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S1 P007 B A R K E R 091807

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Full session information and video available on successforce.com.

Full session information and video available on successforce.com.

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  • 1. £) . . White Space Analysis " mew (Upsell/ Cross-Sell) Sales I: Pipeline Basics Phil Barker Chief Adoption Officer. Salesforcetcom Susan St. Ledger SVP High Tech Vertical Markets, Salesforcecom Douglas Burt Medlmpact Healthcaro Systems, Inc. John Lioto CT Corp
  • 2. Safe Harbor Statement "Safe harbor” statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward- looking statements including but not limited to statements concerning the potential market for our existing service ofierings and future offerings. All of our forward looking statements involve risks. uncertainties and assumptions. If any such risks or uncertainties materialize or if any oi the assumptions proves incorrect. our results could differ materially from the results expressed or implied by the forward-looking statements we make. The nsks and uncertainties referred to above include - but are not limited to - risks associated with possible fluctuations in our operating results and cash flows. rate of growth and anticipated revenue run rate. errors. interruptions or delays in our service or our Web hosting. our new business model. our history of operating losses. the possibilid ‘Lat we will not remain profitable, breach of our security measures. the emerging market in which we operate. our relatively limited operating history, our ability to hire. retain and motivate our employees and manage our growth, competition. our ability to continue to release and gain customer acceptance of new and improved versions of our service, customer and partner acceptance of the AppExchange, successful customer deployment and utilization of our services. unanticipated changes in our effective tax rate. fluctuations in the number of shares outstanding. the price of such shres, foreign currency exchange rates and interest rates. Further information on these and other factors that could affect our financial results is included in the reports on Forms 10-K. 10-Q and 8-K and in other filings we make with the Securities and Exchange Commission from time to time. These documents are available on the SEC Filings section of the Investor Information section of our website at www. salesfcrce. com/ investor. Salesforcecom. inc. assumes no obligation and does not intend to update these forward- looking statements. except as required bylaw.
  • 3. Session Overview Phil: Up-sell/ Cross-sell strategies Doug: How Medlmpact is doing it i John: How CT Corp is doing it Susan: Moderate Q&A and Summary /1‘>z1’. c('}'7 7_
