The Definitive Guide to Social Selling for Leaders

1. THE DEFINITIVE GUIDE TO SOCIAL SELLING FOR LEADERS THE DEFINITIVE GUIDE TO SOCIAL SELLING 1

2. CONTENTS THE DEFINITIVE GUIDE TO SOCIAL SELLING FOR LEADERS Introduction The modern buyer’s journey Industry insights The rise of the modern B2B buyer 3 Part III — How To Get Started With Social Selling 10 Commandments of social selling Ideal Customer Profile The Insights Factory Where do you stand Mindset, skillset, toolset Beyond just social media 29 30 31 33 34 35 36 Part I — Digital Transformation for Sales Your roadmap for Digital Transformation The role of sales today Restoring the balance between sales and customer Benefits of social selling Breaking down the silos 6 7 15 16 18 19 Part IV — How To Measure Social Selling The Role of LinkedIn Navigator Metrics Quantifiable outcomes from social selling A multi-threaded cadence Technology 37 39 41 42 46 48 Part II — The Roles Sales Leader Marketing Leader Sales Enablement Leader Ways to align 20 21 24 26 28 About Sales for Life 50 2

3. INTRODUCTION — THE MODERN BUYING JOURNEY INTRODUCTION Today’s sales teams have evolved. No longer are sophisticated sales pros taught to pressure buyers or use questionable selling tactics — instead they’ve adopted a more buyer-centric approach. This is no doubt a great change for the sales profession, but the evolution of the sales landscape is ongoing. The average buyer in business is just like you and me at night, on our couch, surfing the Internet.  Buyers purchase clothes, electronics and learn about their future vehicles online. What makes you think they don’t also research software, HR best practices, insurance or corporate healthcare policies? Businesses around the world have already forever changed because buyers have changed. Buyers are arming themselves with more information than ever to make informed decisions. They can now connect with their peers on social platforms such as LinkedIn, Twitter and Facebook to learn about the challenges, pitfalls and successes of any solution implementation. 3

4. INDUSTRY INSIGHTS THE CHANGE IN BUYERS’ BEHAVIOR THAT HELPED PROGRESS SOCIAL SELLING: INTRODUCTION “B2B sales is in a period of transformation. How to sell becomes more important than what to sell.” SOCIAL MEDIA FOR RESEARCH FIRST TO ADD VALUE 75% of B2B buyers now use social media to research vendors. 74% of buyers choose the sales rep that was first to add value and insight. — Corporate Visions — IDC CONTENT AS CURRENCY INEFFECTIVE COLD OUTREACH — Tamara Schenk Research Director, CSO Insights 95% of buyers chose a vendor that provided them content to navigate each stage of the buying process. 90%of today’s B2B buyers never respond to cold outreach. — Demand Gen Report — LinkedIn WINNING VENDOR BUYERS CONTROL THE JOURNEY 82% of buyers viewed at least five pieces of content from the winning vendor. B2B buyers are 57%complete their decision before engaging with sales. — Forrester — CEB 4

5. THE RISE OF THE MODERN B2B BUYER INTRODUCTION “It’s no longer about interrupting, pitching and closing. It’s about listening, diagnosing and prescribing.” — Mark Roberge Senior Lecturer, Harvard Business School; Former CRO, HubSpot 5

6. PART 1: DIGITAL TRANSFORMATION FOR SALES THE DEFINITIVE GUIDE TO SOCIAL SELLING TO SOCIAL SELLING FOR LEADERS THE DEFINITIVE GUIDE STAGE 5: SALES & MARKETING INTEGRATION STAGE 4: SALES & MARKETING ALIGNMENT STAGE 3: SCALE STAGE 2: BUILDING A BUSINESS CASE STAGE 1: RANDOM ACTS OF SOCAL STAGE 0: STATUS QUO 6 6

7. YOUR ROADMAP FOR DIGITAL TRANSFORMATION PART 1: DIGITAL TRANSFORMATION FOR SALES “The whole is greater than the sum of its parts.” – Aristotle Aristotle’s definition is key to outline your road map to a Digital Transformation inside your organization. The importance of this can’t be stressed enough: social selling success is a team sport, not a showcase for great individual contributions. Great teams comprised of one cohesive unit always seem to outperform and win more championships than the team that gathers amazing individual talent “on paper.”  If there are only a few antidotes that you remember from this book, please remember Aristotle’s definition of synergy, and how teamwork in your organization is always going to outperform what you can accomplish individually in a vacuum. Every organization, no matter how effective at traditional selling principles, will start its Digital Transformation from simple beginnings. For hundreds of technology companies in San Francisco, these beginnings had already happened, while many global financial services companies are just planting the seeds for a Digital Transformation.  To help you understand the Digital Transformation progression that all companies will face, here are its six stages. The question you must ask yourself is: Where is my organization in this progression? 7

