Sales Intelligence: Best-in-Class Strategies
Adopted by Salesforce Data.com Customers
While every sales leader may fantasize about the rewards and benefits of
seeing every member of their team meet or beat quota, the reality of
business-to-business (B2B) sales management is that only some percentage of
reps will perform as “A players.” The secret of success in running a holistically
high-performing sales team lies in understanding how to move as many
individuals up the alphabetical food chain as possible, creating the maximum
number of opportunities for individuals to hit their number — and for the
overall team to perform so strongly that it is enabled to provide ongoing
resources for the “B” and even “C” members to improve their contribution.
This Research Brief focuses on one of these key resources — Sales
Intelligence — and how both Best-in-Class organizations and Salesforce
Data.com users most effectively leverage customer data and sales operations
best practices to maximize the performance of their teams.
August 2013
Research Brief
Aberdeen’s Research Briefs
provide a detailed exploration of
key findings from a primary
research study, including key
performance indicators, Best-inClass insight, and vendor insight.
Sales Intelligence: The Context of the Research
Current Aberdeen research being conducted for the pending study on
“Eliminating the Noise: Best Practices for the Five W’s of Sales Intelligence” has thus
far yielded 206 completed end-user surveys, including 49 organizations
indicating that salesforce.com with their Data.com solution is their primary
provider of prospect and customer information.
Figure 1: Salesforce Data.com Customers Out-Perform Other
Firms
80%
Salesforce Data.com customers
All Others
75%
Percentage of Attainment
72%
68%
70%
61%
60%
53%
50%
50%
47%
39%
40%
30%
Customer
retention
rate
Team
attainment
of quota
Sales
forecast
accuracy
Reps
achieving
quota
n = 206
Source: Aberdeen Group, July 2013
This document is the result of primary research performed by Aberdeen Group. Aberdeen Group's methodologies provide for objective fact-based research and represent
the best analysis available at the time of publication. Unless otherwise noted, the entire contents of this publication are copyrighted by Aberdeen Group, Inc. and may not
be reproduced, distributed, archived, or transmitted in any form or by any means without prior written consent by Aberdeen Group, Inc.
Sales Intelligence: Best-in-Class Strategies Adopted by Salesforce Data.com
Customers
Page 2
Early indications regarding the overall sales effectiveness of these users,
compared to that of all other organizations, points to a significant number of
performance deltas that are summarized in Figure 1. With 28% more sales
reps achieving their annual quota (50% vs. 39%), the ambitions of sales leaders
described above are ostensibly much more attainable if they use Data.com
solutions, not to mention the value of increased customer loyalty and sales
forecast accuracy. Now, let’s take a detailed look at how these over-achievers
create this business value.
What Do We Want From Sales Intelligence?
Aberdeen research is always conducted from the same starting point: what do
the line-of-business practitioners, in this case the executives who run sales
organizations and their operational support team, want to accomplish by
implementing some sort of change? In the context of the current Sales
Intelligence research, we see in Figure 2 that the leading goal among survey
respondents is clearly focused on the top of the traditional sales funnel: we
need more leads, and better ones, so that our team members can spend their
time selling, rather than looking for data.
Figure 2: Business Goals around Sales Intelligence — Time is the
Most Precious Commodity
Percentage of respondents
75%
61%
60%
45%
36%
27%
16%
16%
Track
prospect
engagement
Automate the flow
of
externally sourced
intelligence that is
relevant to Sales
15%
0%
Improve lead
quality/quantity,
to maximize
selling time
Identify high-value
Improve reps’
prospects through
knowledge
trigger events
of territory/industry/
accounts, for more
educated,
consultative
conversations
In June and July 2013, Aberdeen
surveyed 206 end-user sales
organizations to understand their
sales effectiveness best practices.
