The CFO Playbook on Sales Performance Management: The Finance Perspective on SPM
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One of the most costly yet crucial functions in an enterprise is its sales force -- getting sales right is imperative to achieving profitable growth.
Gone are the days of stable sales territories and predictable sales cycles. Growing competition and price pressures are forcing companies to deliver more complex bundles of products and services in order to create compelling value propositions for increasingly demanding customers. In light of these challenges, the sales function must be able to focus on achieving goals, aligning inventory to customer demand, and gaining better insight into customer segments, distribution channels, and a growing list of diverse product lines.
The more reliable and error-free the sales process, the more effective a sales team can be in helping to achieve company-wide goals of driving revenues and increasing profitability. An efficient, well-controlled sales process allows businesses to accurately manage sales compensation; correctly determine sales territories and quotas; and develop reliable forecasts over longer time horizons. And for these reasons, many CFOs are turning to sales performance management (SPM) tools.
SPM systems allow finance teams to automate sales-related reporting from a variety of disparate sources -- ERP, CRM, spreadsheets, and other financial management systems. SPM systems also provide greater visibility and transparency into sales reporting -- which helps to support decision making -- and into incentive-compensation calculations -- which helps to reduce distraction and shadow accounting among the sales force.
This CFO Playbook Webcast will explore the opportunities and risks of SPM, as well as how finance chiefs can make an informed decision on whether or not to make this investment.
Topics covered during this Webcast include:
- The main benefits that companies seek when implementing SPM systems, including more reliable revenue forecasting and the ability to support more sophisticated selling behaviors;
- The primary factors that companies should take into consideration when selecting and implementing SPM systems;
- Key lessons learned -- including best practices and pitfalls to avoid -- from companies that have undertaken efforts to implement SPM; and
- The role that the finance function, in particular, should play in guiding and supporting SPM-related decision making.
About the Panelists
Merritt Alberti, Director, Deloitte Consulting LLP
Merritt Alberti is a Director with Deloitte Consulting's Sales Force Effectiveness and Customer Transformation market offering, and is the Managing Director of Deloitte Consulting's Austin office. Mr. Alberti regularly serves some of the largest and most admired technology, life sciences and retail companies in the world, helping them solve complex go-to-market and business development challenges, and helping them increase their ROI on their investment in sales assets.
With more than 15 years of experience developing, deploying and supporting sales performance management systems, Mr. Alberti provides clients with both advisory and technology support in the areas of sales operations, sales process, sales deployment, CRM, quote-to-cash and sales compensation. Prior to joining Deloitte Consulting, he held positions with CGI and with The Alexander Group; he has also served as Senior Vice President of Client Services with CallidusCloud.
Carter Hinckley, Managing Director, Blue Ridge Partners
Carter Hinckley is a Managing Director with Blue Ridge Partners. He has more than 30 years of experience in sales, senior management and consulting -- all focused on helping firms grow sales more effectively. Most of Carter's experience has been in the software, technology and financial services industries, working with firms in transition due to acquisition, product maturity or changing markets and channels.
Before joining Blue Ridge Partners, Carter started, grew and sold a software consulting firm dedicated to helping firms use CRM and other software to increase sales. Prior to that he worked in marketing at Merrill Lynch, consulting at Booz Allen and software development at The Boston Company.
About the Moderator
Celina Rogers, Vice President and Editorial Director, CFO Publishing
Celina Rogers is vice president and editorial director for CFO Publishing. In that capacity, she sets the editorial agenda for the company, including CFO magazine, CFO.com and CFO Research.
In her ten years with CFO Publishing, Celina has researched and written on a variety of topics in business and corporate finance, including performance management, information technology, regulation, corporate governance and strategic decision making. She is a frequent speaker in the United States and in Europe on finance and business topics.
Prior to joining CFO Research, Celina served as an associate at Ropes & Gray, a leading national law firm, and as managing editor on the Boston College Law Review. A graduate of Boston College Law School and Harvard University, Celina is based in Boston.
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