Job opening – Sales Enablement Manager at Lenovo

Old! Out dated!

Sales Enablement Manager

Company: Lenovo

Position Title: Sales Enablement Manager
Location: Sydney, Australia
Functional Area: Marketing
Facility: Corporate Office
Relocation Provided: No
Education Required: Bachelors Degree
Experience Required: 5 – 7 Years
Travel Percent: 0

Position Description
o Drive initiatives & programs for sales enablement & training
o Manage the yearly sales training budget in line with sales priorities & facilitate global sales programs
o Maintain & implement changes to the sales intranet & develop communications to increase online usage
o Compilation & distribution of eNewsletter
o Sales communications for product launches
o Online product testing and reporting
o Implementing tools for sales analysis
o Product reporting and analytics
o Alliance program management
o Consumer marketing & retail programs

Position Requirements
o Previous experience in sales training
o Sales & product marketing experience preferred
o Proficiency in PowerPoint
o Excellent written, verbal and interpersonal communication skills.

Job opening – Services Sales Enablement Consultant

Job Title Services Sales Enablement Consultant
Job Category Sales Management Staff
City (Non-US) Singapore – Singapore
Country Singapore
Job Description Responsible for supporting the sale of complex/technical Services solutions. Ensures that sales professionals and services associates understand and can articulate various Services offers. Proficient at presenting the company’s solutions from an implementation perspective, using their broad general knowledge of the portfolio. Articulates the solution in terms of the client’s business needs. Adept at developing relationships with account teams, pre-sales engineers and offer managers. Expertise in both voice and data networking technologies with the aptitude to grow expertise in the convergence arena. Has general knowledge of the entire Services portfolio and are familiar with the Services the company can provide. They are capable of some multi-product implementation designs and have the abilities to do some complex solution designs. Has basic knowledge of our competitors’ offerings and in our advantages over the competition. They are capable of designing and presenting some cross-portfolio solutions to sales professional and services associates and team well with other associates to develop implementation solutions. Exemplifies company values and is recognized as a team player. Participates in internal knowledge transfer sessions to build knowledge and share it with the team. Years of Experience: 3-6.
Qualifications graduate with 5-8 yrs experience, proven sales record

Found on June 11, 2009

Job opening – Marketing Professional: Technology Industry, Sales Enablement Focus

Marketing Professional: Technology Industry, Sales Enablement Focus

Northern NJ (relocation assistance is offered)

Experience Desired:

  • Experience working on/in/around very technical products from a marketing/market research standpoint
  • Experience working very closely with internal SalesForce to develop solid Sales Materials, Collateral, Training Sessions and More in order to Create Leads and Help SalesForce Develop New Business and Close More Deals
  • Experience Working on/in/around Go-To-Market and Launch Strategies surrounding technology based, B2B Products and Services.
  • Product Management Experience from a B2B technology product/service based standpoint: new product features and benefits, price and SLA comparison/competitiveness, Product/Service Viability, Usability, SalesWorthiness, product planning and lifecycle, maximizing profits and sales revenue, messaging/communications surrounding newly launched products/services.
  • Market Research Experience and Experience with Related Marketing efforts surrounding: product launch, competitive intelligence, product management, product analysis, pricing analysis, feature and benefit analysis, segmentation, partners/alliances, and other related areas as it Relates to the development of Sales Training, Sales Collateral, Sales Presentations and Webinars.
  • Must be extremely analytical…PhD or Master’s Degree from a top school is strongly preferred.
  • Experience working (in a similar capacity) closely with a combination of a Domestic SalesForce and an International SalesForce and Resellers is preferred.
  • Please Note, this is Not a Management Level Role (in terms of people managment)

Found on June 8, 2009

Buyers want the sales rep to provide information that is tailored to their unique needs

Jeff Ernest @jeffernst wrote “Sales 2.0 term still not used or recognized by sales leaders”, on May 19, 2009:

“[…] when a speaker asked a room full of sales and marketing folks “Who’s heard of the term Sales 2.0?” About 25% of the hands went up, almost entirely vendors. My take on the reason for this is that the definitions of Sales 2.0 that the vendors are bandying about are too focused on the usage of Web 2.0 tools by sales reps…namely social networks, blogs, wikis, etc. I’ve got a very different definition of Sales 2.0, and it starts with the buyer…

Because of all of the social media resources available to buyers today on the web, power has shifted from sellers to buyers. No one can deny that buyers today are much better educated about a seller’s offerings long before they talk with a sales rep.

