Q1 may feel like a world away, but now's the perfect time to assess your 2015 State of the Union – while there's still time to close gaps and build momentum. Ask yourself … 1. What do you want to accomplish in your business in 2015? 2. What are the gaps? 3. What resources are required to close the gaps? Get ahead of your 2015 revenue number instead of letting it get ahead of you. During this webinar, Jim Crisera provided CSOs and their teams with the key areas they should be focused on now (yes, now) to ensure a positive 2015.

1. Your 2015 State of the Union

2. © The TAS Group 2014
Jim Crisera
President
Maureen Blandford
EVP Marketing

3. © The TAS Group 2014
Poll
In 2014, what’s been your biggest challenge?
• Not enough opportunities
• Average deal size is too small
• Win rate sub-optimal
• Sales cycle too long
• Visibility - ugh

4. © The TAS Group 2014
How is my team doing so far this year?
Pipeline Health
Opportunity
Momentum
Sales Cycle
Insight
Individual
Performance
✔
✔
✔
✔

5. © The TAS Group 2014
4 Key Levers to Sales Performance
SALES
VELOCITY
V DEALS VALUE WIN RATE
SALES CYCLE

6. © The TAS Group 2014
Review the health of your current pipeline
Pipeline Health Analysis
The health of your pipeline predicts the health of your
business.
Determine:
(a) what you need in your pipeline to make future
quota, and
(b) establish the true value of your current pipeline.
• Qualified vs. Unqualified
• Active, Stalled & Inactive
Pipeline"
$30,510,050"
Qualified Pipeline"
$26,104,847"
Active Pipeline"
$13,729,523"
Stalled Pipeline"
$4,981,773"
Inactive Pipeline"
$11,800,567"

7. © The TAS Group 2014
Pipeline Health – Example
Pipeline Health Analysis
Pipeline: $30,510,050
Active pipeline (45%): $13,729,523.
Stalled pipeline (16%): $4,981,773
Inactive pipeline (39%): $11,800.567
(Probably of no value)
Pipeline Value is
seriously overstated

8. © The TAS Group 2014
Pipeline Health – Example
Pipeline Health Analysis: Action
Stages Active! Stalled! Inactive!
Target Selected $2,310,473 " $448,780 " $1,645,950 "
Target Qualified $7,595,490 " $2,374,289 " $2,172,165 "
Requirements $1,438,715 " $321,900 " $81,990 "
Evidence $672,170 " $146,220 " $3,300,000 "
Acquisition $1,074,535 " $115,450 " $5,400 "
Verbal Order $636,328 " $1,575,134 " $4,595,062 "
$13,727,711 ! $4,981,773 ! $11,800,567 !
The overall pipeline value is overstated.
Review all 73 Stalled deals before they
become Inactive.
Re-qualify the 96 Inactive deals, paying
particular attention to late stage deals. It
is likely that these will impact your short-
term forecast.
Major vulnerability"

9. © The TAS Group 2014
Review the 1st Half Opportunity Momentum
Changes: Opportunity Momentum
Tracking the movement and changes in
opportunities can help you to learn from the past
and better manage the pipeline momentum.
• What opportunities are moving / what is stuck
• What went backwards
• Review changes in opportunity value
Opening Pipeline"
$30,603,282"
Won"
$2,189,440"
Progressed"
$4,930,926"
Unchanged"
$1,107,202"
Regressed"
$906,520"

10. © The TAS Group 2014
Opportunity Momentum – An Example
Changes: Opportunity Momentum (YTD)
Opening Value: $30,603,282
Won: $2,189,440
Progressed: $4,930,926
Unchanged: $1,107,202
Qualified Out: $5,618,462
Regressed: $906,520
Lost: $11,080,567
Value Increase: $772,981
Value Decrease: $5,543,146
Major Value erosion (18%) in deals as they move through the pipeline
Good momentum with just 4% of deals unchanged since period start

11. © The TAS Group 2014
Opportunity Momentum – An Example
Changes: Opportunity Momentum: Action
Opening Value: $30,603,282 Opp Status Quantity
Start 418
Lost 138
Qualified Out 164
Regressed 10
Unchanged 16
Progressed 56
Won 34
Value+ 21
Value- 40
Overall pipeline momentum is good.
Review all 10 Regressed deals to
understand why they moved backwards. 5
of these were in Verbal Order stage at the
start of the period, so there is definitely a
problem with deal stage classification.
Too many (40) opportunities have
Decreased in Value, resulting in a drop in
pipeline value of over $5m. This indicates
an inability to maintain value in the eyes of
the customers and needs to be rectified.

12. © The TAS Group 2014
Gather Insight from your 1H Sales Cycle
Velocity: Sales Cycle Insight
There is tremendous value in knowing how long it
takes to win or lose sales opportunities.
What does a winning sales cycle look like…
How about a losing one?
• Measure by stage for each individual
• Identify best practice for winning
• Understand the negative impact for rushing
through the early stages in a sale. "
#Won + #Lost"
708 Deals"
Won"
$10,127,692"
Lost"
$23,181,564"
Won Cycle"
38 Days"
Lost Cycle"
200 Days"

13. © The TAS Group 2014
Sales Cycle Insight – An Example
Velocity: Sales Cycle Insight
There is a huge discrepancy
between a Win sales cycle (38
days) and a Lost sales cycle
(200 days).
Qualified deals to the value of
$4.3m were lost late in the sales
cycle with nearly $500k being
lost in the last two stages.
The #Won% (64.55%) is high
and compared with the $Win%
(47.45%) points to both poor
system usage and losses in
larger deals.

14. © The TAS Group 2014
Sales Cycle Insight – An Example
Velocity: Sales Cycle Insight - Action
Evaluate the processes that
are being deployed for early
deal analysis to triage deals
earlier and make sure that you
focus only on the right deal.
Build a culture of deal reviews
to avoid late stage losses.
Look at how value is being
presented to the customer to
avoid the major decline in deal
value as the deal progresses.

15. © The TAS Group 2014
Review Individual Performance
Gather insight about each sales
person:
• Where & Why are my top
performers successful?
• How can I coach my mid-
performers to help them excel?
• Any poor performers that need
to be replaced?
"

16. © The TAS Group 2014
Sample Co. – December 2013
Text about what to look for and why it is important"
"
Individual Performance Examples (John Smith)"
Scorecard for Crawford Sawyer"

17. © The TAS Group 2014
Sample Co. – December 2013
Text about what to look for and why it is important"
"
Individual Performance Examples (John Smith)"
Scorecard Coaching for Crawford Sawyer"

18. © The TAS Group 2014
Sample Co. – December 2013"
Pipeline Health for Crawford Sawyer"

19. © The TAS Group 2014
Sample Co. – December 2013"
Coaching on Pipeline Health for Crawford Sawyer"

20. © The TAS Group 2014
Sample Co. – December 2013"
Sales Velocity for Crawford Sawyer"

21. © The TAS Group 2014
Sample Co. – December 2013
Coaching on Sales Velocity for Crawford Sawyer"

22. © The TAS Group 2014
How is my team doing so far this year?
Pipeline Health
Opportunity
Momentum
Sales Cycle
Insight
Individual
Performance
✔
✔
✔
✔

23. © The TAS Group 2014
Action Plan
• Understand your current business
• Focus on the 4 key levers
• Expansion of existing customers vs. new logo acquisition
• Identify pockets of best practice in action
• Act now to fill any gaps for 2015
• Account Planning to build pipeline
• Improve Opportunity Qualification
• Establish Cadence for Deal Reviews
• Expand and onboard new reps
• Refine sales process
• Other?

24. © The TAS Group 2014
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25. Your 2015 State of the Union