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Title: Georgia State University and Spencer Stuart: Sales Executive RoundTable Meeting


1
Georgia State University and Spencer
StuartSales Executive RoundTable Meeting
  • Prepared by Tim Henn, Atlanta
  • May 17, 2013

2
Table of Contents
Introduction
Overview of Spencer Stuart International
Why is Spencer Stuart Any Different than Other Global Competitors?
Sales Officer Practice
Whats Hot? - Key Trends and Skills Set Needs in Sales Leadership
Compensation Observation and Trends
Tips on Executive Recruiting
3
Timothy J. Henn
Atlanta office
  • Tim Henn is a member of Spencer Stuarts
    Technology, Communications Media Practice and
    leads the firms sales officer business in North
    America. He also is a member of the Private
    Equity and Information Officer practices, and a
    core contributor to the firms Cloud Computing
    initiatives. Bringing more than a decade of
    executive search experience to his work, Tim
    conducts assignments for clients across North
    America, Europe and Asia. He concentrates on
    chief executive officer, general manager and
    other senior-level positions for technology and
    communications clients. Tims technology clients
    include communications service providers,
    wireless and wireline networking equipment and
    software companies, mobile device makers, and
    providers of cloud computing services, datacenter
    services, and optical systems and components
    from early-stage venture-funded startups to the
    largest multinational corporations.
  • In-depth technology expertise
  • Before joining Spencer Stuart, Tim was with a
    global retained executive search firm for more
    than seven years as a senior member of its
    technology practice.
  • He also has 14 years of technology industry
    experience in strategy development, product line
    marketing and sales. Tim worked for Motorola for
    six years, where he led strategy efforts for the
    companys communications equipment businesses. In
    addition, Tim contributed to Motorolas most
    significant acquisition, General Instrument, and
    to the strategic assessment of Motorolas
    broadband wireline, wireless and satellite
    investments.
  • Tim spent seven years in Silicon Valley working
    in senior marketing and product management roles
    for early-stage companies in data networking,
    communications software and semiconductors.
  • Tim is a graduate of Cornell University with a
    degree in electrical engineering and also holds
    an M.B.A. from Harvard Business School.

Contact Information Atlanta office thenn_at_spencerst
uart.com dd 1 404.504.4418
4
Introduction to Spencer Stuart International
5
Our Firm
Who we are
Founded in 1956 and still privately held, Spencer Stuart helped establish the senior-level executive recruiting industry More than 300 consultants with a unique blend of professional search experience and specialized industry and functional expertise Experienced and highly knowledgeable associates, researchers and executive assistants round out client service teams and contribute to our knowledge of relevant candidate pools
Where we are
In 54 offices in 29 countries around the world With select clients, from major multinationals to emerging companies and nonprofit organizations, helping to address their senior executive leadership requirements In the boardrooms of companies around the world, from the largest multinationals to private equity-backed businesses
What we do
Partner with companies to find CEOs, presidents/COOs and their senior management teams, conducting more than 4,000 assignments each year In addition to executive search, we Recruit exceptional directors and provide counsel on governance issues Assist boards in CEO succession planning Conduct management assessments of senior executives
6
Our Services
We provide an integrated suite of leadership services, including We provide an integrated suite of leadership services, including
Executive Search Executive recruitment focused on CEOs, COOs and other top-level functional leaders
Board Services Boardroom recruitment and governance counsel
CEO Succession Services Consultative services for boards CEO succession planning needs
Executive Assessment Services A proven, proprietary approach to helping clients more accurately evaluate the strengths of their senior leadership teams
7
Our Practices
Through our practices, we offer a deep
understanding of the challenges our clients face
in each industry and sector we serve, and of the
competencies required for success in a variety of
functional roles. Industry and functional
specialists work in partnership and across
borders to provide clients with the most
comprehensive access to candidate pools.
Industry Practices Industry Practices
Clean Technology Consumer Goods Services Education, Nonprofit Public Policy Financial Services Industrial Life Sciences Private Equity Professional Services Technology, Communications Media
Functional Practices Functional Practices
Board Services Chief Executive Officer Diversity Financial Officer Human Resources Information Officer Legal Search Marketing Officer Sales Officer Supply Chain
8
Sample of Spencer Stuart CEO Searches
Spencer Stuart conducts more than 300 CEO Search
and Succession assignments annually and has the
leading market share among SP 500 companies.
Succession/Search with Internal Candidates
  • Sherilyn McCoy, CEO
  • 2012
  • Hubert Joly, CEO
  • 2012
  • Jose Almeida, CEO
  • 2011
  • Brian Kelley, CEO
  • 2012

Ray Lane, Chairman, 2010 Leo Apotheker, CEO,
2010 Meg Whitman, CEO, 2011
  • Bill Brown, CEO
  • 2011

