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How To Use CRM To Grow Sales by @jasonrjordan
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How To Use CRM To Grow Sales by @jasonrjordan

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Get the basics on what you need for success with your CRM. Jason Jordan shares best practices to boost sales and increase revenues, plus offers tips for using CRM to drive your success. CRM novices …

Get the basics on what you need for success with your CRM. Jason Jordan shares best practices to boost sales and increase revenues, plus offers tips for using CRM to drive your success. CRM novices and pros alike will benefit from this framework. Hear the audio version here:
https://www.brighttalk.com/webcast/10061/105979

Published in: Business, Education

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  • 1. Back to Basics: How to Use CRM to Grow Sales • JASON JORDAN • Partner • Vantage Point • @JasonRJordan
  • 2. A Sales Management Innovator Assigned Territories Defined Sales Processes Assigned Quotas Paid Commissions Held Sales Contests Held National Sales Meetings Trained Salespeople
  • 3. John Henry Patterson in 1893 The National Cash Register Company
  • 4. Then in 1993
  • 5. Then in 2013 !
  • 6. The Golden Age of Reporting
  • 7. Key Question How should we use all that data?
  • 8. First, 4 Things about Vantage Point Focus On Sales Management
  • 9. First, 4 Things about Vantage Point Focus On Sales Management Advancement through Research
  • 10. Sales Methodology Neutral SPIN Selling Miller Heiman TAS Holden Richardson Home Grown Challenger ü  ü  ü  ü  ü  ü  ü  First, 4 Things about Vantage PointFirst, 4 Things about Vantage Point
  • 11. Sales Methodology Neutral SPIN Selling Miller Heiman TAS Holden Richardson Home Grown Challenger ü  ü  ü  ü  ü  ü  ü  First, 4 Things about Vantage Point We Simplify “I can remember when it felt like I was constantly on fire. Now I have a better grasp on which activities will lead us to the results we need." First, 4 Things about Vantage Point
  • 12. Early Adopters
  • 13. The Unanswered Question How should we use all that data?
  • 14. Answer: To Improve the Data
  • 15. Answer: To Improve the Data Can We Manage Data?
  • 16. A Little Investigation
  • 17. The Frustrating Search for a ‘Best Practice’ Slide 17
  • 18. Revenue Customer Satisfaction Market Share Pipeline SizeVolume Ramp-Up Time IT InvestmentCoaching Account Plan Completion Tool Usage Segment of Customer Call Volume Up/Cross-Selling Number of AccountsTime Allocation Quota Achievement Share-of-Wallet Process Usage Skill Level Territory Coverage New/Existing CustomersCall Outcomes Customer Retention Deal Size Prospect Type New/Existing Product Starting from Scratch... 306 Pieces of Chaos
  • 19. Revenue Customer Satisfaction Market Share Pipeline SizeVolume Ramp-Up Time IT InvestmentCoaching Account Plan Completion Tool Usage Segment of Customer Call Volume Up/Cross-Selling Number of AccountsTime Allocation Quota Achievement Share-of-Wallet Process Usage Skill Level Territory Coverage New/Existing CustomersCall Outcomes Customer Retention Deal Size Prospect Type New/Existing Product Can We Manage this Metric? Guiding Question….
  • 20. Some….Yes Revenue Customer Satisfaction Market Share Pipeline SizeVolume Ramp-Up Time IT InvestmentCoaching Call Type Tool Usage Segment of Customer Call Volume Up/Cross-Selling Number of AccountsTime Allocation Quota Achievement Share-of-Wallet Process Usage Skill Level Territory Coverage New/Existing CustomersCall Outcomes Customer Retention Deal Size Prospect Type New/Existing Product
  • 21. Some….No Revenue Customer Satisfaction Market Share Pipeline SizeVolume Ramp-Up Time IT InvestmentCoaching Call Type Tool Usage Segment of Customer Call Volume Up/Cross-Selling Number of AccountsTime Allocation Quota Achievement Share-of-Wallet Process Usage Skill Level Territory Coverage New/Existing CustomersCall Outcomes Customer Retention Deal Size Prospect Type New/Existing Product
  • 22. Some….Maybe? Revenue Customer Satisfaction Market Share Pipeline SizeVolume Ramp-Up Time IT InvestmentCoaching Call Type Tool Usage Segment of Customer Call Volume Up/Cross-Selling Number of AccountsTime Allocation Quota Achievement Share-of-Wallet Process Usage Skill Level Territory Coverage New/Existing CustomersCall Outcomes Customer Retention Deal Size Prospect Type New/Existing Product
  • 23. Our Eventual Metrics Framework Organizational outcomes that can not be ‘managed’ whatsoever
  • 24. Our Eventual Metrics Framework Objectives that require ‘consent’ but can be influenced Organizational outcomes that can not be ‘managed’ whatsoever