  • 4. Up-sell/ Cross-sell Strategies K When purchased Know Existing Prices paid, discount thresholds PT0dUCiS Pl-"chased Current benefits received l x Competitive pressures l v . Marketing campaigns - promotions Target , 1 Reports — by product, industry, Candidate Customers renewai dates ; ’ x - Call scripting-Training re Opportunity tracking - sales activities Manage Sales pipeline yg Customize inputs and validations i Capture best practices f x v . D _ H I Executive awareness r2/: dC| §eag? t'i-: t'°n e4 Product line management feedback p 9 Marketing feedback Training improvements 5 ”*'1’—L‘C5'7 : -
  • 5. . / A I 3 Wfl©cilImpact ’ Defiverthg - Flexible - Choice Medlmpact Healthcare Systems, Inc. Douglas Burt Sr. Multimedia Designer doug. burt@medimpact. com Km L: {['7 V_
  • 6. All About Medlmpact Wflegjlifipacti Dekvermg -Fkumble - Choke Medlmpact Healthcare Systems, Inc. , based in San Diego, California, was founded in 1989. The company currently serves 27 million members nationwide with clients that include Fortune 500 corporations, unions, managed care organizations, large employers, insurance carriers, third-party administrators, as well as local, state and federal employee programs. Medlmpact bases its success on delivering innovative products and services designed to lower overall client cost while increasing member satisfaction and quality of care. INDUSTRY: Healthcare Technology EMPLOYEES: 650 GEOGRAPHY: United States # USERS: 545 PRODUCT(S) USED: SFA. Service & Support, 3 downloaded AppExchange applications
  • 7. Key Business Goals ' Summary of Objectives - Increase Client Product Up—sel| Rate ° Develop Consistent Product Education ° Improve RFP to Best and Final Success Rate ° Automate Pipeline Reporting
  • 8. Business Process Opportunities - Business Needs ° New Sales and Up-sell of Revenue Generating Products and Services ° Internal Training on Current and New Products and Services ° Accurate Reportable Request For Proposal (RFP) Analysis ° Accurate Pipeline of Opportunities - Technology Needs ° Centralized Access to Product Information ° Team Collaboration on Client Services ° Automated and Reportable RFP Metrics ° Automated Pipeline
  • 9. Product Up-sell Story (Current Install Base) Need Salesforce ' New Sales and Current Client ' Custom Object to Up-sell of Core Products Display Product Info and Sewices Custom Area in Opportunity ' internal Training On CUrrent, Team Competition Tfacking Updated and New Products Leader Dashboard and Services ' Team Collaboration - High Visibility to Motivate
  • 10. Sample Screen Shot V r'IedI1'pa: tAmazngRau. - rorccnl uaoriow Close: Slop I Ploduct-2 Network Services 9309 1 Revenue tsllmdc 11 J0,0EI1CIJ Stop 3 zmuno Aoom-or I sum I 91¢"? Antoni Die £! ‘.i0|‘2007 2:4! PM | |0I"1UVfiII1¢¢ llouflvly Iiwuner Date 8I29I: GJ7 Pnduu Info Dttdl E E E ' I-Our! rm: a Hat. ‘ roll: flinmrwna EC: HOD! ' ‘. ':rdnr-101;. »-ncrh ’Iu-rt out uh to Dan: vuamlunmav ' r- I-noovusciinu Uvuknwduo ' Sic! Vnlufionll Olunonluc 105$ ' SIDCHNOOTIL! lfltlflfltuflo ' haunt D001 3909000 ‘CDC: ’ l! ¢du1%e1-TFA IIuOboM. l hodmbkflfll I9«O'doM. P hodadfluflfld Ondhuflu hodatllnoifld IQQIePdIlIIe-flu Imuhuo Eqfiffillfllfl Natural snmpollr/ Inuuauc ouumnnnu SIIVOIOIQZ UIICIIIOZJ ICOIVOZO USA I&lc3|~CECAI. I
