Connecting the Sales Strategy to the Corporate Strategy

(upbeat music) – [Voiceover] Welcome
to the SBI podcast offering CEOs, sales and
marketing leaders ideas to make the number. (upbeat music) – Good morning, good afternoon,
good evening everybody. This is Greg
Alexander, CEO of SBI, a b to b sales and
marketing consulting firm, dedicated to helping
you make your number. You are listening to the
weekly SBI podcast series. And today we have a great guest. We have Bal Dail. He’s a chairman and
CEO of JDA Software. JDA offers the broadest
portfolio of supply chain and retail merchandising,
store operations and all channel
commerce solutions to help companies
manage the flow of goods from raw materials
to finished products and into the hands of consumers. The company is privately held but according to
industry analysts they employee
approximately 5,000 people and do around one
billion in annual sales. Bal started his career as a
partner at McKinsey and Company. Then he became a
CEO of Aon Hewitt. And after that became
the Managing Director of New Mountain
Capital, which was a private equity
investment firm, so that’s a little bit about
Bal and his credentials so Bal, welcome to the show. – [Bal] Yeah, nice
to be here, Greg. – All right so today’s
topic is connecting the CEO’s corporate strategy to the sale leader’s
sales strategy. Which is something that
many of our clients are trying to do right
now and I thought your perspective
from the CEO seat would be helpful here. So Bal, would it
surprise you to learn that only two of
the fortune 100 CEOs made it to the corner office
from the sales leaders chair? – [Bal] You know it
doesn’t surprise me, but I would say it’d
be interesting to run that same stat for
a software company. – So here are the,
yeah, it is in fact. Only two happen in
technology so Chuck Robins and Cisco Systems,
they just got a spot in Mark Hurd of Oracle,
which just became co-CEO so maybe there’s
a trend there in tech. – [Bal] Yeah I think that,
I’m actually pretty unique in tech that I’m not
somebody who came through the traditional
sales background within a software
company but a lot of the early tech
companies we come across it tends to be folks
from a sales background so maybe it’s just
unique to technology as opposed to other industries. – Yeah, well the
analysis we did here was Fortune 100 also which is
– [Bal] Yeah probably a different sample size but you know within that group 63% of ’em came from
finance general management or engineering and
just within that group statistically it’s
just as likely to become CEO from the
seat of a publisher insurance man or
entertainer as it is as a sales leader, which
is pretty startling, so why do you think
you know sales leaders sitting in the CEO office
is such a rare thing? – [Bal] I mean it’s interesting. If you think about Fortune 100 I mean some of it is,
some of those companies are b to b and some are b to c. I think in a b to c
company, you know typically there are other functions that
take a more prominent role. Nothing that’s wrong
or right but they take like marketing obviously
takes a prominent role in a b to c company. If it’s more private
related then the folks in the product function
take on a broader role and typically and
obviously you know finance always play
a pretty strong role in a lot of these companies. I think b to b it’s a
little bit different. But again the
reason we’re talking about the technology companies I think sales and
technology companies just seem to be somewhat
of a unique animal. You know and so that’s
why you tend to see more in technology the sales leaders
progressing up the firm. – You know I’m gonna
have my team run the analysis on a broader
population size within tech. We normally see
three types of CEOs. Right so we see
the technologists, which is usually the
founder, who you know grows the company himself. We see the finance
person which is usually earlier stage where
the core requirement there is to raise capital,
and then third type of CEO in tech that
we see is that sales and marketing leader,
so I’m gonna run that analysis across
a broader group. So I mean why am I bothering
everybody with this? The reason I start with
this interesting fact is today’s topic is in light
of the CEO’s corporate strategy with the sales
leader sales strategy and why should anyone
care about this? Well, what we have
found in our work is that when the CEO
and the sales leader are on the same
page, the revenue and ebitda objectives
usually get made every year. And when they’re
not on the same page the revenue and profit
objectives usually get missed more than they get made. And I submit one of
the reasons this is is because the sales
leader and the CEO tend to be misaligned at times and the cause of
that at times is because there’s so
few CEOs who were sales leaders and obviously
the truth is in reverse. So the question is
what to do about it and that’s what
we’re gonna spend our time with Bal
