ENABLING

YOUR
MOBILE SALES
FORCE
Five keys to ensure you are ready to capitalize on the explosion of
mobile devices, applications, and opportunities
 Why you should care

The unique capabilities of mobile devices - combined with the power of analytics, the flexibility
of cloud computing, and the economics of consumer IT offer the potential to deliver significant
business value and sales performance. As a direct consequence, 84% of organizations will spend
money this year on mobile applications that drive sales effectiveness, reduce costs, improve
employee productivity, and enhance customer satisfaction1.

Today, most of this energy is being applied to the basics of device selection and providing virtual
secure mobile access to files, resources, and communications tools on mobile devices. This is
a necessary first step. But it will likely not be enough to justify the investment and realize the
full growth potential of tablets and smartphones. The experience of early adopters strongly
suggests that business leaders will be faced with a number of second-order challenges as their
enterprise mobility programs rollout and mature. These challenges will need to be addressed if
they expect to realize measurable and even transformational returns from their investment in
mobility. They include:
Managing the complexity and costs related to enabling many different mobile devices,
channels, and applications;
Delivering a superior user experience to ensure high levels of acceptance, mindshare
and adoption from mobile employees;
Speeding new and upgraded applications to market to meet rapidly changing customer
expectations, maintain competitive advantage, and appeal to new sales hires who regard
mobility as a must have capability;
Building a scalable mobile infrastructure to support an ever changing array of devices,
application types, and operating systems;
Maximizing the return on expensive and underutilized legacy investments in sales
systems, content, tools, and training assets.
To address these challenges and realize the full potential of mobile devices to grow sales -
marketing, sales, and line-of-business executives will need to take a greater role in defining,
leading and executing their mobile sales enablement strategies. This research report will
outline five areas business leaders should focus their management attention to ensure they are
ready to capitalize on the explosion of mobile sales devices, applications, and opportunities.

The explosion of mobile sales devices, applications and opportunities

Hundreds of millions of consumer-driven tablets and smart phones have been deployed
by business and adopted by employees in the last three years. These Android, Apple, and
Microsoft driven devices have been embraced by businesses because they offer the ability
to scan images, collect data, conduct transactions, track location, and communicate in one
convenient package. They offer bigger and faster return on investment because of shorter
application development timelines, employee Bring Your Own Device deployment models
and the ability to enable more than one field application on one mobile device.
This has led to an explosion of enterprise applications that make it possible for more and more
employees to work more productively anywhere, and anytime. In fact over 80% of businesses
plan to support and develop corporate applications on these devices by next year according to
the Gartner Group2 .

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 In particular, tablets and smartphones are redefining sales because they offer a potent
blend of usability, utility and innovation that yield high levels of sales adoption and sales
productivity improvements not achievable with personal computers. Pressure from
customers, competitors, and channels are driving almost every sales organization to invest
in mobile devices. For example, 98% of executives believe mobile devices will be essential or
very important to sales by 2014 because they offer unprecedented potential to improve sales
effectiveness3. These sales leaders are investing in building, buying or configuring a wide
range of mobile sales applications that help them:

1. Enforce the consistent execution of the sales process by scripting, automating,

simplifying, and measuring each step of their sales methodology;

2. Differentiate the customer experience with higher levels of collaboration,

interaction, customization, control and relevance;

3. Simplify cross selling by introducing relevant solutions and subject matter experts;

4. Reduce selling costs by cutting waste, optimizing resources, and eliminating paper
and printing;

5. Accelerate skill development by shrinking training time, enhancing training

retention, and enforcing compliance;

6. Improve sales productivity by automating, streamlining, or eliminating work and

shrinking sales downtime.

