A "Day in the Life" of a CMO
Deploying a Sales Support Plan...

A "day in the life of a CMO" compares and contrasts the investments (time, money, resources) and ROI of two CMOs creating and deploying their sales support plans. Mike had access to our methods and tools, Sue did not.

Sue (CXO) - WITHOUT Our Methods & Tools		Mike (CXO) - WITH Our Methods & Tools
Designing the Sales Support Plan Uses research firms (Gartner, Meta, IDC) to gain positioning and messaging perspectives. Builds a set of "straw-man" campaigns, case studies, capabilities presentations, and collaterals. Hosts a series of field sales sessions to test and gain feedback. Makes changes and gains approval from company and sales leadership. (Investment = 60 FTE Days)     Builds Sales Support Plan Deliverables Leverages internal domain experts (product, industry) for content contribution. Interviews current clients (30) to build a series of "reference" case studies. Creates capabilities presentations for all of the available offerings. Authors and publishes a series of integrated brochures for use by sales force. Builds online "sales library" for sales to access deliverables anytime/anywhere. (Investment = 210 FTE Days)   Deployment of Sales Support Plan Deliverables Internal domain experts provide triage assistance as requested by sales force. Capabilities presentations are downloaded and modified by sales teams based on sales situation specifics. Case studies and collaterals are used as leave behinds by sales force. (Investment = $$$$$)     REAL RESULTS... Domain experts are only as good as their availability to be with sale teams. Scarcity of experts severely limits results. Changes to sales aides by sales teams diminishes quality of messaging and consistency of branding standards. Capabilities presentations provide solid overview but fail to bring capabilities to life. Prospect & Clients dismiss "reference" case studies because of an "inability to relate them" to their specific World. Sales organization partially blames marketing for their lack of results. (ROI = ?)		Designing the Sales Support Plan Uses research firms (Gartner, Meta, IDC) and My-KA to gain positioning and messaging perspectives. Selects an Industry Kit and examples of the SIM Summary and Value Proposition. Configures an initial set of integrated capabilities Plays and supporting rich-media KA-Players from My-KA to illustrate "working examples" of capabilities brought to life. Hosts a series of field sales sessions to test and gain feedback. Makes changes and gains approval from company and sales leadership. (Investment = 30 FTE Days)     Builds Sales Support Plan Deliverables Leverages internal domain experts (product, industry) to contribute to Industry Kit refinements and the completion of the Integrated Capabilities Playbook. Interviews current clients (10) to build a series of "working example" reference Plays. Authors and publishes a reduced series of integrated brochures for use by sales force. Provides access to My-KA for sales to access deliverables anytime/anywhere. (Investment = 50 FTE Days)   Deployment of Sales Support Plan Deliverables Industry Kits, SIM Summary, Value Propositions, and Playbook are dynamically configured by sales teams based on sales situation. Rich-media KA-Players, "working example" reference Plays, and collaterals are used as leave behinds by sales force. Internal domain experts provide "second-level" support and emergency triage as requested by sales force. (Investment = $$)     REAL RESULTS... Sales teams make dynamic changes to sales aides without compromising quality of messaging and consistency of branding standards. Working examples bring to life and demonstrate how capabilities will create value. Prospect & Clients relate working examples to their company and operations. Case studies provide best practice illustrations of working examples. Packaged domain expertise dramatically increases availability of expert resources for critical/significant sales pursuits. Sales organization recognizes marketing for helping to exceed their numbers. Time to delivery new product/services announcements >30% "New" market presence >20% Qualified Leads >25% CXO contacts >20% Field support costs >15% Field's "recognition of value" from marketing >25%