Revenue Performance Management

1,273 views

Published on

Just going through my files...2011 Dreamforce with Bill Binch and Jamie Mallinger on RPM. Great stuff.

Published in: Business, Career
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
1,273
On SlideShare
0
From Embeds
0
Number of Embeds
12
Actions
Shares
0
Downloads
19
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

Revenue Performance Management

  1. 1. 8 Ways to Establish Integrated Sales & Marketing and Improve Sales Operations Jamie Mallinger– VP Marketing and Growth Operations, Athenahealth Craig Rosenberg – VP Focus Expert Network, Focus.com Bill Binch – SVP Sales, Marketo Get this presentation: SMS your email to +1.650.262.0099#RevEngine
  2. 2. Buying has Changed Forever OLD NEW BUYER SALES REP SALES REP © 2011#RevEngine Marketo, Inc. Marketo Proprietary and Confidential
  3. 3. The current sales and marketing model is at best obsolete 15 94% 52% 60% Year low onrate their Lead Sales reps sales Marketing DO NOT Companiesqualified leads productivityassales goals Generationclose will never achieve their subpar - Chief Sales Office,Sales Strategy Analysis - CSO Insights 2010 Insights Study SiriusDecisions At worst it’s totally dysfunctional. © 2011#RevEngine Marketo, Inc. Marketo Proprietary and Confidential
  4. 4. Incite a Revenue Revolution! Production Logistics Revenue 1980s 1990s Today Six Sigma Supply Chain Revenue Performance Management Management (Sales and Marketing Alignment) © 2011#RevEngine Marketo, Inc. Marketo Proprietary and Confidential
  5. 5. Revenue Performance Management Align Marketing and Sales to Adapt to New Buyer © 2011#RevEngine Marketo, Inc. Marketo Proprietary and Confidential
  6. 6. The 8 Levers 1. Lead Nurturing Relationships Matter 5. Right Metrics An Operating and Communications Framework 2. Lead Scoring Not all Leads are Created Equal 6. Revenue Metrics & Operations Single View of Revenue Cycle 3. Sales Insights Don’t Aim in the Dark 7. Provide ROI of Marketing Highest Increment ROI 4. Opportunity Forecasting Leading Indicator to Pipeline 8. The Modern Revenue Organization Team Dynamics and Compensation © 2011#RevEngine Marketo, Inc. Marketo Proprietary and Confidential
  7. 7. Lead Nurturing Get this presentation: SMS your email to +1.650.262.0099#RevEngine
  8. 8. Why Lead Nurturing: Stay in Touch Building relationships with qualified prospects regardless of their timing to buy, with the goal of earning their business when they are ready. “The art of maintaining permission to stay in front of your buyers as they educate themselves” © 2011#RevEngine Marketo, Inc. Marketo Proprietary and Confidential
  9. 9. Lead Nurturing Relevance 1. BUYING STAGES Stages 1 2 3 • Early (Pre-MQL) A • Mid (MQL) • Late (Opportunity) B • Customer C 2. BUYING PROFILES D • Industry: 82% • Role: 67% • Company Size: 49% • Geography: 29% © 2011#RevEngine Marketo, Inc. Marketo Proprietary and Confidential
  10. 10. Lead Scoring Get this presentation: SMS your email to +1.650.262.0099#RevEngine
  11. 11. Lead Scoring – Not all leads are created equal The ROI of Lead Scoring The Impact of Lead Scoring Other Benefits of Fewer But Higher Quality Leads • Higher Win Rates • Shorter Sales Cycles • Higher Revenue Per Rep Source: CSO Insights © 2011#RevEngine Marketo, Inc. Marketo Proprietary and Confidential
  12. 12. A Framework for Lead Scoring Explicit Inferred What the What you prospect tells you observe or infer • Demographics • Data quality Fit • Firmographics • Corporate vs. personal email Are you interested in them? • Budget, Authority, • Inferred from IP (geography, Need, Timeframe ISP domain) • Budget, Authority, • Latent behaviors Interest Need, Timeframe (engagement) Are they interested • Active behaviors (sales in you? readiness) © 2011#RevEngine Marketo, Inc. Marketo Proprietary and Confidential
  13. 13. Interest Scoring - Examples Latent Behaviors (Engagement) • Early stage content +3 • Attend webinar: +5 • Visit any webpage / blog : +1 • Visit careers pages: -10 Active Behaviors (Buying Intent) • Pricing pages: • +10 regular, +15 detailed • Watch demos: • +5 overview, +10 detailed • Mid-stage content +8 • Late-stage content +12 • Searches for “Marketo” +8 © 2011#RevEngine Marketo, Inc. Marketo Proprietary and Confidential
  14. 14. Sales Insights Get this presentation: SMS your email to +1.650.262.0099#RevEngine
  15. 15. Sales Insights into Buyers Prospect #1 Prospect #2 Senior Manager, High tech company Senior Manager, High tech company Lead score 63 Lead score 68  Viewed an online demo  Download your ‘best  Went to pricing page yesterday practices’ white paper – 4  Downloads your ‘social’ weeks ago datasheet yesterday  Visited only the web page  Tweets a question about your discussing Analytic product capabilities Should sales reps have the same initial discussion? © 2011#RevEngine Marketo, Inc. Marketo Proprietary and Confidential