In the next four years, businesses will spend an estimated $26 billion on mobile application
development and mobile process reinvention7. The chart below summarizes the nine specific
ways organizations are enabling the sales process based on the 100 sales programs studied by
Profitable Channels this year

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 The organizations studied were making investments to transform every step of their sales
process from pre-call planning, to sales call engagement, through sales follow-up. Of the
mobile sales deployments studied, the highest returns were being achieved by organizations
that invested in enhancing user interaction and automating post sales workflow. For example,
a building products manufacturer was able to significantly boost sales in a challenging market
by using tablets to redefine the venue, interaction, intimacy and process for selling their
product to homeowners. And several automobile retailers are making it possible to customize,
showcase, and visualize features in 3D using a tablet in the dealership, on the test drive,
during lunch, or at home.

The majority of current investment activity is focused on improving engagement at the point
of client conversation. For example, over half of the organizations studied were making some
effort to provide their sales team with real time access to the right resources at the right time
and place to advance the sale. And over a quarter of tablet sales programs were making some
effort to increase the level of interaction in face-to-face sales calls. For example, a technology
business significantly reduced costs by eliminating the need to bring subject matter experts on
an initial sales call by using tablets to access expertise and case examples from different parts
of the organization

Another focus is to provide more convenient access to sales information and reduce the
work of booking business, capturing customer information, and following up on sales
opportunities. One manufacturing business is using iPads to reduce sales administration and
paperwork by 30%. And an engineered materials business reduced sales overhead, order entry
errors, and the time to create complex custom proposals with a tablet-based application.

Over a quarter of the projects studied had some focus on back office integration to sales
infrastructure, CRM, administrative and transactional systems. For example AT&T used a
third party application to give 8,000 field employees a consolidated view of their customer
information in one single mobile application.

In general, businesses are under-investing in pre-sales planning capabilities despite its

potential of sales playbooks and social selling to improve sales performance. One reason
for this is their sales content and processes are not sufficiently organized and structured to
support these capabilities.

The organizations studied by Profitable Channels were using a mix of custom developed
mobile sales applications as well as third party sales enablement applications and solutions
to mobilize their selling process. For example, in order to accelerate the sales cycle, Cisco
custom built its flagship sales application SalesMobile in 2010 to help sales managers to
approve deals faster and make it easier for salespeople to monitor account activity from a
smartphone or tablet. The application is credited with shrinking the sales cycle materially.

Third party applications were also popular. For example, 70% of executives under the age of
40 are using branded B2B applications at work 5. Cisco and AT&T have selected best of breed
third party sales applications for their private enterprise app stores to provide customer facing
employees a single convenient place to access the best proven sales tools. Within each sales
enablement investment category outlined above is an emerging portfolio of third party sales
enablement applications and solutions aimed at improving different aspects of the selling

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 process. These include: sales playbooks, mobile content management systems, solution selling
tools, and workflow automation tools.

The challenges this creates for line of business executives

Business leaders will be faced with a number of challenges as they try to realize the potential
of these mobile sales applications and generate measurable returns from these investments.
In particular executives at organizations that are currently in earlier stages of their mobile
program deployments should be mindful of some important dynamics that will impact the
success or failure of their investments:

Having a strong business case and vision for how mobility will change the user
experience will become very important as their programs mature and rollout;

Speeding new and upgraded applications to market will be a big priority as mobile
devices become the primary means for interacting with customers, training sales reps,
and launching new products ;

Complexity - driven by the proliferation and variety of devices and applications -

will make a scalable infrastructure with high levels of management control a priority.

To help business leaders anticipate the evolution of their mobile programs and plan their
mobile strategies and investments, Profitable Channels developed a Mobile Maturity Model
for sales. This framework was developed by analyzing the mobile sales programs at 100
organizations. The analysis revealed organizations may move through six levels of mobile
maturity as their mobility program evolves.

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 The maturity model highlights the importance of having a vision and business case to direct
your mobile strategy and drive return on investment. The most successful mobile sales
executions studied started with a vision for transforming the sales and customer experience,
and created a roadmap to leverage sales assets and matured to their vision in a series of
well-defined phases. This means that in order to successfully cost justify their investment
in mobile selling, most organizations will need to re-engineer their sales processes, reshape
sales content, and redesign their sales experience. This is illustrated by the dotted Return on
Investment line in the chart above.

