The Dream Team - Getting Involvement Above and Beyond Sales


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The Dream Team - Getting Involvement Above and Beyond Sales

  1. 1. The Dream Team: Getting Involvement Above and Beyond Sales Susan Perdew, Spherion Hernan Vera, Ryder Tony Perisin, Track: Sales Executives
  2. 2. The Dream Team GOAL!! Sales Pricing Credit Services Recruiting Legal
  3. 3. Susan Perdew Senior Manager, Sales Support [email_address]
  4. 4. Spherion Highlights <ul><li>Leading provider of recruiting, staffing and workforce solutions </li></ul><ul><li>480 sales reps </li></ul><ul><li>735 Offices </li></ul><ul><li>7,000+ clients, including 85% of the Fortune 100 companies </li></ul><ul><li>325,000 staffing employees </li></ul><ul><li>4 th largest U.S. staffing firm, 6 th worldwide </li></ul>INDUSTRY: Business Services EMPLOYEES: 2,300 GEOGRAPHY: North America PRODUCT(S) USED: SFA, Marketing Automation, Analytics, Office & Outlook Editions, 5 Custom Tabs, 4 AppExchange downloads # USERS: 700
  5. 5. Challenges <ul><li>Business Challenge </li></ul><ul><ul><li>Lack of automation </li></ul></ul><ul><ul><li>Poor visibility into pipeline </li></ul></ul><ul><ul><li>SME’s involved too late </li></ul></ul><ul><ul><li>Fire drills in </li></ul></ul><ul><ul><ul><li>Pricing & Proposal Svcs </li></ul></ul></ul><ul><ul><ul><li>Implementation & Shared Svcs </li></ul></ul></ul><ul><ul><ul><li>Recruiting </li></ul></ul></ul><ul><ul><li>Ineffective tracking of new product roll-outs </li></ul></ul><ul><li>Less effective pre-sales consulting </li></ul><ul><li>Inefficiency </li></ul><ul><li>Slower ramp-up on implementations </li></ul><ul><li>Unrecognized ROI on marketing initiatives and special programs </li></ul>Resulting In
  6. 6. The Solution – Broaden our Perspective Proposal Services Pricing Team Diversity Team Implementation Team Marketing Product Development SMEs & Practice Directors Shared Services <ul><li>Sales Team = 70% of Users </li></ul><ul><ul><li>Other 30%... </li></ul></ul>Recruiters
  7. 7. Post-Implementation Evolution Oct-02 Live on – Sales & Sales Management Apr-04 Shared Services Jun-04 Recruiters Feb-05 Diversity Team Jan-03 Proposal Services, SME’s & Practice Directors Feb-03 Product Development Team Mar-03 Implementation Team & Pricing Team Apr-03 Marketing
  8. 8. What key measures did we take? <ul><li>Created custom fields for more comprehensive data collection </li></ul><ul><ul><li>Identified key data elements for non-sales users </li></ul></ul><ul><ul><li>BUT managed burden through record types, field-level security and dependent required fields </li></ul></ul><ul><li>Trained users on power of sales teams </li></ul><ul><ul><li>Enabled “right” resources to document sales activities and opportunity details </li></ul></ul><ul><ul><li>AND made sure their contributions were visible through sales team reports and strategic goals </li></ul></ul><ul><li>Expanded reach through reports and conference calls </li></ul><ul><ul><li>Designed comprehensive bi-weekly report package </li></ul></ul><ul><ul><li>BUT didn’t assume distribution ensured sufficient communication </li></ul></ul>
  9. 9. Custom Fields for Specialty Users - Accounts <ul><li>Certain resources involved based on account type or targeted focus per year </li></ul><ul><li>Custom Account fields provide filters for reports and views </li></ul><ul><ul><li>Tiered account structure </li></ul></ul><ul><ul><li>Easy access to account ownership and reach number </li></ul></ul><ul><ul><li>Background on accounts identified as “targeted” each year </li></ul></ul>
  10. 10. Custom Fields for Specialty Users - Opportunities
  11. 11. Empower and Recognize Sales Teams <ul><li>Train opportunity owners to add Sales Teams </li></ul><ul><li>Expect team members to contribute to opportunity documentation </li></ul><ul><li>Provide reporting to recognize team members’ contributions to sales pursuits </li></ul>
  12. 12. Attention… Attention… <ul><li>Workflow Rules and Alerts </li></ul><ul><ul><li>Target alerts to SMEs and sales support teams </li></ul></ul><ul><ul><li>Takes the onus off the sales person </li></ul></ul><ul><ul><li>Gets involvement early in the pursuit </li></ul></ul><ul><li>Assign Tasks </li></ul><ul><ul><li>Leverage the features of the system </li></ul></ul><ul><ul><li>Maximize documentation </li></ul></ul>
  13. 13. Expanding our reach to “Consumers” of Data <ul><li>Bi-weekly Reports </li></ul><ul><ul><li>By sales team </li></ul></ul><ul><ul><li>By geography </li></ul></ul><ul><ul><li>By product </li></ul></ul><ul><li>Wins, losses and new opportunities in last two weeks </li></ul><ul><li>Deals to close current and next quarter </li></ul><ul><li>Broad distribution from CEO to SME’s </li></ul>
