Sales operations: Finding ways to work smarter

在最近的网络研讨会中，SiriusDecisions的销售运营策略服务总监Dana Therrien分享了一种新的方式来研究现代销售运营的战术和战略责任，以及如何利用该知识来创建一种优化资源分配的策略。阅读下面的回顾，或watch the on-demand recording.

重新思考销售业务

销售部门一直负责许多time- and resource-consuming tactical functions. Often, that demanding work doesn’t leave sufficient resources to fully answer the strategy and planning questions coming from sales management. One way to look at the situation: Sales ops leaders spend their days putting out fires, leaving few resources to find ways to prevent them.

To help organizations create a resource allocation strategy that covers the higher-level work while addressing the tactical functions, SiriusDecisions developed a multilayer process for categorizing and evaluating everything thatfalls under the umbrella of sales operations.

Leveraging the SiriusDecisions Sunburst Model™

达娜（Dana）讨论了如何利用SiriusDexisions Sunburst Model™ - 首先将销售运营的角色，职责和职能分解为关键责任，然后用代表战术项目和外部戒指高级战略构建细节，然后建立细节功能。

SiriusDecisions’ Sunburst Model shows sales operations roles, responsibilities, functions, and accountabilities. The inner ring represents tactical items, and the outer ring gives higher-level strategic functions.

The Labor Grid

Once you’ve created your own Sunburst diagram, another valuable way to identify where to find efficiencies in your sales operations processes is to categorize the items in your sunburst into a Labor Grid, similar to the way the U.S. Federal Reserve Bank classifies Census Bureau labor information.

The Fed’s labor grid is a useful tool for categorizing sales-related work.

Where an item belongs in this grid isn’t always obvious. In the Fed’s example, sales agents fall into the upper-left quadrant, aka routine cognitive—even though that work may initially appear to be non-routine cognitive (upper-right quadrant). Organizations, however, invest a lot of money ensuring their sales process is repeatable, and sales people are held to that process. So sales agents have routine tasks they need to apply cognitively because every customer is different.

Going through this process highlights how certain jobs include items from both the inner and outer Sunburst rings and provides a better understanding of how resources are currently being used. That’s when the opportunities for reallocation become clear.

Dana provided an概述某些销售操作工作和功能如何适合每个象限：

• 与运营商业智能有关的位置功能，BI，左下，常规手动象限；仪表板和数据治理 - 中环项目。支持销售代表的员工在该领域管理和跟踪其日常业务。
• Analytical BI functions such as forecasting, ad-hoc reporting, and ad-hoc analysis go in the routine cognitive quadrant. These are the repeatable strategy and planning tasks that require some specialization and analysis—inner ring and a few outer ring items. Though staff needs to be well trained to answer questions in areas such as sales rep productivity, much of the work is routine.
• Functions in the non-routine cognitive quadrant draw exclusively from the outer Sunburst ring: data strategy, aligned metrics, and predictive analytics. The focus of销售情报在Sunburst模型中，完全是用户授权：为销售人员提供针对计划的绩效所需的内容，并为他们提供有关客户选择，评估和改变决策和行动所需的智慧和竞争。最高级别的位置位于这里。
• The non-routine manual quadrant items are a mix of analytical and intellectual, and inner and outer ring, functions. Customer and prospect insights are here. The people hired to run data science, to be the keeper of the numbers, fit here. This staff informs strategy and planning, as well as manages sales intelligence.

The allocation layer

Another approach with the categorization process is to look at which accountabilitiesshould be centralized and which should be offshored or outsourced. Companies should decide which roles are the most tactical and could be replaced with technology or offshoring, freeing resources for higher-level strategy and planning functions.

该网格可以帮助您使人员配置策略与工作分类保持一致。

左侧工作，职能和职责代表了控制或降低成本和员工的最佳机会。这为更高级别的右侧需求（例如亚搏娱乐电子雇用更熟练的员工）开辟了资源。这种重新分配还允许投资战略工具，以包含对高昂的头部数量的需求。这些是销售业务提供出色的战术支持所需的变化，并提出了高级贡献销售管理要求，有助于助长组织的成功。亚搏彩票手机版免费下载

Laddering sales operations strategies to a company plan

Once sales operations’ roles and accountabilities have been identified, it’s time to tie this back to the business strategy. A cohesive business system can bring together data, people, and departmental plans to align sales priorities and cross-department collaboration. With visibility into the same data, you can model potential sales expansion scenarios to effectively structure sales operations teams. This centralized visibility can result in:

1. 销售运营速度（或任何团队）的计划过程提高
2. A team’s ability to execute in a timely manner and quickly respond to the plan
3. 对关键的全球，区域和部门KPI和指标的可见性

For more on how to connect corporate strategy to sales execution, including how tools such as Excel may limit your potential,watch the webinar，“销售业务：寻找更聪明的工作方式”，并且read the research brief，“销售业务：可以外包，脱离书本和自动化。”

寻找更聪明的工作方式

View webinar