  • 25. Our Eventual Metrics Framework Salesperson and manager activities that can be proactively managed Objectives that require ‘consent’ but can be influenced Organizational outcomes that can not be ‘managed’ whatsoever
  • 26. Aha : We Can Only Manage Activities ! Salesperson and manager activities that can be proactively managed Objectives that require ‘consent’ but can be influenced Organizational outcomes that can not be ‘managed’ whatsoever
  • 27. Another Aha : Cause-and-Effect
  • 28. Examples of Cause-and-Effect Revenue Market Share Quota Achievement Sales Activities Business Results Sales Objectives Volume New/Existing Product Share-of-WalletTerritory Coverage New/Existing Customers Customer Retention Coaching Account Plan CompletionCall Volume Call Type Training Customer Satisfaction
  • 29. Examples of Cause-and-Effect Revenue Market Share Quota Achievement Sales Activities Business Results Sales Objectives Volume New/Existing Product Share-of-WalletTerritory Coverage New/Existing Customers Customer Retention Coaching Account Plan CompletionCall Volume Call Type Training Customer Satisfaction
  • 30. Examples of Cause-and-Effect Revenue Market Share Quota Achievement Sales Activities Business Results Sales Objectives Volume New/Existing Product Share-of-WalletTerritory Coverage New/Existing Customers Customer Retention Coaching Account Plan CompletionCall Volume Call Type Training Customer Satisfaction
  • 31. Examples of Cause-and-Effect Revenue Market Share Quota Achievement Sales Activities Business Results Sales Objectives Volume New/Existing Product Share-of-WalletTerritory Coverage New Customer Acquisition Customer Retention Coaching Account Plan CompletionCall Volume Call Type Training Customer Satisfaction
  • 32. Examples of Cause-and-Effect Revenue Market Share Quota Achievement Sales Activities Business Results Sales Objectives Volume New/Existing Product Share-of-WalletTerritory Coverage New Customer Acquisition Customer Retention Coaching Account Plan CompletionCall Volume Call Type Training Customer Satisfaction
  • 33. Examples of Cause-and-Effect Revenue Market Share Quota Achievement Sales Activities Business Results Sales Objectives Volume New/Existing Product Share-of-WalletTerritory Coverage New Customer Acquisition Customer Retention Coaching Account Plan CompletionCall Volume Call Type Training Customer Satisfaction
  • 34. Aha #3 : You Reverse-Engineer Success Link the Objectives to relevant Activities, and manage them relentlessly Select and quantify the BEST Objectives that will lead to those Results Identify the Results you want to achieve
  • 35. Reverse-Engineering Success Revenue Market Share Quota Achievement Sales Activities Business Results Sales Objectives Volume New/Existing Product Share-of-WalletTerritory Coverage New Customer Acquisition Customer Retention Coaching Account Plan CompletionCall Volume Call Type Training Customer Satisfaction5%
  • 36. Reverse-Engineering Success Revenue Market Share Quota Achievement Sales Activities Business Results Sales Objectives Volume New/Existing Product Share-of-WalletTerritory Coverage New Customer Acquisition Customer Retention Coaching Account Plan CompletionCall Volume Call Type Training Customer Satisfaction5% 15%
  • 37. Reverse-Engineering Success Revenue Market Share Quota Achievement Sales Activities Business Results Sales Objectives Volume New/Existing Product Share-of-WalletTerritory Coverage New Customer Acquisition Customer Retention Coaching Account Plan CompletionCall Volume Call Type Training Customer Satisfaction5% 15% Review Qtrly
  • 38. Then Focus on Execution of the Activity Revenue Market Share Quota Achievement Sales Activities Business Results Sales Objectives Volume New/Existing Product Share-of-WalletTerritory Coverage New Customer Acquisition Customer Retention Coaching Account Plan CompletionCall Volume Call Type Training Customer Satisfaction Review Qtrly
  • 39. Why Is This Important? Sales Activities Coaching Account Plan CompletionCall Volume Call Type Training Review Qtrly
  • 40. Yet… Slide 40
  • 41. Punch Lines... Reverse- Engineer These
  • 42. Punch Lines... Reverse- Engineer These Manage These
  • 43. Punch Lines... Reverse- Engineer These Measure It All Manage These
  • 44. Better Sales Results = Better Decision-Making ?
  • 45. Suddenly, It Makes Sense
  • 46. FINALLY, Operating Instructions for the Sales Force
  • 47. In Summary...
  • 48. Instead of an Avalanche of Disorganized Data…
  • 49. There Can Be Order and Manageability
  • 50. Instead of Just Decision-Making Tools… ?
  • 51. A Decision-Making Framework
  • 52. www.VantagePointPerformance.com/Salesforce JJordan@VantagePointPerformance.com
  • 53. QUESTIONS?