Information Peer Pressure


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Information Peer Pressure

  1. 1. Information Peer Pressure Darren Cunningham, Craig Lunsford, Quintiles Michael Senske, Pearson Packaging Tom Thomas, Symantec Track: Sales Executives
  2. 2. Safe Harbor Statement <ul><li>“ Safe harbor” statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements the achievement of which involves risks, uncertainties and assumptions. If any such risks or uncertainties materialize or if any of the assumptions proves incorrect, our results 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. </li></ul><ul><li>The risks and uncertainties referred to above include - but are not limited to - risks associated with the integration of Sendia Corporation’s technology, operations, infrastructure and personnel with ours; unexpected costs or delays incurred in integrating Sendia with, which could adversely affect our operating results and rate of growth; any unknown errors or limitations in the Sendia technology; any third party intellectual property claims arising from the Sendia technology; customer and partner acceptance and deployment of the AppExchange and AppExchange Mobile platforms; interruptions or delays in our service or our Web hosting; our new business model; breach of our security measures; possible fluctuations in our operating results and rate of growth; the emerging market in which we operate; our relatively limited operating history; our ability to hire, retain and motivate our employees and manage our growth; competition; our ability to continue to release and gain customer acceptance of new and improved versions of our CRM service; unanticipated changes in our effective tax rate; fluctuations in the number of shares outstanding; the price of such shares; foreign currency exchange rates and interest rates. </li></ul><ul><li>Further information on these and other factors that could affect our financial results is included in the reports on Forms 10-K, 10-Q and 8-K and in other filings we make with the Securities and Exchange Commission from time to time, including our Form 10-K for the fiscal year ended January 31, 2006. These documents are available on the SEC Filings section of the Investor Information section of our website at /investor . </li></ul><ul><li>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 purchase decisions based upon features that are currently available., inc. assumes no obligation and does not intend to update these forward-looking statements, except as required by law. </li></ul>
  3. 4. Information Peer Pressure is Everywhere <ul><li>And it can be used as both a carrot and a stick… </li></ul>
  4. 5. Today’s Objective <ul><li>Discuss ways to drive sales performance </li></ul><ul><ul><li>By measuring, monitoring, and sharing information </li></ul></ul><ul><li>Share ideas about how to use information peer pressure to drive behavior and results </li></ul>
  5. 6. T. CRAIG LUNSFORD Associate Director, Global Sales Global Clinical Research Organization MICHAEL SENSKE President and CEO TOM THOMAS Sales Operations Lead Management
  6. 7. T. Craig Lunsford Associate Director, Sales Analysis Quintiles Global Sales [email_address]
  7. 8. Quintiles Transnational <ul><li>Global Leader in Pharmaceutical Development Services </li></ul><ul><li>Product Development </li></ul><ul><ul><li>Phase I – IV Clinical Trials </li></ul></ul><ul><ul><li>Regulatory submissions and product registration </li></ul></ul><ul><ul><li>57 Sales Reps in 20 Countries </li></ul></ul><ul><li>Commercialization </li></ul><ul><li>Novaquest </li></ul>INDUSTRY: Pharmaceutical Services EMPLOYEES: 16,000 GEOGRAPHY: 54 Countries PRODUCT(S) USED: SFA, Service & Support, 3 downloaded AppExchange applications # USERS: 1,300
  8. 9. Information Peer Pressure <ul><li>What benefits of Reports / Dashboards are used to our advantage? </li></ul><ul><li>Visibility </li></ul><ul><li>Accessibility </li></ul><ul><li>“ Snap Shot” Views </li></ul><ul><li>All users have access to see Dashboards and Run Reports </li></ul>
  9. 10. How Are We Measuring Sales Reps? <ul><li>Sales Performance Profiles </li></ul><ul><ul><ul><li>Quantitative measurements of sales reps’ performance </li></ul></ul></ul><ul><ul><ul><li>Used to validate yearly merit increases </li></ul></ul></ul><ul><ul><ul><li> data dump into excel </li></ul></ul></ul>
  10. 11. How Are We Measuring Sales Reps? <ul><li> Compliance </li></ul><ul><ul><ul><li>Quantitative measurements of sales reps’ performance </li></ul></ul></ul><ul><ul><ul><li>Must be compliant to be eligible for “Chairman’s Club” </li></ul></ul></ul><ul><ul><ul><li> dashboards </li></ul></ul></ul>
  11. 12. How Are We Measuring Sales Reps? <ul><li>Quarterly Bonus Payouts </li></ul><ul><ul><ul><li>Quantitative measurements of sales reps’ performance vs. targets </li></ul></ul></ul><ul><ul><ul><li>Sales must be tracked in </li></ul></ul></ul><ul><ul><ul><li> data dump into excel / Dashboards </li></ul></ul></ul>
  12. 13. How Do We Expect Our Sales Reps to Keep Up?
