Anaplan SPM Webinar series, part 3: Creating a comprehensive approach to sales forecasting, featuring Deloitte
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The document presents a webcast by the Sales Management Association focused on creating a comprehensive approach to sales forecasting. It highlights the challenges and needs sales leaders face, including data accuracy and the demand for better sales management practices, in an increasingly complex market. The speakers emphasize the role of analytics, collaboration, and technology in improving sales performance and forecasting accuracy.
Anaplan SPM Webinar series, part 3: Creating a comprehensive approach to sales forecasting, featuring Deloitte
- 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. Thank You Thank You