Breaking the Sales Prevention Barrier: A Guide to High Performance Sales Operations

“What does Sales Operations do?”

The answer to that question is critical not just to my clients, who are trying to build their own high-performance Sales Operations, but to the Sales Ops professionals who find themselves struggling to describe the various roles that they play in their company.

I like to answer with another question: “what should Sales Operations do, at your company, at this time?”

Because Sales Ops is a pendulum for most successful companies – it will swing closer to sales (field-facing) in times when top-line growth is the highest priority…. and swing closer to finance (operations-facing) in times when fiscal controls are the highest priority. And Sales Ops ranges from the highly strategic planning that occurs on an annual basis to the tactical day-to-day support of a sales force.

In those moments when Sales Ops is highly operations-facing, they can alienate the sales teams by seeming to be a barrier to getting sales done quickly. More than once, I’ve heard a sales rep joke about Sales Ops as more like “sales prevention”!

The key to a high-performance Sales Operations function within your company is maintaining that balance, not in the middle but at the point where Sales Ops can help a company best meet its strategic goals at that moment in time. And to be seen as a partner to the sales teams across every aspect of Sales Operations – that’s how to “break the sales prevention barrier”.

The below diagram is a synthesis of my work with the Sales Ops teams across hundreds of companies across a wide-spectrum of industries and size.

In a small company, a single individual may play all of these roles – it may even be the VP of Sales themselves.

But in larger companies, you will see a wide range of roles that are “sales-related”, all reporting under a single VP of Sales Operations. Those teams are often tasked with defining what’s within their scope of responsibilities and I hope this graphic helps in that discussion.

Please add your comments to this post with how this matches to your own experiences!

The Ends are the Means: A Sales 2.0 Maturity Model

[Note: this article was first published in the Nov/Dec 2010 edition of DestinationCRM without the embedded graphics]

Even at the most successful companies, executives want to know if their sales teams are performing optimally:

  • Am I getting the best bang for the buck that I spend on my sales force?
  • Can I drive higher sales productivity out of my existing teams or do I need to invest in new sales staff, leadership, systems, or channels?
  • Can I meet my sales goals without making changes at all?

A useful tool for benchmarking sales performance is a Sales Maturity Model, which is a yardstick for a company to compare themselves against the best practices of other companies and set realistic targets for sales productivity based on their current maturity level. Traditional Sales Maturity Models have identified a number of characteristics that describe each maturity phase including sales metrics, sales processes, sales tools, and sales methodologies.

And yet companies aren’t setting their sights high enough. A new sales discipline has emerged over the past few years – broadly referred to as “Sales 2.0” – that aims to align a company’s selling strategy to their customer’s buying behaviors.

In this Viewpoint, the author proposes a new Sales Maturity Model that incorporates the goals of Sales 2.0 to provide a better framework for companies to measure their sales performance against the latest industry best practices.

With a tip of the hat to Bruce Tuckman’s model for group development, this new sales maturity model is composed of five “-ends” that are characterized by sales messaging that is:

  • Intend – product-based
  • Spend – feature-based
  • Recommend – solution-based
  • Comprehend – objectives-based
  • Blend – buyer-based

The key characteristics of each stage in the 5 –Ends Model are summarized in the below table – the capabilities for each stage are additive, meaning you build upon the previous maturity stage and add new capabilities that give you entirely new productivity gains:

(Click image to view full-size)

For the past decade, the focus of most companies has been toward “solution selling” – shifting sales teams from a product-based pitch (Intend/Spend) to a solution-based pitch (Recommend). Many services-based companies have one step further to present their company as a “trusted advisor” (Comprehend) to their customers. Each step up the Maturity Model brings new capabilities to the company’s sales team: new sales metrics, new sales tools, new skills, and even new sales channels.

But the capabilities in the Blend phase are recent and unique – a suite of approaches, techniques, and information that was not available prior to the advent of more sophisticated collaboration tools like Chatter or social networks like Twitter, Facebook, and LinkedIn.

Companies in highly competitive markets, who have made incremental improvements in their sales productivity, have only one way to go in order to differentiate themselves from their competition: invest in these new Blend capabilities and transform into a Sales 2.0 selling organization with Social CRM tools that augment their core CRM processes and applications.