  13. 14. Information Peer Pressure Best Practices <ul><li>Everything in CRM, No Excuses </li></ul><ul><ul><li>Meetings, Contacts, Prospects, Awards, Losses, Pendings, etc. </li></ul></ul><ul><li>Reward system compliance </li></ul><ul><li>“ Hit ‘em in their pockets!” </li></ul>
  14. 15. Michael A. Senske President & CEO [email_address]
  15. 16. Pearson Packaging Systems <ul><li>Design and manufacture secondary packaging machinery: </li></ul><ul><ul><li>Case Erectors </li></ul></ul><ul><ul><li>Case Sealers </li></ul></ul><ul><ul><li>Tray Formers </li></ul></ul><ul><ul><li>Robotic Loading/Palletizing Solutions </li></ul></ul><ul><li>12 Regional Sales Managers </li></ul><ul><li>3 Internal Sales Representatives </li></ul><ul><li>12 Regional Service Technicians </li></ul>INDUSTRY: Manufacturing EMPLOYEES: 200 GEOGRAPHY: Global PRODUCT(S) USED: Unlimited Edition, SFA, Service & Support, BigMachines LFE, AppExchange Mobile # USERS: 55 <ul><li>Industry leader in the implementation of lean manufacturing and Six Sigma in a low-volume/high-variability environment </li></ul>
  16. 17. Our Challenges <ul><li>Business Challenge </li></ul><ul><ul><li>Consistent use of </li></ul></ul><ul><ul><li>Insufficient prospecting </li></ul></ul><ul><ul><li>Insufficient follow-up </li></ul></ul><ul><li>Technology Challenge </li></ul><ul><ul><li>Visibility of sales funnel throughout organization </li></ul></ul><ul><li>Inaccuracy of sales funnel </li></ul><ul><li>Operational challenges related to resource levels and allocation </li></ul><ul><li>Inconsistent revenue growth </li></ul><ul><li>Decreased ROIC </li></ul><ul><ul><li>ROIC = EBIT x (1 – tax rate) / Interest Bearing Debt + Equity </li></ul></ul>
  17. 18. Addressing These Challenges: Analytics <ul><li>Created reports and dashboards related to adoption, prospecting, follow-up, and performance </li></ul><ul><ul><li># Accounts Created </li></ul></ul><ul><ul><li># Opportunities Created </li></ul></ul><ul><ul><li># Contacts Created </li></ul></ul><ul><ul><li>Neglected Opportunities By Rep </li></ul></ul><ul><ul><li>Sales by RSM </li></ul></ul><ul><ul><li>Monthly quote volume by RSM </li></ul></ul><ul><ul><li>Next month funnel report by RSM (measured in $$$) </li></ul></ul>
  18. 19. Executive and Company-Wide Visibility <ul><li>Dashboards made available to all members of Sales organization and Executive Management </li></ul><ul><ul><li>RSM’s were very aware of the fact that their activity and performance were very visible throughout organization </li></ul></ul><ul><li>Dashboards and reports physically posted in different functional areas of the facility </li></ul><ul><ul><li>Engineering </li></ul></ul><ul><ul><li>Manufacturing </li></ul></ul><ul><ul><li>Assembly </li></ul></ul>
  19. 20. This Required Management Buy In <ul><li>RSM’s often claimed that information in dashboards and reports not representative of activity/performance </li></ul><ul><li>Management adopted the following motto: </li></ul><ul><ul><li>“ If it isn’t in the tool, it didn’t happen!!!” </li></ul></ul><ul><li>Management stressed importance of following agreed upon process </li></ul><ul><li>Management stressed importance of ensuring accuracy of data entered into </li></ul>
  20. 21. But it Paid Off… <ul><li>Dramatic increase in activity levels by certain RSM’s </li></ul><ul><ul><li>In some cases, RSM’s were not utilizing the tool appropriately and we saw dramatic increases in user logins </li></ul></ul><ul><ul><li>RSM increased #Accounts Created by approximately 50% in month following public display of dashboards/reports </li></ul></ul><ul><ul><li>RSM increased #Quotes Created by approximately 100% in month following public display of dashboards/reports </li></ul></ul><ul><li>Created an environment of positive pressure and competition among RSM’s </li></ul><ul><ul><li>Although intangible, the environment in the Sales organization became much more competitive </li></ul></ul><ul><ul><li>RSM’s would monitor dashboards/reports to see if their efforts were resulting in improved results relative to their peers </li></ul></ul>
  21. 22. Creating An Environment of Positive Peer Pressure <ul><li>Measure and compare activities and results of each member of your sales organization </li></ul><ul><li>Communicate this information throughout the entire organization </li></ul><ul><ul><li>Dashboards in </li></ul></ul><ul><ul><li>Physical reports/dashboards throughout facility </li></ul></ul><ul><li>Recognize and reward those individuals that demonstrate the desired behavior </li></ul><ul><ul><li>Recognition/Reward may be handled privately, however, public acknowledgement can be very powerful in creating an environment of positive pressure </li></ul></ul>
  22. 23. Tom Thomas Sales Operations Lead Management [email_address]
  23. 24. Company Introduction Template <ul><li>World’s Leading Security, Backup, Archive and File system software company </li></ul><ul><li>The 4 th Largest Independent Software Company in the world </li></ul><ul><li>3900+ users around the world in 40+ countries </li></ul><ul><li>Sales Go-Live Data 10/17/05 3000+ users </li></ul>INDUSTRY: Software EMPLOYEES: 16,000+ GEOGRAPHY: Global PRODUCT(S) USED: SFA, Marketing 11/19/06, # USERS: 4200
  24. 25. Sales vs. Marketing/Marketing vs. Sales <ul><li>Sales </li></ul><ul><li>Where are my leads </li></ul><ul><li>The quality of leads are not good </li></ul><ul><li>What took place to generate the lead? </li></ul><ul><li>A lead is only generated once per 30 days </li></ul><ul><li>Marketing </li></ul><ul><li>We provide high quality leads </li></ul><ul><li>Sales never follows up on the leads we provide </li></ul><ul><li>We qualify the leads before they get to sales </li></ul><ul><li>All marketing activity is recorded by contact and by company </li></ul>
  25. 26. What We Have Done <ul><li>4 CRM Systems </li></ul><ul><ul><ul><li>Siebel </li></ul></ul></ul><ul><ul><ul><li>Oracle </li></ul></ul></ul><ul><ul><ul><li>Pivotal </li></ul></ul></ul><ul><ul><ul><li>Lotus Notes </li></ul></ul></ul><ul><li>Two Marketing Automation Systems </li></ul><ul><ul><ul><li>Lotus Notes </li></ul></ul></ul><ul><ul><ul><li>Pivotal </li></ul></ul></ul><ul><li>Numerous Marketing Databases </li></ul><ul><ul><ul><li>Symantec DB </li></ul></ul></ul><ul><ul><ul><li>Veritas DB </li></ul></ul></ul><ul><ul><ul><li>Various Regional DB </li></ul></ul></ul><ul><ul><ul><li>Various 3rd party Vendors </li></ul></ul></ul><ul><li> </li></ul><ul><li>Marketing </li></ul><ul><li>One Global Marketing Database </li></ul>
  26. 27. From Poor Visibility to Transparency “ You can only have true measurement if everyone is using the same ruler”
  27. 28. Tools to Measure Success and Failure Tools to Compare Geo’s and Regions
  28. 29. What We Measure Now <ul><li>Number of leads per day, per week per quarter </li></ul><ul><li>Number of marketing activities per week per quarter </li></ul><ul><li>Cost per marketing activity per lead </li></ul><ul><li>Number of leads closed for bad data </li></ul><ul><li>Number of leads converted to opportunities </li></ul><ul><li>The number of converted leads by sales stage </li></ul><ul><li>Revenue campaign per campaign </li></ul><ul><li>Number of untouched leads </li></ul>
  29. 30. Changing Behavior Through Reporting <ul><ul><li>Are we talking the same language? </li></ul></ul><ul><ul><li>Are we measuring the same things? </li></ul></ul><ul><ul><li>How do we compare region to region </li></ul></ul><ul><ul><li>What is effective </li></ul></ul><ul><ul><li>What isn't </li></ul></ul><ul><li>Technology Challenge </li></ul><ul><ul><li>Integration between systems </li></ul></ul><ul><ul><li>Legacy architecture </li></ul></ul><ul><ul><li>Multiple systems and reports across regions and business units </li></ul></ul><ul><li>We know if you are not working your leads </li></ul><ul><li>We know if the campaign was effective </li></ul><ul><li>We communicate and adjust to business need </li></ul>
  30. 31. Building Confidence in the Leads for Sales <ul><li>Sales is driving the following… </li></ul><ul><li>Sales Sets minimum data requirements </li></ul><ul><ul><ul><li>No email address no phone number leads is rejected </li></ul></ul></ul><ul><li>Lead Scoring, Sales decides which scored leads they want </li></ul><ul><ul><ul><li>New sophisticated lead scoring by region </li></ul></ul></ul><ul><ul><ul><li>Pick from the best scored leads by region </li></ul></ul></ul><ul><li>Lead Throttle </li></ul><ul><ul><ul><li>Sales can increase to decrease the number of leads base on resources to work the leads </li></ul></ul></ul>
  31. 32. So What? Who Cares? What’s In It For Me? <ul><li>Americas Region </li></ul><ul><ul><li>Converted Leads up 169% over last Quarter </li></ul></ul><ul><ul><li>Of the Converted Leads the pipeline up 175% over last Quarter </li></ul></ul><ul><ul><li>The actual number of leads decreased by 77% </li></ul></ul><ul><li>EMEA Region </li></ul><ul><ul><li>Converted Leads up 465% over last Quarter </li></ul></ul><ul><ul><li>Of the Converted Leads the pipeline up 105% over last Quarter </li></ul></ul><ul><ul><li>The actual number of leads increased 0.04% </li></ul></ul><ul><li>APJ </li></ul><ul><ul><li>Converted Leads up 14% over last Quarter </li></ul></ul><ul><ul><li>Of the Converted Leads the pipeline is up 16% over last Quarter </li></ul></ul><ul><ul><li>The actual number of leads decrease 12% </li></ul></ul>
  32. 33. T. CRAIG LUNSFORD Associate Director, Global Sales Global Clinical Research Organization MICHAEL SENSKE President and CEO TOM THOMAS Sales Operations Lead Management QUESTION & ANSWER SESSION
  33. 34. Analytics Sessions <ul><li>Session </li></ul><ul><li>Meet the PM – Roadmap Overview </li></ul><ul><li>Mashboard Shootout </li></ul><ul><li>Introducing Analytics Mashboards </li></ul><ul><li>Information Peer Pressure </li></ul><ul><li>Building Integrated Marketing Reports and Dashboards </li></ul><ul><li>How to Create Top Sales Dashboards </li></ul><ul><li>Best Practices for Competitive Pipeline Analysis </li></ul><ul><li>Bulking Up: Large Data Migration, Replication, and Analytics </li></ul><ul><li>Instant Stardom: How to Build Executive Dashboards </li></ul><ul><li>Advanced Reporting and Dashboards for Executive Visibility </li></ul><ul><li>The Path to Achieving 100% Adoption </li></ul><ul><li>Manage What You Measure : Lessons from Dashboard Pros </li></ul><ul><li>Hands-On with Executive Reports and Dashboards </li></ul><ul><li>Track </li></ul><ul><li>General </li></ul><ul><li>General </li></ul><ul><li>IT </li></ul><ul><li>Sales Execs </li></ul><ul><li>Marketing Exec </li></ul><ul><li>Sales Opps </li></ul><ul><li>AppX Developers </li></ul><ul><li>New Sys Admin </li></ul><ul><li>EE Sys Admin </li></ul><ul><li>PE Sys Admin </li></ul><ul><li>Large Ent Dep </li></ul>Also Visit the Partner Pavilion for Innovative Analytics Solutions
  34. 35. I Suppose There Are Always Other Methods…
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