on, and I’m gonna walk him through a methodology here that’s gonna top
down and bottoms up and get his perspective on it. So stick around after the break and we’re gonna talk to Bal about you know
how to get the CEO and the sales strategy
on the same page but if you’re
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want to miss this. (upbeat music) – Okay welcome back everybody. This is Greg
Alexander, CEO of SBI, a sales and marketing
consulting firm, dedicated to helping
you make your number. I am talking with Bal, the CEO of JDA Software and
right before the break we were discussing what happens when revenue targets get missed and what are the
causes I should say is when the corporate strategy and the sales strategy
are not in alignment so I want to dive in to this
subject with more detail. And let’s use a simple framework to shape our discussion here. So for the purpose
of a short podcast strategic alignment
you know can summarized as follows: normally
there’s some type of market research that
says here are the markets that we’re in and how
we’re gonna compete et cetera that informs
a corporate strategy which allocates
people, money and time against the opportunities
in the market which then gets cascaded
to a product road map which then gets cascaded
to a marketing strategy which is focused on driving
demand for these products and then we land on
the sales strategy which has to turn that
demand into revenue and then of course
underlying all of that is talent strategy so
how to build a team capable of accomplishing
those previous things. So as you can see with this
overly simplified explanation there sits a lot between
the CEO and the sales leader market knowledge,
corporate strategy, products, marketing,
talent, et cetera so Bal, lemme ask you
some specific questions regarding this and maybe
you can help educate our customers on this
and our audience. How should a CEO
drive the output of market research into
the sales strategy? – [Bal] Yeah so I can explain it by how we do it in JDA and
it’s really through a series of what we call
interlocks, so you know our business as you
said, we do everything related to supply chain
but it’s essentially there’s two business units. There’s a software
business which we call Global Industries and Solutions and then there’s a professional
services business unit and then there’s
sales, and what we do is a lot of the market
research is done in that software business unit so they’re out there
and they’re looking across three
industries research, retail, manufacturing
and third pile logistics really trying to
understand you know how those industries
are changing the implications on
their supply chain and therefore
opportunities for us. They pull that together and then what we do is an interlock
between the software group the consulting group
and the sales group so it’s not like sales is the, receives, is at the
bottom of the queue. They all are together
and what we have to do is align by geography. What are we gonna sell
in that geography? And then what
services are we going to have in that geography? Are we gonna
provide the services or is a partner going
to provide the services? And everybody has to
agree that that’s the plan that we’re gonna execute against so sales is right at the table with the other two business
units as we decide that. – So that’s different
than we normally see I love it, sometimes
unfortunately the sales leader
doesn’t get a seat at the strategy table,
he’s just you know handed the strategy and
said go get this number. The benefits of
that are obvious. I’m just thinking through
this a little bit. So then the contribution
that the sales leader makes in that
conversation is what? I mean if they’re
not the receiver of the input kind
of down the queue so to speak I’m assuming
they’re actively contributing I guess to the
market intelligence you’re gathering, is that
the correct assumption? – [Bal] Yes, yes, so
if you think about and I get my geography, you know if we say in this
given geography we think there’s gonna be demand for transportation
management systems warehouse management systems and workforce management systems so that’s three of the
solutions that we provide. Well, the professional
services folks can say well, that’s
great, I can support the transportation
management solution and the warehouse
management but I can’t support the
workforce management so we’re gonna need a partner
for the workforce management. What the sales leader brings is okay in those three geographies I have you know first
of all, do they agree with the demand is there or not? Are they hearing
from the customers what we found out in
the market research? And secondly they bring along, do I have the resources
to be able to do that? So it’s not just
quota carrying grabs. It’s pre sales, it’s
can we actually do, do we have folks,
pre-sales folks who can speak that
language and actually have a background in
transportation management or warehouse management
or workforce management and they can bring