The performance metrics used to
define the Best-in-Class (top
20%), Industry Average (middle
50%) and Laggard (bottom 30%)
among these sales teams are:
√ 85% customer retention
rate, vs. 70% among Industry
Average and 30% for Laggard
firms
√ 10.7% average year-over-year
increase in overall team
attainment of sales quota,
vs. a 0.5% decrease for the
Industry Average and a 12.4%
decline among Laggard
respondents
√ 9.3% average year-over-year
increase in average deal
size or contract value, vs. a
0.2% decrease for the Industry
Average and a 5.9% decline
among Laggard respondents
All companies
30%
The Sales Intelligence Best-inClass
n = 206
Source: Aberdeen Group, July 2013
√ 7.9% average year-over-year
increase in the percentage
of sales reps achieving
quota, vs. 2.2% and 13.5%
declines for Industry Average
and Laggard respondents,
respectively, of (increase in)
the cycle time among Laggard
respondents
This dominant desire is complemented by additional, highly-mentioned goals
(respondents were asked to select their top two) that speak even more clearly to
the value of providing front-line sellers with better ammunition to support them in
the field: resources that help reps present themselves as consultative, solutionselling advocates who don’t just peddle products, but understand and can
converse about the business environment and challenges faced by their prospects
and customers. This is all about serving our B2B accounts as trusted advisors,
rather than as commission-hungry salespeople; given the vast resources available
to today’s buyers — they can easily learn about our products and pricing without
us — it is crucial to add human value to sales conversations, and the best way to
maximize a seller’s ability to close a deal is to follow the advice of Louis Pasteur:
© 2013 Aberdeen Group.
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Sales Intelligence: Best-in-Class Strategies Adopted by Salesforce Data.com
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“Chance favors the prepared mind.” Additionally, 49% of survey respondents
follow through on the third most popular business goal in Figure 1, by formally
deploying trigger alerts for their sales team members, leveraging the incredible
resources of user-generated content and social media to help create real-time
sales opportunity management advantages; it is hard to argue with the value of a
“rapid response” culture in a sales or customer service environment. Interestingly,
Data.com customers report a 31% higher rate (64%) of trigger notification usage
than the average of all companies, illustrating the first of many connections we will
see between the adoption of specific sales effectiveness best practices and
superior business results.
Learning from the Best-in-Class
As a complementary set of data points to the above illustration of key sales
management goals, it is also worth noting that the two most commonly cited
business pressures (see Aberdeen’s PACE methodology, sidebar) among all survey
respondents are: “inability to identify the most likely buyers of our product or
service” and “insufficient knowledge of the business needs of our prospective
buyers,” with 48% and 46% respective response rates. The promise of welldeployed sales intelligence solutions to ease these pressures provides an
appropriate segue to exploring how the Best-in-Class performers (sidebar, page
2), within the current research, specifically deploy key capabilities and technology
enablers that directly yield their superior business results. In Figure 3 these top
performers reveal all of the stages, within the traditional customer acquisition and
account service lifecycle, in which they deploy externally-provided sales
intelligence data in order to support more efficient selling activities. By a significant
margin, the three most relevant touch points ratify the above discussion regarding
using sales intelligence both to populate the top of the traditional sales funnel, as
well as to inform a more consultative and customer-friendly conversations as the
buyer-seller relationships move forward.
Aberdeen’s PACE Methodology
Aberdeen applies a methodology
to benchmark research that
evaluates the business Pressures,
Actions, Capabilities, and
Enablers (PACE) that indicate
corporate behavior in specific
business processes:
√ Pressures – external forces
that impact an organization’s
market position,
competitiveness, or business
operations.
√ Actions – the strategic
approaches that an
organization takes in response
to industry pressures.
√ Capabilities – the business
process competencies
(process, organization,
performance, and knowledge
management) required to
execute corporate strategy.
√ Enablers – the key
functionality of technology
solutions required to support
the organization’s enabling
business practices.
Figure 3: Best Stages in the Customer Lifecycle to Deploy Sales
Intelligence
Percentage of respondents
100%
94%
Best-in-Class
85%
74%
70%
60%
55%
43%
43%
40%
25%
Prospecting /
list generation
Company / individual
research for
meeting prep
Identifying new
Staying up-to-date on
Identifying new
opportunities for
company or
opportunities with
cross-sell / upsell
executive
related accounts
in existing accounts changes for account
using company
retention purposes
hierarchy data
n = 206
Source: Aberdeen Group, July 2013
© 2013 Aberdeen Group.
