The Incorporation of the CRO in Your Organization


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  • Welcome to Demand Generation Benchmarking: Jump-Start 2011 by Comparing Yourself to the Highest Performers. We are really looking forward to sharing some data with you today, so let’s get started. I’m Amy bills…And with me is Naylor gray….
  • The Incorporation of the CRO in Your Organization

    1. 1. The Incorporation of theCRO in Your Organization The Next Level of Sales & Marketing Alignment Christian Patrik Director, Solutions Marketing 09.07.11 © 2010 Bulldog Solutions. All rights reserved.
    2. 2. 2Why CRO?What happened that caused this shift/addition in many organizations?  Budget?  Efficiency?  Need For Alignment?  Complexity of Sales & Marketing Organizations?  Need for Focus?  All of the Above? © 2011 Bulldog Solutions. All rights reserved.
    3. 3. 3Where is the Revenue Officer Concerned? Front End Planning  Developing Predictable Revenue Strategies Mid Stage Reporting and Analysis  Analyzing Marketing Performance  Monitoring and Adjusting Pipeline Velocity Reconciliation of Campaigns and Strategies  Recasting Plans, Budgets and Resources © 2011 Bulldog Solutions. All rights reserved.
    4. 4. 4A Lot of Noise Around Revenue © 2011 Bulldog Solutions. All rights reserved.
    5. 5. 5What is a Revenue Strategy? Thinking about Revenue all along the funnel – not just this month’s pipeline Is having the ability to increase or decrease efforts across the funnel to drive predictable revenue.  The ability to understand which dials to turn. Visibility and planning helps to better understand where to make investments to fortify funnel stages © 2011 Bulldog Solutions. All rights reserved.
    6. 6. 6Focus Across Whole Funnel Marketing Chief Revenue Officer ? Sales © 2011 Bulldog Solutions. All rights reserved.
    7. 7. 7This Approach Makes Great Sense Sales & Marketing organizations sharing the same nomenclature and goals helps us deliver on the Revenue-Based Business Cases that we develop for our clients. New Thinking © 2011 Bulldog Solutions. All rights reserved.
    8. 8. 8The Bulldog Perspective We typically work with Marketing leaders with the end-game, the promise of Revenue When organizations are missing the middle fulfilling the promise is more challenging. Each part of your strategy should be aligned to the Attract, Engage and Convert stages of the Sales Funnel Stronger alignment through the funnel means a more holistic approach to the funnel, investing when and where the value is highest © 2011 Bulldog Solutions. All rights reserved.
    9. 9. 9Who Does the CRO Most Resemble? CEO? CFO? CMO? CSO?A Strategic role above Sales and Marketing, the CRO has bigger picture objectives that cross into territories, typically “Handled” by CEO and CFO. © 2011 Bulldog Solutions. All rights reserved.
    10. 10. 10CRO/CEO Shared Objectives Pathway to YOY Growth Limited “Noise from Marketing and Sales” Ownership of “Big Picture” Strategy Accountability to the Board Predictable Revenue (Key Tenant of R.P.M.) Driving Profitable Revenue © 2011 Bulldog Solutions. All rights reserved.
    11. 11. 11CRO/CFO Shared Objectives Annual and Quarterly Budgeting Annual and Quarterly Forecasts Pipeline Trending, Accuracy and Velocity Sales Pipeline Marketing Pipeline Marketing Initiatives Return on Past Investments Future Budget Allocations Sales Performance (e.g. Sales Vs Quota) © 2011 Bulldog Solutions. All rights reserved.
    12. 12. 12CRO/CTO Shared Objectives Ensuring that investments in Technology that enable Sales and Marketing are appropriate and aligned to drive efficiency and impact Development of plans to best manage, build, enhance and measure database growth Effective provisioning and utilization of Sales and Marketing tools Education on how to use tools/platforms © 2011 Bulldog Solutions. All rights reserved.
    13. 13. 13 Poll Question© 2011 Bulldog Solutions. All rights reserved.
    14. 14. 14Which statement best represents:The CRO Role in your Organization? Currently have a Chief Revenue Officer on staff Currently being played by President/CEO or Others Will likely staff a CRO in the next calendar year It is possible that a Sales or Marketing Member of our Organization will ascend to this position Our Organization does not have plans to fill this role Unsure/Unknown? © 2011 Bulldog Solutions. All rights reserved.