in and go look, for the workforce
management our customers is not going to agree
to buy the solution unless we’re providing
the services. They won’t agree that
a partner should do it. Right, so it’s bringing
that sort of underground intelligence that they,
because they’re walking the halls of these customers
because the market research is great but at
the end of the day it becomes real
at the call phase which is in the customer
and understanding will the customer buy or not buy and so having the three of them in this interlock process,
and it’s repetitive it’s not like they
just do it once. It’s repetitive, but what
the output of that is we come out and we
say in a given country these are the solutions
we’re gonna sell and sales commits to
hitting those numbers and the services groups says,
“And we will provide services “to support that
or we will partner “or we will get partners
to support that.” And so you alignment
across the three. – Okay so lemme pick
on that a little bit. So some CEOs that
I would talk to if I said to them and I’ll
use your use case here, let’s pick off I don’t know
transportation services. If I turn to the
sales leader and say, does demand exist
in this geography in this set of accounts for
transportation services? A lot of the CEOs I
talk to wouldn’t trust the sales leader with an
accurate answer there. They don’t believe
that they know and they don’t believe that they can collect
the information. This is the reason
why they go out and hire third party
market research firms to try to figure that out,
especially when they’re thinking about investing new R&D dollars
into new products, right, but yet you feel
that your sales team has a pulse on the market,
can actually validate or invalidate the
market research work, so that’s a different
twist, so what gives you the confidence that
they actually know? – [Bal] Well, I would
just change it slightly which they are one
input into the process. Right, so it’s not like,
if the sales guy say we’re not going
to be able to TMS in a different country, we
simply turn around and say, “Oh, okay, you’re
right, we’re done.” (laughs) They are one input
into the process because then you know the folks who are on the
product side will say well wait a minute here’s
the market research by the way we’ve tested this
with a couple of customers we actually think
there’s demand for TMS you know at the same time you know having
the services folks at the table is important
because you know supply chain is
complicated, you don’t tend to install a plain vanilla,
so having services there where services can say,
“Well, that’s great.” You know the software
folks believe there’s a demand there
for the market research the sales guy is
sitting there going “yeah, absolutely,
we can sell it.” When the services
guy is sitting there going “well that’s great
but we can’t service it “and there’s no
partners in the country “that can actually do it that
speak the local language.” Well then it’s not worth doing, because you’re going to end
up with a failed project so it’s really having
all three of them provide input and gaining
alignment across all three. – Yeah, so the sales leader,
and again I’m gonna play Devil’s advocate just to
make the show informative and entertaining
for our audience, so the sales leader says,
“Yes, there’s demand “for warehouse management,
but we’re not gonna be able “to win the business
because the product stinks “or the pricing is too high
or our service track record “isn’t where it needs to
be so I don’t really care “that there’s
demand, I can’t win, “so until you fix all
those other things “don’t give me the
number for it.” – [Bal] Yeah, at
the end of the day you know if you’re
a sales person it’s just easier to
blame the product and it’s easier
to blame services that’s the reason why we
have them all in the room together and at
the end of the day we also we say look, we
ultimately have to grow the business so if
the sales leader turns around and
says, “I can’t sell” you know warehouse management
because the product stinks. Right, the product folks
will turn up and say well hey, by the way,
just wanna let you know all these industry
analysts so the Gartners, the IDEC, et ceteras,
they actually rank our product really high,
in fact, Gartner does actually rank our
products pretty high. Cause then you’d
have that discussion which is why are you
saying this product isn’t gonna work in this market? Right, because clearly we
have external validation that it works and we
have many other customers in other parts of
the world that use it so why is that the case. It’s not a debate. You wanna have a discussion. Now the sales question
they might be right, they might say,
“Well, look, you know “I hear all of
that, but by the way “you’re selling it
into Latin America “and we don’t
support portuguese,” So let’s say that
was an example. Right, well then that may
be a legitimate thing. Right, but it’s the discussion
between the three of them that’s important