And companies who are still working their way up the Sales Maturity Model can build an “edge” to their business through small experiments with Blend-like capabilities, while they focus on improvements to their “core” business using capabilities from an earlier maturity stage.

In short, the 5 –Ends Model is the means through which any company can develop a sales strategy and roadmap, set achievable goals for sales productivity, make smart investments in new capabilities that move its sales team up the Maturity Model, and provide a new sight on the horizon that leverages new Sales 2.0 capabilities to differentiate and win customers.

About the Author:

Mr. Branham is a collaborative selling strategist, advisor, and entrepreneur. He has held executive positions at (NYSE: CRM), Oracle (NASDAQ: ORCL), nGenera (co-founded by Don Tapscott, author of the best selling book Wikinomics), and has launched three companies including Opcentric, a consulting firm that was one of the first partners in 2000. In addition to serving as a Managing Director of Acumen Solutions, an international consulting firm, Mr. Branham also leads a sales strategy advisory firm, TRE3 Group.  For more information, please email at or follow Eryc @tre3group on Twitter.

The Invisible Social Enterprise

Is your company delivering a Social CRM experience to your customers…. and you don’t even know it?

It’s a CIO’s nightmare: critical corporate data flitting through the Internet without governance or even visibility to senior executives.

And yet that’s what is happening every day in the Fortune 500 – and probably your own company – with the rise in easy-to-buy and easy-to-use web-based applications like and social networks like Facebook and LinkedIn.

Your employees, especially your Gen Y staff, are blurring the line between Web 2.0 tools that they use for personal use versus corporate applications that they use for work. All it takes is a web browser and a credit card – and sometimes not even that – to circumvent your IT purchasing process and start using services like Jigsaw for contact management, for document storage, Zoho for collaboration, or Basecamp for project management.

The result: innovation, employee engagement, and socially-engaged customers.

Not what you were expecting, right?

Here are 5 tips for uncovering and leveraging the trend of employee-driven tools and how to connect them to your enterprise IT strategy.

1. Discover, don’t squelch

The natural reaction to disorder is to create order.

This has led many companies to completely shut down access to social networks from within the corporate firewall, sometimes for good reasons (e.g., compliance to financial services regulations) and sometimes for reasons that appear reactionary at best (e.g., social networks hurt productivity).

Or for IT to passively allow the use of a SaaS (software-as-a-service) application at a workgroup level, assuming – of course – that it’s all paid for by the business and not IT.

Savvy executives are taking the time to get a temperature-check on the real “adoption” of employee-provisioned, web-based applications across their enterprise. One method is to simply to look at what’s passing through the firewall to get an inventory of the browser-based destinations of your staff while working on company time. Let’s call that the “Big Brother” approach and, to be clear, it’s an effective method for getting a real picture of what’s happening, assuming that all the data is flowing through your corporate computers and networks.

But a complementary method is an anonymous survey, to ask your employees what web-based tools they are using to “augment” the corporate applications, whether approved or not. Let’s call this the “Voice of the Employee” approach. The result: engaged employees who feel like their voice is being heard and a self-reported inventory of tools being used across your enterprise.

Again, your employees are already using Web 2.0 tools in support of their day-to-day work  – the questions is whether you know it or not.

2. Create an “edge” to your IT strategy

Your employees who take the time and energy to find their own web-based tools to get their job done are also the most entrepreneurial – take advantage of that.

Some of the best ideas for innovation in your business will come from these employees, who can bubble-up ideas for new areas of product development, customer experience, and sales channels – a concept called “crowdsourcing”.

Don Tapscott says it best in his recent book MacroWikinomics (2010):

In our previous book, Wikinomics, we called this new force ‘mass collaboration’ and argued that it was reaching a tipping point where social networking was becoming a new mode of social production that would forever change the way products and services are designed, manufactured, and marketed on a global basis.”

For an IT leader, there are two challenges to crowd-sourcing: 1) how to provide tools for these employees to effectively crowd-source ideas for your business and 2) how to encourage the entrepreneurial actions of employees to find the best new tools and experiment with them.

