The investment in training and complex problem to recruit the best sales engineers (SEs) means that deploying these critical resources to the field needs careful attention. What are the first questions you must ask to ensure the SEs are used to win the most important deals and you maintain the return on investment?
What is the mix of sales models?
Structuring the team needs to take into consideration the mix of sales models. Typically, these are indirect, direct and high touch. The latter need a similar profile, the former a profile which understands the partners needs along side those of the end user and company. Depending on the mix the team must be made up of an appropriate number of profiles.
How independent are the partners?
For the system integrators and partners, it is essential they understand the technology, ecosystem and value of the solution we are selling. The value to both them and the end user must be mastered. If not, the chance of losing the deal increases to a competitor who has made this clear. Depending on the lifecycle of the solution and the partner relationship there may be a need to invest resources in training the partners. During this learning curve not only do we have to train the partner, but we must invest more time to support their sales process and bring in an early deal.
Are our customers aware of the value proposition?
Getting the message out to the market is not the sole responsibility of the marketing team. SEs are an essential part of the team to flesh out the tag lines and presentations. This can be my attending shows, exhibitions, and speaking at events and participating in industry forums. More time needs to be allocated to support an end user during the sales cycle if they are unaware of the solutions and its value. In this case more customer visits are inevitable. Alongside demonstrations and proof of concepts.
Are we moving to a next generation solution?
It maybe a natural evolution of the portfolio, a merger or acquisition, or the arrival of some disruptive revolutionary solution. In any case the SE is going to need to train to become the local Subject Matter Expert. Additionally, there may be company and industry certifications to obtain. Therefore, the resources need to include enough people to allow some to be training.
What is the correct ratio of SE to sales?
My final basic question is what is the expected, or required, ratio of sales to SE. Many sales account managers desire a 1:1 ratio. This gives them a dedicated resource to bring in their quota. It makes for a strong partnership when things are working well. If the requirements in the above questions are high, this can leave the sales manager short of resources from time to time. It also impacts the SE variable pay. In a 1:1 ratio it makes sense for the variable elements of the salary to be directly linked to the account manager. At the other extreme a ratio of 4:1 can lead to conflict if the SE is pulled uncontrollably in 4 directions. In this scenario the objectives and variable components of the SE salary need to be carefully fixed to align with team, and corporate, goals.
First Steps
As part of my mission finding the answers to these questions is key to defining the team structure. The financial impacts to the top and bottom line are significant. Studying the existing and expected workloads and patterns, in conjunction with objectives, initiates the process of resource calculations.
Contact me now to start the process of planning your SE resources in a changing market.