  • 11. _.1l«' ', t., «,: r:iIum"r. ' :4 -‘. Ouaniiinltx Om e‘ ]F‘ l - Ir'‘' :7?‘ )‘> t ' zmir. TWIS MO1tWET¢im LEIIQIC 4 PTTTT C ". I > . “. :". l 3. s Sun of iulmu Raina al I III ‘-. ‘ih I I try I inn (J -‘l urn V. in m at sump . -xconavzl in , i in line of lug-m. -as 8 NT‘. xi. -11w r. irl . ~ om: on-Aillu Owns "rij1llB(t. noduu v'Ir'K]PI' ‘Iv-r l" ‘in Tatll SIRYIIDS we 5 lZEl3_I__ r l‘ ; , 5-u III Vanni: uigiiinal asliikiz ii i'i, r,t- uni, IDIIIII -nu-ll '-5‘ rm-riiifl I/ t')TL'. C<z ‘F q—
  • 12. Product Campaign — Results I What were the results? I Several million increase I Strong success in driving increased up—sel| sales over last year Improved Client Satisfaction Rate (right product, right client, right time) I Enhance Service Excellence delivery to clients I Product Revenue Goals exceeded
  • 13. RFP Analyzer Story (New Sales) Need Salesforce Focus on High-Value Sales Built a New Custom Object Opportunities with the Related to Opportunity Best Probability to Win Custom object ‘ Set Metrics to Help Us Calculated Fields Make our Bid Deeieieii Final Rating Determined ‘ RFP Analyzer Review Bid Process in Strategic Assessment Meeting
  • 14. no t. ... I,. .. mi. » Fl . 'm-‘:40: llmiv iétl Du-o5.~II KW . '-. iN. 'ui Zulu: vull Civ4.v-lby . .~a Hg: (.3, Ir, -, .,. , , i . . ‘ : arr. r‘vo. r-W Man raw has I ENC! link»-:1 Allcxewl vq Cunt I‘r -lllr . ’ Swim us list ' Ilium: ul tuna: .C>l' llll | Pl| ¢ItIIif. -ill [in ii‘: Oinparlui rt i‘-~ a nil ? I7l1|u- Mflifiul-i Pliriiu I I. VuI~. d I: Ila Mal wan I¢m1n'. :oin. ’ Y <'- iv: ll fllIA£. pI-‘IMF, rrilu Pun. i. .. I IWIDJ I! III! ‘I fill! U HR iuinilwvtt ' 1Vfli. I'I! V I'll: F :1I1-‘difilnn I’: --in .4" I Till 01 M. I (lmnuhiiy ‘m! "'I‘ EH [V-. 'i5iv: -Cull: mil-. hi I: fin rl V! -ll? f1’ . ‘ 11 PM A. It m| F I $705710‘ 9 L7 39 La-. t.Vlu«Jil'u= dB, i : :«1rm vs I'M-RI” v at-Mira. OIL 3 Omar «arr : ~kt= -yr: vrm {Mm IN Jewel» I-| |£1¢J“i'| |f' Von I'M oraasrs-cI'Jl. '.. v 1931 (‘lie 11 nallle T-in : A an inn an it 'n'I Hm (-0. ‘JIIIOI v. .'iiio~r'. iIc e Jrili-var‘-I Jm urn ‘is t . I1racJ! t‘lvc it Lxl. tr. -( '4. Xr: -.')r'. 31‘. Jl Tl‘? fl" 3 Rflfififii. UL‘. ‘:3? CS‘! 5I| It‘35 (ll. O§10I'3 '5 m . i . i ins Ilhsrrl Ii v: l_y Hi -‘Adm I'l! U‘lIII‘. ‘ ‘ ll. -.vuIInA/ I*vIrl'I| '|I-1| ‘II iruj. ‘ Muir. ‘ ICIII WQIIII 9-. ‘ a'. llUI 3 ll! ’ lb: 4 Jlvll-ll. I-J GL9. Iv-. qu oil? SVHJ It luv-pl t'. Ilf. u.ir4i JG} Pam: till 6 mm I7‘l'h: ‘clam: Suuu alt‘? IA-tlmcad uoiuzlwr V01 V-I PI ‘.1 alfly fatal ft-LJ "Villa-Act" WP Mal-1-. II TOLJ ‘lea ((,7;’/ iL/ ali’-it ' ‘ n V. ‘ ' < 015 ' 573-711 ,1 'II' (I; J -lnniy 7| ' Plnl ; ‘:. v.uIU:1 F : lI Juli -rs‘: '~" ')"". J' " 5" SUSIHIE I de 5. ar '35‘. ‘limit 10 Ewiiuiri; -1.1-v-tuiitv Iolul 5 II. P‘. '.1‘I‘iIli Fnli H. .. F -. inlt-Slip: I. wily 15 I§ll7,eiwIuuii. 'r| .iuii fl'. ’.‘-I! -; I|III )8! II K-. '.m-. I, / bn. :c07 .
