Leveraging Analytics to Drive Customer Success
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Learn how you can make an immediate impact to your customer’s business by providing them insight into their own data. Attend this session to hear real stories of how proper dashboards, reporting and analytics can increase customer satisfaction, drive desired outcomes and bring visibility into key metrics for your customers!
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Leveraging Analytics to Drive Customer Success
- 1. #AccelerateQTC Michelle Afshar Dotson, Apttus Gabe Larsen, InsideSales.com May 4th, 2017 Leveraging Analytics to Drive Customer Success
- 2. Director of Sales Operations Michelle Afshar Dotson Gabe Larsen Director of InsideSales Labs, InsideSales.com
- 4. Tip 1 – Start at the Top! Executives - Understand Company Needs - Align to Company Goals - Highlight Top Priorities
- 5. Tip 2 – Work Your Way Down! Management - Align to directives from Execs - Add detail for visibility into respective territories - Drive efficiency through data
- 6. Tip 3 – You Cannot Test Enough! CRM Power User - Helps you build out the reports - Understands the needs of the larger team CRM Power Loser - Shows you how much detail is necessary - Gauge effectiveness
- 7. Tip #4 Remember the Fighter Pilot
- 9. • MRR and/or ARR • Churn/Retention • CAC (customer acquisition cost) • LTV (lifetime value)
- 10. Tip #6 Don’t Forget About Leading Indicators
- 11. 18
- 12. Productivity Metrics • Immediate Response • Activities per day per rep (per hour if part time) • Conversations • Number of Appointment Set • Number of Appointments Held • Average Talk Time Proficiency Metrics • Contact Rate - Contacts / Dials (% leads you’ve attempted) • Set Rate - Appointment Set / Contact • Held Rate - Appointment Held / Appointment Scheduled • Qualified Rate - Qualified Leads / Appointment Held • Closed Rate - Closed / Qualified • % of Quota Attained • % of Pace • Avg. Prospect Quality (Based off prospect scoring) Performance • Number of Qualified Opportunities • Number of Opportunities Closed Other (Dispositional Reports by on Lead Statuses) • Reason Not a Lead • Reason No Opportunity • Reason Not Ready • Reason Appointment Held Not Ready • Reason Appointment Held No Opportunity Sales Development
- 13. Tip #7 Alignment Across Teams
- 14. Current State
- 16. ACQUISITION CONTENT Sales SUCCESS Content: Organic Visitors, Social Growth, Social Shares, Podcast Downloads, etc. Acquisition: Number of Leads, Number of “Converts,” Return On Ad Spend Sales: Qualified Opportunities, Revenue, Product Unit Sales Success: Tickets Answered, Average Response Time, Customer Satisfaction Score, Net Promoter Score, Customer Stories 1. 2. 3. 4.
- 17. Director of Sales Operations Michelle Afshar Dotson Gabe Larsen Director of InsideSales Labs, InsideSales.com
Editor's Notes
- Thank you Q & A
- Dashboards are like a Crystal Ball. Everyone is looking at the same data and expecting a different answer! It takes a lot of hard work, especially from the admin, to create relevant reports and dashboards that suit multiple roles and teams. Just a quick show of hands… How many of you are responsible for your organization's reports & dashboards? How many of you have spent hours or weeks building reports & dashboards only to later learn they were not being used? Good, I’m glad I’m not the only one! I’m actually going to start a support group after the session outside so we can all share our horror stories! In the 12 years I’ve been in Sales and Sales Operations, I’ve learned a couple things about dashboards and I want to share the top 3 tips with ya’ll today.
- Tip 1 – Start at the top! Through my experience of working with CEO’s and Executives, I’ve learned that the average exec can handle only a few key metrics. Pricewaterhouse Cooper did a survey that showed over 52% of executives only use 5-10 metrics at any given time. Executives are responsible for setting the company direction - they will highlight the company priorities. You cannot create an effective executive dashboard without having their buy-in. Let me tell you a little story - a couple years ago, I worked for a crazy ceo. By crazy, I mean crazy genius, visionary. The man was a visionary. He only ate broccoli, wild salmon that was flown in from Alaska, and blueberries - those are like the top 3 brain foods - so you know he was smart. He had very specific instruction of how the executive dashboard should look. He reached the max limit of charts on a dashboard, then wanted a second and a third dashboard. He was always requesting more and I quickly realized, he wasn't even using the ones he help create. So what did I do? I consolidated his dashboards into one with only 10 metrics. I had it automatically emailed to him and the rest of our execs every Monday morning. It took a couple of months before I felt safe enough to delete some of the original dashboards he had me build - but I learned a valuable lesson from this crazy brilliant man - don’t overload the execs with data - what they need is for the key metrics to accessible and consistent.
- Tip 2 - Work your way down! I know that can be taken a couple different ways, but in this situations, we’re talking about your middle line managers. You just talked to your execs and now it’s time to align them with the rest of the company. it’s part of our job to make it easy for the managers to understand what they are being measured on and what they need to achieve. When I joined Apttus a little under 2 years ago, they had a sales operations team, things were good but I quickly realized that our sales managers were asking me the same key questions - What are my win rates? What deals have the highest probability to close? Do I have enough pipeline to hit my number for the quarter? So what did I do? I worked with my sales managers to create a Gold Standard dashboard and we replicated that across all of the different regions and groups. What my managers needed most was visibility into what their teams were not doing - and this is where we were able to catch some of knucklehead sales reps mistakes! On this dashboard, we added a chart to highlight deals in late stages with no generated proposals - we all knew those deals were not going to close. We highlighted the deals where the rep was not selling support with products. This is where we started to really change the behavior of our field sales team. They knew both their managers and their ops team were looking at what they were and were not doing on a daily basis. So, how do you really help your sales managers? Give them visibility into their territories and help the understand what their teams are doing.
- Tip 3 - You cannot test enough! Look, in my experience there are only two types of users - a power user and a power loser. Both of them are equally important to all of us in this room. Its our job to create a dashboard to suit both of their needs. If you design a dashboard for only one of the user types, you're losing half the population. First test out your dashboard with a Power User - this is that super savvy user who knows how a thing or two about Salesforce and probably creates basic reports in their spare time. This person is who you can bounce your ideas off of. When preparing for this session, I tested with both of these users. The power user, coincidentally, is a former Salesforce employee. He’s your typical type-a sales guy who spent 20 minutes telling me about his experience creating dashboards and reports even though no one asked him about it. I came to our testing meeting with a couple questions - I asked him to show me how he would find his bookings for the quarter, his attainment versus his peers, and his pipeline for the second half of the year. Using only the dashboard I had created, he was able to easily maneuver through the different charts and answer the questions. Then there’s what I call the “Power Loser”. Ya’ll know who I’m talking about! This is the user that constantly locks themselves out of Salesforce and needs their password reset but this person is probably one of your best sales reps. When I tested with the power loser, I asked the same questions. I watched him struggle a bit but with a few extra clicks he too was able to answer the questions. Here’s where the power loser came in handy - he helped me rename some of the charts. He reminded me that when creating dashboards you need to keep things simple - be descriptive but direct. Once I made the edits, his ability to navigate through the dashboard drastically increased and I knew it good to go! Ok, I want everyone - take our your phones or a pen and some paper - take 10 seconds and write down the names of your power user and your power loser. You already know who they are, write their names down so they can help you test your dashboards when you go back!
- Current State Process Map
- Thank you Q & A