This is important because for the time being, the majority of mobile sales enablement
investments are still focused only on improving sales efficiency and utility to the sales force.
Today, most organizations are still wrestling the basics of deploying devices and providing
access to basic sales infrastructure. For example, more than 70% of the organizations studied
by Profitable Channels had made investments at the first level providing virtual secure
mobile access to files, resources, functionality, and communications tools behind the firewall
for the field force. This is a necessary first step. But it will likely not be enough to justify the
investment - particularly if field sales organizations are going to be asked to fund tablets as
a third device in addition to a PC and smartphone. As a point of comparison, less than half
the programs studied were focusing any investment on capabilities that can drive measurable
returns on investment, significant top line growth and differentiation 3.

A primary reason for this focus on utility over growth is that mobile sales programs are
typically built from the bottom up in a stair step fashion, starting with a solid technical
foundation and building towards a differentiated sales and client experience. But the bigger
reason is that most organizations were not making sales process change and enhancing the
user experience the primary design points for their mobile sales initiatives. In fact, only 12%
of firms studied by Profitable Channels were working on strategies and applications that
would directly transform the sales experience and client experience3. This is already leading
to creeping concerns over ROI and sales force acceptance at organizations that have reached
levels 1 and 2 in the mobile maturity model.

As mobile sales deployments mature over the next 18 months other management concerns
will emerge. Building a scalable mobile infrastructure, managing complexity, and improving
speed to market will become much bigger management issues. Managing complexity will
become a bigger issue as the number and diversity of users, applications, devices and operating
systems continues to grow. Organizations are developing and deploying mobile sales
applications in an increasing mix of formats ranging from native, hybrid, HTML5, or web
applications. In fact businesses are building and buying so many applications that Gartner
predicts a quarter of organizations will need to support an internal application store in the
next several years12 .

Speeding new and upgraded applications to the field force will be a big priority as mobile
applications emerge as a primary communication channel and release cycles of the Android,
iOs and Windows operating systems continue to shrink. For example, Google has updated the
Android operating system 18 time since it was launched in 2009 a rate of over 4 new releases
a year.

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Five forces driving costs and complexity of mobility programs

Application proliferation Businesses are building and buying B2B applications at

growing rate more than 40% of organizations will have five or more applications
deployed by the end of 20131.

Application variety Organizations are developing and deploying mobile sales

applications in an increasing mix of formats ranging from native, hybrid, HTML5,
or web applications.

Speed-to-market The ability to rapidly deploy and upgrade applications to large

global field forces fast will increasingly be the basis of competitive advantage.

Device variety True Bring Your Own Device (BYOD) field forces will demand
support for a mix of commercial and consumer operating systems including
Android, Microsoft, Apple and Blackberry6

Employee adoption The majority of your employees will using a mix of up to 7

personal and company owned internet connected mobile devices at work in the
coming years11.

These mobility trends have important implications to organizations in the process of scaling
their mobile initiatives. Specifically, the executives that sponsor mobile sales programs should
absorb five lessons from market leaders to make sure they achieve high levels of user adoption
and superior returns on their mobile investments:
Improving the experience of both salespeople and customers is essential to mobile success.
The success of market leaders indicates the key to achieving measurable and transformational
business results is to focus on enhancing the experience of both customers and field sales
people. The Profitable Channels research found that best-in-class organizations took steps
to re-engineer their sales processes, reshape their sales content, and redesign their sales
experience in parallel with building their mobile infrastructure. Focusing on these three value
drivers generated the greatest measurable return on their tablet sales programs in terms of sales
growth, effectiveness and the clients experience. Maximizing the user experience is important
to ensure high levels of mindshare and adoption by salespeople. 86% of enterprise leaders
believe that user experience matters as much in B2E and B2B applications as it does in B2C
applications 5. As organizations deploy dozens of applications and tools to support different
aspects of the sales process, competition for mindshare and shelf space with sales reps will
increase. And the bar for quality and usability in the eyes of users will get higher. Third party
applications available on Apple and Android public app stores have set the expectation in users
mind for ease of use. Users have grown to expect a crisp, easy, intuitive and value packed user
experience. Corporate applications that fail to meet that standard will not get the levels of
adoption required to justify the investment in tablet and smart phone applications.
It is important to have a business case to direct your mobile strategy and drive ROI. The
majority of organizations view mobility as critical to sales success, but more than two thirds
dont have a comprehensive mobile strategy and business case1. This is a problem because
without a business case and vision for how mobile devices will transform sales by reducing
selling costs, work, and training time and improve the customer experience it will be difficult
to cost justify the investment. Contrary to popular perception, tablets do not immediately pay
for themselves particularly if you are deploying company owned 4G tablets which are used
as a third device. Below the dotted line investments in mobile infrastructure and access to