  • 15. RFP Analyzer - Results I What were the results? I Quick Adoption Reduced Fields Directly in the Opportunity Screen Better analysis No double entry Collaboration increased More focus on high value activities
  • 16. Sales Pipeline Story (Prospective Clients) Need Salesforce Replace Excel Tracking I Built Formula Fields Increase User Adoption I Reduced Existing Fields Increased Pipeline Visibility and Data Entry Time Easy Access to Reporting New Dashboards with Enhanced Senior Leadership Visibility Opportunity Screen
  • 17. Sample Screen Shot V Pipnine Ila-nor’ lntnrmafinn (I’n11n| .-fr-. r hy (alum; Side CA lo§oo1c<lncv. l‘a $1.50 Paid Claim llumbov cl Urea 1m. [0O Anuud Revenue 3_0(0_0C0 lncnunlr-n PIN llama OTHER Pmlmhiiy (‘J 1 (II? ! PI-fpulul sun Dd: 8!29fZ007 FY Rename $2,£I5_[O8 Annual P~1|cl Clahn 2_00[_00[ hunted FY llesenue $5_4w_£m FY Paoinl Chains 1,378,712 Dlealcuslum-I ‘lypc Laue HMO FY Revenue 2.6153] BE Pipeine Comment: Test data Plolhmfi vmumea Clair: PMPM 1.57
  • 18. Sales Pipeline — Results ' What were the results? I Automated process with minimal impact on training and transitioning Reportable and Visible to Leadership Accountability Better Accuracy One step closer to using Forecasting
  • 19. Imagine it. Learn it. Use it. ' How to apply what you’ve learned when you get home ° Train, Motivate and Track in Salesforce ° Sales content management ° Use Calculated Fields and Pick List to do the calculations and analysis for you on the fly ° If Forecasting is more than what you need (or can handle), simply build on to your existing objects to get the data you need A ~. : l. .l2flm
  • 20. White Space Analysis Jfn-CBQJ: -Z1:_’ (Upsell/ Cross-Sell) Sales I: Pipeline Basics John Lieto Senior manager of Operations Support. CT Corp John. Lieto@wolterskluwer. com CT a Wo. ters Kluwer business , ’/. ¢‘/1/; ’/. (eh kc’. I , I, ” ,7,’ / &i‘”.
  • 21. All About CT CT a Wolters Kluwer business CT, a Wolters Kluwer business, provides intelligent software and service solutions that empower legal professionals to more effectively manage dynamic information, speed workflows and make critical decisions. CT offers a comprehensive suite of solutions to help corporations and Law firms remain compliant with State and Local govemments. Its parent company, Wolters Kluwer, is a leading multinational publisher and information services company based in Amsterdam with operations across North America, Europe, and Asia Pacific. CT is part of Wolters Kluwer Corporate Legal Services INDUSTRY: Legal service and software EMPLOYEES: 19,500 GEOGRAPHY: Global # USERS: 265 in CT and another 300 in other divisions PRODUCT(S) USED: Integration to 2 systems (Arrow/ One World)
  • 22. Key Challenges ' Business Challenges ' No consistency of process in measuring prospects, or the velocity of new business — where is our business coming from? ' No activity management or standards who is working hard or hardly working? ' SF. Com system had too many variable fields — poor reporting 30% compliance - No strategy to mine our own data for cross/ up sell opportunities- low fruit - Technology Challenges ° Integration between systems and resolving conflicts in data - Paying compensation correctly and timely — largest cause for tumover - Selling Challenges * Understanding our many products, features and services and how they fit into our existing customer base — telling our complete story ° Correct price tier discount applied to account on new transactions - Letting the competition in the door with an related product that we also sell! — giving them a reason to call our accounts
  • 23. What is Add On Selling Anyway? I Definition: Selling services and products which are related to services and products customers already subscribe to. I A way of maximizing the dialogue you have with a client I Now, in layman’s terms please! I Using a consultative approach to offer options to our customers. I Leverage account knowledge to sell more services and products I How does this translate to our business? I Customers place a high value on our knowledge. I They expect us to proactively suggest appropriate solutions in anticipation of their needs.
  • 24. Why Become More Effective At Add-On Selling? I Changing landscape within the industry I There is a shift away from traditional service delivery, the distinction between customer service and sales is fading. I When customers call, their requests for services or billing info must be handled on demand with out passing customer to other departments I Every customer contact must be viewed as a revenue opportunity. I don ‘t care who you are or what department just give me what I need! Bad things Can happen to Good Vendors I I did not know you did that! I Why didn’t you tell me I needed that! I Why didn’t you tell me you guys also sell that?
