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Increase Sales Effectiveness & Close More Deals With Oracles Complete Crm
- 1. 1 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
- 2. 2 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
Increase Sales Effectiveness & Close More Deals
with Oracle’s Complete CRM
Kirk Mosher
Vice President, CRM & eCommerce Product Marketing
- 3. Safe Harbor Statement
The preceding is intended to outline our general product
direction. It is intended for information purposes only, and may
not be incorporated into any contract. It is not a commitment to
deliver any material, code, or functionality, and should not be
relied upon in making purchasing decisions. The development,
3 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
relied upon in making purchasing decisions. The development,
release, and timing of any features or functionality described for
Oracle’s products remains at the sole discretion of Oracle.
- 4. Agenda
• Megatrends
• Business Challenges
• The Opportunity
• Customer Successes
4 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
• Customer Successes
• Key Takeaways
- 6. Megatrends
Shifting How Business Is Done
CustomerCustomer--DrivenDriven Cloud ComputingCloud Computing
6 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
Social MediaSocial Media
MobilityMobility
RealReal--Time DecisionsTime Decisions
CrossCross--ChannelChannel
- 7. Megatrend: Customer-Driven
Customers are more independent and informed
• Product commoditization
• Shift to buyer-driven market
• Decrease in customer loyalty
Change DriversChange Drivers
7 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
• Differentiate your customer experience
• Expand your channels of customer
engagement
• Incent and reward customer loyalty
• Decrease in customer loyalty
Business ImplicationsBusiness Implications
Source: The Conference Board, CEO Challenge 2010
- 8. Megatrend: Cross Channel
The buying journey has become more complex
• Multiple channel buying process
• Channel silos creating frustration
• Impacting loyalty and retention
Change DriversChange Drivers
30% of Customers Use 3 or More Channels
Number of Channels for
a Single Transaction
8 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
• Create unified view of customers
• Connect each interaction across
the buying journey
• Integrate processes across channels
• Impacting loyalty and retention
Business ImplicationsBusiness Implications
Source: ATG-sponsored, independent survey of 1,054 US consumers.
- 9. Megatrend: Real-Time Decisions
Speed of business is outpacing traditional batch mode analytics
• Multi-channel options
• Shift in buyer behavior
• Move to customer-centricity
Change DriversChange Drivers
““BIBI isis frontfront
and centerand center
9 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
• Optimize every interaction and offer
• Adapt to the customer in real time
• Provide relevant and personalized
offers and information
• Move to customer-centricity
Business ImplicationsBusiness Implications
and centerand center
onon
everyone'severyone's
agendas.”agendas.”
- 10. Megatrend: Cloud Computing
Shifting deployment model for business applications
• Shrinking IT budgets
• Pay as you go: OPEX vs. CAPEX
• Perceived time-to-value
Change DriversChange Drivers
“By 2012,“By 2012, 80%80%
of Fortune 1000of Fortune 1000
enterprisesenterprises willwill
10 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
• Assess appropriate deployment option
• Integrate processes across cloud and
on premise applications
• Must ensure security and compliance
• Perceived time-to-value
Business ImplicationsBusiness Implications
enterprisesenterprises willwill
use some level ofuse some level of
cloud computingcloud computing
services.”services.”
- 11. Megatrend: Mobility
Smart mobile devices are changing the way we work and play
• Global adoption of smartphones
• Growth in web and mobile apps
• New browser-based media tablets
Change DriversChange Drivers
2.4 Days2.4 Days
11 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
• Enable access anywhere
• Reduce redundant tasks
• Support disconnected activity
• New browser-based media tablets
Business ImplicationsBusiness Implications
2.4 Days2.4 Days
a Weeka Week
Source: The Alexander Group and Pace Productivity Inc.
- 12. Megatrend: Social Media
New ways of interacting are changing the business landscape
• New paradigms of interaction
• Increasing speed of learning
• Shift of power to customers
Change DriversChange Drivers
12 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
• Monitor the social conversation
• Create social channels of customer
engagement as appropriate
• Enables collaboration across teams
• Shift of power to customers
Business ImplicationsBusiness Implications
- 14. Business Challenges – VP of Sales
• #1 Growing revenue and
delivering your numbers
• #2 Accurately forecasting revenue
and doing it consistently over time
14 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
and doing it consistently over time
• #3 Delivering your number while
staying within your headcount
and expense budget
- 15. Consider these numbers…
81
89
85/29
% missed guidance in last 12 months
% reps aren’t getting enough coaching
% leads qualified – marketing vs sales
15 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
85/29
<24
Sources: 1) CSO Insights; 2) Corporate Visions Inc.; 3) SIRIUS Decisions; 4) Thomson Reuters
% leads qualified – marketing vs sales
months is average tenure of a VP of Sales
- 16. Is my team’s forecast accurate and real?