8. PART 1: DIGITAL TRANSFORMATION FOR SALES STATUS QUO Your organization is complacent and will continue selling as it always has. You have not established with your sales team the mindset that social and digital communication will have a positive impact on the business. There is little to no buy-in from commercial leaders on the effectiveness of social, no social governance, and no formal training on social. The adage “Sales is from Mars; marketing is from Venus” couldn’t be more true. These two departments couldn’t be more disconnected. STAGE ONE The first stage is where inconsistent social activity happens. At this stage, a handful of sales professionals are using tools such as LinkedIn for research, booking meetings, and connecting with people. There are no best practices or scale at this stage, but some sales professionals are making money by using such tools as LinkedIn. The problem with this stage is that it allows only a small pocket of sales professionals to make quota, but it isn’t helping your business as a whole to achieve your sales goals or revenue targets. If your company has no formalized training program, governance, or best practices, and only a small number of sales professionals are meeting their goals, you’ll know you’re at this stage. 8

9. PART 1: DIGITAL TRANSFORMATION FOR SALES STAGE TWO At this stage, your organization has had enough internal demand for social best practices that someone is trying to formalize a game plan. Most likely though, you or your teammates have confused LinkedIn and social selling as one and the same. As a result, you’ve probably made any of these investments: • Your department’s sales tool stack needs to standardize a LinkedIn product, so you invested in LinkedIn Sales Navigator. • You started training workshops. Someone at your company was chosen to facilitate training; queue the Social Media Marketer or a “digitally native” sales professional who seems to “get it.” • Your sales enablement team is trying to gather ideas for a “Social Selling 101” workshop filled with a basic assortment of tips, tricks and tactics. You and your sales team will learn the basics of becoming social, starting with redesigning your social profiles. Unfortunately, there are usually two missing ingredients. First, what is the roadmap to global change beyond these initial workshops, and how will you measure success? Second, how do you get marketing involved in this social selling equation, as the sales team is not being fueled with new insights to share with your customers? 9

10. PART 1: DIGITAL TRANSFORMATION FOR SALES STAGE THREE Your organization has top-down executive support to make social a priority. Your front-line sales leaders are driving accountability throughout their sales force to ensure social actions are reaching the defined measurable milestones. The digital marketing team is working side by side with sales to fuel the insights (content) that sales professionals will use to engage their buyer. Social selling is manifesting beyond a business unit and seeking to be standardized throughout your entire sales and marketing organization. You understand that social selling effectiveness is not accomplished through a few training workshops. You and your sales enablement team will seek to weave social into the DNA of your existing sales process.  Social selling is additive, not a replacement for how your team sells today. You’ll also ensure the “skill gap” between existing sales professionals and future new hires is nonexistent; thus, you’ll make social selling training part of your new hire onboarding.   10

11. THE DEFINITIVE GUIDE TO SOCIAL SELLING TRANSFORMATION PART 1: DIGITAL FOR SALES Throughout all business units, your sales and marketing teams are leveraging social “every deal, every day” (as quoted by Jill Rowley) as part of the following three intersecting pillars of social selling: TRIGGER SELLING 1. Trigger-based Selling: Internal or external events happening around your buyer, and this digital information can alert a sales professional in real time, allowing for highly contextual conversations. SOCIAL SELLING 2. Insights-based Selling: According to Forrester, “74% of buyers choose the sales team that was first to provide value and insight within their buying journey.”  Shaping your Buyer’s Journey early is critical, and leveraging digital insights will help arm your buyer with information to make informed decisions. INSIGHTS SELLING REFERRAL SELLING 3. Referral-based Selling: People buy from people.  The road map of relationships can be mechanized through tools such as LinkedIn and Twitter.  You can build a relationship road map to establish deeper connections with your buyer. 11 11

12. THE DEFINITIVE GUIDE TO SOCIAL SELLING TRANSFORMATION PART 1: DIGITAL FOR SALES STAGE FOUR Social Selling is simply a by-product of effective sales and marketing alignment at scale across your organization. Your company has created streamlined communication bridges between sales and marketing, which have increased the flow of new ideas for digital insights.  At a tactical level, your company would have an insights committee, which is a group of sales professionals that meets regularly with the marketing department to develop new digital insights that fuel sales conversations.  Sales and marketing alignment also begins to formulate new ways to measure success. Great social selling teams recognize that a buyer’s journey involves both the marketing and sales efforts; thus, everyone in marketing and sales becomes accountable to winning that new buyer.  You’ll recognize greater sales and marketing alignment when your marketing team is no longer focusing on website traffic or lead volumes as their ultimate key metric.  SALES & MARKETING ALIGNMENT 12 12

13. THE DEFINITIVE GUIDE TO SOCIAL SELLING TRANSFORMATION PART 1: DIGITAL FOR SALES Alignment occurs when your team begins to create metrics around the handshake between sales and marketing, at the sales qualified lead, or opportunity level. Marketing will be accountable for delivering a percentage of sales qualified leads to achieve a sales professional’s quota attainment, and sales is accountable for timely pursuit and proper nurturing of these leads with social selling best practices. Everyone is ultimately accountable to new sales bookings. Tactically, a Service Level Agreement between sales and marketing takes form and becomes the blueprint for accountability among all team members. This consistently developed intellectual property is repeated by creating a process that we call the “IP Transfer Loop.” The IP Transfer Loop has a sales professional story-tell an idea based on buyer’s challenges, and the marketing team turns this idea into a new digital insight for sales professionals to leverage with their buyers.  As sales deploys these digital insights into the market, buyers provide more feedback in the form of objections, concerns, questions. This cycle continues to repeat itself, with more sales feedback, while developing more and more granular insights that are highly valuable for the buyer. 13 13