Sales 2.0 is all about how the changing buying process requires changes in how companies sell. Buyers get frustrated if sales people are giving them the same general information they already have. They are demanding that sellers add much more value, by giving them information that’s tailored to their unique needs, at the exact time they need it.

Once we stop talking about Sales 2.0 as Web 2.0 tools for sales reps, and start recognizing it as a fundamentally different way to sell, it will become more relevant to and recognized by sales and marketing practitioners.

In a Sales 2.0 world, sales reps need to be better prepared than ever. What are you doing to prepare your reps?”

document generation

document generation feature tour

 

“Why re-creating content again and again? Why ending up with multiple versions of the same content across your enterprise? There’s a way to create a sustainable content base for your enterprise. BizSphere content re-use and single sourcing technologies allow you to plan and execute your content production in an organized way enabling content consumers to auto-generate the documents they need, when they need it – instantly and on-the-fly.”

This goes well beyond slides libraries! Basically brings it to the next level by breaking up slides into what they call ‘content nuggets’ and using web 3.0 concepts to auto-generate customized files out of a mind-bobbling number of possible combinations. Saves real dollars / time normally spent on designing PowerPoint or other doc types. No more outsourcing to graphics agencies. Just pick the template and hit “generate”. The result will be polished and include cross-selling opportunities and case studies from the chosen country…

“Six issues that content and inbound marketing technology fails to address” from on Wednesday, April 15th, 2009:

“[…] Generic content does not work anymore, you need to address each stakeholder, if you are selling to a CIO, CFO, HR, you need specific content to address their business requirements.”

Sales 2.0 Technology – Real Opportunity or Sales SOS? March 21, 2009 by Darren Cunningham, Director of Product Marketing at LucidEra [Links added by the author of this blog].

“[…] make my sales team more effective, not just efficient?

According to a recent IDC study (Don’t Understand Sales Enablement? You’re Not Alone!, 2009) 57% of customers feel that sales reps are not sufficiently prepared about the solution they offer, the country they are in and the industry the customer is working in. Therefore, by providing the seller with the latest and most specific content and experts within the organisation can help him prepare faster and better before his/her pitch.

Cross-Referencing the own offering portfolio (this product can be sold with this service, logistics say that this product is often shipped together with that product, etc) can enable upselling as well.”

Sales Communications

A blog post on Sales Communications from rcommins.wordpress.com from April 29, 2009 [links added by the author of this blog]:

“[…] A group of about 30 sales, sales ops and marketing leaders discussed their challenges in most effectively enabling sales and getting “the word” out to sales team without propagating billions of emails and creating random chaos. All of this while the rep really only cares if he is a hero or a zero this quarter.

[…] there are lots of good sales communications methodologies. What makes them suck or not is not the methodology in itself, but whether it was executed well. […]

So, what does it take to execute a sales communication strategy?

I think so many “corporate types” kill themselves over developing a killer strategy, only to put it on the shelf when the end of the quarter rally comes along. Leadership is by far the killer success factor here – focus on that, and you may have a chance to pull things off.

Another hot topic (for another night) was how to leverage social media tools for sales enablement. […]”

important characteristics of how typical sales reps at large organizations roll

On February 25, 2009 Sameer (@sameerpatel) from pretzellogic.org wrote a great blog post with some important characteristics of how typical sales reps at large organizations roll:

  • “Media watching is not a sport for sales reps. Feed them the good stuff & they’ll consume it.
  • Data/Intelligence extraction over collaboration. “Give to Get” doesn’t fly with most sales reps.
  • Good reps know exactly which 8.75 data types help them bust quotas. No more, no less.
  • In spite of the above, don’t expect them to dig for it. They’d rather use the time to cold call a lead.
  • Sales often ignore a lot of what marketing might offer or recommend.
  • They don’t personalize portals & intranets.
  • They rather search than browse; they want answers, not search results. (ok, who doesn’t!)
  • CRM apps often morph into reporting mechanisms that sales reps are mandated to use.
  • Pre-sales engineers (in the case of High Tech) often do most of labor intensive tasks in the sales cycle (assembling proposal components, finding SMEs and references, etc).

[…]

Here’s the beginnings of a framework to identify what works for a sales organization at large organizations:

An information management architecture that can surface the good stuff as well as support a 90% consumption / 10% contribution model.

