Bridging the Gap: VP Sales and VP Marketing<br />Marketing Professionals<br />Nate Skinner:salesforce.com<br />Stacey Epst...
Safe Harbor<br />Safe harbor statement under the Private Securities Litigation Reform Act of 1995: This presentation may c...
Sales & Marketing on the Same Page<br />How is Success Defined? <br />Lead Volume?<br />Conversion Rates?<br />Pipeline?<b...
What Is a Salesforce Opportunity?<br />A Lead should be converted once the following is confirmed:<br />There is an active...
Stacey Epstein<br />VP Marketing, ServiceMax<br />
The Sales & Marketing Dialogue<br />We’re out branded!<br />Sales can’t close!<br />We need better marketing!<br />Marketi...
Resolve the Conflict…<br />Good Marketing Doesn’t Matter…<br />Sales matters<br />Define marketing success in sales terms<...
YOU are in Sales – Get IN the Game!<br />Go on sales calls!!<br />Spend your time with sales/customers, not marketing<br /...
Sales is about People, Not a Market<br />“Salespeople feel they must translate what they see as marketing's theoretical ar...
Set Marketing Targets Based on Sales Goals<br />Collaborate with Sales<br />Make assumptions<br />How much pipeline to hit...
Demand Gen Model<br />Based on Revenue Targets<br />
Sales Development<br />Where marketing meets sales<br />Do they report to sales or marketing?<br />How do you ensure Quali...
Alignment in Salesforce<br />Publish a marketing dashboard<br />Know your pipeline goals<br />Measure conversions<br />Cha...
Shared Marketing Dashboard<br />Click here to add bullets<br />
Gold<br />
Scott Berg<br />VP Sales, ServiceMax<br />
VP of Sales Metrics that Matter<br />New Opportunities Created Per Month<br />By lead source (quantity vs amount)<br />Out...
VP of Sales Metrics that Matter<br />
VP of Sales Metrics that Matter<br />
VP of Sales Process and Monitoring<br />Weekly lead progress review<br />Lead source mix (quantity and value)<br />Return ...
VP of Sales Process and Monitoring<br />
Tricia Reilly<br />SpringSource, a division of VMWare<br />
My Top 5 Operational Tips <br />Ensure reps have proper training<br />Create shortcuts to incent the ‘right’ behavior<br /...
Ensure Everyone is Trained<br />Sales Needs to Know<br />How to create Views<br />Outlook Integration<br />How to execute ...
Create Shortcuts to Incent the Right Behavior<br />
Automatically Sets Date, Assigned To, Type, Status<br />
Share ‘Relevant’ Marketing Insights<br />Relevant = Actionable, Timely, Easily Accessible<br />
Share Relevant Marketing Insights (cont’d)<br />Leverage Integrated Marketing Automation software<br />Email alerts when a...
Regularly Audit Page Layouts<br />Do as I say…<br />
Regularly Audit Page Layouts<br />Use different layouts for different roles<br />Just because Marketing needs to report on...
Dashboards to Keep Everyone Honest<br />
Q&A Panel<br />
How Could Dreamforce Be Better?  Tell Us!<br />Log in to the Dreamforce app to submit<br />surveys for the sessions you at...
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Bridging the Gap: VP Sales and VP Marketing

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In many organizations, it's the classic divide: sales in one corner and marketing in another. Join us to hear how companies have successfully bridged that gap and now benefit from greater alignment between these two key departments. Leave with actionable ideas for how sales and marketing can better collaborate and establish mutual transparency for lead generation, campaign priorities, and success.

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Bridging the Gap: VP Sales and VP Marketing