14. THE DEFINITIVE GUIDE TO SOCIAL SELLING TRANSFORMATION PART 1: DIGITAL FOR SALES STAGE FIVE “Team Revenue” is what we call the interlacing of marketing and sales departments. Your commercial team recognizes emphatically that everyone in digital marketing and sales is accountable for helping buyers throughout their journey. Each team member has also completely bought in to Aristotle’s definition of synergy, that no role is more important than another, nor can be short-cut to be a successful DigitalSales organization. We recognize that while the business cards and LinkedIn profiles of sales and marketers will always show the external world that they have a traditional role and title, internally they are just a member of one unit — Team Revenue. They are accountable to only one number — sales bookings! DIGITAL TRANSFORMATION: SALES & MARKETING INTEGRATION Social selling continues to be one of the rising stars within B2B, as large and small companies continue to incorporate it into their processes. 14 14

15. THE ROLE OF SALES TODAY PART 1: DIGITAL TRANSFORMATION FOR SALES Most B2B buyers are online, self- educating about solutions before speaking with sales professionals. They view talking to a sales professional as a distraction and do not want to be constantly contacted for a pitch. The modern buyer demands that companies provide a more relevant and easier digital path towards their solution. Consultative sales roles are best equipped to deliver the services the buyer needs during their sales process. Here are six traits of the consultative sales rep: 1. Embraces technology 4. Communicates effectively 2. Shares new ideas 5. Seeks collaboration 3. Exhibits business acumen 6. Leverages data Although the apparent digital shift has changed the way people buy, buyers still want a personal connection in some cases. This presents an opportunity to reboot your sales organization to meet the modern buyer. DID YOU KNOW? By 2020, customers will manage 85% of their interaction with companies without even engaging a human. — Forrester 15

16. RESTORING THE BALANCE BETWEEN SALES AND CUSTOMER SOCIAL SELLING HELPS RESTORE THE BALANCE BETWEEN BUYERS AND SELLERS PART 1: DIGITAL TRANSFORMATION FOR SALES Engage buyers on their terms Engage sellers on own terms Share View sellers as more authentic Listen and learn Learn from influencers buyer-centric content Sellers Customers 16

17. SOCIAL SELLING ADOPTION THE DEFINITIVE GUIDE TO SOCIAL SELLING TRANSFORMATION PART 1: DIGITAL FOR SALES 80% 70% 72% 67% 60% 50% 50% 47% 40% 30% 33% 28% 27% 26% 20% 24% 20% 10% 13% 12% 0% Social media is a highly effective tool to identify new business opportunities. Social media is a highly effective tool to identify decision makers. 2013 World Class 2014 World Class 2015 World Class 2013 All 2014 All 2015 All Source: 2015 MHI Sales Best Practice Study 17 17

18. BENEFITS OF SOCIAL SELLING PART 1: DIGITAL TRANSFORMATION FOR SALES REVENUE GROWTH 61% of organizations engaged with social selling report a positive impact on revenue growth. BUILD RELATIONSHIPS 62% of sales pros at large companies agree social selling helps them build stronger & more authentic relationships. — LinkedIn, States of Sales in 2016 — State of Social Selling in 2016, Sales for Life EDUCATE CUSTOMERS 74% of today’s B2B buyers conduct more than half of their research online before making a purchase. QUOTA ATTAINMENT Social sellers realize 66% greater quota attainment than those using traditional prospecting techniques. — Forrester Research, B2B Buyer Journey Mapping Basics, 2015 — Forrester Research COMPETITIVE ADVANTAGE 78% of sales pros using social media perform better than their peers. CUSTOMER RETENTION 33%+ of customers are less likely to cancel/churn. — Forbes, Social Media and Sales Quota Report — McKinsey & Company, *Transforming Customer Experience: From Moments to Journeys, 2013 ENGAGE BUYERS ONLINE 82% of prospects are active on social media. MULTI-THREADED APPROACH There are 6.8 decision-makers participating in an average enterprise purchase. — InsideView, How to implement a Social Selling strategy — Gabriel Tsavaris, CEB - Qotient Sales Disruption Seminar 18

19. BREAKING DOWN THE SILOS PART 1: DIGITAL TRANSFORMATION FOR SALES We call your core social selling team “Three Amigos.”   The Three Amigos are made up of three senior leadership types: Sales Leader(s) Marketing Leader(s) Operations/Enablement Leader(s) The organization must mandate that all three divisional leaders are equally part of social selling planning and execution. Each role will be a vital dance partner.   Don’t discount each roles’ involvement in success, or you’ll risk everything falling apart. The important part is understanding what these three job functions require for overall social selling success. Using this information, you can plot a course for yourself or others in your organization to share these responsibilities. 19

20. THE DEFINITIVE GUIDE TO SOCIAL SELLING FOR LEADERS PART 2: THE ROLES 20

21. SALES LEADER PART 2: THE ROLES You are the voice of accountability.   We’ve seen Marketers, Sales Operations and/or Sales Enablement leaders champion a social selling program by themselves. The result has nearly been a 100-percent failure rate because the sales professional ultimately does not report to those roles. With proper sales leadership accountability, a sales professional will learn a new skill, and the sales leader will be responsible for helping to ensure that newly acquired skill is actioned into a sales outcome. Sales professionals will emulate you because they assume your actions are a reflection of what made you so successful. Don’t forget that you as a sales leader are under the microscope of tens, hundreds or thousands of sales professionals each day. If you’re social, they’ll become social. 21

