By, Michael Gerard
If you’ve had a chance to read any of my prior posts, then you know how strongly I believe in the next generation sales operations team taking on a role that covers 3 key areas: Strategy – Productivity – Automation; and breaking free from simply being the forecasting, SFA and compensation team. In fact, let’s not call it “sales operations” any longer, and use a new brand – the Sales Excellence team. I’ve covered the pathway to maturity for this team in prior blog posts as well as in IDC’s Next Generation Sales Operations study (contact me for a copy firstname.lastname@example.org ), so I’d like to focus here on the need to establish a vision for your team.
Too many sales excellence teams are juggling too many tactical activities for the limited amount of resources that they have at their disposal. The figure below provides details about the different areas that can draw attention from a sales excellence team’s time and resources.(note that Sales Enablement cuts across several areas, and requires collaboration with marketing)
And if this team is going to build credibility with their sales executives and drive impact in sales productivity across their organization, they must do 3 things: (with collaboration and/or input from your executive team and internal customers)
1. Develop a succinct visi on/goal for the sales excellence team. Examples include:
- Give time back to sales reps in order to spend more time with their customers/prospects.
- Increase sales productivity
- Enable the sales team (executives, managers and reps) to be more effective and efficient. . . Meet/Exceed Quota!
2. Establish an accompanying list of:
- Objectives (which tie into sales’ annual and quarterly plan(s) - go here for examples)
- Metrics to track success at meeting those objectives (quantitative and qualitative)
- Targets for the specific metrics
- Roles and responsibilities for the sales excellence team, including clear bounds as to what the team should and should not be working on. (e.g., try a RACI process – who is Responsible, Accountable, Consulted and Informed for each process area or project)
3. Communicate the vision, objectives and related bounds throughout the organization. And there’s no doubt that sales reps and others will test these bounds over time, increasing the risk of you not reaching your objectives and the ultimate vision of the team due to a lack of focus. Therefore, be strict about these bounds.
Without the above structure in place, you are simply “flying blind” in managing your team’s time and resources. And you’ll be simply going about “business as usual”, and will learn the extent of your (and your team’s) success based upon if you have a job at the end of the year or not.
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THE campaign to defang the “Do Not Track” movement began late last month.
Do Not Track mechanisms are features on browsers — like Mozilla’s Firefox — that give consumers the option of sending out digital signals asking companies to stop collecting information about their online activities for purposes of targeted advertising.
First came a stern letter from nine members of the House of Representatives to the Federal Trade Commission, questioning its involvement with an international group called the World Wide Web Consortium, or W3C, which is trying to work out global standards for the don’t-track-me features. The legislators said they were concerned that these options for consumers might restrict “the flow of data at the heart of the Internet’s success.”
People probably realize that if they’re online or use a mobile device, they’re being tracked. But what most people probably don’t realize is just how much data is being collected about them for the purpose of targeting ads at them. At some point users will rise up and defend themselves. At that point, what will advertisers do, when they no longer have the data for targeting or are no longer allowed to use the data they already have in such loose and unrestricted ways? Let’s investigate.
The IDG TechNetwork is pulling the curtain off its new data management platform (DMP) today. The network oversees roughly 500 sites, including the tech and information publisher IDG’s own web extensions such as PC World,Macworld and CIO magazines. Peter Longo has been CEO of the IDG TechNetwork for four years and has held executive posts as several publishers over the past two decades, at places such as Inform, Zinio Systems, Ziff Davis Media and CMP. We spoke to him about his role as the head of the ad network as well as someone who understands publishers’ needs — and occasional nervousness — when it comes to programmatic buying.
In today’s interactive advertising ecosystem, data has become a valuable form of currency. In fact, an April report from Adap.tv and DIGIDAY found a significant majority of marketers in North America used data to enhance their ad targeting efforts. But advertisers aren’t the only ones reaping benefits from online data—and using it to inform campaign decisions.
Cloud-based data management platform Krux Digital sampled and analyzed data collection activity among the top 50 ad-supported content publishers (by comScore’s ranking) and found that ad servers, networks and publishers accounted for the majority of US data collection volume thus far in 2012.
Business professionals are snatching up smartphones and tablets at a faster rate than the general US population as they look to these mobile devices for greater work efficiency.
“Given the near complete penetration of smartphones and high adoption rates of tablets among this key target audience for B2B marketers, it’s no surprise these devices have infiltrated the B2B purchase decision-making process. They are now used in all major phases of the buying cycle to save professionals’ time,” said Lauren Fisher, eMarketer analyst and author of the new report, “Mobile Business Professionals: Seeking Efficiency with Smartphones and Tablets.” “By establishing a mobile web presence and optimizing that presence to provide business professionals greater efficiency, B2B companies can more effectively reach and resonate with this decision-making audience.”
According to a new study from comScore and Pretarget, ad viewability and hover time are more strongly correlated with conversions (defined as purchases and requests for information) than clicks or total impressions. Pretarget Founder Keith Pieper opines “Your ad being seen matters more than your ad being clicked… what good is an ad that can’t be seen… It’s intuitive that… someone hovering and engaging with an ad might convert, even absent a click… “ The study analyzed 263 million impressions over nine months across 18 advertisers in numerous verticals. The study used used: