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Analytics for VPs of Sales - the Holy Grail of Insight


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While we all know that you can't manage what you don't measure, sometimes the hardest question is about where to start. Join us to learn how top global sales leaders measure their businesses, and apply these lessons to your business with detailed examples of high-impact sales analytics.

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Analytics for VPs of Sales - the Holy Grail of Insight

  1. 1. Analytics for Sales VP’sThe Holy Grail of InsightMark Orsborn,, Lead Sales Engineer@markorsbornLinked-in/markorsborn
  2. 2. Safe Harbor 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 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 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-Q for the most recent fiscal quarter ended July 31, 2012. This 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. Data driven companies outperform their peers “ Outperformers have more access to data, greater capacity to draw meaningful insights and, perhaps most important, a stronger ability to act on those “ insights. Essentially, they are insight-driven. Source: Leading Through Connections, Insights from the Global Chief Executive Officer Study, IBM, 2012
  4. 4. Kris WagnerCovidien | Surgical SolutionsVP US Sales Operations
  5. 5. All about Covidien Leading global healthcare products company that creates innovative medical solutions for better patient outcomes  Medical Devices, Pharmaceuticals and Medical Supplies  Medical Device Units: Vascular, Surgical & Respiratory  43,000 Employees Worldwide  Products sold in over 140 countries  $11.6B annual revenue in 2011  HQ in Mansfield, MA
  6. 6. All about CovidienOur Sales Cloud Deployment at a Glance x  Single global instance  Phase 1 - June, 2012 – Active Users - 1,900 – US, CA, ANZ & EMEA – Vascular, Surgical & Respiratory Business Units  Full roll out - 6,000 sales users
  7. 7. Why 360° View of Customer • Expand view of how customers interact with Covidien • Enhance collaboration within Business units and across Covidien Sales Enablement • Improve time management and mobile productivity • More effective account planning and opportunity management Integrate Sales Systems • Consolidate rep facing content • Improved reports and dashboards
  8. 8. Covidien 360°View of CustomerCross Unit Opportunities Buying Bottlenecks Red Flags
  9. 9. Sales Enablement - Driving Usage
  10. 10. Driving UsageCovidien - Opportunity Management Logins Entry of Opportunities Analyzing Opportunities
  11. 11. Driving UsageCovidien - Opportunity ManagementClosing Opportunities Updating Opportunities Missing Connections
  12. 12. Integrate Sales Systems
  13. 13. CovidienIntegrate Sales Systems Performance YTD Align Initiatives to Action Identify competitive threats
  14. 14. Key Wins• Collaboration across business units• Elimination of spreadsheet forecasting• Next Steps • Bring more data in from other systems • Enable Campaigns and Leads
  15. 15. Jana KodelDevelopment Project Manageron behalf of Famous Brands InternationalMrs Fields and TCBYTwitter : @JanaKodel
  16. 16. PastPresent Future
  17. 17. In the past, we had… Past • Complicated systems with no training plan • Data constraints and variances per brand • Manual tracking • No future vision
  18. 18. Today, we have… Present• Consolidated systems• Preliminary steps toward integration• Better enforcement of gathering sales data through POS• Constant changes in the business• Inconsistent KPI metrics provides an agile system that allows us to make changes based on the business and KPI metrics
  19. 19. Our Analytics Today Real Time Dashboards Dashboard Filters Static Resources help display external information in dashboard
  20. 20. Visualforce allows you to pull in information from external systems in real time…
  21. 21. The future, could hold….. Future Dashboard Components can be Joined Reports for Comparison included in Chatter Feed
  22. 22. Eliminate PowerPoint & get automated….. Before After Inquiries Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec TOTAL Budget 400 450 500 600 650 750 775 775 750 750 600 600 7600 Actual 415 283 278 255 276 289 302 281 276 258 188 157 2724 Varianc e -4342/ current 15 -167 -222 -345 -374 -461 -473 -494 -474 -492 -412 -443 -4876 / YTD Applications Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec TOTAL Budget 28 31 35 42 46 53 54 54 53 52 42 42 532 Actual 30 39 56 62 50 50 51 64 55 30 23 30 540 Varianc e 2 8 21 20 4 -3 -3 10 2 -22 -19 -12 8/+2 current / YTD Opens Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec TOTAL Budget 3 3 1 3 12 0 6 6 6 6 17 13 76 Actual 1 2 8 5 3 6 5 6 1 5 3 6 51 Varianc e -2 -1 7 2 -9 6 -1 0 -5 -1 -13 -7 -24/-24 current / YTD
  23. 23. Apply learnings for lasting results • Set realistic goals and expectations • Grow from past experience • Embrace change • Align strategies across the company • Be SMART about goals
  24. 24. “The important thing is not being afraid to take a chance. Remember, the greatest failure is to not try. Once you findsomething you love to do, be the best at doing it.” - Debbi Fields
  25. 25. Lynn Gainty – Staples Inc.Sr .Manager Salesforce – ContractSales Operations@LynnGainty
  26. 26. All about Staples Inc. Staples is the worlds largest office products, providing services and expertise in office supplies, technology, furniture, Copy & Print, and cleaning and breakroom. • Founded in 1986, and today has annual sales of $25 billion, ranking second in the world in eCommerce sales • 90,000 associates worldwide, and a presence in more than 26 countries throughout North and South America, Europe, Asia and Australia • Salesforce customer since June, 2004 • 13 Organizations globally, including Canada, Retail, Customer Service, Contract B2B and International
  27. 27. How would you track the following?... What are the top 50 Net New and Renewal deals by $ and strategic value that should close in the current1 quarter, by rep, by manager, by region, or by line of business? Activity reporting 40/10/5 – 40 calls, 10 demos or visits, 5 close per month. Who is making their numbers,2 how does it correlate to tenure of the rep, and are there areas where managers need additional coaching? What is the variance by line of business within the 1-3 criteria above that fell out of the quarter it was3 scheduled to close? How do managers typically search in Salesforce for information about the account, contact, or opportunity in a4 report/dashboard?
  28. 28. New Business Development VP Dashboard Example 30 Day View of Current Fiscal Period – All Net New Pipeline Stages vs. Final Stages Only
  29. 29. Activity Tracking for Experienced & Rookie Sales Reps Monthly Activity reporting 40/10/5 Rookie Dashboard
  30. 30. Monthly – Quarterly Variance TrackingWhat was the variance What was the variance byby line of business line of business in thewithin the 1-3 criteria implementation phase thatstated above that fell out may not have been set upof the quarter it was by the end of the month?scheduled to close?
  31. 31. Report to Track Detail of Downgraded Forecast Do you track opportunities that have been downgraded from a more positive status?
  32. 32. Account Manager Appointments, Tasks and Renewals Do you have new teams in a region? Are executives who review this dashboard aware of the new alignment? How do you explain the disparity between the old and new teams? Note: Category – Product Line
  33. 33. Search and Navigation Tips How do you search for information about the account, contact and opportunity in Salesforce? Do you train users to right click and open objects in a new window?
  34. 34. Summary - Key Indicators1. Are senior executives aware of large opportunities closing that month, to help close or cement the new relationship?2. Are you tracking KPI’s that can identify how new reps are performing vs. veterans? Can you identify any trends that will help improve training to get new reps more productive?3. Are you tracking variance of downgraded opportunities and those that might not close in the expected month/quarter?4. Are managers and executives actively using dashboards and do they help them with making better business decisions?
  35. 35. Kris Wagner Jana Kodel Lynn Gainty Mark OrsbornVP US Operations, Development Project Sr. Manager Salesforce – Lead Sales Engineer Manager Contract Sales @MarkOrsborn