22. WHAT SALES LEADERS ARE SAYING TODAY GOING FROM “ZERO TO SIXTY” PART 2: THE ROLES HOW IMPORTANT IS EXECUTIVE BUY-IN? It’s critical. Sprint is a transforming company, so every penny is managed and looked three times before we spend it. We see our sales professionals to a high extent using social every day which is fantastic — both to find the right prospects and to more importantly communicate with their network and become a valued asset out in the world. But it’s all about results. At the end of the day, we’re doing this to become a more effective selling machine. We want to reach out to more customers, tell our story and bring value through social. It really helped us to become a better selling organization, but out of the gate, it started with the simple things I could measure like SSI, connections, how much time spent on social. In the end, it’s all about how the funnel is looking, more interactions through social and driving more sales. In many cases, can we accelerate the sales cycle or improve our close ratio? Because we’re now first in as a thought leader and we’re seen as a valued partner to our customers. We’re getting first call, not necessarily called into the RFP. Chris Brydon Vice President, Enterprise Sales West Sprint Getting buy-in and having a CEO believe in social definitely helped us. As we gained competence as a team, leadership really felt we had modernized the sales force and invested in them by giving them a new social playbook. “I was looking for a way to get my sales force from ‘zero to sixty’ though social selling. Like most organizations, my team was all over the board, with little time, money or expertise to develop a social program. Working with the team from Sales for Life we were able to achieve a significant lift in our social selling index, skills and most important our funnel. Sales for Life got us there in 10 weeks flat, leaving us with a sustainable social program accelerating our time to revenue.” WHAT KPIs HAVE YOU BEEN MEASURING FOR SUCCESS? It’s ultimately pipeline and revenue. We started to measure activity from the get-go and our activity quadrupled in the social space, and we started to see this immediately in the funnel. In terms of demand, we started to see social translate to sales early on in the process. Though the first KPI for us was just SSI. We wanted to keep our team’s SSI scores up. Then we looked at their connections as well as certification. 22

23. SALES LEADERSHIP COACHING PART 2: THE ROLES The second way to drive accountability is to manage and coach social selling in your one-on-ones. In his book Sales Management. Simplified, Mike Weinberg talks extensively about the importance of the one-on-one between sales professionals and their sales leader. The results of successful one-on-one coaching is straightforward; you get the results that you measure and coach toward. If you don’t explore your sales team’s social activity as part of your one-on-ones, how can you expect social activity to happen? If you’re constantly reinforcing elements of social selling to go deeper and wider into accounts, expect that social will become part of their daily cadence.  Here is a tactical example of what you can implement: 1. LEARN FIRST 2. CONTEXTUALIZATION Before your sales professionals learn a new social selling action, you learn the action first. You then contextualize the action for the sales team (why it’s important, how it works within your sales process, what value it will provide). 3. REINFORCEMENT 4. BUILD HABITS Later, reinforce that same social selling action at each one-on-one meeting until you feel each sales professional has incorporated this action into his or her sales DNA. Once the previous action has become habitual, layer on a new social selling action into a sales professional’s daily cadence. 23

24. MARKETING LEADER PART 2: THE ROLES According to Forrester’s Report Embrace B2B Social And Meet Buyers On Their Terms, 67% of companies need marketing to support social selling activities with content. No longer do teams work in silos; instead, successful social selling programs require sales and marketing to constantly exchange resources, expectations and expertise. 67% You will be expected to run a data-driven machine, but most likely throwing away the current ways you’re measuring your current success. A social selling organization has its marketing team measured against its delivered percentage contribution of sales quota with sales. This alignment between sales and marketing will allow for much faster and effective insights creation, which will fuel buyer conversations. Marketing must become the factory that creates, organizes, helps expand discovery of and measures the engagement of all insights consumed by your buyers. Your analysis will go deeper than you’ve ever gone before by measuring the percentage of marketing’s efforts (direct leads and accounts, and indirect influence) to the sales team’s quota attainment.  And you’re most likely nowhere near hitting sales targets today. This simple accountability change is where you’ll establish your first mindset shift. Gone are the days of thinking about website traffic, clicks, opens, retweets and lead volume. None of these metrics are going to be sufficient goals for your team in 2017 and beyond. 24

25. WHAT SALES LEADERS ARE SAYING TODAY GOING FROM “ZERO TO SIXTY” PART 2: THE ROLES CONNECTING THE DOTS GLOBALLY: SCALING WORLDWIDE “Sales and marketing is constantly looking at ways to enhance each other’s experience along the modern buyer’s journey. For any company that is rolling out social selling, you have to have executive buy-in. 2.EXECUTIVE BUY-IN “We needed a way to continue getting content along that journey from a prospect’s behavior standpoint. One of the problems was empowering sales reps to share the content themselves. Marketing had programs in place so we needed to partner with the marketing team and empower our sales force to get the right content in front of prospects in the digital landscape.” This is necessary for reinforcement and support which then trickles down throughout the entire salesforce. Kristine Vick Principal Marketing Specialist: Analytics Necessary for social selling implementation: SAS Institute 3.SCALABILITY 1.ALIGNMENT BETWEEN SALES AND MARKETING THE GREAT DEBATE: BUILD VS. BUY Our EVP of Sales (Carl Farrell) wanted to role this out to not just the United States but to Latin America and Canada. We need to have a scalable solution and we also wanted to roll this out in a very short timeframe. For us to build that in house and get that expertise, we knew that was not going to happen for the timeframe we wanted to reach. Sales professionals use different strategies, however adopting best practices and ensuring scalability across the organization is key. Sales can’t do this alone so we started as a pilot together. Jennifer Hill Senior Manager, Sales Operations SAS Institute We were able to roll this out to 600 folks very quickly in Latin America and the U.S. and now Europe. 25