  • 25. What We Did First - FIXED our sales management process ' Set expectations at all levels — Execs on down - Accountability to 100% compliance — SF is a condition of employment ' Inspect and track all the good and the bad customer contacts ° Communicate results ' Customized SF to fit the needs of our business ' Dependant pick lists, validation rules ' Very little ad—hoc typing — all pull downs - Rolled out SF to sales, product support, service, marketing, and finance ' Everybody using the same data for strategy and driving results ' Data is consistent and a 360 degree view of customer Results are facts not anecdotes — hard data backing up customer complaints, justified
  • 26. What we emphasized I Warm Selling I Sell to accounts that use one or more of our services or products I Hot Selling I Utilize account knowledge (Data mining) to recommend products that should be purchased I Reference Selling I Name dropping, using a reference to start new relationship or expand existing relationship
  • 27. What We Did Next I Better organized opportunities and Accounts I Coded Representation Customers/ Transactional customer designation Identified highest valued customers I Looked at total spend (On-Demand and Rep) vs. current transaction for correct pricing/ discounting Simplified data entry I Quick fix to difficult configuration issues with software products I Use SF as an easy way to configure complex systems — dependant pick lists show the way Focus on new business from existing accounts I Looked for “like" selling opportunities in the closed/ win accounts I Changed marketing strategy to sell more to current customers Refined and distributed our reports to reflect current and new business opportunities
  • 28. Sales Stages Track the Velocity S0 = Suspect — no traction with the products S1 = Beginning conversations some interest but may not be the right people engaged S3 = Talking to the decision makers, assessment of opportunity S4 = Demo, proposal and configuration S5 = Contract negotiation S6 = WIN
  • 29. What The Results Told Us One of our software products took 284 days to sell on average ‘ At the current rate, we would never make the plan if each sale took almost a year Everybody was sure it was stage 4 - demo that was the longest part of the sales process SF reports showed us it was really Stage 5 - contract negotiation that took the longest! Changed the contract to a click through and cut sales cycles average from 284 to 93 daysll
  • 30. Critical Success Factors J 100% compliance - consequences = Condition of employment All levels using the system — reps, managers, senior staff J Monthly reporting — pushed out and Published! Dashboards posted! 2 Platform for processes _~ Plan & Reviews/ TBRs Customer strategy meetings Territory planning , — Competitive ALERT presence . Reporting (orders, losses, prospects) Accountability — All levels ,2 Ongoing Training for reps and managers Ti. i ’, ,.’. ‘., r; i'l’}, ?; . ’‘ )[[‘)r(‘cG' ‘’ ; '
  • 31. Account Screen example 5.». song n. .. 4- . ._i j} Dr. -5: . :.¢: =x-. n.. n.aun. xyc1uo. -u. On 1o~lLJ Von-moo. '-wQruynw' -' Inn -Jmnl . l—lu&u' ‘ JAIN one-«.7-: n. n. . o. .4 IIOCSKIIINIV) '4I' U. |»‘. L . u I ---on 4-. vev= rr| c 0. . .n. v>. n . . up . - uuuu -'~‘.1v-e-W-I In IKISSLI ’oPvI- ‘ * '4.‘~. n. -an. !~ up . ; >. : .3 3'' ’’r‘—VI'- 1:: (.9. 0;. ‘ 0 run to v. .9019 no «icon u .4 ou. u—nuu= n.n «var. .. 4.. .. gm. . .o¢= u-u . . - . .. « v‘ V I. .. I‘. Inn -1-: -In Yul-oodbu II! !BIE 5.. -.. ..-. .o~ . :_. u. -s. ... u mg: no . .i . . -- nun 0.! I‘O4' II - JGIINZ 1. . ..a-- - . nu. .. --up-u. - c. .. .,. - . u.'. ... n_ )7. _ k/ t')rce( *9?