How can I help my team win more business?
What’s Keeps a VP of Sales Up at Night?
16 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
How can I improve the quality of my pipeline
and reduce time spent on dead-end deals?
How can I get my company to move faster
when the deal is on the line?
- 17. The Key is Better Sales Performance
x =
17 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
Existing
Resources
Existing
Resources
x
Increased
Revenue
=
Sales
Performance
- 19. #1 Know Where You Stand
$
19 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
M1 M2 M3
- 20. #2 Provide Support at the Point of Action
$
20 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
M1 M2 M3
- 21. #3 Generate Better Opportunities
$
21 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
M1 M2 M3
- 22. #4 Align Everything Behind Your Success
$
22 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
M1 M2 M3
- 23. 1. Gain confidence in your team’s forecasts
2. Provide coaching when it really matters
3. Build a stronger pipeline of real opportunities
Keys to Improving Sales Performance
23 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
3. Build a stronger pipeline of real opportunities
4. Align process, resources & people behind your success
- 25. 25 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
Companies using sales analytics/forecasting tools outperform others
by 1.3 times in achieving their overall annual sales quota.
Source: Aberdeen Group, October 2010
- 26. • Improve forecast accuracy and
sales pipeline visibility
• Consolidate past, present and
future forecast details in one
location to better predict trends
Gain More Actionable Insight
26 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
location to better predict trends
• Access real-time synchronization
between opportunities & forecast
- 27. • Increase productivity by
accessing and sharing prebuilt
reports and dashboards
• Enable inline editing of sales
forecasts by sales managers
Gain More Actionable Insight
27 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
forecasts by sales managers
• Empower users with critical
insights wherever and
however they work
- 28. “Before implementing Oracle CRM On Demand,
we lacked important sales call metrics, including
the ability to map calls to outcomes. Now, we have
clear visibility into the complete call lifecycle.”
Michael Bell
Inside Sales Manager, Equifax
28 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
“Equifax increased inside sales revenue by 10%
in the midst of the economic downturn”
- 30. 30 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
“Progressive organizations recognize that in a down economy, efforts to
improve the coaching skills of frontline sales managers have a greater
ROI compared to other similar training investments made on sales reps,
in terms of their direct impact on overall sales performance.”
The Corporate Executive Board 2009
- 31. Deliver Better Sales Coaching
31 Copyright © 2011, Oracle and/or its affiliates. All rights reserved. Source: CSO Insights, 2011
- 32. Deliver Better Sales Coaching
• Utilize your best sales
practices to streamline
the sales process
• Provide sales-specific
coaching to empower reps
32 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
coaching to empower reps
• Implement sales
methodologies to increase
consistency
- 34. 34 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
An estimated 70-90% of leads generated by marketing
are never followed up by sales.
Source: Marketing Sherpa
- 35. Improve the Sales Pipeline
Qualified Opportunity
Sales
Qualified
Lead
Lead
Generation
and Capture
Unqualified Lead
Collateral
List Purchases
Email Sales Win
Common Strategy, Common Definitions
35 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
Marketing Mix Feedback
Leadand CaptureWebinars
Tradeshows
Other Data Sources Lead Recycling
Win
End to End ROI and Impact Metrics
- 36. Improve the Sales Pipeline
• Develop common lead
scoring criteria to
improve lead quality
• Design adaptive 1:1
marketing campaigns to
36 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
marketing campaigns to
increase conversion rates
• Create progressive profile
of needs and interactions to
shorten sales cycle and
improve close rates
- 37. “Oracle CRM On Demand enabled us to gain groupwide
visibility into the sales pipeline. We also gained the ability to
automate key sales management processes and close the data
loop across our enterprise and third-party systems to ensure
information accuracy and process efficiency.”
Bob Rohr Vice President, Americas Commercial Sales Operations and Business
Support, Graphic Communications Group, Eastman Kodak Company
37 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
- 39. 39 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
“Today, 30 to 35 percent of a salesperson’s face time is spent with the
customer. Salespeople spend too much time on administrating,
expediting orders, arguing over receivables, and finding late shipments.”