26. SALES ENABLEMENT LEADER PART 2: THE ROLES Sales Operations and Sales Enablement is the glue between sales and marketing.  Your responsibility is to bring all the people, process and technology together into one workable system. We have found that successful social selling implementations come from progressive enablement teams that have no fear pushing the internal sales status quo. These progressive leaders have no time or patience for hearing sales professionals grovel about “not having time for training.”  These enablement leaders know that learning behavior is a leading indicator to future sales success. 26

27. PART 2: THE ROLES One of your first steps is visualizing and documenting your current sales process in complete transparency for both sales and marketing.  After plotting your sales process, and gaining approval from sales and marketing that this is your go-to-market system, you can interweave where social selling slots into that process.  85% percent of your sales and marketing teammates are visual learners – so leverage visual documents that help everyone see the tactical steps.  This visualization is the basis for an accountability document you’ll create called the “Service Level Agreement.”  Social selling is an additive process that complements your existing sales process.   85% Do not attempt to boil the ocean by trying to reengineer a huge portion of your sales process for social selling in one dramatic fashion. All you’re going to get from sales professionals are blank stares and rolling eyes.  Your goal is to showcase tactical steps that sales professionals have been missing, and with a slight altering to their current activity within their current process, they would be effectively social selling. 27

28. WAYS TO ALIGN PART 2: THE ROLES LEADERSHIP SERVICE LEVEL AGREEMENT CONTENT CREATION PROCESS Creating an Insights Committee achieves sales and marketing alignment because it gets sales involved in the content creation process—and ensures that marketing is always creating content buyers need. The role of sales leadership is to provide accountability. Leaders need to provide accountability to their sales professionals. Without it, the program can’t succeed. Service level agreements are outlined for each stage of the revenue cycle. They determine how quickly the sales team will respond to an MQL, what happens if they don’t, etc. They encourage accountability and make it easier for each team to measure their results. COMMON DEFINITIONS BUYING JOURNEY TECHNOLOGY Create a common set of definitions to make sure you’re communicating effectively. Start with a clear picture of your customer. This will help you gain insight into your ideal customers, define common goals and identify each step of your buyer’s journey. Technology is not wholly responsible for alignment and should only follow after aligning people and process. The role of technology is meant to accelerate and scale your strategy. DEFINE IDEAL CUSTOMER PROFILE PEOPLE The ideal customer profile is who sales and marketing decide to target. VP of sales at enterprise tech firms? Director of marketing at IT corporations? Research your ideal customer and define who they are. COMMON METRICS Team building helps people get to know each other. Team lunches, celebrations and outside- of-the-office gatherings helps build trust among team members and ensures that people feel comfortable leaning on each other for support. It’s recommended you measure these activities together. Each is good individually but in unison they are the best predictors of sales impact. 28

29. THE DEFINITIVE GUIDE TO SOCIAL SELLING FOR LEADERS PART 3: HOW TO GET STARTED WITH SOCIAL SELLING 29

30. 10 COMMANDMENTS OF SOCIAL SELLING PART 3: HOW TO GET STARTED WITH SOCIAL SELLING 6. INTEGRATE INTO EXISTING PROCESS 1. GET EXECUTIVE BUY-IN 7. COMMIT TO ONGOING TRAINING 2. LINE UP RESOURCES 8. HAVE CLEAR POLICIES AND GOVERNANCE 3. IDENTIFY CONTENT GAPS 9. INVEST IN TECHNOLOGY 4. START WITH A PROOF OF CONCEPT 10. PROVIDE ONGOING COACHING AND ACCOUNTABILITY 5. LINK TO METRICS DID YOU KNOW? 30% of companies say their social selling training needs “a complete overhaul”. — CSO Insights 30

31. EXAMPLE OF AN IDEAL CUSTOMER PROFILE OR BUYER PERSONA PART 3: HOW TO GET STARTED WITH SOCIAL SELLING CEB Global found that an average of 6.8 decision makers are involved in the average B2B buying committee. Social selling is the most effective route to create a comprehensive customer profile that covers the internal politics of buying. Sales teams need to penetrate deeper into an organization, beyond the buyer representatives to the decision makers who support them. Successful teams concentrate on finding and engaging with the “mobilizer,” or internal brand advocate, who can keep the buying process in motion from the inside. Source: Hubspot 31

