MARKETING AND SALES EXECUTIVE THINK TANK

This ITAC Marketing & Sales Executive Think Tank was held on October 12, 2006 at Siemens Canada Ltd.

Mandate of ITAC Think Tank:

To discuss and establish thought leadership positions on critically important issues, which will be communicated to the technology marketing and sales community at large.

Issues Covered:

1. Driving revenue dollars from customers
2. Measuring and demonstrating the value of sales and marketing activities

Attendees:

  • Sandi Sandiland, Director Relationship Marketing & Alliances, Dell Inc.
  • Lynn Anderson, Vice President Marketing & Enterprise, Hewlett-Packard (Canada) Co.
  • David Smith, Marketing Management Executive, IBM Canada Ltd.
  • Randy Lenaghan, Vice President Enterprise Sales, Microsoft Canada
  • Lou Natale, Sales Director, Redknee Inc.
  • Linda Fitzgerald, District Sales Manager, Sun Microsystems of Canada Inc.
  • John Mavriyannaki, Vice President Emerging Products, Symcor
  • Walter Lowes, Manager Market Development, Siemens Business Services Canada, Siemens Canada Ltd.

The discussion was moderated by Bob Becker, Principal, SMA

Balancing priorities between new and existing customer revenue streams is critical and can be achieved by:

  • creating replicable value propositions relevant to each key vertical
  • establishing a sales team dedicated to net new sales
  • aligning sales incentive plans against new and installed business
  • adopting a long-term view to business growth and erosion
  • investing in long-term campaigns and seasoned salespeople
  • staying flexible and managing the probabilities of revenue growth of each stream, for example by diverting resources as appropriate
  • listening to what the field is saying and “following the money”
  • leveraging partner network, being selective about partners and consolidating where possible
Best practices for driving incremental sales revenue from existing accounts include:
  • adopting a roadmap approach to account management
  • positioning solutions as part of an evolving offering, not as discrete products
  • investing in relationship building, using virtual teams that may shift over time behind a long-term account rep
  • adopting solution selling approach instead of transactional selling
  • careful account planning and execution
  • putting architect on site as one’s ears and eyes
  • using electronic (systems) integration to strengthen linkages
  • using strong partner ecosystem
  • adding value, for example by reporting on megatrends affecting client’s industry
Customer disasters can be recovered by:
  • taking personal responsibility and promising to set things right
  • diffusing: listening, setting out conditions of satisfaction, and then delivering
  • setting aside a budget to correct problems
  • better yet, beginning with a plan and agreed-upon expectations
To demonstrate the value of marketing activities to internal stakeholders, technology organizations should:
  • translate marketing activities into tangible benefits for the sales organization
  • use ROI tools that calculate revenue generated by marketing activities
  • track revenues and product mix
  • run the marketing business on a contribution margin so as to maximize flexibility
  • enter and track opportunities through sales, let every lead live and pass from Marketing to Sales
  • distinguish between net new and influenced sales leads
  • encourage tight marketing and sales integration, both strategically and tactically (i.e. put Marketing resources right on sales floor)

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