Revenue Performance Management
Driving Pipeline Velocity with Behavior Change
A subset of slides originally presented at t...
Driving Velocity
Goals:
› Recognize and react to stalled
opportunities early

›

Reduce friction to improve
forecast relia...
Velocity
Sales people are expected to focus on
short-term goals (closing business), but
the business needs to keep focus o...
Velocity

Email notification brings opportunity
owner back to Salesforce.com.
Leveraging the SAVO integration, we
can push...
Velocity

SAVO guide based on common stall
reasons based on internal research and
institutional knowledge.
Velocity

Coaching pages built in SAVO,
leveraging the best SME coaches from
across the company.
Velocity

Visibility of stalled pipeline from
executive team down to the field helps
reinforce behavior change.
Velocity

Further reinforcement through weekly
reminder emails to opportunity owner
and manager.
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Tactics to Influence Sales Rep Behavior with Data

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  • PhilRecognize – talk track around medianOften predicting will close in 4 months – but a Q2 stall means it’s a Q3 or Q4 close.Velocity was important to SAVO. Every opportunity has obstacles within it – the faster they can move through those roadblocks – when they stall there is more risk that dynamics of the opportunity with change; organizational change, lost budget, seller looks incompetent because they don’t have the answer on the spot, etc. Story of contrast – Seller needed to identify themselves, manager had to get up to speed on the situation and coach – likely pulling from only their own experiences, and hopefully finding materials created from other groups… At SAVO we approached this differently --- triggered email ---- Through automation, we are able to bring together these different groups – impact velocity – in a scalable manner. This holistic view was bigger than just enabling sellers. This view brought light to …..This is a bigger problem – deals are falling out you assume they were lost, misalignment with the buyer’s journey & the seller’s activity, sellers that are quitting because deals aren’t moving the way they expect it to,
  • PhilRecognize – talk track around medianOften predicting will close in 4 months – but a Q2 stall means it’s a Q3 or Q4 close.Velocity was important to SAVO. Every opportunity has obstacles within it – the faster they can move through those roadblocks – when they stall there is more risk that dynamics of the opportunity with change; organizational change, lost budget, seller looks incompetent because they don’t have the answer on the spot, etc. Story of contrast – Seller needed to identify themselves, manager had to get up to speed on the situation and coach – likely pulling from only their own experiences, and hopefully finding materials created from other groups… At SAVO we approached this differently --- triggered email ---- Through automation, we are able to bring together these different groups – impact velocity – in a scalable manner. This holistic view was bigger than just enabling sellers. This view brought light to …..This is a bigger problem – deals are falling out you assume they were lost, misalignment with the buyer’s journey & the seller’s activity, sellers that are quitting because deals aren’t moving the way they expect it to,
  • PhilRecognize – talk track around medianOften predicting will close in 4 months – but a Q2 stall means it’s a Q3 or Q4 close.Velocity was important to SAVO. Every opportunity has obstacles within it – the faster they can move through those roadblocks – when they stall there is more risk that dynamics of the opportunity with change; organizational change, lost budget, seller looks incompetent because they don’t have the answer on the spot, etc. Story of contrast – Seller needed to identify themselves, manager had to get up to speed on the situation and coach – likely pulling from only their own experiences, and hopefully finding materials created from other groups… At SAVO we approached this differently --- triggered email ---- Through automation, we are able to bring together these different groups – impact velocity – in a scalable manner. This holistic view was bigger than just enabling sellers. This view brought light to …..This is a bigger problem – deals are falling out you assume they were lost, misalignment with the buyer’s journey & the seller’s activity, sellers that are quitting because deals aren’t moving the way they expect it to,
  • PhilRecognize – talk track around medianOften predicting will close in 4 months – but a Q2 stall means it’s a Q3 or Q4 close.Velocity was important to SAVO. Every opportunity has obstacles within it – the faster they can move through those roadblocks – when they stall there is more risk that dynamics of the opportunity with change; organizational change, lost budget, seller looks incompetent because they don’t have the answer on the spot, etc. Story of contrast – Seller needed to identify themselves, manager had to get up to speed on the situation and coach – likely pulling from only their own experiences, and hopefully finding materials created from other groups… At SAVO we approached this differently --- triggered email ---- Through automation, we are able to bring together these different groups – impact velocity – in a scalable manner. This holistic view was bigger than just enabling sellers. This view brought light to …..This is a bigger problem – deals are falling out you assume they were lost, misalignment with the buyer’s journey & the seller’s activity, sellers that are quitting because deals aren’t moving the way they expect it to,