and then obviously we have all, we have
finance in there and myself to make sure that
we’re all driving to an answer but the benefit of
doing it this way is sales isn’t just
getting handed something where they say, “Hey, we’ve done “all the corporate strategy,
we’ve done the market research, “we’ve done the
product road map, “marketings done their
thing, hey, here you go.” – Yeah. – [Bal] They’re at the table. By the way in those
interlock discussions we also have marketing in there because marketing
there needs to say yeah we think we
can generate demand in that country for these
three sets of products so they can turn around and say, “No, we don’t think we’re
gonna be able to do that.” – Yeah, I was just
gonna ask you about that so let’s bring marketing
into the equation here. So do you, based on
what you just told me you put marketing
at that same table? – [Bal] Yes. – Okay. – [Bal] And we have it’s to me, it starts
with my leadership team right we get aligned
on the, you know and a lot of the leads,
my leadership team are in these interlock sessions but we do these interlock
sessions by region. Cause what we ultimately
have to come out with obviously we have to
come out with a budget but what you want
to come out with is something that says
that in these geographies this is what we’re
gonna actually go sell and in order to do that we have the right product, services
can actually deliver it or we’re working with a
partner to deliver it, sales says yes, I can hit that, and marketing is saying, “Yes, “I can create the
demand generation.” And obviously it
varies by country and something like
the United States we’re gonna be able to sell
a broad range of products, right, cause it’s a
more mature market it’s a more sophisticated market from a supply chain perspective and you know our
products help support the U.S. market for a long time. You might get into
some countries where you say, “You
know we probably want “to skinny down
the set of products “we’re selling
into that country.” Because you know some countries just aren’t as sophisticated
from their supply chain or there maybe local nuances that we think our product is
not going to support well. – Okay, and
inevitably, inevitably you have finance
there and so everybody starts saying,
“Yes, I can do that “if you give me the
following resources.” And then we get into the
horse trading exercise around the budgets
and headcount. So how does all that shake
out in your environment? – [Bal] So what we, the
way we’ve done this is it’s actually quite
interesting because finance is on the end of it so
what we first of all do is we gave out
guidance and say look, this at a corporate
level, we need to be in this range in terms
of revenue and ebitda, right? We go through the series
of interlock sessions and then after the
teams have aligned on what they can sell by region especially then we sort
of have the discussion then with corporate you
know myself and finance to sort of talk about, okay,
where the teams came out does it fit what we’re
trying to do corporately? You know and then
frankly in some instances we’ve gone back
to teams and said, no, you need to push harder and a couple of
instances if you know it’s certain
geography or something we’ve said no, actually
you should haircut your number cause we don’t
think you’re gonna there. Now ultimately all
that’s gonna roll up into a number that is a
number that our investers are going to be feel
comfortable with so that’s why I said
it’s an intricate process but it’s important
getting the business units sales and marketing interlocked and agreeing on
what could happen and then obviously you
know that then reviews with corporate and
then what we have to do is push the teams appropriately to either push harder
in a certain place or say look, you know
what we don’t think that’s going to
happen and then also as you said we put a thing
through resource allocation so if you know we
say we’re gonna sell these three products
in a given country and services says
well, we’re gonna need to staff up resources. There’s a discussion
around that, because there’s certain
countries for instance where we might say you know what given local labor laws
or given something else we’re better off using a
partner in that country than trying to
staff it ourselves. – Okay, all right we’re
gonna take a quick break here and when we come
back, I’m gonna talk about injecting the
voice of the customer and competitive intelligence
into this conversation, which is a very
rich conversation around getting not just
a CEO and a sales leader on the same page but all
of the key stakeholders inside of a company
on the same page during the annual
planning process. I wanna draw the
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to subscribe. (upbeat music) – Okay, welcome back everybody. This is Greg
Alexander, CEO of SBI, you’re listening
to the SBI podcast. Today we have Bal Dail,
CEO of JDA Software and we’re talking about
his interlocking process. Which is what