Chip Bergh, CEO 2011
  • Brian Krzanich, CEO
  • 2013
  • Mark Thompson, CEO
  • 2012
  • Dave Calhoun, CEO
  • 2006
  • Bryan Stockton, CEO
  • 2012
  • Mike Polk, CEO
  • 2011
  • Frits Van Paasschen, CEO
  • 2007
  • Marissa Mayer, CEO
  • 2012

Marc Lautenbach, CEO 2012
  • John Lederer, CEO
  • 2010

9
Why is Spencer Stuart Any Different than Other
Global Competitors?
  • Focus at the Top of the House Leading Board of
    Directors practice and CEO Succession Practice.
    CXO and VP level work in the U.S. with
    flexibility to do director-level work outside the
    U.S.
  • Speed Spencer Stuart understands the urgency of
    recruiting new executives quickly. Our process
    is geared toward both speed and quality. Heavy
    company investment in knowledge managers,
    proactive ID, local and central research, etc.
  • Senior Recruiters Lead the Effort from Start to
    Finish Spencer Stuart recruiters have, on
    average, 10 years of corporate experience and
    10 years of executive search experience. Our
    team remains engaged throughout the search to
    lead the effort.
  • Focus on Culture Fit Given our extensive
    knowledge of the candidate pool, our energies
    will be focuses not only on identification of an
    experienced executive but also on the culture
    and business fit of an executive who will excel
    in the client setting
  • Highest integrity with reputation for excellent
    quality work
  • Focused on accountability and business results
    and accustomed to aggressive growth goals
  • A collaborator who can play well in the sandbox
    with the existing senior team
  • High Accountability on Recruiting Consultant
    Client surveys at end of engagement are tied to
    bonus payments and are circulated to board
    members and senior management. This motivates us
    to meet and exceed your needs.

10
Potential Timeline for Completion
  • Key Milestones
  • Environmental Interviews with senior
    management Start
  • Finalize the position specification 48 hours
  • Confirm target list of companies 48 hours
  • Meeting to review long list of candidate
    profiles 2 3 weeks
  • Introduction of first 2-3 qualified candidates
    4 weeks
  • First slate of candidate interviews 4-5 weeks
  • Timing for key milestones is subject to travel
    schedule and availability of client team members
    and candidates.

11
Sales Officer Practice
12
Chief Sales Officer Practice at Spencer Stuart
With specialized sector and functional expertise,
consultants in Spencer Stuarts Sales Practice
bring to each search an in-depth understanding of
talent needs and marketplace realities.
Technology, Communications, Media
Business Professional Services
Financial Services
Consumer Goods Services
Life Sciences
Industrial
SALES FUNCTIONS
  • We are a global, dedicated team of 25
    consultants, many with a sales background.
  • We have conducted more than 1,000 sales searches
    over the past three years for clients that range
    from large multinational companies to private
    equity firms and their portfolio companies to
    emerging companies and nonprofit organizations.
  • For each assignment, we assemble a best team
    combining industry knowledge with functional and
    geographic expertise. We also conduct ongoing
    calls to review market intelligence and candidate
    pool development.

Vice President Sales
Major Account Sales
Channel Management
Sales Operations
Licensing Sales
Chief Revenue Officer
Vice President Sales Marketing
Business Development
Government Sales
CANDIDATE POOL EXPERTISE
13
Spencer Stuart Representative Sales Searches
TCM
Private Equity
Life Sciences
Industrial
Financial Services
Consumer
14
Defining the Sales Officer Role
The sales officer function demands a combination
of experiences and competencies that vary by
organization
Sample Experiences
Sample Competencies
Solutions Orientation
Major Account Management
Revenue Growth
Execution for Results
Client VP Global Sales
Sales Processes and Tools
Cross-Functional Collaboration
Strategic Sales Skills
Business Services Expertise
National Account Management
Recruitment and Development
Communication, Influence Impact at CFO level
Building Teams
Ultimately, needed experiences and competencies
will be determined by requirements of the
specific situation.
15
Spencer Stuart Sales Officer Practice - Candidate
Qualification Diagnostic
Multilayer Assessment of Potential Sales
Prospects in Conjunction with Candidate
Specification
Performance Data
Environment
  • Revenue Quota
  • Revenue Growth
  • Revenue by region
  • Revenue by product line
  • Margin growth
  • Customer segments
  • Channel mix
  • Hardware, software, services revenue split.
  • etc.

Strategic Impact
  • Reasons for revenue growth related to
  • New Products
  • New regional markets
  • Competitive dislocation
  • Maturity level of products and markets
  • Degree of maturity of operational processes
  • Growth in revenue compared to market share growth
  • Turnaround? High growth? Mature with slow
    growth?
  • Big company with matrix management, small company
    PE funded, etc.