That experimentation is key to corporate and IT strategy – fundamentally, it’s the most critical new thinking that the Web 2.0 movement can bring to the enterprise – what I call the “Google Beta” effect.

Google has a history of innovation in its product development cycles, often releasing early versions of their products and tagging them as “beta” to distinguish between “production” products that would be perceived to be complete. Google learns quickly about what works and what doesn’t with their beta products and has a rapid development cycle to incorporate new features and re-release for further testing by the public.

For the enterprise, this is the equivalent of building an “Edge” to your IT strategy – a specific part of your infrastructure that you carve-out to allow experimentation, away from your “Core” systems and processes. Where an investment in the Core is generally about driving efficiency gains (e.g lower costs), investment in the Edge is about experimentation and finding new competitive differentiation.

That Edge can be developed in two ways:  1) top-down e.g., corporate initiatives to introduce new capabilities and 2) bottoms-up e.g., from employee innovation like the use of Web 2.0 tools.

3. Introduce some “laissez-faire” to your IT strategy

In politics, laissez faire refers to a strategy of “leaving it alone” from government intervention.

Politics aside, introducing some expected freedom into your application strategy, where staff can use external web-based tools if it helps their productivity, can ground your IT strategy in the reality of the work-place and allow your teams to focus on the best initiatives that require deep IT infrastructure and support.

This is the enterprise, though, which means public companies that have to protect their intellectual property, brand, and competitive advantages in the marketplace. If employees are engaging with partners and prospects in social networks without any governance, the results can be equally disastrous.

The key here is the right level of governance, where employees understand what is acceptable if they choose their own web-based tools and what is required to protect the company.

If your company doesn’t have a social media or hosted application governance policy, build one that creates the right balance for your company. If you have a governance policy already in-place, revisit it to provide flexibility and choice by your employees to use social networks and self-funded tools to do their job.

4. Build on the foundation for a Social CRM strategy

Social CRM (along with Sales 2.0) is one of the big buzzwords in the world of sales productivity right now.

To borrow Paul Greenberg’s short definition, Social CRM is:

…. the company’s programmatic response to the customer’s control of the conversation.”

And many companies are struggling to determine the best starting point for a Social CRM strategy: do we take a “horizontal” approach that builds communities, internally and externally, across the enterprise…. or a “vertical” approach to identify the best channels where social engagement with our customers has the best return?

The dirty little secret is that you already have a Social CRM process in place, with your employees engaging with partners, prospects, and customers using web-based tools and social networks on a daily basis.

So build on it!

Take the best practices where employees are already engaging with customers and develop your Social CRM strategy from those existing channels. Encourage those teams to experiment and learn what’s working (and what isn’t). Use those lessons to identify the enterprise-wide strategy that works for your company and a roadmap for introducing similar social capabilities in similar customer-facing channels of your business.

5. Collaborate, Collaborate, Collaborate

Finally, I can’t emphasize enough that the key to all of the above four best practices is the effective use of collaboration across your enterprise.

Collaboration is both a destination and the journey for your business – it is the means by which an IT organization can more effectively align with its internal customers (e.g., find out what Web 2.0 tools are working and incorporate those into the IT strategy) and is a core technology to weave into the fabric of your enterprise application footprint.

The technology underlining of collaboration can start anywhere in your enterprise, from document management (SharePoint), informal knowledge management (Yammer, Chatter), or even communities inside or outside of your company (Jive, SocialText).

The key is to acknowledge that your employees most likely have found their own Web 2.0 tools to collaboration with each other, your partners, customers, and even prospects.

About the Author:

Mr. Branham is a collaborative selling strategist, advisor, and entrepreneur. He has held executive positions at (NYSE: CRM), Oracle (NASDAQ: ORCL), and nGenera (co-founded by Don Tapscott, author of the best-selling book Wikinomics). He has launched three companies including Opcentric, a consulting firm that was one of the first partners in 2000. Mr. Branham is a Managing Director of Acumen Solutions, a global technology consulting firm, and CEO of the TRE3 Group, a Sales 2.0 advisory firm.  For more information, email Mr. Branham at or follow @erycbranham and @tre3group on Twitter.