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 basic systems in most cases will not deliver enough value to justify the investment involved.
For example, secure access to email, calendar, contacts and CRM may be table stakes for a
mobile deployment, but it limits mobile devices to the role of a sexier and more convenient
personal computer. Deploying CRM on tablets is a priority for a quarter of companies; even
though over 80% of marketers and salespeople dont their CRM systems are very helpful in
their most critical selling moment3,4. And while, e-mail, contacts, and calendar functions
might be marginally more useful and appealing on an iPad, these capabilities will do little to
enhance the customer experience in live selling situations. In most cases, in the absence of
other value added capabilities, providing mobile access to PC based tools will not be enough to
drive significant improvement in adoption by salespeople, cost justify additional devices, and
investment expensive tablets.
Building a flexible mobile infrastructure will be critical to scaling your mobile program.
Building a scalable mobile infrastructure will become critical as the complexity of managing a
growing, diverse, and ever changing array of devices, application types and operating systems.
Business leaders will need to start thinking about designing, deploying, managing and
updating dozens or even hundreds of applications in the near future. For example, over 40%
of organizations will have five or more applications deployed by the end of 20131. And leading
organizations such as Cisco already have over 50 mobile applications deployed to support
their businesses. Enterprises will have to support a growing mix of mobile operating systems
(including Android, Microsoft, Apple and Blackberry), formats (including rugged, tablet, smart
phone, and hybrid devices), and deployment models (including Bring Your Own Device and
Company Owned devices). Organizations are building and deploying mobile sales applications
in an increasing mix of development environments - native, hybrid, HTML5, or web
applications using a growing mix of resources (in house, third party, agency). For example,
Gartner predicts that the percentage of businesses that develop mobile and deliver mobile
applications using HTML5 and similar technology will grow from 30% to 70% in the next three
years10. And managing and updating applications will become increasingly complicated and
resource intensive as new operating systems and releases come online.
The costs of managing and controlling complexity will grow as your program matures. As a
mobility program matures, the management costs and complexity associated with enabling
many different mobile devices, channels, and applications will grow significantly. Already
70% of employees are using personal devices at work. 9 out of 10 senior executives use
mobile applications at work to stay informed, entertained or productive5. And B2b sales
organizations in the financial services, manufacturing and technology industries are actively
building mobile tools to support millions of independent channel partners agents, brokers,
resellers and distributors who own their own devices. Securing and controlling this mixture
of personal and corporate devices and applications will require tools more sophisticated than
the basic mobile device management and security systems in place today. As an illustration
of this point, consider the work involved in updating just two applications across three device
operating systems, each releasing bi-annual operating system upgrades. This adds up to a
dozen application updates in a year to your field force. So its not surprising that one major
bank had to assign two employees to the task of manually tracking applications and updates on
a spreadsheet as the number of mobile applications grew.
Pressure to speed applications to market will increase. Speeding new and upgraded
applications to market will become a bigger consideration as mobile devices become a primary
means of interacting with customers, training sales representatives, and launching new
product initiatives. There will be pressure to keep your applications on the leading edge to
stay competitive particularly in industries where mobile selling is rapidly becoming standard
practice such as the automotive, software, medical devices, health care and increasingly
retail industry. For example, by using iPads to support sales Novartis sales reps saved on
average 250 hours a year and were able to make an additional 35,000 customer visits a year

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 in aggregate5. And application update cycles will shrink over time as pressures increases to
add new functionality to the field to stay ahead of the market and to keep up with shrinking
release cycles of the Android, iOs and Windows operating systems. For example Cisco releases
eight new versions of its flagship custom sales application over the last two years - a quarterly
cycle. Application development cycle times will shrink from months to weeks as tools like
Mobile Enterprise Application Platforms (MEAPs) and easy to configure off the rack mobile
applications make it faster and easier to develop new applications. For example, AT&T releases
three new mobile applications a month.