Traditional collaborative systems and social networks are built to enable…well, collaboration and being social. As a sales rep what I need is aggregation around news and information (person, customer, prospect, industry news) relevant to my customers that show up in SalesForce or HighRise. User and topical tags help me drill deeper and find authorities or stories on topics that can help me engage a new lead, up sell a customer, build a more compelling proposed solution, or deflect a customer satisfaction train wreck that’s about to hit. The kicker is that I shouldn’t need to browse too much or worse, contribute to be able to extract.

Augmenting or if necessary, even by-passing some of the traditional marketing qualification processes by providing a direct contextual lens into prospect and customer activity

New qualified opportunities are just as likely to show up on these social platforms as they are via traditional marketing programs such as events, email and webinars. Based on accounts I manage or territorial prospects, as stated by my CRM system, dynamically assemble a direct, real-time view into customer and lead activity. Examples are customer activity on support and developer forums, prospects commenting about specific products on blogs, or lead activity on LinkedIn, Techmeme and Satisfaction that might help me spark a conversation.
Federated, persistent search that folds social discovery into SFA/CRM processes and technologies, thereby enrichening the data available at each step of the sales cycle
For instance, say I’m in the proposal creation phase of the sales cycle: Let me look up preset searches and tags on specific content sources (e.g. specific wiki spaces where SMEs hang out, highly rated solution white papers, links to relevant online demos that everyone’s raving about) so I’m putting my best foot forward.

A push architecture so the critical intelligence can find the sales rep (not the other way around)

I’m not going to keep revisiting content sources (blogs, wikis, forums) to see if there’s anything new that I might care about. Make it easy for me to filter and subscribe to specific events on blogs, support and community forums, wikis etc., (e.g. a new white paper emerges or my customer comments on a blog) via Email, RSS, SMS, IM. Let the information find me.

The ability to broadcast a question and receive an answer

Sales reps want answers. Search functionality provides results; people, however, provide answers. The ability to ask questions to groups of relevant people and quickly crowd source the best solution or identify experts that can credibly address a solution is imperative. This needs to be both open ended as well as around an existing topic (a bookmark, link, comment, video, etc.)
There’s certainly other technologies or components to consider when trying to conceptualize how Sales can benefit from an Enterprise 2.0 enabled world. For instance, ESME is designed to let globally disparate users easily huddle around tasks at hand and the recently announced lifestreaming capabilites from Yammer is trying to bring Friendfeed-like capabilites to the enterprise. […]”

 

Tune up your marketing strategy for the C-Suite

Mark S. Bonchek (@mbonchek) from engagingexecutives.com wrote the blog post ‘Marketing To The C-Suite’ on May 1, 2009:

“In this economy, access to the C-Suite has become more important than ever. Budget decisions that a were made by a Director or VP a year ago are now getting made by the C-Suite.

A couple ideas on how to tune up your marketing strategy for the C-Suite.

Test your value propositions and messaging with an executive audience. Sit down with your own CIO, CFO, COO, or CEO and ask them how they would respond to what you are bringing to market. If you have an executive advisory council, now is the time to be using them. If not, find your executive advocates and ask them (you know who they are: the customers you can talk to without feeling like you owe them a favor).

Double your focus on sales enablement. Your sales teams need all the help they can get these days. Chances are they aren’t accustomed to selling to the C-Suite, so they need to know how to talk less about product and more about value. They also need conversation starters, either interesting data about trends in the industry or stories about how other customers are weathering the storm. Remind them that the ABC’s of selling (Always Be Closing) don’t work in the executive suite. Instead, it’s Always Be Creating (Value). […]”

 

The hidden costs of sales support

On April 27th, 2009 @Seamus Walsh attended “Uncovering the hidden costs of sales support” – hosted by Forrester’s Chief Financial Officer, Mike Doyle and Scott Santucci, Sr. Analyst Sales Enablement – and wrote ‘How to justify content and inbound marketing investments’:

“[…] “random acts of sales support” […] are activities dispersed though out organizations that carry a variety of hidden costs that are tucked away in various budgets. For this study, they examined 25 vendor and user companies and took a closer look at these “random acts” and activities to “help sales sell” and came up with eye-popping results:

“Technology vendors are spending, on average, 19% of their selling, general and administration (SG&A) costs of $132,262 per quota-carrying salesperson in support-related activities”

With sales and marketing budgets being slashed, there are things you can do to “hold the (budget) line” in your company,  start by inventorying these activities and costs and utilizing sales enablement and marketing automation systems to make these cross functional activities more effective and efficient.