  16. 16. Sales Insight into Impact of Marketing Activity © 2011#RevEngine Marketo, Inc. Marketo Proprietary and Confidential
  17. 17. Opportunity Forecasting Get this presentation: SMS your email to +1.650.262.0099#RevEngine
  18. 18. Sales ‘Only’ Forecasting has Limited Visibility into Future Typical Sales Forecast ? Put simply, the ? shorter the sales cycle the less visibility the CSO has into future performance. © 2011#RevEngine Marketo, Inc. Marketo Proprietary and Confidential
  19. 19. Trended Lead  Opportunity  Customer Forecasting Plan Forecast Actual © 2011#RevEngine Marketo, Inc. Marketo Proprietary and Confidential
  20. 20. Long Term ‘Opportunity’ Forecasting by Having Visibility into Early Stage Lead Sales Lead Opportunity Customer 20% 5% 50% Marketing is uniquely able to make these forecasts because marketing has visibility into the the early stages of the revenue cycle. © 2011#RevEngine Marketo, Inc. Marketo Proprietary and Confidential
  21. 21. Right Metrics Get this presentation: SMS your email to +1.650.262.0099#RevEngine
  22. 22. Where Metrics Go Wrong Vanity Metrics Sound good and impress people, but don’t measure impact on revenue or profitability Activity Metrics Measure what you do instead of what results and impact you have © 2011#RevEngine Marketo, Inc. Marketo Proprietary and Confidential
  23. 23. The Right Metrics Sales Metrics Deal and opportunities Aggregate impact on company Revenue Metrics revenue Marketing Incremental contribution and ROI of Program individual marketing programs Performance © 2011#RevEngine Marketo, Inc. Marketo Proprietary and Confidential
  24. 24. Revenue Operations Get this presentation: SMS your email to +1.650.262.0099#RevEngine
  25. 25. Key Idea: Model the Revenue Cycle MQL AWARENESS SAL Prospect & All Names Recycled SQL Engaged Sales Lead Lead Opportunity Customer Nurturing Database Marketing SDR Sales © 2011#RevEngine Marketo, Inc. Marketo Proprietary and Confidential
  26. 26. The Single Most Important Metric Revenue Engine Effectiveness © 2011#RevEngine Marketo, Inc. Marketo Proprietary and Confidential
  27. 27. Other Metrics Across Marketing and Sales to Optimize Revenues • What profits can be generated with 10% more budget? • What is the LTV of a customer? • How much can I afford to spend in customer acquisition? What is the cost today? • What is the impact of Lead Nurturing? • How many opportunities do Reps need to make quota? What % should be generated by Marketing? By Segment? • Where are the bottlenecks in the customer acquisition funnel? © 2011#RevEngine Marketo, Inc. Marketo Proprietary and Confidential
  28. 28. Prove Marketing ROI Get this presentation: SMS your email to +1.650.262.0099#RevEngine
  29. 29. CEOs Give a Low Grade to Marketing © 2011#RevEngine Marketo, Inc. Marketo Proprietary and Confidential
  30. 30. What Profits Can Be Generated With 10% More Budget? Improve profits by 12% more than 20% Improve profits by 10% to 20% 44% 20% Improve profits up to 10% No major change in 15% profits generated Dont Know 9% #1 Answer: Don’t Know Source: 2010 Lenskold Group / eMedia Lead Generation Marketing ROI Study © 2011#RevEngine Marketo, Inc. Marketo Proprietary and Confidential
  31. 31. Building the ROI for Marketing © 2011#RevEngine Marketo, Inc. Marketo Proprietary and Confidential
  32. 32. The Modern Revenue Organization Get this presentation: SMS your email to +1.650.262.0099#RevEngine
  33. 33. The Role of the Chief Revenue Officer Chief Revenue Officer VP of SALES and Marketing Operational View Deal-centric View Long-term Short-term Balanced: Marketing, Sales, 90% Sales Alliances, Operations High stock compensation, High cash compensation, MBO + company performance commissions Repeatable process and Meeting target for this quarter predictable outcomes © 2011#RevEngine Marketo, Inc. Marketo Proprietary and Confidential
  34. 34. Career progression to Chief Revenue Officer COO VP of Sales Operations VP of Sales Chief Revenue Officer CMO VP of Marketing General Manager © 2011#RevEngine Marketo, Inc. Marketo Proprietary and Confidential
  35. 35. The 8 Takeaways 1. Lead Nurturing Relationships Matter 5. Right Metrics An Operating and Communications Framework 2. Lead Scoring Not all Leads are Created Equal 6. Revenue Metrics & Operations Single View of Revenue Cycle 3. Sales Insights Don’t Aim in the Dark 7. Provide ROI of Marketing Highest Increment ROI 4. Opportunity Forecasting Leading Indicator to Pipeline 8. The Modern Revenue Organization Team Dynamics and Compensation © 2011#RevEngine Marketo, Inc. Marketo Proprietary and Confidential
  36. 36. 8 Ways to Establish Integrated Sales & Marketing and Improve Sales Operations Get this presentation: SMS your email to +1.650.262.0099#RevEngine

×