Where business leaders should focus their energies going forward

There are several places sales, marketing, and line-of-business executives need to focus their
management attention to ensure they are ready to manage these challenges and fully capitalize
on the explosion of mobile sales devices, applications and opportunities. If business leaders do
not take an active role defining how their mobile sales enablement programs will evolve there
is a big risk that mobile investment and resources will be consumed by managing complexity
without delivering attractive returns. To realize the full growth potential of tablets sales,
marketing, and line of business executives should take five steps:

1. Define a mobile business case and strategy

Ther The first priority is to make sure they have developed a mobile strategy and business case
to ensure they get a sufficient return on investment and sufficient levels of user acceptance,
mindshare and adoption. This involves defining a business case that quantifies how your
mobile investment will generate measurable improvements in profits and sales performance in
parallel with building their mobile infrastructure. Without a clear business case to prioritize,
approve, direct, and allocate resources to mobile investments it is likely resources will be
consumed by initiatives that deliver marginal returns.
Consider taking these actions to define a mobile business case and strategy:
o Document the sales process improvements you seek to achieve by investing in tablets and
smart phones in terms of improved cost to sell, coverage of the market, control over the sales
process, and an improved customer experience.
o Quantify a business case for change with key performance indicators such as fewer errors,
less spending on sales content, higher sales conversion rates, increased selling time and
capacity, and shorter sales cycles.
o Find ways to leverage and extend your existing sales infrastructure as part of your
business case for mobility. Selling costs as a percentage of revenues remain high because
expensive sales assets and infrastructure such as sales content, CRM systems, CMS systems,
selling tools, and training assets are not fully utilized by salespeople. For example, between
60 and 70% of sales materials created are not used by sales, and fewer than 50% of salespeople
use the CRM tools provided by their company4,9. 85% of sales executives do not believe their
CRM implementations have measurably lifted sales13. Mobile devices offer unique potential to
maximize the return on these expensive and underutilized sales assets by
o Define investment criteria to direct the evaluation, funding and measurement of new
applications. Demand large, measurable results. The potential of mobility to transform sales
effectiveness is so great you should not settle for marginal returns or increased sales utility. If
your vision does not generate two to five fold returns on investment, you should start over and
try again.

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 Create a more scalable mobile infrastructure
Future proof your mobile infrastructure to ensure you can support an every changing array
of devices, application types, and operating systems. Building a mobile infrastructure that is
channel, device and application agnostic provides greater scalability across a wider variety of:

Sales channels including captive sales reps, independent channels, or retail point of
sale;

Application types - including custom developed or third party;

Devices - including tablets, smart phones, rugged devices, convertible tablets, PCs
and increasingly wearable devices;

Device ownership models - including Bring Your Own Device, company sponsored,
and Company owned;

Development environments - including Native, Hybrid, or HTML5 applications.

Steps you can take to create a more scalable mobile infrastructure include:

o Distributing across many different device types, sales channels, and ownership
models. This can be achieved by packaging apps so they can be portable to many
different devices and deploying application stores that are platform and device agnostic.

o Establishing a common application development environment using a Mobile

Application Platform (MEAP) - such as IBM Work light, Antenna or
Appcelerator that allow you to syndicate the creation of mobile applications form
many mobile environments with a single code base.

o Managing security policies across a variety device ownership models and user types.
This includes the ability to manage, support and secure individual applications on
devices that are owned or chosen by employees and business partners without
the intrusion of securing the entire device.

o Allowing business users to manage day to day application management operations

without a technical background or access to source code. This includes: adjusting
individual security policies for applications and users, tracking application usage,
adoption and compliance, and distributing application updates.

o Making it easier and more flexible to deliver more different types of applications to
the field using a common platform.