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Telephone: 617 854 5200
Fax: 617 723 7897
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Despite all of the current technology-based and social media-oriented tools
available to modern sales teams, business developers still need the allimportant "list" — who are the people and companies, and what are the basic
demographic and firmographic essentials about them, to whom I can sell? This
is why the most commonly nominated sales stages in Figure 3 are
appropriately reported as crucial watershed moments where sales intelligence
solutions are effectively deployed to initiate, prepare, and follow through on
the most effective sales and service-oriented customer discussions. Additional
validation of this line of thinking can be found in Aberdeen’s Yesterday and
Today: How Contemporary Sales Intelligence Users Earn Best-in-Class Results
(December 2012), which in turn provides insight into how to best leverage
the very same technologies and social tools in the interest of creating the best
possible “list.” Indeed, the most commonly indicated types of sales
intelligence reported as regularly used by Best-in-Class firms showcase the
need to blend traditional and contemporary sources:
•
•
•
•
Sales Intelligence Defined
For the purposes of this research,
the phrase “sales intelligence”
refers to any information used to
educate and enable the sales force
and enrich the sales pipeline. This
includes news on industry trends,
consumer generated / social
content, list / database providers,
analyst reports, prospecting tools,
competitive / market intelligence,
and lead augmentation solutions.
Targeted company information, such as company details, financial
statements, competitor information, corporate hierarchy (81%)
Executives / people information, such as individual contact details, job
titles, biographies (78%)
User-generated content, such as blogs, Twitter, Facebook, or LinkedIn
(56%)
Data on competitors’ products and/or pricing (53%)
Amplifying these results are the responses, among all companies, to the
question “What types of information supplied by external content providers
are most valuable to your sales team?” Here, much less differentiation among
the six most popular responses (all within the 31%–40% answer range, Table
1) tells us that sales intelligence necessarily informs a wide variety of needs for
contemporary sellers, and actually does provide far more than just the
traditional list. In the case of Data.com users within the current survey
results, there are no significant deviations from these priorities, with the
exception of a 15% higher premium (39% vs. 34%) placed on “basic business
card” content, indicating a focus on top-of-funnel contact accuracy; these sales
teams are encouraged to leverage sister technologies from the same solution
provider — social media feeds and collaboration, coaching platforms, etc. —
in order to continue leading other companies in terms of overall sales
performance.
Table 1: Multiple Data Sources Support Varied Sales Uses
Most Valuable Third-Party Sales Intelligence Data
Company hierarchy (40%)
Competitive intelligence
(34%)
Basic company
information (33%)
Customer intelligence
(35%)
Basic “business card”
information (34%)
Segmented contacts
(31%)
Source: Aberdeen Group, July 2013
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Core Competencies Support Aggressive Leveraging of
Customer Data
Now, let’s analyze how Best-in-Class companies set themselves apart from
other sales organizations in terms of deploying best practices and technologies
around sales intelligence. In Figure 4, we see these top performers more
aggressively implementing a series of knowledge management capabilities that
all point to the need to optimize the use of the all-important sales platform,
the customer relationship management (CRM) instance.
Percentage of Respondents
Figure 4: Best-in-Class Management of Tribal Knowledge
100%
90%
Best-in-Class
Industry Average
How Valuable is a Sales Rep’s
Time?
Sales reps within Best-in-Class
companies spend an average of
20% of their time searching for
sales intelligence – and therefore
not actually selling. Among
Industry Average and Laggard
firms, however, this number
rises to 22% and 27%
respectively.