    15. 15. 15CRO ≠ Alignment Having a Chief Revenue Officer does not mean that you have alignment between Sales & Marketing. RPM (Revenue Performance Management) is absolutely the right approach RPM takes alignment (Tactically and Culturally) to succeed Alignment Strategy and Execution including Marketing -Led Sales Enablement programs are top priorities for the CRO © 2011 Bulldog Solutions. All rights reserved.
    16. 16. 16Sales & Marketing AlignmentKey Tenets Sales Process Marketing Alignment Areas Process CRM MAP Sales Hiring Strategy Planning Planning TAM/SAM/SOM Acquiring Leads Management Roadmap Data Forecasting New Markets Events Selling Nomenclature Campaigns Training Goals Lead Management Rewarding Revenue Training Consulting Programs Media Engineering Sales Enablement Branding Closing Relationship Mgmt. Product Mgmt. Revenue Analysis Social Strategy Channel PR Demos © 2011 Bulldog Solutions. All rights reserved.
    17. 17. 17 The Anatomy of World-Class Sales & Marketing Integration Sales Sales Planning/Strategy Marketing Marketing Market Competitive Customer Persona Sales Talent Assessment Positioning Segmentation Development Product Management Management Program Solution Target Account Channel Sales Role/ Portfolio Market Definition Mapping Definition Strategy Job Design Modeling Inquiry Development (Attract) Product Portfolio Hiring Account Planning Segmentation- Persona-based Database Coverage Based Programs Campaigns Development Profiles Thought Launch Plan Training Benchmark Channel Media Strategies Leadership Targeting Development Programs Opportunity Creation (Engage) Product RoadmapSales Management Automated Lead Automated Lead Solution-Level Tele- Scoring Routing Nurturing Qualification Marcom IndividualPerformance Mgmt. On-Demand Progressive Channel Lead Flow SLM Programs Profiling Optimization PR/AR Ongoing Opportunity Management (Convert) Development Business Case Product-Level Sales Brand Management Sales Process Development Nurturing EnablementMetrics & Rewards High Value Calls On-Demand Social Media Lead Recycling TeleSales Rewards To Action Programs Architecture Customer Life Time Value- Relationship Management MRM Sales Rep Goal Customer On- Case Study Cross-Sell /Up- Customer Setting Boarding Development Sell Satisfaction Mktg Talent Mgmt. Customer Customer Customer Best Customer Commissions Marketing Engagement Referral Practice Nurture Advocacy Strategy Management Operations Individual Marketing Salesforce Waterfall Performance Mgmt. Analytics Automation Automation Analysis Data Technical International Training/Onboardin Reporting g Management Bulldog Solutions. All rights reserved. © 2011 Integrations Alignment
    18. 18. 18Generating Predictable Revenue What is Predictable revenue? More tempered and true than a traditional forecast Executed correctly, provides a view of Revenue several quarters ahead Comes from the ability to measure accurately both Profitability and Efficiency from Sales & Marketing © 2011 Bulldog Solutions. All rights reserved.
    19. 19. 19Core Metrics Cost Per Lead Cost Per Sale Average Selling Price (ASP) Sales & Marketing Spend as Percentage of Revenue Revenue Growth © 2011 Bulldog Solutions. All rights reserved.
    20. 20. 20Big Picture Metrics Sales and Marketing Efficiency TAM (% of Ownership/Growth) Market Capacity ($) US Market Penetration YOY Market Growth/Loss Global Market Capacity/Penetration © 2011 Bulldog Solutions. All rights reserved.
    21. 21. 21Measuring Sales & Marketing Efficiency © 2011 Bulldog Solutions. All rights reserved.
    22. 22. 22 Total Addressable Market (TAM) The TotalCustomers that your Addressable Market closest competitor (TAM) owns Prospects that your organization has identified Your Customers Customers that you have Lost or that have No Further Interest © 2011 Bulldog Solutions. All rights reserved.
    23. 23. 23Importance of Reporting & Dashboards Reporting must be clean, focused and specific Push reporting rather than pull reporting Consider displaying key metrics conspicuously Provide analysis with all reporting provided Good Data means more time to spend planning © 2011 Bulldog Solutions. All rights reserved.
    24. 24. 24Q&AChristian PatrikDirector, Solutions MarketingBulldog © 2011 Bulldog Solutions. All rights reserved.