enables him to keep everybody in strategic alignment before the break we
talked about he puts his business unit leaders
both from software and professional
services at the table as well as the
functional leaders people from product,
marketing, HR, finance, sales, et
cetera, and his approach which is an iterative approach
versus a linear approach is making a lot of sense to me and I wanna keep
it exploring that because I think this
audience would benefit from incorporating
some of these things. Up to this point
we haven’t spoken about the voice of the customer and making sure that
customer is represented by somebody at that
strategic planning table so how do you do that? – [Bal] We’re actually,
we have multiple forums where we get customer input. So it’s actually, we have a
voice of the customer survey that we push out
there and myself and the leadership
team literally spend days going through the voice
of the customer surveys. So the entire senior
leadership team and the level down
you know review the voice of the customer survey and actually from that we create we have a whole group
that then drives initiatives to
essentially you know any concerns the customers have, we have initiatives
around addressing those, so we have the voice
of the customer survey is one set of input. We then have what we call
our special interest groups or SIGs, and those
special interest groups are aligned by product
and they give us a lot of information
around feature functions and things that need to be
embedded into the product so they get them,
so that comes up through the product channel
and the product road map. We also then have to have
our focused customer event. We have one in North America
and then one in Europe and there again we
bring customers in and we have one on one
sessions with customers we also have sessions
with our customers in our special interests groups. Again to get more customer input and then finally we have
a customer advisory board which is made up you know
18 to 20 senior executives across the three
industries we serve so retail manufacturing and
the third party logistics and we pull that group together two to three times a
year and they give us more of a sort of strategic
sense of what’s happening in their industry, the
implications on supply chain and really what we as
JDA should be doing to respond to that, so we
have multiple different places where we’re getting
customer input and then obviously
beyond the normal we’re all out in
the field talking to
customers all the time all right, so each
of one of us is then in the interlock
process has already got a lot of rich
customer information so if it’s the software folks, they’re getting it through
the special interests groups and to find what needs
to happen in the product they get it through the
voice of the customer survey the focus discussions,
et cetera. Similarly the folks in services you know they’ll review the
voice of the customer survey, try and understand from
a service perspective if there’s something
that they should be doing differently, similarly
sales sometimes the voice of the customer
survey might highlight the fact that there
was a bit of disconnect between what sales were selling and what was actually
gonna get delivered. And similarly
marketing uses that to try and understand
how they should shape their marketing to improve
the demand generation and then obviously
cause my, myself and the whole senior
team would have gone through all of this
as we start thinking about you know
what we’re gonna do by country in terms of
products and services and how they rolls
up into the budget. The customer is very
much at the core of that because we’ve had
so much customer input into the system. – Yep, that is a lot
of customer input and congratulations for
collecting all of that and in its various
forms and ways and injecting that
into the process which is great,
that’s the reason why I asked that
question is that I don’t think many
companies are doing it as robustly as you are
and most importantly it’s one thing to do it and
it’s another thing to use it and you’re driving it into
this interlocking process which is great. We just spoke about customers
and sometimes we use that term to
encapsulate all buyers but there’s a difference
between an existing customer and someone who hasn’t
bought for you before, which we call a
prospect, are you lumping those two things into the
voice of the customer category? Are you separating
out prospect data? – So the voice of
the customer survey goes to existing
customers and about 80% of what we do is from
existing customers so that’s obviously a pretty
important group to us. We then also have
a set of accounts where we may have
low penetration but we think they’re,
they could be very very good accounts for us and so that typically driven by our business
development function working with marketing
to try and penetrate those accounts and then
once we’re in the account that’s when you know assign a customer executive and you know if