  • 32. Revenue Numbers Imported From ERP System on. -u‘NtI| -orv‘ (TY 5l*'U| I Puavdhn Gm-V-hull It-hvulfllcol Q Wt-Ms. nun - nun. an 3.. n. ..~. - mu. -1 €l| :cIfl7‘l a1flu&-i’I Vllvfifll‘-I Slflhlolbuff LIl'I'3f . CIII'! .| ACCII'IIl‘iI I I. lIIII 4 ‘ ucuuuvcl ‘OQIULIAIHFI lI'§---«ls-I uv. u-- mg. 952%! '3 €‘IK‘. '1 314.1!‘-0-H? !‘ r. uv--«In. -1 lb-onathlo mun-nu * II-not-hnollr In-primal II moon uuglun-an. v Illlfill IIITHIEEWHTT
  • 33. Opportunity Entry Example z-I'- . ... ..u. ... .. . .i ‘}, ,<‘| mv _” zmp u m n 'II ‘x’ hal- E! -. ... .,. .. . ._, L . uIl.1o~: r-I -. .uv- -tauw we | :-«rm . ..: .:: ... --. -- «nun. .. . . . . -. .. inn; {Ion-9-_ _ luau Own JII >(vI’I up ‘ ‘. lJ. ¢.l. |AA§-J . ... . -. v n you ”l| .. . . .. a. ..‘ yr- I. ‘ -'‘a'n : ..—au. -. .1-c-wuanpuug r'nI‘Jv'w u. .u. .-. .. ..»- ~. ... u. -i. ... ... ... . ‘qt-‘i-"O-. _'v| o '-. .- . .. an» -. ..i I. ..-. <.. II1vtII'CLI"7 vs-Ia-I-II ~45-u~ . v.. .. . . . - -. .- 0 1: A Jl . 0 inc. ..» law -4040. _c an-I IIII . n- atrium Ilhdl or II A" . u. -uuudrnrat in _h- | a.'I<. I-«Ilse: --ll long 1» In lot again: a-novmvcm: um In Mr» -mu‘: um - J/ t‘)l"L‘. C07 _ ‘V5’
  • 34. Dependent Pick List Showing Valid Service Types “F. , _ LL. .. , x. ’ _ 41- | i.- . .. . ,.. i , .r. . . .i~. i.~. .. u_ vi. » x. ..-. ... .., ., I-». .,. . . . -. .. K 7 , ‘_-5 ': ..L-. ‘.' . u.: . '. ._- V‘ , , Q, Jon » Lxtul. .-mi» I . .., ., i . . __ A III! ) I c». . -- i. - i. .». i. I ‘ii A «n im v . . i. .,. . [: .__, ~_, .. . _, _ . . . . 1 i, . . .. , . . I H, . . i_ —. ... .. - , . I — . ' " . ., -. . l _, I. . . .,, , , x»: .n 5%. . -, ~ , .. ,. .u; -. . . . u. , .. .. .. . . . . ,_ . ... .. . .-, . V. ‘ ‘, . ma. .. . . . .; -.. .., u.. .. ,4“, , -l. » . . .. . . . . . __. ,,, .. . . . i., .. ... ., ,,, ,.. .. . . i. ... , . . . . . ..i. i.. , '' ~~- -- ~- 'i-’v« ri . . -Al . Inac- A r. " 5' -. .. .. -. .i-. .. , _ , i r(: ,y[j: >‘_Y4€("“' . <. v*nv: :l: I‘n§; :rv* : ev1xI‘.4rr. :l. “)d : .»-x-. x-g«: ~.v. .:.4 p. -.7 rv4~l; i$¢': dr-st‘ 1¢5.| :4~ : "r? |ll‘6'.4f7l-~ l. ~In_»S rt: -' , :n. . ». .v. ‘ —: --. ::r. .:» . ' / i‘): 'L‘. c(' "' - ‘ 2
  • 35. Dependent Pick List Showing Valid Product Types . . no I v: :|'fI. ::-" 12.! -.I' ~. 'r-w: 1;-rr-, c H. '-Z"J’<: ‘ "I-<1 '- I 9.. .. an . n-. . "-x‘ J_‘~’n_r . . opt us I. .. ‘I: . rim, 3, . . - . . . . . . . .. . . . ».. . . . ... -.. ... .i , H x, . . .. . . . , -. u-. .. --. ., -V. . ... .. i. JII_L_ . ., L ‘.4, . ... .. Al . o. ... ... i -. ., i. » >. .-, .n, , 'III. :f'7". Ilfl . i.. . . .-. . . . I 1:11! ‘I: M, . vluar V‘-I‘ Li. .» I . . . ,- . .. . ... ... . . ... . ‘ . I _ I -. --n V . ... ... ... .. .. . , : . .,¢. u.¢. ._ . ... ovo. ~.-. .- mnouna-g ll . u-. ur. . . . s-. .-. <-I-. -cu. u. I 0 . --. ... ,.. ..-. . vI— uAi. .. 1 / ‘.. « . ('v'. ~' , l). LL , _ I I 1 4 V
