Samuel Tepper

Samuel Tepper

Director, US Sales Strategy and Development, PwC

Samuel Tepper

Samuel R. Tepper, PhD, is a Director at PwC where he is the US lead for Sales Strategy and Development for PwC’s sales force. Prior to this, Sam was the lead for “Next Gen Sales” for Financial Services and Sales Analytics for Tech, InfoComm, and Entertainment in PwC’s Customer Impact Consulting Group. Think of Sam as ‘eHarmony meets Moneyball’ for sales. He has approximately 20 years of experience in a variety of contexts, focusing on strategic alignment of operating models, people, process, technology and tools, with specific emphases on sales transformation to drive bottom line growth. He specializes in data-driven approaches, focusing on sales talent management, customer profitability, and predictive analytics to answer key questions that impact value. He has helped numerous clients revamp their sales forces throughout the sales and talent lifecycles, making organizational changes to enhance revenues, with impact into the $B’s, while lowering SG&A costs. Sam has extensive experience in tech, telecom, financial services, and consumer and industrial products, among other industries. Sam has been a direct seller, a practice leader, and a litigation consultant.

Sam holds a patent in sales force analytics processes and predictive modeling that drive sales revenues. He also currently teaches classes in a variety of subjects, including negotiations, sales, theories of persuasion, and professional-client communication, at Northwestern University where he was awarded the Distinguished Teaching Award and the Leadership and Teaching Excellence Award.

Sessions

  • Samuel Tepper Jeff Hersh

    Thursday, October 08, 2015 10:15am - 11:00am

    The Blurred Line Between Marketing and Selling in Today's B2B Social World - Leading Practices Top-Down and Bottom-Up

    • Samuel Tepper, Director, US Sales Strategy and Development, PwC
    • Jeff Hersh, Principal (Partner), Sales Transformation, PwC

    Brand awareness is a key component to the buying cycle and 70-80% of the buying process is complete before a buyer ever interacts with a potential vendor or seller. In other words, they've already narrowed the consideration set of who will likely be in the mix before contact is ever made. So how do they get into that consideration set? Historically, marketing and sales in the enterprise world haven't gotten along very well. Sales continually complains about the quality of leads it gets from marketing and marketing complains that sellers aren't giving them the feedback required about what's happening in the street so they can better provide meaningful collateral. The tremendous value of LinkedIn is that sellers can now extend the reach of their own marketing - effectively creating their own micro-marketing organizations to help them run "their business" - regardless of what that business is. Instead of having to wait for the marketing department to get them leads and generate demand, sellers have the opportunity to create grassroots efforts in to not only create their own brand awareness and equity, but combine that with "intimacy" with specific accounts and buyers. In other words, they can more easily insert themselves into the 0-80% of the buying cycle and get more "at bats" and real chances to win, rather than being down-selected even before they knew an opportunity was out there. The sales and marketing alignment paradigm can now be extended, redefined, and scaled.