Put in place a centralized application management & control structure

Manage and control the growing number of mobile applications and users applications to
ensure compliance, control costs, and improve performance and security. The resources
and management complexity associated with enabling many different mobile devices, sales
channels, and applications can be significant.

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 Consider taking these steps to put in place a centralized application management and control
structure:

o Create a baseline inventory and catalog of all current and proposed sales applications your
organization is considering investing in. This would involve:

o An inventory of all existing mobile sales applications being used today by field sales
including custom developed, public, and purchased applications;

o Ranking the top use cases for applications that can be used by the field organization
or are being used by the competition.

o Establish criteria and policies for what applications get funded, developed, or placed in the
application store based on value, utility, quality, ease of use, and security;

o Establish organizational ownership for application deployment, delivery, and management.

Responsibilities should include:

o Compliance with regulations, data security policies and legal;

o Application performance tracking including usage, compliance, value, feedback and

adoption of applications by the field and if possible customers;

o Acting as a gatekeeper for the application store.

o Centralize your approach to application distribution by creating a central branded enterprise

application catalog that serves as a single point of administrative control application,
distribution, update, configuration, authentication, and recommendations.

Five keys to ensure you are ready to capitalize on the explosion of mobile devices,
applications, & opportunities

1. Define a mobile business case and strategy

2. Create a scalable mobile infrastructure

3. Put in place a centralized application management & control structure

4. Streamline the application development and deployment process

5. Deliver a superior sales experience

Streamline the application development, deployment, and management

process
Mobile devices (platforms) are becoming the primary means for employees to interact with
digital assets and services. As a byproduct, the application store will become the primary
communication channel to the field in the next several years, supplanting emails, intranets and
portals. So it is important to work on ways to streamline the application deployment process
to speed new and upgrade applications to market to ensure you keep up with rapidly changing
customer expectations, shrinking application development cycle times and a rapidly evolving
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 mobile operating systems. For example, Cisco used a Mobile Application Management app
catalog called The App Fridge to prototype, test and deploy its flagship Sales Mobile sales
productivity application. They have updated the application eight times in less than two years
with over 12,500 sales employees. 83% of commissionable sales employees use this app catalog
on a voluntary basis.

The illustration below outlined practical ways to reengineer the processes for developing,
deploying and tracking mobile applications. Streamlining the application development,
deployment and management process will be necessary to improve speed-to-market and
reduce the cost and complexity of managing a growing number of applications, device types
and users.

Consider taking these steps to streamline your process for distributing and updating
applications:

o Automate application distribution, updates and tracking to accommodate rapid

update and release cycles using a Mobile Application Management solution;

o Create an in house environment for rapid prototyping, beta testing and feedback
from the field to help speed applications to market;

o Create a one-stop-shop for employees to discover, learn about, download, and update
applications both captive and vetted third party.

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 Deliver a superior user experience to salespeople and customers
The success of market leaders indicates the key to achieving measurable and transformational
business results is to focus on enhancing the experience of both customers and field sales
people. Investing in initiatives that enhance the sales experience and differentiate the customer
buying process offers the greatest potential to improve sales effectiveness. The companies
getting the best results in the Profitable Channels analysis were reengineering their sales
processes, changing the client engagement model, simplifying the sales workflow, and offering
a distinctive consumer grade visual experience. For example, by focusing on the value and
usability to the sales professional and deploying a branded internal app store, both Cisco and
AT&T were able to improve voluntary adoption rates of their mobile application by the field
from under 30% to over 80%.