Laggard
87%
75%
68%
62%
60%
54%
48%
50%
25%
15%
15%
0%
Sales-focused, centralized
repository of account,
contact, sales opportunity
data
Ability to integrate
third-party content
into CRM / SFA
Ability to integrate data from
CRM, internal knowledge bases,
support ticketing, external
sources
into account management
console or dashboard
n = 206
Source: Aberdeen Group, July 2013
While 82% of all companies predictably support a centralized selling and
servicing customer data repository — essentially code for CRM — the Bestin-Class lead the other performance cohorts, especially Laggards, by a sizable
margin. These deltas dramatically increase when we look at the popularity of
CRM best practices specific to sales intelligence, for which the majority of
Best-in-Class firms, but only 15% of Laggards, do everything they can to
support the leading sales effectiveness goal observed in Figure 2 above:
maximizing the time that sales reps have to actually sell (sidebar), by
automating the flow of relevant prospect, customer, account, business, and
market data into the operational sales system of record — the CRM. This is a
crucial initiative that the strongest sales performers in Aberdeen’s research
consistently make one of their top action items, as validated in The Path Best
Taken: Leveraging CRM in Pursuit of the Elusive “Single View of the Customer”
(September 2012), and validated by the Data.com survey respondents in the
current research, who are 28% more likely than All Others (50% vs. 39%) to
adopt the third knowledge management capability in Figure 4.
An additional advantage of reconciling every bit of customer-centric data in a
centralized repository within the enterprise is that this “single view of the
customer” benefits other lines of business, in addition to sales leadership, who
have a legitimate stake in viewing — and perhaps contributing to — the
customer or account record. Best-in-Class companies lead All Others in
terms of extending CRM access to other functional departments who touch
© 2013 Aberdeen Group.
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Telephone: 617 854 5200
Fax: 617 723 7897
Sales Intelligence: Best-in-Class Strategies Adopted by Salesforce Data.com
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Page 6
customers in meaningful ways, and which can certainly benefit from more
accurate, up-to-date, and relevant customer data: 78% vs. 62% include
marketing; 50% vs. 38% include executive management; and even for the
customer service team, which typically deploys its own contact center or help
desk platform, 25% vs. 19%. Survey respondents who report Data.com as
their primary provider lead non-users, 87% to 80%, in confirming that “Sales
intelligence is available to other functions within our company, such as
marketing, customer service, or operations.” When they further leverage
mobile-friendly and social media-informed sources and deployments of
customer data, these organizations, and the Best-in-Class, make CRM
integration of sales intelligence, on behalf of all line-of-business leaders, a clear
choice (Figure 5).
Figure 5: CRM Integration of Sales Intelligence — No-Brainer
Percentage of Respondents
Best-in-Class
All Others
60%
57%
45%
30%
CRM integrated
with sales intelligence
√ 76% average current team
attainment of annual sales
quota, vs. 61% and 49%
among Industry Average and
Laggard companies
√ 53% of sales reps achieved
their individual annual sales
quota, vs. 44% among
Industry Average and 31% for
Laggards
39%
40%
In addition to the sales-centric
performance metrics used to
determine Best-in-Class
companies for this research data
set (page 2), these firms also
report average current
performance results that are
superior to other companies:
√ 59% average sales forecast
accuracy, compared with 53%
for Industry Average and only
29% among Laggards
50%
50%
Fast Facts: Best-in-Class
Additional Performance Results
– current
No sales intelligence
integrated with CRM
n = 206
Source: Aberdeen Group, July 2013
These kinds of technology deployments, however, do not happen by
themselves. Rather, we explore in Figure 6 a number of crucial process
capabilities, which are far more frequently in place among Best-in-Class firms,
that enable an effective deployment of CRM, sales intelligence, and all related
data management platforms. Top-performing sales organizations are wellversed in the value and practice of:
•
Linking sales intelligence utilization to sales stage
advancement. As validated in Better Sales Forecasting Through Process
and Technology: No Crystal Ball Required (July 2012), companies with
more accurate sales forecasts, and better performance, seek to
institutionalize a de-emphasis on sales rep subjectivity when it comes
to estimating the likelihood for certain deals to close. One of the
more objective methods for sales leaders to truly understand
opportunity value is to require an escalating level of sales intelligence
use by sales reps seeking permission to advance their deals higher up
the percentage-likely-to-close scale. In other words, if the rep has not
identified appropriate decision-makers, or gathered enough detail on
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their accounts or markets, they are not permitted to increase the upleveling of revenue expectations.