Action items […]:

Each of these recommendations can leverage online tools and best practices. A sure way to reduce those hidden costs is to maximizing the business benefits of the web.  There are many solutions that will increase top line revenue, customer loyalty and your customers and prospects buying experience.  The issue, I see is that many continue to focus on content quantity and not quality. With everyone, including your competition, placing a greater focus on leveraging their online channel, those who build a more intimate and personalized buying and account management process will win more business.”

Finding Sales Enablement information – Why content management systems are silos

finding sales enablement information

“Stop the information overload, before it stops you. Innovative, web 3.0 knowledge management methods and technologies from BizSphere help you to regain control over your content and let’s you find the information you need, when you needed.

Finding what you’re looking for can be a problem at times. Have you ever gone to the DVD store to find a particular movie by your favorite director, but spent way too much time looking for it? The DVDs in the store are all very nicely arranged, alphabetically, by genre. But what you need is a way of searching across the store for only the movies by your director — arranged just for you in one nice orderly rack. Searching across different categories can be tedious. Just like when you’re looking for a certain document in your enterprise environment. Why is that? Because in folder-based content management systems, authors can upload the same physical file into one physical folder at a time. Folders become silos, content management systems become silo farms. Hard to search, and organized in arbitrary ways. According to IDC’s Sales Advisory Practice, sales reps typically spend more than five hours a week looking for information. If they could save just half that, they’d have more time to talk to customers. Think how much more revenue they could generate. Thats why we created BizSphere. Our innovative platform lets you look at content the way you want to. Instead of being organized in a one-dimensional folder structure, content is tagged multi-dimensionally. Sounds complicated? It isn’t. Some people in the enterprise, the Information Architects, are defining a variety of tagging dimensions, so called taxonomies. All uploaded content lives within these taxonomies. The platform does not replace existing content management systems. Instead, its a layer on top of them to make your content accessible easily. Now you can browse and filter all content based on your current needs. Saving your time, your money, and your nerves.”

Nortel had been using this since 2006. It helps especially when you have a B2B sales force in many different countries. Marketing employees are empowered (after a quick training anyone can post content) to enable sales people with the right messaging. No more country specific intranet sites where you need to drill down from scratch with many mouse clicks whenever the kind of information or the product you are looking for changes. Here the tagging and the search engine, that always helps me within the first ten search results, save a lot of mouse clicks.

creating content for the salesforce

From BizSphere:

“Why re-creating content again and again? Why ending up with multiple versions of the same content across your enterprise? There’s a way to create a sustainable content base for your enterprise. BizSphere content re-use and single sourcing technologies allow you to plan and execute your content production in an organized way enabling content consumers to auto-generate the documents they need, when they need it – instantly and on-the-fly.”

This goes well beyond slides libraries! Basically brings it to the next level by breaking up slides into what they call ‘content nuggets’ and using web 3.0 concepts to auto-generate customized files out of a mind-bobbling number of possible combinations. Saves real dollars / time normally spent on designing PowerPoint or other doc types. No more outsourcing to graphics agencies. Just pick the template and hit “generate”. The result will be polished and include cross-selling opportunities and case studies from the chosen country…

document generation

document generation feature tour

 

‘Six issues that content and inbound marketing technology fails to address’ from Wednesday, April 15th, 2009:

“[…] Generic content does not work anymore, you need to address each stakeholder, if you are selling to a CIO, CFO, HR, you need specific content to address their business requirements.”

Sales 2.0 Technology – Real Opportunity or Sales SOS? March 21, 2009 by Darren Cunningham, Director of Product Marketing at LucidEra.

“[…] make my sales team more effective, not just efficient?

According to a recent IDC study (Don’t Understand Sales Enablement? You’re Not Alone!, 2009) 57% of customers feel that sales reps are not sufficiently prepared about the solution they offer, the country they are in and the industry the customer is working in. Therefore, by providing the seller with the latest and most specific content and experts within the organisation can help him prepare faster and better before his/her pitch.
Cross-Referencing the own offering portfolio (this product can be sold with this service, logistics say that this product is often shipped together with that product, etc) can enable up-selling as well.”

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