectiveness best practices of top 100 performing companies over last 10 years Sophisticated understanding of value deliveredFocused, disciplined opportunity pipeline managementDisciplined buyer selection and targeted marketing effortsve Client Service Experience Sales Management & ProcessEffective account planning and global account management 100 sales force effectiveness projects across range of industries over last four yearsEffective identification and sharing of sales methods and approaches Sales Organization & Individual compensation programs linked to desired sales behaviorsSkillsManagement Experienceear transformation program spanning over 50 internal sales improvement projectsClearly defined sales and sales management roles Technology & Tools Appropriate sales productivity support tools, not latest technology 2011 IBM Corporation 32. the 12 key findings in to a robust Sales Effectiveness Framework which looks at sales from Sales Strategy & PlanningCustomer Value PropositionChannel Strategy evenue / Coverage Planning / Profit Management / Channel Management RPricingPartner Sales Management Organizational Change Management Sales MethodPipeline Management Revenue Forecasting Performance MeasurementEducation Deployment & DeliverySales ProcessUnderstand Customer Needs Develop Account PlanEstablish Buying Vision Qualify OpportunityDefine SolutionClose Sale Manage Relationship Sales Organization & Skills Structure & Roles Sales LeadershipTalent Optimization Compensation & CultureTechnology & Tools Customer Interaction Internal Collaboration External CollaborationEnterprise & Mobile ConnectivityPersonal Productivity 33. SalesConnect DeploymentInitial POC put in place 2011Rolling out initial pilot (