32. THE CURRENCY OF BUYERS: CONTENT PART 3: HOW TO GET STARTED WITH SOCIAL SELLING As you may know, sales reps who engage buyers with content facilitate better relationships and reinforce insights without a sales pitch. The right content can gradually transform ordinary sales professionals into trusted resources, thought leaders and industry experts. Content can come in the form of blogs, eBooks, videos, webinars and others. Build Trust Thought Leadership Credibility Authority Typically, sales is demanding the marketing team to produce content that answers questions they hear in everyday interactions with prospects and buyers. The question now is, why isn’t marketing producing this? By including sales into the content creation process, this will create a fundamental alignment between sales and marketing. Secondly, creating a centralized content library that is aligned with the buyer journey and persona can accelerate the entire education process. This is not just about your company’s content but third-party thought leadership content that sales professionals can leverage to demonstrate subject matter expertise and knowledge about the buyer’s challenges. 32

33. THE INSIGHTS FACTORY PART 3: HOW TO GET STARTED WITH SOCIAL SELLING Your Insights Factory will travel from the foundations of creating insights, all the way to evaluating the engagement of these insights to make informed decisions for incremental improvement. There are four pillars to the Insights Factory: DID YOU KNOW? Reps who exceed quota share 23% more content each month on social media. 1. Create: a foundation for developing new insights at scale. The scaling process will accelerate depending on how much you invest in people, process and technology. 3. Organize: insights, which need to be exposed to your buyers fast. This is only possible when you enable with tools that allow the sales team to capture and share insights in a seamless motion. — LinkedIn 2. Discover: innovative “guerrilla- marketing like” ways that you grow sales pipeline. Great marketing teams experiment, measure, rinse and repeat. 4. Evaluate: every interaction your insights are having with buyers. By compounding these interactions together, you will uncover trends that help you roadmap a prescriptive way to make incremental improvements to your Insights Factory. 33

34. WHERE DO YOU STAND? PART 3: HOW TO GET STARTED WITH SOCIAL SELLING On average, approximately 20% of sales professionals in technology companies are sharing content. We checked this over a 4-week period across the top 250 technology companies of the world. 34

35. MINDSET, SKILLSET, TOOLSET PART 3: HOW TO GET STARTED WITH SOCIAL SELLING The initial focus will be to convince your sales team why this is important and that will take some good, old fashioned elbow grease work. Causing a mindset shift will allow sales to understand why social is needed. Once behaviors have demonstrably changed and upside ROI is the output, you can layer technology and tools to accelerate results. But sales acceleration happens only when mindset is shifted first. Often times the challenge in any organization is the sales teams’ low technology and tool adoption, even social selling tools. Focus on retooling the mindset first before offering any technology to sales. “Learning how to use Social Networks requires more training than dialing the phone or sending an email.” —Jill Rowley Social Selling Evangelist 35

36. BEYOND JUST SOCIAL MEDIA PART 3: HOW TO GET STARTED WITH SOCIAL SELLING When we hear the term social selling, we immediately think of LinkedIn’s many features (e.g. LinkedIn Sales Navigator, Trigger Selling, InMails, groups, etc). But the reality is that social selling, in order to be successful, is a process that involves a lot more in an organization. Social selling incorporates other platforms, as well as strategies like marketing alignment, CRM integration, and measurement. LinkedIn can only take you so far because you’re just skimming the surface. Many Sales Enablement teams fall into a fallacy where they believe LinkedIn is the end all, be all. This unfortunately is what leads to inconsistent social activity. Throwing LinkedIn Navigator at a sales team and hoping they learn them is like blindly throwing a dart at a target. By doing so, there’s a lack of a concrete follow-up plan to ensure that strategies turn into an actionable process which ultimately builds pipeline and generates revenue. This problem doesn’t exist in traditional sales training, nor should it exist in social selling training. However this is what happens today. In short, the plan to strategically incorporate social into the overall sales process and activity cadence should be the goal. 36

37. THE DEFINITIVE GUIDE TO SOCIAL SELLING FOR LEADERS PART 4: HOW TO MEASURE SOCIAL SELLING 37

38. LEADING, CURRENT AND LAGGING INDICATORS PART 4: HOW TO MEASURE SOCIAL SELLING Current Indicators: You have tools that measure if new learnings are being translated into sales outcomes. Examples of these tools are: Lagging Indicators: If you’re not keeping track of the leading and current indicators, you can’t do anything about a lagging indicator for the next 90-180 days. Leading Indicators: Learning, and the willingness to learn, is a Leading Indicator. You first need to understand whether you’re creating a behavioral shift in your organization. • CRM – Are your sales professionals having new social conversations logged as Activity? Lagging indicators provide a summary of your efforts in trying to hit major milestones and goals. • Leading indicators are the tools and processes you can implement to help you understand if sales and marketing professionals are digesting new ideas and applying those ideas to their daily activity. • Marketing Automation – Are new Leads being driving through Social Campaigns? What increase is social having to your new Leads? For example, they help you answer the following questions: • Are you trying to hit a certain sales quota attainment with a certain percentage being social selling? • Leading indicators can help you determine if your sales reps are taking full advantage of social selling. In a nutshell, you’re measuring the mindset shift that translates to behavior. • LinkedIn Sales Navigator – Are your sales professionals leveraging the tool on a daily basis? Which teammates are consistent users and driving new social conversations? • What percentage of your pipeline is attributable to social? To measure leading indicators, companies will often leverage learning management systems during training programs. They can see the engagement of their team—who’s watching videos, doing assignments, doing their practicums and certification tests. • Employee Advocacy – Are your sales professionals consistently sharing insights? How are your sales team’s social networks becoming lead generation machines for your company? • Is there an incremental change in pipeline because of social? • What net new bookings and conversations can be attributed to social conversations either from sales professional-driven and or marketing- driven through demand gen waterfall? 38