  14. 14. You didn’t read the report??? Let’s talk… <ul><li>Strategic Sales Pipeline Call </li></ul><ul><ul><li>Bi-weekly </li></ul></ul><ul><ul><li>Large, new logo opportunities </li></ul></ul><ul><ul><li>CEO, CFO, President </li></ul></ul><ul><ul><li>Region leaders </li></ul></ul><ul><ul><li>Strategic partnerships </li></ul></ul><ul><ul><li>Implementation </li></ul></ul><ul><ul><li>Sales Support </li></ul></ul><ul><li>Strategic Account Plan Reviews </li></ul><ul><ul><li>Three per week </li></ul></ul><ul><ul><li>Presidents, Strategic Accts leadership, Service Excellence </li></ul></ul><ul><ul><li>Account Team </li></ul></ul><ul><ul><li>Sales Support </li></ul></ul><ul><li>Quarterly Targeted Opportunities </li></ul><ul><ul><li>Bi-weekly </li></ul></ul><ul><ul><li>President, Region VPs and Operations Directors </li></ul></ul><ul><ul><li>Implementation, Sales Support </li></ul></ul>
  15. 15. Achieving Collaboration – not Competition <ul><li>One Account – One coordinated Account Plan </li></ul><ul><ul><li>Joint development of account plans </li></ul></ul><ul><ul><li>Identification of “TEAM” not limited to sales resources </li></ul></ul><ul><ul><li>Visibility into ALL team members’ goals to accomplish strategy </li></ul></ul>
  16. 16. Broader Perspective = Greater Benefits <ul><li>What were the results? </li></ul><ul><ul><li>Effortless collaboration </li></ul></ul><ul><ul><li>Better preparation for client interactions </li></ul></ul><ul><ul><li>More creative solutions </li></ul></ul><ul><ul><li>Increased cross-selling of services </li></ul></ul><ul><ul><li>Faster ramp-up of new sales reps </li></ul></ul>
  18. 18. Ryder <ul><li>Fortune 500 </li></ul><ul><li>$5.7 Billion in revenue </li></ul><ul><li> currently deployed within Supply Chain division </li></ul><ul><li>Sales reps in 10 countries </li></ul><ul><li>Used by eight functional areas beyond sales and marketing </li></ul>INDUSTRY: Transportation EMPLOYEES: 23,000 GEOGRAPHY: Global PRODUCT(S) USED: SFA, Customer Connect, Clicktools, Services Project Manager, Strategic Account Management, Custom Objects # USERS: 90
  19. 19. Ryder Supply Chain Division – Background <ul><li>Monthly Pipeline report managed centrally in Access </li></ul><ul><ul><li>Spreadsheet 3-ring circus with sales teams </li></ul></ul><ul><li>Customer-related information maintained in disparate databases </li></ul><ul><li>No history of deploying SFA or CRM in division </li></ul><ul><li>Sister division experiencing pains with 5 year old custom-built system </li></ul><ul><li>No top-down mandate </li></ul>
  20. 20. Key Challenges <ul><li>Business Challenge </li></ul><ul><ul><li>Desire to deploy CRM without “boiling the ocean” type project </li></ul></ul><ul><ul><li>Stay off the capital expenditure radar </li></ul></ul><ul><ul><li>Drive addiction, not adoption if we are going to change how we run the business </li></ul></ul><ul><li>Technology Challenge </li></ul><ul><ul><li>IT resources constrained </li></ul></ul><ul><ul><li>“ Build” decision too risky </li></ul></ul><ul><ul><li>Need to move fast and begin to show results </li></ul></ul><ul><li>What platform? </li></ul><ul><li>How do we start? </li></ul><ul><li>Can we scale? </li></ul><ul><li>How bad will the mistakes hurt us? </li></ul>Key Questions
  21. 21. The Solution <ul><li>Started with four licenses </li></ul><ul><li>Centralized process, data collection and reporting before deploying to broader organization </li></ul><ul><li>Data quality, data quality, data quality </li></ul><ul><li>Continuing gradual implementation as business processes can be folded in </li></ul><ul><li>Economic model that pushes expense to benefit areas </li></ul><ul><li>Shackle current and new processes together in Salesforce </li></ul>
  22. 22. Connecting The Organization <ul><li>Created custom fields for department needs </li></ul><ul><ul><li>Dependent pick lists </li></ul></ul><ul><li>Worked with department/function that would be populating fields to flush out business process </li></ul><ul><li>Created custom workflow alerts and reports </li></ul><ul><li>Regular meetings to tweak processes </li></ul><ul><li>Taught them “how to fish” </li></ul>
  23. 23. Opportunity Custom Fields <ul><li>Additional Teams </li></ul><ul><ul><li>Credit </li></ul></ul><ul><ul><li>Pricing </li></ul></ul><ul><ul><li>Legal </li></ul></ul><ul><ul><li>HR Recruiting </li></ul></ul>
  24. 24. Credit Department <ul><li>Key Requirements </li></ul><ul><ul><li>Sarbanes-Oxley </li></ul></ul><ul><ul><li>Stop the surprises </li></ul></ul><ul><ul><li>Be proactive </li></ul></ul><ul><li>Key Benefits </li></ul><ul><ul><li>Tied external credit approval system and process to Salesforce </li></ul></ul><ul><ul><li>Updated visibility for sales teams </li></ul></ul><ul><ul><li>Accelerated opportunity closing process </li></ul></ul>
