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Being a High Performing Sales Organization Requires a Hard Reset on Conventional Thinking


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Regardless of what has worked in the past, the unintended consequences of both technology advancement and buyer behavior is wreaking havoc on sales organizations. Whether you have a small sales force or a highly complex go to market strategy, there is no avoiding the reality that how we sell has forever changed. Tiffani will challenge conventional thinking, pushing sales to a more customer driven mindset and away from an internal productivity and performance based management style and outline what she thinks the modern sales force will look like in the future.

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Being a High Performing Sales Organization Requires a Hard Reset on Conventional Thinking

  1. 1. Building High Performing Sales Organizations Tiffani Bova Global, Customer Growth & Innovation Evangelist @Tiffani_Bova in/tiffanibova Purposeful Selling Can Change the Game
  2. 2. Forward Looking Statements ​ Safe harbor statement under the Private Securities Litigation Reform Act of 1995: ​ This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any such uncertainties materialize or if any of the assumptions proves incorrect, the results of, inc. could differ materially from the results expressed or implied by the forward-looking statements we make. All statements other than statements of historical fact could be deemed forward- looking, including any projections of product or service availability, subscriber growth, earnings, revenues, or other financial items and any statements regarding strategies or plans of management for future operations, statements of belief, any statements concerning new, planned, or upgraded services or technology developments and customer contracts or use of our services. ​ The risks and uncertainties referred to above include – but are not limited to – risks associated with developing and delivering new functionality for our service, new products and services, our new business model, our past operating losses, possible fluctuations in our operating results and rate of growth, interruptions or delays in our Web hosting, breach of our security measures, the outcome of any litigation, risks associated with completed and any possible mergers and acquisitions, the immature market in which we operate, our relatively limited operating history, our ability to expand, retain, and motivate our employees and manage our growth, new releases of our service and successful customer deployment, our limited history reselling products, and utilization and selling to larger enterprise customers. Further information on potential factors that could affect the financial results of, inc. is included in our annual report on Form 10-K for the most recent fiscal year and in our quarterly report on Form 10-Q for the most recent fiscal quarter. These documents and others containing important disclosures are available on the SEC Filings section of the Investor Information section of our Web site. ​ Any unreleased services or features referenced in this or other presentations, press releases or public statements are not currently available and may not be delivered on time or at all. Customers who purchase our services should make the purchase decisions based upon features that are currently available., inc. assumes no obligation and does not intend to update these forward-looking statements.
  3. 3. Innovation Drives New Experiences Personalized Shopping Share Health Data Transportation On Demand Automatic Updates Building Competitive Advantage
  4. 4. Redefining Innovation BA Company-Centric Innovation Inside – Out Slow Closed Process No Customer Input A B Customer-Centric Innovation Outside - In Agile Transparent Collaborative with Customers
  5. 5. Customer Brand Centric Company Brand Centric
  6. 6. The Unintended Consequence of Innovation? The Customer has Become More Disruptive
  7. 7. We’ve Entered the Connected, Digital World And now the customer is in control ​ Cloud: Scale, performance, and real-time access ​ Social: New places to meet our customers ​ Mobile: Always-on, always- connected experiences ​ Data Science: Relevant and personalized interactions ​ IoT: Connected sensors, beacons, devices, and apps
  8. 8. While many companies have been admiring the opportunities digital brings, they have been focused on ‘doing things better’ when getting dramatic results comes from 'doing things differently'
  9. 9. The Continuous Experience Reinvent Sales Processes to Accelerate your Customers Success
  10. 10. Customer Experience is? Productivity Advocacy Innovation Marketing Customer Service Improved Collaboration New Capabilities Sales Customer Insights Business GrowthCustomer Satisfaction Competitive Advantage