  • 36. Validation Rule Example A 4." I; _i ‘ . "- J’-I G: Dill‘ 1|-'-‘ Lit . .. . . . . I r. .. .. . . . , . ‘X / ,I. _‘r“ . ... ~i| llPlvv) -. . Q __ , i_m, ,_, .. . A . .. - . . . ,. -. . I — . , . .. ‘L - - -~ -. .i. ..-. K4 , , . . . .. i -6.. .. . . (I "" b: d'. - '~ . . i-4. I‘l‘r’t . ... ..4. - . . . I“IlI- I I 1.. .. . -, , , ... ‘- | i.. v,ui A I . n,. .. . . . -4 . ... '(v: r' 1 J . ... ..i. .. , ... I ‘ . __ , , , _., 'Alllll. ‘)4I~IJlAD. »““""". .. ... —. . .-. >. . .. ... .i. ... -.. .» .1 . .. -AI. l . ... .. 43-4 -dulrv . , . . . .-. ... ... ... ..i . -. . . . . ». ..--; ..- . . . ..F . ... ._. ... ..i- i, ,_. ’ . . ~. ..i . . . .. _ . ..: .;. ... .. . -.. .u: . . ... ..» . . . .. . . . _ l1>t. U -: .-. .-. ..«in. .. .- I r. .. «J u. ;.« a 9,». T ‘.4. lur- , .. ..
  • 37. Dashboard Example 1.. ... . _. o. : - . ',‘_ n In »luIaoIi. lIII! :hADl. L uunru-rt. .. nu smut ; i.. m1.. . u .0.. . ac as: Out . ... .. -. «- M‘. .. vu- e mun. .. mu»- lvIIfI"vn tun‘ : .. ... . In-: —.p~. ..-. .. -vm I: u. 1 Int‘! 1'». . uT§]T£7FuT. I.I* ‘ COUIII iwp luv (lint. 1'. rn-no npaunu 1- . u.- . . . n vs‘ . x.. :_2»-; .v, 3*; -2f 33¢ = 2 I‘ . ‘ v ‘ ‘ -1: 1 aw! O ungnnnamn " " ‘Wreath have hr-AINIQOI I . us&a. ts VJ. Inn. . 50 CD1!» 04 Q‘ P . 9 5 0 u c 3 1.. ‘r0II! I'IIfI‘ fauna -‘van. ‘ac--«Inna: »u<. n.. .u or’ . .""l’l§— Iu§~a. nI-I nu-she‘! U‘ - I‘-. -.u (-. nhuu flat! 01' I ran. -4 ‘Inn in nu. ..- now. .. . u.z 2 July‘ . I1:u -o| ~.>. :I I -u-II-. . III I‘. .'u uv-an-«w . :wr; v: vI-«I Jr. hr. r: -v-. AI ll . ... mmuh an Inn unru- , ‘4VV'IIU Mu ‘H153. Q , .,_. ,.. m. . =, cu; nu. »-. -an vr son. to . .. .4 r»- = I7vv. ‘1v¢‘v V. ll'III I/ i‘)l'LiC ()7 "52’
  • 38. force White Space Analysis (Upsell/ Cross-Sell) Sales I: Pipeline Basics Susan St. Ledger. S/ P High Tech Vertical lilarkels. salesforcecom
  • 39. ‘tug: /./ z.”. r,I, ..'r, v; I T ‘ i .9.“ vii
  • 40. Session Feedback Let us know how we’re doing! Please score the session from 5 to 1 (5=exce| |ent,1=needs improvement) in the following categories: Overall rating of the session Quality of content Strength of presentation delivery Relevance of the session to your organization Additionally, please score each individual speaker on: ' Overall delivery of session We strive to improve, thank you for filling out our survey. . 3' "r. i‘l'i, .". .. ‘ fi): 'L‘. c(37 7_
  • 41. Thank You!