Source: Jack Welch, former CEO, General Electric Company
- 40. Logistics
Inventory Mgt
Warehouse Mgt
Shipping / Receiving
Transportation Mgt
Manufacturing
Discrete MFG
Process MFG
OrchestrateCapture Fulfill
Web
Social
Networks
Quote / Order Capture
Create Transaction
Select and Configure Products
Create Shipment Expectations
Check / Reserve Inventory
Negotiate Terms
Determine Tax
Capture Payment
Validate and Submit Order
Orchestrate Orders
Order Decomposition
Order Orchestration
Distributed Inventory
Order Workbench
Data Transformation
Align Processes Behind Your Success
40 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
Process MFG
APS
Advanced Planning
Global Order Promise
Field Service
Scheduling & Dispatch
Dispatch
Finance
AP / AR / GL
Billing / Invoicing
Internal
Network*
Partner
Network
Dropship
Network
Mobile
Store
Kiosk
Validate and Submit Order
Manage Order
Order Status Inquiry
Modify Order
Cancel Order
Return Order
Renew Order
- 41. • Optimally source and orchestrate
orders, and streamline and
expedite fulfillment
• Quickly introduce new products,
promotions & pricing to achieve
Align Processes Behind Your Success
41 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
promotions & pricing to achieve
operational excellence
• Optimize and manage pricing
to achieve higher margins
- 42. "Oracle Siebel Order Management provides us with perfect support for
our new delivery business without having to massively adapt the
existing heterogeneous environment. Considering that we deployed it
in more than 30 countries worldwide, one of the major highlights, from
the IT perspective, is that we can directly upgrade to new versions.”
Sven Prüssing
Senior Department Manager of CRM, METRO SYSTEMS Gmb
42 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
Senior Department Manager of CRM, METRO SYSTEMS Gmb
“Metro Systems rolled out this solution quickly
and successfully across 23 countries in 2 years”
- 44. 44 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
“In 2010, the percentage of reps meeting or beating quota hit the
second lowest level this century at 51%. The lowest was 49%
following the dot.com implosion...”
Source: CSO Insights 2011
- 45. • Improve sales performance with
more efficient territories, quotas
and incentive compensation plans
• Align quotas and territories with
company objectives to create
Align Resources Behind Your Success
45 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
company objectives to create
better sales plans
• Optimize coverage in territories
and make reps more efficient
- 46. • Align incentives to sales goals
and track payments to
increase motivation
• Create and monitor incentive
Align Resources Behind Your Success
46 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
• Create and monitor incentive
plans, payments, and
adjustments
- 48. 48 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
“Firms employing collaboration outpace their non-collaborating peers
at the high-end of this scale by 2:1 in both initial meetings leading to
a presentation and proposals leading to a sale...”
Source: CSO Insights, 2011
- 49. Align People Behind Your Success
49 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
- 50. Align People Behind Your Success
• Empower users with a single,
unified view of real-time
business activity & changes
• Stream relevant insights and
subject matter expertise
50 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
subject matter expertise
• Collaborate with your network
to gain quick visibility into
activities with real time,
actionable updates
- 51. 1. Gain confidence in your team’s forecasts
2. Provide coaching when it really matters
3. Build a stronger pipeline of real opportunities
Keys to Improving Sales Performance
51 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
3. Build a stronger pipeline of real opportunities
4. Align process, resources & people behind your success
- 52. KEVIN RAYBON
Former GM, Sales Operations, NEC
Founder, CRMtrifuge.com
52 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
- 53. PROFILE
• NEC Corporation of America is a $1B
technology company
• Sells telecommunications, network and
high performance computing platforms and
NEC Increases Sales Efficiency and Effectiveness
53 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
high performance computing platforms and
services through a network of dealers and
direct key account teams
• NEC global revenue $45B
• NEC America revenue > $1B
Results - NEC saved 200 hours monthly in reporting tasks
- 54. Best Practices for Successful CRM Implementation
• Start Small, Think Big, Scale Quickly
• Build a Roadmap & Know Where You are Starting
• Demonstrate Executive Leadership Support Early and Often
54 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
• Focus on Process Over Product
• Don’t Underestimate the Organizational Change Required
- 55. PARTHA SRINIVASA
Group CTO & Global CIO, Group IT Shared
Services, Zurich Financial Services
55 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
ORACLE
PRODUCT
LOGO
- 56. PROFILE
• Farmers Insurance Group operating under
its parent company Zurich Financial
Services, is the third-largest provider of
personal lines automobile and homeowners
Zurich Gains Increased Visibility Into Sales Pipeline
56 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
personal lines automobile and homeowners
insurance in US.
• Farmers operates in 50 states and DC,
serving over 15 million customers
• Zurich annual revenue $70 billion
• Farmers annual revenue $20 billion
Results - Zurich increased agency business by 20% with Oracle
- 59. The Key is Better Sales Performance
x =
59 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
Existing
Resources
Existing
Resources
x
Increased
Revenue
=Sales
Performance
- 61. Stay Connected…
Read blogs.oracle.com/CRM
Watch youtube.com/OracleCRM
Follow twitter.com/OracleCRM
61 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
Join facebook.com/OracleCRM
Learn oracle.com/CRM
Use and Follow #OOW11CRM for LIVE UPDATES during the conference
- 63. 63 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.