The current pandemic has disrupted many of the traditional sales methods used by field-sales organizations to engage, and sell to, buyers. In an effort to provide help, many vendors have recently announced new features that focus less on the management of sales organizations and more on tools to help salespeople sell. This has been coupled with a renewed interest in using data to help with the science, alongside the art, of selling, as referenced in my AP: The Art and Science of Sales from the “Inside Out". Oracle has called this new emphasis “Responsive Selling,” with an aim to harness data and machine learning (ML) to aid sellers in this new, challenging environment.
One of the oddities of corporate management is that, as a rule, nobody oversees managing profitability. CEOs are accountable for meeting company-wide financial targets and assign responsibility for achieving profitability levels to business unit owners across and down an organization. Sales quotas designed to achieve revenue goals are put in place, and budget owners have cost and margin objectives. But setting profitability objectives is not the same as managing profitability.
Although historically there has been a hard divide between what are colloquially called “Inside and Field Sales,” changes over the last 10 years have narrowed the distinction. The pandemic has only accelerated the path to unifying sales activities commonly performed to engage buyers and customers. Characterized by a very disciplined and controlled endeavor, inside sales teams have been heavier users of technology. This has enabled more productive engagement including emails and calls, as well as provided techniques such as gamification to set competitive internal dynamics that help motivate sales professionals.
Topics: Sales, embedded analytics, Analytics, Business Intelligence, Collaboration, Internet of Things, Sales Performance Management (SPM), natural language processing, AI and Machine Learning, intelligent sales, sales enablement
Here are some insights on Oracle drawn from our latest Value Index research, which provides an analytic assessment of how well vendor offerings address buyers’ requirements. The Ventana Research Value Index on Sales Performance Management 2019 is the distillation of a year of market and product research efforts by Ventana Research. We evaluated Oracle and eight other vendors in seven categories, five product-related adaptability, capability, manageability, reliability and usability) and two concerning the vendor (TCO/ROI and vendor validation). To arrive at the Value Index rating for a given vendor, we weighted each of the seven categories to reflect its relative importance in an RFP process, with the weightings based on data derived from our benchmark research on sales performance management.
Topics: Sales, Customer Experience, Contact Center, Data, Sales Performance Management, Sales Performance Management (SPM), Digital Technology, Digital Commerce, Predictive Planning, Conversational Computing, AI and Machine Learning, collaborative computing, mobile computing, subscription management, agent management, intelligent sales
I hope this title captures your attention; I’m trying to make a point about the chaos going on in managing and operating marketing. What marketing needs in 2016 is to manage and optimize its efforts in a more unified manner. This perspective kicks off a new series on the challenges for marketing to automate or execute tasks and manage toward maximum performance. We all know that the craft of marketing is in need of significant transformation, from the CMO throughout the entire marketing organization and all the way out to the experience of consumers and customers. But this may be a fanciful mission, as applications and technology does not really automate marketing let alone manage it. Most marketing automation products are specialized applications that are not used by marketing management, let alone front-line marketing managers; they are for specialized needs in demand generation or digital marketing that personalizes inbound and outbound interactions with contacts for the purpose of advancing dialogue and creating relationships. Marketing automation, like its cousin sales force automation, has been a placeholder category that describes only a narrow slice of marketing, and the term has been co-opted by the industry for its own purposes. Though some observers predict that CMOs will outspend CIOs and other leaders of the business in technology investments, I have debunked this ludicrous idea; even if it were true, that would not make marketing departments much more efficient in their management and operations. To counterbalance the silliness of the marketing automation dialogue, I plan to bring you a series on key areas for investment to start the conversation. Evaluating them should help Marketing demonstrate its commitment to promoting effectively its organization and its products and services. Here is an overview of the many issues in the landscape.
Topics: Big Data, Predictive Analytics, Social Media, Customer Performance, Business Analytics, Business Collaboration, Business Intelligence, Business Performance, Cloud Computing, Financial Performance, Information Applications, Operational Intelligence, Uncategorized, CMO, Information Optimization, Sales Performance Management (SPM)