  • PhilRecognize – talk track around medianOften predicting will close in 4 months – but a Q2 stall means it’s a Q3 or Q4 close.Velocity was important to SAVO. Every opportunity has obstacles within it – the faster they can move through those roadblocks – when they stall there is more risk that dynamics of the opportunity with change; organizational change, lost budget, seller looks incompetent because they don’t have the answer on the spot, etc. Story of contrast – Seller needed to identify themselves, manager had to get up to speed on the situation and coach – likely pulling from only their own experiences, and hopefully finding materials created from other groups… At SAVO we approached this differently --- triggered email ---- Through automation, we are able to bring together these different groups – impact velocity – in a scalable manner. This holistic view was bigger than just enabling sellers. This view brought light to …..This is a bigger problem – deals are falling out you assume they were lost, misalignment with the buyer’s journey & the seller’s activity, sellers that are quitting because deals aren’t moving the way they expect it to,
  • PhilRecognize – talk track around medianOften predicting will close in 4 months – but a Q2 stall means it’s a Q3 or Q4 close.Velocity was important to SAVO. Every opportunity has obstacles within it – the faster they can move through those roadblocks – when they stall there is more risk that dynamics of the opportunity with change; organizational change, lost budget, seller looks incompetent because they don’t have the answer on the spot, etc. Story of contrast – Seller needed to identify themselves, manager had to get up to speed on the situation and coach – likely pulling from only their own experiences, and hopefully finding materials created from other groups… At SAVO we approached this differently --- triggered email ---- Through automation, we are able to bring together these different groups – impact velocity – in a scalable manner. This holistic view was bigger than just enabling sellers. This view brought light to …..This is a bigger problem – deals are falling out you assume they were lost, misalignment with the buyer’s journey & the seller’s activity, sellers that are quitting because deals aren’t moving the way they expect it to,
  • PhilRecognize – talk track around medianOften predicting will close in 4 months – but a Q2 stall means it’s a Q3 or Q4 close.Velocity was important to SAVO. Every opportunity has obstacles within it – the faster they can move through those roadblocks – when they stall there is more risk that dynamics of the opportunity with change; organizational change, lost budget, seller looks incompetent because they don’t have the answer on the spot, etc. Story of contrast – Seller needed to identify themselves, manager had to get up to speed on the situation and coach – likely pulling from only their own experiences, and hopefully finding materials created from other groups… At SAVO we approached this differently --- triggered email ---- Through automation, we are able to bring together these different groups – impact velocity – in a scalable manner. This holistic view was bigger than just enabling sellers. This view brought light to …..This is a bigger problem – deals are falling out you assume they were lost, misalignment with the buyer’s journey & the seller’s activity, sellers that are quitting because deals aren’t moving the way they expect it to,
  • PhilRecognize – talk track around medianOften predicting will close in 4 months – but a Q2 stall means it’s a Q3 or Q4 close.Velocity was important to SAVO. Every opportunity has obstacles within it – the faster they can move through those roadblocks – when they stall there is more risk that dynamics of the opportunity with change; organizational change, lost budget, seller looks incompetent because they don’t have the answer on the spot, etc. Story of contrast – Seller needed to identify themselves, manager had to get up to speed on the situation and coach – likely pulling from only their own experiences, and hopefully finding materials created from other groups… At SAVO we approached this differently --- triggered email ---- Through automation, we are able to bring together these different groups – impact velocity – in a scalable manner. This holistic view was bigger than just enabling sellers. This view brought light to …..This is a bigger problem – deals are falling out you assume they were lost, misalignment with the buyer’s journey & the seller’s activity, sellers that are quitting because deals aren’t moving the way they expect it to,
  • Tactics to Influence Sales Rep Behavior with Data

    1. 1. Revenue Performance Management Driving Pipeline Velocity with Behavior Change A subset of slides originally presented at the 2013 SAVO Sales Enablement Summit Originally Presented by: Phil Nieman Sr. Operations Manager, Revenue Performance Management Bethany Ronchetta Sr. Director of Corporate Strategy
    2. 2. Driving Velocity Goals: › Recognize and react to stalled opportunities early › Reduce friction to improve forecast reliability
    3. 3. Velocity Sales people are expected to focus on short-term goals (closing business), but the business needs to keep focus on the long-term. – Recognize stalls early – Notify sales to take action
    4. 4. Velocity Email notification brings opportunity owner back to Salesforce.com. Leveraging the SAVO integration, we can push coaching directly from the opportunity record.
    5. 5. Velocity SAVO guide based on common stall reasons based on internal research and institutional knowledge.
    6. 6. Velocity Coaching pages built in SAVO, leveraging the best SME coaches from across the company.
    7. 7. Velocity Visibility of stalled pipeline from executive team down to the field helps reinforce behavior change.
    8. 8. Velocity Further reinforcement through weekly reminder emails to opportunity owner and manager.
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