Back to Basics:
How to Use CRM to
Grow Sales
• JASON JORDAN
• Partner
• Vantage Point
• @JasonRJordan
A Sales Management Innovator
Assigned Territories
Defined Sales Processes
Assigned Quotas
Paid Commissions
Held Sales Cont...
John Henry Patterson in 1893
The National Cash Register Company
Then in 1993
Then in 2013 !
The Golden Age of Reporting
Key Question
How should we
use all that data?
First, 4 Things about Vantage Point
Focus On Sales
Management
First, 4 Things about Vantage Point
Focus On Sales
Management
Advancement
through Research
Sales Methodology
Neutral
SPIN Selling
Miller Heiman TAS
Holden
Richardson
Home Grown
Challenger
ü 
ü 
ü 
ü 
ü 
ü 
ü...
Sales Methodology
Neutral
SPIN Selling
Miller Heiman TAS
Holden
Richardson
Home Grown
Challenger
ü 
ü 
ü 
ü 
ü 
ü 
ü...
Early Adopters
The Unanswered Question
How should we
use all that data?
Answer: To Improve the Data
Answer: To Improve the Data
Can We Manage Data?
A Little Investigation
The Frustrating Search for a ‘Best Practice’
Slide 17
Revenue
Customer Satisfaction
Market Share
Pipeline SizeVolume
Ramp-Up Time
IT InvestmentCoaching
Account Plan Completion
...
Revenue
Customer Satisfaction
Market Share
Pipeline SizeVolume
Ramp-Up Time
IT InvestmentCoaching
Account Plan Completion
...
Some….Yes
Revenue
Customer Satisfaction
Market Share
Pipeline SizeVolume
Ramp-Up Time
IT InvestmentCoaching
Call Type
Tool...
Some….No
Revenue
Customer Satisfaction
Market Share
Pipeline SizeVolume
Ramp-Up Time
IT InvestmentCoaching
Call Type
Tool ...
Some….Maybe?
Revenue
Customer Satisfaction
Market Share
Pipeline SizeVolume
Ramp-Up Time
IT InvestmentCoaching
Call Type
T...
Our Eventual Metrics Framework
Organizational outcomes that can
not be ‘managed’ whatsoever
Our Eventual Metrics Framework
Objectives that require ‘consent’
but can be influenced
Organizational outcomes that can
no...
Our Eventual Metrics Framework
Salesperson and manager
activities that can be proactively
managed
Objectives that require ...
Aha : We Can Only Manage Activities !
Salesperson and manager
activities that can be proactively
managed
Objectives that r...
Another Aha : Cause-and-Effect
Examples of Cause-and-Effect
Revenue
Market Share
Quota Achievement
Sales Activities
Business Results
Sales Objectives
Vol...
Examples of Cause-and-Effect
Revenue
Market Share
Quota Achievement
Sales Activities
Business Results
Sales Objectives
Vol...
Examples of Cause-and-Effect
Revenue
Market Share
Quota Achievement
Sales Activities
Business Results
Sales Objectives
Vol...
Examples of Cause-and-Effect
Revenue
Market Share
Quota Achievement
Sales Activities
Business Results
Sales Objectives
Vol...
Examples of Cause-and-Effect
Revenue
Market Share
Quota Achievement
Sales Activities
Business Results
Sales Objectives
Vol...
Examples of Cause-and-Effect
Revenue
Market Share
Quota Achievement
Sales Activities
Business Results
Sales Objectives
Vol...
Aha #3 : You Reverse-Engineer Success
Link the Objectives to relevant
Activities, and manage them
relentlessly
Select and ...
Reverse-Engineering Success
Revenue
Market Share
Quota Achievement
Sales Activities
Business Results
Sales Objectives
Volu...
Reverse-Engineering Success
Revenue
Market Share
Quota Achievement
Sales Activities
Business Results
Sales Objectives
Volu...
Reverse-Engineering Success
Revenue
Market Share
Quota Achievement
Sales Activities
Business Results
Sales Objectives
Volu...
Then Focus on Execution of the Activity
Revenue
Market Share
Quota Achievement
Sales Activities
Business Results
Sales Obj...
Why Is This Important?
Sales Activities
Coaching Account Plan CompletionCall Volume
Call Type Training
Review
Qtrly
Yet…
Slide 40
Punch Lines...
Reverse-
Engineer
These
Punch Lines...
Reverse-
Engineer
These
Manage These
Punch Lines...
Reverse-
Engineer
These
Measure
It All
Manage These
Better Sales Results = Better Decision-Making
?
Suddenly, It Makes Sense
FINALLY, Operating Instructions for the Sales
Force
In Summary...
Instead of an Avalanche of Disorganized Data…
There Can Be Order and Manageability
Instead of Just Decision-Making Tools…
?
A Decision-Making Framework
www.VantagePointPerformance.com/Salesforce
JJordan@VantagePointPerformance.com
QUESTIONS?
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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 and pros alike will benefit from this framework. Hear the audio version here:
https://www.brighttalk.com/webcast/10061/105979

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How To Use CRM To Grow Sales by @jasonrjordan

  1. 1. Back to Basics: How to Use CRM to Grow Sales • JASON JORDAN • Partner • Vantage Point • @JasonRJordan
  2. 2. A Sales Management Innovator Assigned Territories Defined Sales Processes Assigned Quotas Paid Commissions Held Sales Contests Held National Sales Meetings Trained Salespeople
  3. 3. John Henry Patterson in 1893 The National Cash Register Company
  4. 4. Then in 1993
  5. 5. Then in 2013 !
  6. 6. The Golden Age of Reporting
  7. 7. Key Question How should we use all that data?
  8. 8. First, 4 Things about Vantage Point Focus On Sales Management
  9. 9. First, 4 Things about Vantage Point Focus On Sales Management Advancement through Research
  10. 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. 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. 12. Early Adopters
  13. 13. The Unanswered Question How should we use all that data?
  14. 14. Answer: To Improve the Data
  15. 15. Answer: To Improve the Data Can We Manage Data?
  16. 16. A Little Investigation
  17. 17. The Frustrating Search for a ‘Best Practice’ Slide 17
  18. 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. 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. 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. 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. 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. 23. Our Eventual Metrics Framework Organizational outcomes that can not be ‘managed’ whatsoever
  24. 24. Our Eventual Metrics Framework Objectives that require ‘consent’ but can be influenced Organizational outcomes that can not be ‘managed’ whatsoever
  25. 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. 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. 27. Another Aha : Cause-and-Effect
  28. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 39. Why Is This Important? Sales Activities Coaching Account Plan CompletionCall Volume Call Type Training Review Qtrly
  40. 40. Yet… Slide 40
  41. 41. Punch Lines... Reverse- Engineer These
  42. 42. Punch Lines... Reverse- Engineer These Manage These
  43. 43. Punch Lines... Reverse- Engineer These Measure It All Manage These
  44. 44. Better Sales Results = Better Decision-Making ?
  45. 45. Suddenly, It Makes Sense
  46. 46. FINALLY, Operating Instructions for the Sales Force
  47. 47. In Summary...
  48. 48. Instead of an Avalanche of Disorganized Data…
  49. 49. There Can Be Order and Manageability
  50. 50. Instead of Just Decision-Making Tools… ?
  51. 51. A Decision-Making Framework
  52. 52. www.VantagePointPerformance.com/Salesforce JJordan@VantagePointPerformance.com
  53. 53. QUESTIONS?
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