Steps you can take to deliver a superior user experience to salespeople and customers include:

o Getting creative and rethinking your value proposition and role in the customer
buying process. An efficient way to do this is to conduct a cross functional working
session to redefine and document the customer engagement process to identify ways to
unify the sales experience with the client experience and make the entire process
significantly simpler, faster, more compelling and convenient.

o Articulating an end-state vision and developing a working prototype your app to

help visualize the user experience. This will make it easier for key sales, marketing, and
channel and customer stakeholders to evaluate and refine the solution.

o Validating and refining the vision with primary voice of the customer research and
soliciting input from key sales, marketing, and channel partner stakeholders.

o Improve ease of use by putting in place a branded app store that provides
employees a single, intuitive, and easy to use place to discover, download, and access
approved applications.

o Track the usage, adoption and value of applications by salespeople, influencers and
customers. This will allow you to see which applications are most useful to the field,
and which ones need to be improved, or retired.

o Provide a mechanism to systematically generate, collect, and track user feedback on

applications deployed to the field. This can be done through a help desk, employee
survey, or automatically in a Mobile Application Management platform.

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 About the Author
Stephen Diorio is the founder of Profitable Channels and an established authority in sales
enablement and channel strategy. He has twenty five years of experience executing innovative
go-to-market strategies for over one hundred leading sales organizations including Merrill
Lynch, Intuit, American Express, Ameriprise, Wells Fargo, CBS, SunTrust Bank, DuPont,
Staples, UPS, US Bank, and IBM. Mr. Diorio is an expert on how technology can improve sales
effectiveness, and author of Beyond e: 12 Ways Technology Will Transform Sales & Marketing
Strategy (McGraw-Hill). Prior to forming Profitable Channels, Mr. Diorio founded IMT
Strategies, a sales and marketing technology analyst firm, built MarketBridge into a leading
go-to-market strategy consultancy, and was a Venture Partner at Trident Capital - a private
equity firm that specializes in advanced marketing services and solutions. Mr. Diorio holds an
MBA in marketing from the University of Chicago and a B.S. in engineering from Bucknell
University.

About Profitable Channels

Profitable Channels designs and delivers sales enablement solutions and programs that help
engage your customers, energize your salespeople, and enable your sales process. We help
executives who own, manage and support selling channels measurably grow sales, improve
productivity and differentiate the client experience. We serve leading organizations that sell
complex offerings or large catalogs of solutions to high value clients through human sales
channels. Some of our clients include: CBS, DuPont, PNC, SunTrust, U.S. Bank, UPS, and
Wells Fargo. Profitable Channels and its partners have designed and delivered over 100 mobile
sales enablement solutions to their clients. Our unique methodology and solutions ensure your
mobile sales enablement investment will directly support the sales process - from calling to
close and generate more measurable sales results and higher ROI than traditional sales and
marketing investments. www.profitablechannels.com

To learn more about the potential of mobile sales enablement to transform your go-to-market
process contact Stephen Diorio at sdiorio@profitablechannels.com or call 203-912-8172

2013 Profitable Channels | (203) 912 - 8172 | www.profitablechannels.com 14

 Citations
1.Integration Development News, survey of 450 mobile decision makers in 2013

2. Gartner Group: Gartner Predictions for IT Organizations and Users, 2012

3. Profitable Channels: Mobile Sale Enablement, analysis of 100 mobile sales initiatives, 2013.

4. CSO Insights 2012 Sales Performance Optimization Study

5. Ogivly & Mather, Hidden in Plain Sight: How Mobile is Quietly Revolutionizing the B2B
World, 2012

6. IDC Mobile Operating Systems Market Share Forecast 2012

7. Forrester Research, Mobile App Internet Recasts the Software and Services Landscape
Report. 2011

8. Appcelerator Q12013 mobile Enterprise Report, survey of 770 Executives, 2013

9. Sirius Decisions Content Model, 2013

10. Gartner Group, Predicts 2013: Mobility Becomes a Broad-Based Ingredient for Change,
2013

11. Cisco Visual Networking Index Forecast, 2013

12. Gartner Group, Enterprise App Stores Can Increase the ROI of the App Portfolio, 2013

13. CSO Insights survey (2012). Selling More with Mobile Solutions.

2013 Profitable Channels | (203) 912 - 8172 | www.profitablechannels.com 15