Figure 6: Process Capabilities Ensure More Value from Technology
Percentage of Respondents
90%
Best-in-Class
Industry Average
Laggard
80%
75%
74%
74%
65%
67%
64%
60%
50%
51%
45%
36%
30%
Defined sales milestones
include use and analysis of
sales intelligence data
Process for tracking
prospect engagement
Process for unifying
data on customers,
through multiple
touch points
n = 206
Source: Aberdeen Group, July 2013
•
Tracking prospect engagement through the customer
lifecycle, and unifying customer data. While the CRM is a musthave customer engagement platform, it does not live in a vacuum.
Rather, we know from Optimizing the Marketing and Sales Process: How
the Best-in-Class Take Faster, Better Action to Convert More Leads (May
2013) that when the marketing automation, CRM, and even the
customer service technologies are properly integrated, a more
effective understanding of the people, needs, and budget within our
accounts becomes clear to all customer-oriented staff and managers.
With more accurate account data, these individuals are empowered
to make better decisions on behalf of their customers. For this
process capability, Data.com customers lead even the Best-in-Class,
with a 79% adoption rate, and compare with 66% among companies
not using their services.
Fast Facts: Best-in-Class
Additional Performance Results
– year-over-year
In addition to the sales-centric
performance metrics used to
determine Best-in-Class
companies for this research data
set (page 2), these firms also
report average year-over-year
performance results that are
superior to other companies:
√ 11.4% growth in overall
company revenue, vs. 2.9%
for the Industry Average and
a 2.5% decrease among
Laggard companies
√ 3.1% improvement in
customer retention,
contrasted with 0.6% for
Industry Average firms and a
4.8% decrease among
Laggards
Case Study: Everbank Commercial Finance
Consider the case of Parsippany, NJ-based Everbank Commercial Finance, Inc.,
a commercial finance company providing sales-aid financing for manufacturers
and resellers in the healthcare, industrial, office products and IT / telecommunications verticals. According to Mike Jones, Chief Originations Officer of
the organization’s Technology Group, the company emerged from the recent
recession with a mandate to grow revenue significantly through his team of
40+ originators, who typically sell leasing services at the rate of over 12,000
deals per year. “The problem we faced as we prepared to embark on this
major growth initiative,” Jones explains, “was that after cobbling together our
prospecting database for a decade, contributed ad-hoc by hundreds of
originator staff, we ended up with thousands of contacts and accounts, with
little rhyme or reason around accuracy or relevancy.” Jones says that
Everbank Commercial Finance’s two main problems were “a garage full of
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junk – enormous volumes of bad data that wasted our time – as well as real
selling opportunities that were sullied by inaccurate, old and disorganized
contact data.”
Everbank Commercial Finance added an upgraded flow of customer, contact
and company intelligence to their team’s CRM deployment – from the same
provider – in January 2013. Jones acknowledges that adoption was not
immediately strong: “we had a number of old-school originators who were
married to Rolodexes and Excel spreadsheets,” but once we included CRM
utilization as a formal condition of employment for the role, adoption soared.
“Today,” he explains,” EverBank Commercial Finance has a far better
understanding of our customer, with higher hit rates and far less bad data that
wastes our time.” While most of Everbank Commercial Finance’s lease
originations business is sold to manufacturers and resellers who in turn
provide the financing options to their own retail customers, a percentage of
their throughput involves direct sales to practitioners. For this niche, Jones
says that “our improvement has been phenomenally successful: my team
members literally click a button in the CRM and get the right contact to call
immediately.”
In terms of return-on-investment, Jones indicates that anecdotal evidence is
already quite strong that EverBank Commercial Finance’s customer/prospect
database is far cleaner, giving his team members more time to prospect and
close business. “It’s so much better having clean, up-to-date information,
which in turn makes it more effective to manage our team, close deals and
grow our business,” he concludes.