the account grows while assign an executive
sponsor as well. – Yeah, okay, so with
80% of the revenue coming from existing customers which given how long your
company’s been around and how mature your industry is. That makes a lot of sense to me. So when you’re
doing these surveys and all of the different
types of customer listening that you’re doing, I
just want to point out to the audience that
it’s critical that you just don’t go speak to the
same people all the time. I mean if the strategy
is land and expand, you gotta go wide
in your accounts and solve multiple
problems for your customers in order to grow and
you gotta be listening to these buying
centers that maybe haven’t bought from
us or haven’t bought all of our products just yet. Okay, we’re gonna take
a quick break here. I wanna draw the
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and subscribe today. (upbeat music) – Okay, welcome back everybody. This is Greg
Alexander, CEO of SBI, and this is the SBI
weekly podcast series Today I’m talking to Bal Dail, who is the CEO of JDA Software and we’re talking about the
strategic planning process and getting into
strategic alignment and what Bal calls the
interlocking process so that all of the
functional leaders and business unit leaders are
pursuing profitable growth in the same way, and
right before the break we were talking about JDA’s robust customer
listening process and I wanna shift
our conversation now to competitor analysis
so in your market you know there’s a
relatively speaking small number of
competitors all going after the same budget dollar. How do you study
your competitors? – [Bal] There’s a couple
of different ways. So from a product perspective
our product management group working with product development spend a lot of time analyzing
from a product perspective you know where
are our strengths? And where are our weaknesses? And we obviously work
a lot with the analyst who sort of cover the
space of the Gartner. The IDCs of the
world, so that’s, we get that from a
product perspective. Clearly from all the
customer interactions we’re getting so
voice of the customer, the focus discussions,
customer advisory board special interests groups. We’re getting
information from them around again what’s the
strengths of our products and what’s our other
potential weaknesses and so that comes
into the mix as well. And then marketing
does a lot of analysis around obviously how to position JDA in the marketplace
relative to our customers so that’s broadly
speaking where we do all of the
competitive analysis and obviously as we go
through our interlock process you know product is involved
in the interlock process marketing’s involved in
the interlock process so they, so as we think
about what we’re gonna do in a given part of the world, that gets that into
the mix as well. – Okay, interesting,
and when you, when you collect this
competitive information whether it’s from
analyst sources or in the field information
market research et cetera you know specific to
the sales strategy which I know you’re thinking
about this more broadly but our audience is really
focused on sales strategy heading into 2016 right now. How do you drive that
different competitive intel into the sales program? I mean are there like
the sales leader there has to respond to
competitive responses, is there a formal
way of doing that? Or does that just happen
every day organically? – [Bal] Yeah, I mean a
lot of what we’re trying to do through marketing
is sales enablement so as we develop a point of view of how our products
and services frankly are working against
the competition, marketing drives
enablement of the field so whether it’s collateral,
whether it’s webexes, you know we like for
instance every time we release a new product. Or we have a new
release of a product. You know product management
will have a webexe multiple webexes where
sales leaders can dial in you know
the reps can dial in pre-sales obviously
gets involved so that everybody
understands how this product has been improved vis
a vis the competition. So there’s multiple
different ways that we drive sales enablement cause you can’t
just be the you know let’s send out an email or
hey, let’s post something to the internal website with
here’s the latest features of the product cause
different people internalize information
in different ways so we try and have
multiple different ways in which we you know
push information or have information pulled
from the sales floor. – Yeah okay very good. I’m talking to Bal
Dail who is the CEO of JDA Software, we’re talking
about keeping everybody in strategic alignment in
pursuit of profitable growth and JDA they call that
the interlocking process and it’s a very robust
well run process. When this airs Bal it’s going
to be like Q3, early Q4, and both the CEO, the board,
the functional leaders are gonna be in their
conversations about planning for the new year and
those conversations happen in a variety