39. THE ROLE OF LINKEDIN NAVIGATOR PART 4: HOW TO MEASURE SOCIAL SELLING LinkedIn Sales Navigator helps your organization mechanize the LinkedIn platform for Current Indicator measurement. The platform has evolved beyond general prospecting, and become an excellent account-centric sales tool. Its ultimate value is LinkedIn speed-to-execution, and depending on the size of your organization, the scaling speed can mean huge selling hours saved. LinkedIn Sales Navigator aggregates many of the processes that your sales team is naturally doing with a regular LinkedIn account, but packages the process for Account-based selling. Save 10 minutes per day, times 250 business days, times 1,000 sales professionals and the speed-to-execution becomes massively important. As you’re seeking ways to leverage the tool for measurement, LinkedIn’s Social Selling Index Score (SSI Score) is an obvious choice. This score out of 100 is a gauge for your team to stack rank team members, and against industry peers. You can also leverage the reporting section to give you highly valuable information on the following: • What is our usage and adoption? • Are we “Socially Surrounding” our Accounts? • Are we committing to Social Engagement? On a daily basis, you want your sales team finding social signals and creating greater conversational engagement. LinkedIn Sales Navigator will centralize that information. 39

40. THE CURRENCY OF BUYERS: CONTENT PART 4: HOW TO MEASURE SOCIAL SELLING If you’re a professional – in sales, marketing, finance, etc. – LinkedIn’s Social Selling Index score is one measurement of your social media and networking progress. The SSI Score is out of 100 and weighted equally across 4 areas: 1.Establishing your professional brand. 2.Finding the right people. 3.Engaging with insights. 4. Building relationships. Basically, the SSI score is everything you already know you should do in sales overall, but now captures these metrics with your social presence. 40

41. METRICS MEASURING BEHAVIORAL CHANGE PART 4: HOW TO MEASURE SOCIAL SELLING Sales Operations is the lynchpin to developing your Social Selling KPI metrics and milestones, and aligning these to corporate goals. You will centralize the numbers to create one source of truth. We cannot stress enough that improper metrics is where social selling programs crash and burn the fastest. The reason for failure without proper centralized metrics is each of the “Three Amigos” department leaders begins creating “what’s important to my group” metrics in a vacuum. Even worse, we’ve seen many departmental leaders decide to roll out a social selling program, but never inform the other departments the program even exists. How can you have expected to succeed? Your goals may have little consequence to the overall corporate goals and initiatives. Ultimately, and we’ve watched this misalignment unravel against my constant advice, the failed program ends in a company “blame game.” This is a circle of blames that get passed off to other departments for your Social Selling program failures. • If sales leadership is not aligned, then expect there will be little accountability for sales professionals to drive social selling actions with any consistency. • If marketing is left in the dark, then the sales force will be without sufficient content and inbound leads to fuel buyer conversations. • If enablement hasn’t been part of designing a continued education plan, then expect the sales force to revert to old habits within a short order. 41

42. QUANTIFIABLE OUTCOMES FROM SOCIAL SELLING PART 4: HOW TO MEASURE SOCIAL SELLING To mitigate this frustration up front, get sales, marketing, and sales operations/sales enablement leaders in a room and develop “what does success look like for you?” Remember, people are typically self-serving, so get their needs out on the table. Listen to what success means for each of these departments and begin crafting a common goal. What shared successes can you all align to? From this vision, begin creating more tactical goals for each department. Each goal has to be quantifiable – no fluff, no subjection. 42

43. PART 4: HOW TO MEASURE SOCIAL SELLING Here is an example of that alignment: WHAT DOES SUCCESS LOOK LIKE FOR THE COMPANY? WHAT DOES SUCCESS LOOK LIKE FOR SALES LEADERSHIP? WHAT DOES SUCCESS LOOK LIKE FOR MARKETING LEADERSHIP? WHAT DOES SUCCESS LOOK LIKE FOR SALES ENABLEMENT? The CEO said on our last conference call that, within six months, we need to create a 20-percent incremental uplift in the sales pipeline. That sales pipeline growth can come from either new prospective accounts and existing accounts. Within the 20-percent sales corporate goal, the sales force will contribute 50-percent of that corporate goal. That equals 10-percent, half of the 20-percent incremental uplift required. This half from sales will be a socially-driven pipeline from direct sales activity. To make this sales pipeline growth possible, within the first 90 days, 90 percent of the sales team will be certified on social selling through a written and practical test. The certification will be a combination of a multiple-choice exam, plus practicum presentation. The practicum will have each sales professional create a new lead using social selling activity, and present that new lead to their sales manager for verification. By multiplying one new lead per sales professional, against all sales professionals, we will reach the sales pipeline goals necessary for the required sales- portion of our social selling KPIs. Within the 20-percent sales corporate goal, digital marketing will contribute 50-percent of that corporate goal. That equals 10-percent, half of the 20-percent incremental uplift required. This half from marketing will be from inbound leads driven by digital insights. Second, the other 50 percent (which sales is being measured against) will be marketing’s responsibility to map the indirect Lead Attribution (within the “Content Consumption Story”) of each buyer in the pipeline, showing the value insights are having on sales pipeline. 43