  11. 11. Customer Experience Builds Advocacy “In two years, 90% of companies expect to compete almost entirely on the basis of customer experience up from 36% two years ago.” – Laura McLellan, Gartner, quoted in Ad Age Sept. 2014 “…we’re not in the basketball business. We’re in the business of creating unique experiences.” - Mark Cuban “Do what you do so well that they will want to see it again and bring their friends.” - Walt Disney
  12. 12. Customer Experience Leaders Outperform the Market 8-Year Stock Performance of Customer Experience Leaders vs. Laggards vs. S&P 500 (2007-2014) CumulativeTotalReturn 120% 100% 80% 60% 40% 20% 0% 107.5% Customer Experience Leaders 72.3% S&P 500 Index 27.6% Customer Experience Laggards Source: © 2015 Watermark Consulting
  13. 13. Exhibit 1 People Most Often Consult Friends and Family Before Making a Purchase 13% 13% 10% 50%Friends and family 39%Company websites 35%Blogs and forums Social media TV Newspapers and magazines Radio Percentage of people consulting each source before purchasing1 Sources: IntelliSurvey of more than 227,000 customers in Canada, France, Germany, Italy, Japan, Spain, the UK, and the U.S. in 2015; BCG analysis. 1The average of all countries and sectors covered in the survey; multiple answers were possible. People are about more likely to consult friends and family than newspapers, magazines, television and social media 3% 4X-5X
  14. 14. Exhibit 2 Advocates Are Less Likely to Leave Than Critics, and They Spend More Sources: IntelliSurvey of more than 227,000 customers in Canada, France, Germany, Italy, Japan, Spain, the UK, and the U.S. in 2015; BCG analysis. 1Customers who are willing to leave a company, are actively looking for better offers, or are already switching brands. 2Any product that a customer purchased in addition to the original product. 5 36 3 39 43 36 5 4 Strong advocates Strong Critics Churn rate of advocates and critics (%)1 Additional products purchased by strong advocates vs. strong critics (%)2 19 30 74 255 Mobile telecom Retail banking Car insurance Health insurance
  15. 15. Sales Disruption Sales Will Need to Become More Flexible
  16. 16. ​ The “2015 State of Sales” survey asked more than 2,300 global sales leaders about their priorities, challenges, metrics, and strategies for the year. Here’s a quick look at the current state of sales. The Reality for Sales Leaders Customer connections take priority. This suggests sales leaders view growing a base of loyal, connected customers — rather than “one and done” deals — as instrumental to sustained success. Top 3 Sales Objectives Growth matters most. Increasing revenue, powered by an expanding customer base, outranks margin optimization as a measure of success. Top 3 Sales Success Metrics Acquire new customers Amount of new revenue Grow the value of existing customers Number of new customers Create deeper customer relationships Amount of recurring revenue 80% 57% 46% 35% 55% 56% Top 3 Sales Challenges Sophisticated customers pervade the market. Sales teams have long felt the pinch of heightened competition and price wars, but the rapid rise of customer sophistication brings new complications as teams strive to stay connected in real time. See increased market competition Find customers seeking the lowest price possible See customers’ needs have grown more sophisticated 58% 55% 47%
  17. 17. Process Driven ​ Metrics drive behavior ​ Numbers game ​ Volume trumps value ​ Results proportionate ​ Pipeline is king ​ Short term focus ​ Roles defined ​ Results based ​ Lead to Advocacy ​ Contextual ​ Connected ​ More art than science ​  Productivity Driven Sales Driven Customer Driven ​ Defined steps ​ Unnatural behavior ​ Maximizes tools ​ More Science than art Sales Leaders Must Make a Decision – Rigor or Flexibility
  18. 18. Context is Everything ​ The Future of Selling Will be Contextual §  Understand a customers requirement §  What is their starting point §  What are the buying dynamics (Internal & External) §  Are there any industry regulations driving the decision §  Is there a solutions match Not all Customer Engagements are Created Equal
  19. 19. Getting It Done • This is not about selling products it is about selling change • Sales must facilitate the customers thought and decision process • You must lead the change • Establish a customer-centric culture • Get the right resources for the right customers • Start from the ‘outside-in’ • This is not about avoiding performance metrics • This is about promoting how you can improve your customers business in meaningful ways • You must build the right skills and infrastructure • Sustain and Support the change from the first mile to the last mile
  20. 20. In the future ….customer driven sales organizations Will completely reset value and meaningful engagement with customers
  21. 21. thank y u Tiffani Bova Global, Customer Growth & Innovation Evangelist @Tiffani_Bova in/tiffanibova