Sales DNA Culture Fit
  • Development of new sales strategy to match
    new/existing corporate strategy
  • What decisions were made to impact sales
    effectiveness related to
  • Customer segmentation
  • Account coverage
  • Processes and metrics
  • Channel model dynamics
  • Incentive compensation changes
  • Performance management to raise individual and
    team effectiveness
  • Ability to balance sales growth and profit
    maximization
  • Talent management skills to attract and retain
    top talent
  • Line experience and operating orientation
  • Evaluation of key behavioral leadership
    competencies which map to
  • Best in class sales leader DNA
  • Specific client competencies
  • Leadership reputation internally and
    cross-functionally
  • Ability to create a winning culture
  • Philosophy on utilization of A, B and C talent
    across the organization

16
Evolution of the genus Sales Officers
17
The Science of Sales Has Become More Sophisticated
Rotation Succession Planning
Sales Strategy Organization
Recruitment Development
Sales Operations
Performance Management Compensation Plans
Sales Process Methodology
Account Management
Rewards Celebration
Technology (CRM, Pricing, Quoting)
18
Emerging Sales Officer Trends
and their leadership implications
Sales Operations Technologies
Four Channel Model
Consistency
Indirect Sales
Field Sales
Accountability
T R E N D S
Global Methodology
Inside Sales
eCommerce
Maximize Selling Time
LEADERSHIP IMPLICATIONS
  • Lack of effective customer segmentation and
    mapping of sales channel
  • Lack of effective collaboration to drive
    activity to the right internal organization
  • Invest in world class sales operations not sales
    support
  • Adoption non-negotiable at all levels
  • Consistent cadence to increase chance of success

19
Emerging Sales Officer Trends
and their leadership implications
Localization of Global Markets
Dated Go-To-Market Structures
Regional Customization
Vicious Price Competition
Shorter Product Profit Cycle
Exploding Emerging Markets
T R E N D S
Local Channel Preferences
Value Chain De-layering
Solutions Selling Requirements
Expat Expirations
LEADERSHIP IMPLICATIONS
  • Cost to serve specific customer segments way too
    expensive
  • Outdated structure provides for coverage model
  • Lack of clarity around selling skills to serve
    each customer segment
  • 3 region structures no longer adequate
  • Local language leadership required
  • Cultural complexity with one region (i.e. Asia
    Pac)

20
Emerging Sales Officer Trends
and their leadership implications
Scarcity of Strategic Skill Sets
Short term pressures on CEO
Fewer Sales Academies
T R E N D S
Churn of top sales leaders
Crushing 30/60/90 pipeline requirements
LEADERSHIP IMPLICATIONS
  • Develop skill sets in-house or recruit
    externally
  • CEOs and Vice Presidents of Sales need to agree
    on time required to develop sales strategy
  • Recruit rigorously to find scarce skills.

21
Compensation Observations
  • My data is a colored by B2B TCM, Industrial,
    Business Services
  • 100Mn revenue- 200K-225K base, 50 bonus
    plus equity North America
  • 100Mn revenue - 300-350K base, 50 bonus plus
    equity Global
  • 500Mn revenue 300K-350K base and 50 bonus
    plus equity - Global
  • 6Bn revenue - 450K base, 100 bonus, 400-1M
    per year in annual equity
  • Sign-on bonuses much less frequent since 2001.
    You must be leaving unvested equity on the table.
  • Shift from options to RSUs and PSUs has been
    dramatic
  • Overachieve plans on annual bonus are negotiable.
    Be prepared to discuss
  • Initial equity grants most common. Clients
    encouraged to be generous to attract best talent.
    Candidates need to be around in 3-4 years to
    collect!
  • Keep the recruiter in the middle on negotiations
    ability to speak openly, get a reality check,
    and to enlist the recruiter to negotiate on your
    behalf without burning bridges.

22
Tips on working with Executive Recruiters
  • Develop one or two key contacts per firm in your
    industry vertical (i.e. consumer, industrial,
    technology) or function (i.e. sales officer
    practice at SSI). No need to meet every partner
    at the firm we all talk and share candidate
    ideas.
  • We are retained by clients to pursue candidates
    that meet our mutually-defined specifications. We
    cannot conduct a search on your behalf, but can
    be helpful in recommending you to our colleagues
    around the world. Please let us know your
    willingness to move to Asia or Europe.
  • Develop your career as a pure play stock
    excellence in a given function or industry
    segment is always well rewarded.
  • Add data to the resume (dates, revenue before and
    after, team size, graduation dates).
  • Be a good source and help with suggestions for
    others this is much appreciated and expands your
    mindshare across the firm. We will not reveal
    your name as the source if requested.
  • SSI conducts high level and high impact searches
    for small, medium and large companies but
    quantity per consultant per year is 10-15. If
    you do not hear from us, it does not mean we do
    not think you are terrific. Each search is a
    very unique combination of required skills,
    experiences, channels to market, products, etc.
  • During interviews, there are only two real ways
    to crash and burn huge ego and providing
    long-winded answers to short, concise questions.
  • Self-awareness and self-assessment are
    extraordinarily well received and put you in
    another league of executive talent. Expertise,
    candor and humility are a great combination.
  • Check-ins every 4-6 months are fine. Any more
    than that may produce a negative impact.

23
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