44. PART 4: HOW TO MEASURE SOCIAL SELLING Behavioral change happens through practice. Often, commercial leaders who, by no fault of their own, immediately want to only measure “how much money did we make from social?” Don’t get me wrong, this is the most important measurable. But sales from social selling is a Lagging Indicator to success. Measuring socially-driven sales will give you a snapshot of the last 90 or 180 days, but what do we do about these sales numbers if you’re not hitting your quota? That correction should have been made weeks or months ago. Change your mindset to thinking of measuring three levels of indicators. First the Leading, then Current, and finally, Lagging Indicators. 44

45. LEADING, CURRENT AND LAGGING INDICATORS  FOR THE KIRPATRICK MODEL THE DEFINITIVE GUIDE TO SOCIAL SELLING MEASURE SOCIAL PART 4: HOW TO SELLING Goals of Each Level KPIs Measured ROI = Level 5: ROI Capture Can ROI be measured? (Revenue – Investment) / (Investment) 1. Sales Meetings Generated 2. Pipeline 3. Revenue *Tracked in Marketing Automation and CRM systems Level 4: Sales Impact Can sales impact be realized? 1. LinkedIn SSI Score 2. LinkedIn Network Growth 3. Daily Time Spent Social Selling 4. Content Sharing Impact Level 3: Behavior Change Has behavior changed as a result? 1. Module Completion 2. Live Training Attendance 3. Certification Completion Level 2: Knowledge Transfer Has knowledge transfer occurred? Are learners satisfied with the content? 1. Satisfaction data on curriculum 2. Satisfaction data on instructor Level 1: Satisfaction 45 45

46. A MULTI-THREADED CADENCE PART 4: HOW TO MEASURE SOCIAL SELLING Like a great business plan, you need to plot your action plan. Random acts of social in an account will get you nowhere. The statistics from InsideSales.com are clear: sales professionals are attempting less than two touchpoints per buyer, when the needed touchpoints for your business could be 7-10 over 30 days. Today sales professionals have even less structure and patience for a defined cadence and follow-up process. Perhaps you have an existing multi-touch cadence. The only difference between this new sequence, and your old sequence, most likely, is adding social touchpoints. If you don’t have a defined cadence, please feel free to use the below framework to help you get started. A defined cadence isn’t about barraging a buyer with all mediums, all the time. But it does require you to be fluid and to experiment. Experiment with different articles, video messages and email templates that include a digital insight attached, voicemail messages leading to a landing page and so on. Whatever you do, add value on every touchpoint. Value means teaching your buyer something new that he or she didn’t know yesterday. We personally find it gratifying when prospective buyers email, LinkedIn or Twitter message us, and first acknowledge that it’s been our “point of view” and content shared that has led to them reaching out to us. 46

47. 11 STEP DAILY ROUTINE THE DEFINITIVE GUIDE TO SOCIAL SELLING MEASURE SOCIAL PART 4: HOW TO SELLING THE ULTIMATE SOCIAL SELLING ROUTINE FOR THE MODERN SALES PROFESSIONAL A social selling routine that works only takes 30-60 minutes a day. How do we know? We spoke with 65,000 sales professionals who are on social day in, day out. Below you’ll find what those sales people told us — a comprehensive, up-to-date routine of social selling best practises to ensure you can impact every stage of the buyer’s journey. EDUCATE Discover relevant content to share. Does my content spark meaningful conversations with buyers? 1 STEP ONE TO WEBSITE NABEL BENDAGO NABEL BENDAGO 15 Insights That Prove The Value Of Social Selling Click here to see the full routine. 2 Share or publish content with your social network. Am I sharing content where my audience is? STEP TWO 47 47 +50

48. TECHNOLOGY THE DEFINITIVE GUIDE TO SOCIAL SELLING MEASURE SOCIAL PART 4: HOW TO SELLING 48 48

49. THE DEFINITIVE GUIDE TO SOCIAL SELLING FOR LEADERS Sales for Life is known as the global leader in building, scaling and managing social selling programs. We train sales and marketing organizations—from leaders to individual contributors. We have built social selling programs for over 300 clients in nearly every industry, ranging from start-ups to Fortune 500 corporations. 49

50. ABOUT SALES FOR LIFE THE DEFINITIVE GUIDE TO SOCIAL SELLING TO SOCIAL SELLING FOR LEADERS THE DEFINITIVE GUIDE CHAT WITH OUR EXPERTS Transform your organization to serve today’s buyer with digital and social selling Create buy-in, measure success and scale digital and social selling across your organization with Sales for Life three levels of implementation: 1. Create organizational awareness. Teach people about the changes happening in B2B sales and marketing with insightful keynotes, and actionable digital and social selling workshops. 2. Build a business case. Understand the state of your organization through tailored assessments and audits. Kickstart digital and social selling, get results and build your case for scale with our robust education and enablement platform. 3. Scale your success. Drive accountability, measurement and scale digital and social selling success with an integrated strategy. CHAT WITH OUR EXPERTS 50 50