of different ways and they want to
kind of assimilate lots of what you
talked about today and put themselves in the
best position for success heading into the new
year so if you were to speak directly to
them and maybe give them you know your two or
three most impactful tips on how to execute the
annual planning process what would they be? – [Bal] I think first
of all making it as inclusive as
possible so right our interlock process as
we said at the beginning it isn’t just the business units deciding what’s gonna
happen and then pushing that out to everybody else. It’s having everybody
at the table and then aligning
them, so you know it’s an iterative
process, it does take a fair amount of work,
but at least then everybody’s aligned
on that’s the budget and we feel good about
hitting the budget. So the first thing
to do is making sure that it’s inclusive
and isn’t you know as you said at the
beginning it’s not like there’s a linear
process and then sales is handed the number,
everybody’s at the table discussing how we’re
actually gonna drive to what we wanna hit
in 2016 and beyond, but first is making
it inclusive. Second thing is making
sure it’s very fact based. And not anecdotal,
and I think that’s one of the things we
work really hard on at JDA in the last
sort of you know year or 18 months because
you know people will turn up with
anecdotes and I know I sort of have a customer
I heard this other customer and that’s why you know
x y and z can’t happen. We’ve tried to change
it to very much a fact based discussion to say well here’s the data right,
now let’s have the discussion around the implications
of that data so first is being
inclusive, second is being, making
it very fact based. And then third is
making sure you execute and drive to an
answer because the one one of the reasons people have a linear process is cause
it’s easier to execute. And you start at the beginning with the market
research and then go through the various
different phases and you end up with hey
sales, here’s the number. When you’re during it
in an iterative manner you need to make sure
you’re actually driving towards a result and so we’re
kicking it off right now and the benefit we have
is we have a board meeting in September so there’s
a time boxed event. So know when we have
our board meeting in September we’re gonna
walk through you know our revised strategic
plan and then also what that means in
terms of the 2016 budget and then the five year plan. – Yep, okay, very good. Just to recap
there my commentary on those things and then
I’ve got two resources for the audience,
so inclusive, I mean I absolutely love that, I
wasn’t anticipating that. When I got on the
call today you know many times there’s sales leaders that we interact with say
listen, I get the number and I gotta do what
I can do to make it it’s not like I’m involved
in the conversation and helping determining
the strategy and I think by in collaboration we go off dramatically
if they do what you said which is be inclusive. Next is fact based
and you’re so right. I mean the loudest voice
in the room can’t win. You know I forget who
said it but somebody said “Everybody bring data”
or all bring data and God we trust all bring data or something like
that but fact based is the key to it all, I
can’t stress that enough and especially in
the sales world where you know everybody loves
to tell the tale of the day. And then driving to an answer, the strategic planning process
can get out of control. I mean you can just
analyze and analyze and analyze and always
forcing yourself to say what are we
solving for is key. All right fantastic,
listen I’m gonna drive the audience to two resources
that I think would be helpful. So the first is SBI’s
annual research report. We just came out
with a ninth edition of it, it’s titled, “How to
Make Your Number in 2016.” And if you want a copy
of it, you can get it at secondly is if you wanna
apply this research to your business,
then I would encourage you to meet with
one of our experts and we’ve got a
purpose built workshop that can be done in a half a day or a full day depending
on what your needs are where they’ll walk you
through a series of exercises that applies the output of
this year’s research reports so if you’re interested
in that, you can that at So same URL one’s
report, one’s workshop. Bal, on behalf of
myself my company everybody who’s listening,
I really appreciate you unselfishly giving us your time and your perspective on things. I think it was very educational and my audience benefitted
greatly from this so thanks for being on the show. – Your welcome, happy to do it. – Great, and then specifically to the SBI audience,
thank you for tuning in. And I hope you enjoyed
it and best of luck in making your number next year. Take care. (upbeat music) – [Voiceover] This has
been the SBI podcast. For more information
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Danny Hutson

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