Conclusion: Confirming the Investment
Finally, we all know that “you can't manage what you don’t measure.”
Aberdeen’s research methodology includes analysis of performance
management capabilities, which help enterprises understand how their peers, .
Figure 7: Performance Management Capabilities — Measure, Manage,
Win
Percentage of Respondents
75%
Best-in-Class
72%
Industry Average
Laggard
65%
60%
58%
56%
47%
45%
38%
27%
30%
20%
11%
15%
0%
ROI measurement
of sales intelligence
investment
Sales staff performance
evaluation includes sales
intelligence utilization
Ability to track
impact of thirdparty intelligence
sources on sales
performance
n = 206
Source: Aberdeen Group, July 2013
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contemporaries, and competitors most effectively understand the return on
investment for their technology deployments. The data in Figure 7 is striking
in terms of how Best-in-Class companies far more aggressively take stock in
their sales intelligence spend. Not only do these top performers
overwhelmingly support the objective activity of ROI analysis on the overall
initiative; they break it down further into evaluating the effectiveness of data
specifically acquired from external third parties.
Also, much as we have seen a direct correlation between linking opportunity
forecasting with sales intelligence utilization, Best-in-Class firms are nearly sixtimes more likely than Laggards to consider sales intelligence so important
that its use is one of the determining factors in evaluating sales rep
performance. “Hold on a minute… isn't sales rep performance simply a
function of whether they hit their number?” This predictable response to the
above assertion is addressed in Motivate, Incent, Compensate, Enable: Sales
Performance Management Best Practices (January 2013), which teaches us that
while sales performance is certainly more easily measured than many other
job roles, the opportunity to turn more reps into “A players” is strengthened
by using the right carrots — encouraging the use of sales intelligence
through gamification, for example — to motivate the most desirable behaviors.
Best-in-Class sales organizations understand more clearly how to blend the
acquisition of accurate customer data with effective sales coaching and
motivation to achieve their superior results defined in this Research Brief.
Data.com customers consistently align with these best practices, and yield
equally more enviable sales performance numbers than their other
counterparts within the survey respondent pool.
For more information on this or other research topics, please
visit www.aberdeen.com.
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Related Research
Making the Most of Your CRM: How Bestin-Class Sales Teams Maximize Revenue
and Customer Experience; June 2013
Optimizing the Marketing and Sales
Process: How the Best-in-Class Take Faster,
Better Action to Convert More Leads; May
2013
Motivate, Incent, Compensate, Enable:
Sales Performance Management Best
Practices; January 2013
CRM 2013: Manufacturing Success
through Mobilized, Integrated, and Flexible
Deployments; January 2013
Collaborate, Listen, Contribute: How Bestin-Class Sales Teams Leverage Social
Selling; November 2012
Breaking the Laws of Physics: Shortening
the Last Sales Mile Through Workflow
Automation; April, 2013
CRM 2013: Generating Business Value
throughout the Enterprise; April 2013
Train, Coach, Reinforce: Best Practices in
Maximizing Sales Productivity; October
2012
Better Sales Forecasting Through Process
and Technology: No Crystal Ball Required;
July 2012
Sales Intelligence: What B2B Sellers Need
To Know Before the Call; June 2012
Partner Relationship Management:
Channeling Better Sales Results; March
2012
Sales Mobility: How Best-in-Class Remote
Sellers Are Replacing “See” with “Do”;
March 2012
Author: Peter Ostrow, Vice President and Research Group Director; Customer
Management, Sales Effectiveness
([email protected]) LinkedIn Twitter
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This document is the result of primary research performed by Aberdeen Group. Aberdeen Group's methodologies
provide for objective fact-based research and represent the best analysis available at the time of publication. Unless
otherwise noted, the entire contents of this publication are copyrighted by Aberdeen Group, Inc. and may not be
reproduced, distributed, archived, or transmitted in any form or by any means without prior written consent by Aberdeen
Group, Inc. (2013a)
© 2013 Aberdeen Group.
www.aberdeen.com
Telephone: 617 854 5200
Fax: 617 723 7897