  1. 1. Bridging the Gap: VP Sales and VP Marketing<br />Marketing Professionals<br />Nate Skinner:salesforce.com<br />Stacey Epstein: ServiceMax<br />Scott Berg: ServiceMax<br />Tricia Reilly: VMWare<br />
  2. 2. Safe Harbor<br />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 salesforce.com, 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 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.<br />The risks and uncertainties referred to above include – but are not limited to – risks associated with developing and delivering new functionality for our service, 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 intellectual property and other litigation, risks associated with 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 non-salesforce.com products, and utilization and selling to larger enterprise customers. Further information on potential factors that could affect the financial results of salesforce.com, inc. is included in our annual report on Form 10-K for the most recent fiscal year ended January 31, 2010. This documents and others are available on the SEC Filings section of the Investor Information section of our Web site. <br />Any unreleased services or features referenced in this or other 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. Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements.<br />
  3. 3. Sales & Marketing on the Same Page<br />How is Success Defined? <br />Lead Volume?<br />Conversion Rates?<br />Pipeline?<br />Closed Revenue?<br />What drives mutual Success?<br />
  4. 4. What Is a Salesforce Opportunity?<br />A Lead should be converted once the following is confirmed:<br />There is an active, legitimate CRM evaluation and<br />Timeframe for decision is within 0-60 Days and<br />Decision Maker(s) have been identified and<br />Prospect is comfortable with salesforce.com pricing and<br />Prospect is interested in a Next Step w/ an AE, i.e.,<br /> Price Quote<br /> A Demo<br /> References<br />
  5. 5. Stacey Epstein<br />VP Marketing, ServiceMax<br />
  6. 6. The Sales & Marketing Dialogue<br />We’re out branded!<br />Sales can’t close!<br />We need better marketing!<br />Marketing gets no credit<br />Sales can’t stay on message<br />The leads suck!<br />
  7. 7. Resolve the Conflict…<br />Good Marketing Doesn’t Matter…<br />Sales matters<br />Define marketing success in sales terms<br />Take responsibility for the sales number, not just lead targets<br />Measure your success based on sales results<br />Measure your team based on what sales says<br />Lose your ego<br />Win together<br />
  8. 8. YOU are in Sales – Get IN the Game!<br />Go on sales calls!!<br />Spend your time with sales/customers, not marketing<br />Have a weekly leads/pipeline/revenue meeting with sales leadership<br />Make your team do the same<br />
  9. 9. Sales is about People, Not a Market<br />“Salespeople feel they must translate what they see as marketing's theoretical arguments into a practical message”*<br />Step 1: Identify Customer Decision-Making Politics<br />Step 2: Determine Sales Cycle Turning Points<br />Step 3: Conduct a True Win-Loss Analysis<br />Step 4: Perform a Marketing Tools Audit<br />*Why Sales and Marketing Are at Odds — or Even War – Harvard Business Review, 9/29/20<br />
  10. 10. Set Marketing Targets Based on Sales Goals<br />Collaborate with Sales<br />Make assumptions<br />How much pipeline to hit target?<br />How many leads to create pipeline?<br />Cost per lead?<br />Cost per opp?<br />Conversion rates?<br />ASP?<br />Constantly measure assumptions<br />Revise the plan<br />
  11. 11. Demand Gen Model<br />Based on Revenue Targets<br />
  12. 12. Sales Development<br />Where marketing meets sales<br />Do they report to sales or marketing?<br />How do you ensure Quality of Opps?<br />What is the Criteria for converting a Lead?<br />How does the AE validate an Opportunity so that the Lead Gen Rep gets credit?<br />Alignment is the ANSWER<br />
  13. 13. Alignment in Salesforce<br />Publish a marketing dashboard<br />Know your pipeline goals<br />Measure conversions<br />Chatter<br />Follow opportunities in Chatter<br />Pay attention to what reps are asking for in Chatter<br />Attend forecast calls<br />MAKE SURE REPS PUT THEIR CONTACTS IN Salesforce<br />Track customer references<br />
  14. 14. Shared Marketing Dashboard<br />Click here to add bullets<br />
  15. 15. Gold<br />
  16. 16. Scott Berg<br />VP Sales, ServiceMax<br />
  17. 17. VP of Sales Metrics that Matter<br />New Opportunities Created Per Month<br />By lead source (quantity vs amount)<br />Outbound vs Inbound<br />Total Pipeline Per Rep. (3x 6-month quota)<br />Even distribution<br />Pipeline leading recruiting<br />New Leads vs Target<br />Average Opportunity Size<br />Days to Close<br />
  18. 18. VP of Sales Metrics that Matter<br />
  19. 19. VP of Sales Metrics that Matter<br />
  20. 20. VP of Sales Process and Monitoring<br />Weekly lead progress review<br />Lead source mix (quantity and value)<br />Return on investment (cost per lead)<br />Monthly Sales Development review<br />New opportunities created<br />Lead sources and messages that work<br />Quarterly review : assumptions vs results<br />ASP<br />Days to Close<br />Lead Conversion rate<br />
  21. 21. VP of Sales Process and Monitoring<br />
  22. 22. Tricia Reilly<br />SpringSource, a division of VMWare<br />
  23. 23. My Top 5 Operational Tips <br />Ensure reps have proper training<br />Create shortcuts to incent the ‘right’ behavior<br />Share relevant marketing info in Salesforce<br />Regularly audit layouts<br />Leverage dashboards to keep everyone honest<br />
  24. 24. Ensure Everyone is Trained<br />Sales Needs to Know<br />How to create Views<br />Outlook Integration<br />How to execute Mass Email<br />How to run reports<br />Naming conventions for Opptys<br />How to tie Contacts to Opptys<br />How to associate Opptys to Campaigns<br />Marketing Needs to Know<br />How to create Campaign Dashboards<br />How to create Email Templates<br />How to run reports<br />Naming conventions for Campaigns<br />Training Drives Adoption Which Makes It All Possible!<br />
  25. 25. Create Shortcuts to Incent the Right Behavior<br />
  26. 26. Automatically Sets Date, Assigned To, Type, Status<br />
  27. 27. Share ‘Relevant’ Marketing Insights<br />Relevant = Actionable, Timely, Easily Accessible<br />
  28. 28. Share Relevant Marketing Insights (cont’d)<br />Leverage Integrated Marketing Automation software<br />Email alerts when a Target Account contact is on the website<br />Schedule tasks for a Rep when a lead downloads a Free Trial<br />Don’t include EVERY marketing touch in their Activity Log<br />
  29. 29. Regularly Audit Page Layouts<br />Do as I say…<br />
  30. 30. Regularly Audit Page Layouts<br />Use different layouts for different roles<br />Just because Marketing needs to report on something, doesn’t mean that sales needs to see it<br />Regularly run reports to see how often a field is being used<br />Fields tend to have a lifetime. When they’re no longer used, remove them from view.<br />A clean layout drives adoption and encourages reps to complete the fields you NEED.<br />
  31. 31. Dashboards to Keep Everyone Honest<br />
  32. 32. Q&A Panel<br />
  33. 33. How Could Dreamforce Be Better? Tell Us!<br />Log in to the Dreamforce app to submit<br />surveys for the sessions you attended<br />Use the Dreamforce Mobile app to submit surveys<br />OR<br />Every session survey you submit is a chance to win an iPod nano!<br />

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