  25. 25. HR Recruiting <ul><li>Key Requirements </li></ul><ul><ul><li>Identify which markets recruiters need to focus on </li></ul></ul><ul><ul><li>Begin recruiting process earlier </li></ul></ul><ul><ul><li>Identify potential problems in meeting recruiting goals </li></ul></ul><ul><li>Key Benefits </li></ul><ul><ul><li>Real-time visibility to incremental headcount requirements </li></ul></ul><ul><ul><li>Better planning and resource allocation </li></ul></ul><ul><ul><li>Accelerated recruiting </li></ul></ul>
  26. 26. Legal <ul><li>Key Requirements </li></ul><ul><ul><li>Identify Opportunity characteristics that require special attention </li></ul></ul><ul><ul><li>Obtain characteristics ASAP from sales teams </li></ul></ul><ul><li>Key Benefits </li></ul><ul><ul><li>Workflow when Opportunity reaches Contracting stage </li></ul></ul><ul><ul><li>“ Toll gate” for starting process </li></ul></ul><ul><ul><li>Speedier contracting </li></ul></ul>
  27. 27. Workflow <ul><li>Departments: Various </li></ul><ul><li>Key Requirements </li></ul><ul><ul><li>Disseminate event-driven data about opportunities </li></ul></ul><ul><ul><li>Systematize data hygiene process </li></ul></ul><ul><li>Key Benefits </li></ul><ul><ul><li>First step in the addiction process </li></ul></ul><ul><ul><li>Drives additional process enhancements </li></ul></ul><ul><ul><li>Allows departments that only need high-level information to get involved without getting a license </li></ul></ul>
  28. 28. Workflow Examples <ul><li>“ Big Deal” alerts customized for domestic and international teams </li></ul><ul><li>Early warning to Safety, Engineering, Legal, Credit, Pricing, Operations </li></ul><ul><li>“ Need more information” alerts to sales people when Opportunities enter into Contracting or Closed status </li></ul><ul><li>Credit, HR </li></ul><ul><li>Division President “Thank You” on wins </li></ul><ul><li>Account creation for data hygiene </li></ul>
  29. 29. Data Quality Approach <ul><li>Data quality and data hygiene are job one </li></ul><ul><li>Addiction (versus adoption) is driven by data quality tied to business process that cannot be done or difficult to be done otherwise </li></ul><ul><li>Centralized initial data collection, data hygiene, process changes before deploying to functions </li></ul><ul><li>We do all the up-front work so users flip switch for first time and see what they have been looking for </li></ul><ul><li>Tight control on adding fields; must have clear accountability on who maintains and data hygiene process </li></ul><ul><li>Agreed upon unique customer numbers and hierarchy for roll up (DUNS) </li></ul><ul><li>Don’t rely on batch processes – you need to put “eyes on it” </li></ul>
  30. 30. Deployment Approach <ul><li>Didn’t do too much early on. Started small, built on our successes and fixed our failures </li></ul><ul><li>Resisted temptation to deploy too quickly </li></ul><ul><li>Had clear understanding of our business processes </li></ul><ul><ul><li>Actively engaged other departments to tie in processes </li></ul></ul><ul><li>Staffed accordingly to support deployment </li></ul><ul><li>Deployment “owned” by department that understands business processes and can drive change - not IT </li></ul>
  31. 31. Results <ul><li>Visibility across globe to accounts, pipeline, contracts and other customer-related data </li></ul><ul><li>Management focus on metrics that drive growth and retention </li></ul><ul><li>Central repository for customer-facing information </li></ul><ul><li>Closed-loop lead to opportunity - ROI </li></ul><ul><li>Marketing organization with “power” – we have the data! </li></ul><ul><li>Significant business process enhancements </li></ul><ul><li>Data that organization trusts and “can’t live without” </li></ul><ul><li>Addiction-driven environment </li></ul>
  32. 32. Susan Perdew Senior Manager, Sales Support Hernan Vera Director of Marketing, Global Supply Chain Solutions QUESTION & ANSWER SESSION
  33. 33. Session Feedback Let us know how we’re doing! <ul><li>Please score the session from 5 to 1 (5=excellent,1=needs improvement) on the following categories: </li></ul><ul><ul><li>Overall rating of the session </li></ul></ul><ul><ul><li>Quality of content </li></ul></ul><ul><ul><li>Strength of presentation delivery </li></ul></ul><ul><ul><li>Relevance of the session to your organization </li></ul></ul>Save time! Use your cell phone or mobile device to send Feedback via SMS/Text Messaging! Send a message to 26335 In the message body: Session 182, #### For example, “ Session 123, 5555 ” Session ID: 182 Session ID # Scores for 4 categories SMS Voting powered by: