This document discusses designing a metrics dashboard for a sales organization. It recommends identifying key performance metrics that support sales objectives and strategy to help managers effectively oversee the sales team. Some benefits of a dashboard include gaining insight into sales drivers, identifying areas needing improvement, and enabling performance benchmarking. The document provides a framework for selecting metrics based on both corporate perspectives and elements of sales performance. It also outlines a process for creating a dashboard that includes selecting appropriate metrics, designing the dashboard, and implementing it.
Analytical CRM ensues the reason to contact is mapped to willingness to pay and elasticity of the relationship making the process of engagement enjoyable
Barbara Canning Brown set the tone and direction for customer marketing and it was a big shift from the program driven approach currently in place. She brought in Charles de Gruchy to support an analytics strategy more consistent with market. Her approach was simple -- identify and manage customer value and segment and customize consistent with investment return. And, it worked!
Zinnov launches a first-of-its-kind ‘Partner Enablement Framework’ to help te...Zinnov
Zinnov, a leading market expansion and globalization advisory firm, today announced the release of a first-of-its-kind ‘Partner Enablement Framework’ to help technology companies unlock their channel partner potential. Highlighting the current landscape and opportunities that are present in the ecosystem, the released study also revealed that India currently hosts over 11,000 IT channel partners, excluding PC resellers and box pushers. While 65% of these partners focus on IT services/ managed services, 44% of the partners claim to have solution centric capabilities, while 37% of the current partner base is termed as resellers/ value added resellers.
Modeling Techniques help to bring out the correlations that are predictive in nature. Here I talk about details of modeling statements that has been used to build life cycle management strategies
Analytical CRM ensues the reason to contact is mapped to willingness to pay and elasticity of the relationship making the process of engagement enjoyable
Barbara Canning Brown set the tone and direction for customer marketing and it was a big shift from the program driven approach currently in place. She brought in Charles de Gruchy to support an analytics strategy more consistent with market. Her approach was simple -- identify and manage customer value and segment and customize consistent with investment return. And, it worked!
Zinnov launches a first-of-its-kind ‘Partner Enablement Framework’ to help te...Zinnov
Zinnov, a leading market expansion and globalization advisory firm, today announced the release of a first-of-its-kind ‘Partner Enablement Framework’ to help technology companies unlock their channel partner potential. Highlighting the current landscape and opportunities that are present in the ecosystem, the released study also revealed that India currently hosts over 11,000 IT channel partners, excluding PC resellers and box pushers. While 65% of these partners focus on IT services/ managed services, 44% of the partners claim to have solution centric capabilities, while 37% of the current partner base is termed as resellers/ value added resellers.
Modeling Techniques help to bring out the correlations that are predictive in nature. Here I talk about details of modeling statements that has been used to build life cycle management strategies
Why Pricing, data & customer segmentation are relevant for insurance (partly ...Jerry J. Stam
Why Pricing, data & customer segmentation are relevant for insurance (partly Dutch). Lessons shared from retailers and how insurers would benefit if they applied (some of) them
Not all leads will be customers. Using lead conversion processes and automation, leads can be qualified and nutured better to allow sales to focus on those leads that are likely to close.
When marketing takes more control of the lead conversion process, sales is able to focus on closing deals, rather than on selling to customers who are not interested or may not be your customers at all.
Een presentatie van Laurent Coenca van Logica, over Innovative campaign management tijdens de Applied Customer Insight (ACI) netwerksessie op 13 maart 2012 in Amstelveen
Identify your potential customer segments is meaningless. Unless you have clear objectives and a clear plan how to utilize these customer segmentation in your future actions. Read how to use Big Data tool to succeed in your next customer segmentation project.
This PowerPoint was made based on the article written by Tien Anh Nguyen “Customer Segment: A guide to the best B2B practices” published by Openview on Sep, 1st 2016.
Using Goals, Goal Metrics and Rollup Queries in Microsoft Dynamics CRM 2011C5 Insight
The Dynamics CRM 2011 Goals feature makes it easy to set business Goals, assign Goals to individual teams or employees, and track and measure results against your targets. This presentation will show you how to create, assign, track and measure Goals in Dynamics CRM 2011 and Online.
The Changing Nature of Campaign ManagementClickSquared
Daniel Smith, senior vice president, marketing, ClickSquared, and guest, Suresh Vittal, Vice President, Practice Leader, Forrester Research, Inc., discuss the realities of cross-channel marketing and how marketers can leverage modern campaign management tools.
Customer Segmentation for Retention StrategyMelody Ucros
IE Business School
Marketing Intelligence Project by Group F:
Melody Ucros
Jina Kim
Andrea Blasioli
Adedeji Rodemade
Fergus Buckey
Alex Kyalo
Louis Rampignon
Data Source: http://archive.ics.uci.edu/ml/datasets/online+retail
Why Pricing, data & customer segmentation are relevant for insurance (partly ...Jerry J. Stam
Why Pricing, data & customer segmentation are relevant for insurance (partly Dutch). Lessons shared from retailers and how insurers would benefit if they applied (some of) them
Not all leads will be customers. Using lead conversion processes and automation, leads can be qualified and nutured better to allow sales to focus on those leads that are likely to close.
When marketing takes more control of the lead conversion process, sales is able to focus on closing deals, rather than on selling to customers who are not interested or may not be your customers at all.
Een presentatie van Laurent Coenca van Logica, over Innovative campaign management tijdens de Applied Customer Insight (ACI) netwerksessie op 13 maart 2012 in Amstelveen
Identify your potential customer segments is meaningless. Unless you have clear objectives and a clear plan how to utilize these customer segmentation in your future actions. Read how to use Big Data tool to succeed in your next customer segmentation project.
This PowerPoint was made based on the article written by Tien Anh Nguyen “Customer Segment: A guide to the best B2B practices” published by Openview on Sep, 1st 2016.
Using Goals, Goal Metrics and Rollup Queries in Microsoft Dynamics CRM 2011C5 Insight
The Dynamics CRM 2011 Goals feature makes it easy to set business Goals, assign Goals to individual teams or employees, and track and measure results against your targets. This presentation will show you how to create, assign, track and measure Goals in Dynamics CRM 2011 and Online.
The Changing Nature of Campaign ManagementClickSquared
Daniel Smith, senior vice president, marketing, ClickSquared, and guest, Suresh Vittal, Vice President, Practice Leader, Forrester Research, Inc., discuss the realities of cross-channel marketing and how marketers can leverage modern campaign management tools.
Customer Segmentation for Retention StrategyMelody Ucros
IE Business School
Marketing Intelligence Project by Group F:
Melody Ucros
Jina Kim
Andrea Blasioli
Adedeji Rodemade
Fergus Buckey
Alex Kyalo
Louis Rampignon
Data Source: http://archive.ics.uci.edu/ml/datasets/online+retail
http://www.trinityp3.com/
Agency remuneration and compensation models are under pressure with a focus from procurement on marketing budgets. There are basically four types of agency remuneration being 1. Spend based (commissions) 2. Cost based (Head hours, overheads and profit multiples) 3. Output based (Pricing and fixed fee) 4. Outcome based (Performance payments and profit sharing). The last two are increasingly used together in a Value Based Compensation model which fixes the base fee for the agency's outputs and rewards the agency based on performance. This presentation provides an overview of the various advertising agency compensation models and provides guides and consideration to choose the right model for you.
October 2010 - Marketing Roundtable - Todd SmitheeAnnArborSPARK
As marketing and sales become less discrete activities, alignment is increasingly critical. The marketing discipline now includes a wide range of functions to help identify, nurture, and close sales. This panel of industry experts will review topics like demand generation, CRM/database tools, call centers, and the best ways to integrate these elements to enable your sales force and improve their results.
A marketing dashboard lets you follow up on your most important Key Performance Indicators. It allows you to focus on the areas that need improvement and communicates the same information clearly for all employees involved.
This presentation explains the choices you need to make when you want to create a marketing dashboard for your organization. For more information, contact The House of Marketing.
Vertex | Customer Managerment Outsourcing | OverviewVertex Group
Enhancing business value, improving the customer experience
Your success relies on your customers, which is why we use our expertise, experience, and proven methods to improve your organization’s effectiveness. Whatever the economic climate, we manage the ongoing evolution of your customers’ experience, making your relationships successful and long-term.
Vertex helps you turn your customer interactions into insight, addressing three key areas in customer experience management: resolving customer contacts to create real value, analyzing transactions that don’t add value, and continually improving service effectiveness and efficiency.
1. Designing a Metrics Dashboard for the Sales Organization
By Mike Rose, Management Consultant.
Metrics can serve as critical measures of success for any organization and, in
particular, the sales force can benefit immensely from an understanding of how to
identify and track these quantities in a meaningful way.
T he primary objective of the dashboard creation process is to identify and implement key performance
measures and indicators that will enable managers to quickly and effectively manage the sales
organization. This can be accomplished through selecting metrics that support sales objectives, strategy
and goals.1 Some of the benefits that will result from implementing the dashboard include:
• Gain a deeper understanding of the drivers of sales productivity
• Identify where management action is required to improve sales productivity and effectiveness
• Develop a common vehicle for monitoring and improving performance
• Understand sales performance from a variety of perspectives
• Build consensus on key performance measures and drivers
• Clarify accountability around specific measures
• Enable performance benchmarking with competitors and best-in-class companies
Approach
Corporate vision guides the development of an organization’s sales objectives, strategy and tactical goals.
Metrics are in turn driven by sales strategy and goals. At the tactical level, metrics serve as the primary
vehicle for managing performance within the organization. Targets are set for each metric, performance is
monitored and interpreted to provide timely feedback and corrective actions are initiated (see Figure 1).
Figure 1
But which metrics should we choose? The sheer abundance of metrics creates a situation in which it may
be difficult to properly identify metrics that make the most sense. In answering this question, the first
step is to create a framework in which all the available metrics may be organized and prioritized. This
framework consists in two dimensions; first, a corporate perspectives dimension and secondly a sales
performance dimension.
The corporate approach takes a 360 degree view of the organization from five distinct perspectives:
customers, employees, partners, investors and internal processes. This approach is typically utilized in the
so called “Balanced Scorecard” approach.
2. Each of the corporate perspectives should be examined and appropriate individuals identified to provide a
list of metrics.
In addition to the corporate perspective, a sales performance dimension must also be included. This
breaks sales performance into four elements: readiness, productivity, efficiency and effectiveness. Below
we define each of these elements and show a few examples.
The key to the metrics identification process consists in both fact-finding and identifying metrics as well as
categorizing metrics according to the above two dimensions, corporate perspective and sales performance.
This basically involves the creation of a matrix with these two axes which then may be populated with
metrics collected through the fact-finding process.
Dashboard Design Process
The dashboard design process consists in metric selection, design and implementation. Each of these
steps involve some basic principles outlined below.
Metric Selection
• Supports stated objectives, strategies and goals
• Can be directly impacted by sales management
• Can be measured in a cost effective and timely fashion
• Reflects one of the four key dimensions of sales performance (readiness, productivity, efficiency
and effectiveness)
• Enables performance benchmarking with industry competitors and best-in-class companies
Dashboard Design Principles
• Reflects senior management priorities
3. • Balances internal and external metrics
• Includes measures of past performance and indicators of future performance
• Minimizes the number of metrics in order to facilitate management interpretation
The actual design process is outlined below along with the detailed steps involved.
• Identify existing and potential metrics by corporate performance
perspective (interview process)
• Categorize metrics into four dimensions of sales performance
(efficiency, effectiveness, productivity and readiness) and eliminate
unclassifiable metrics
• Create preliminary scorecard matrix that combines business
perspectives with sales performance dimensions
• Review scorecard matrix for completeness and add metrics based on
experience
• Eliminate metrics that cannot be measured or are too costly to
measure
• Eliminate metrics that cannot be significantly impacted by sales
management
• Prioritize metrics based on alignment with stated strategy and goals
• Select top metric per cell in scorecard matrix based on alternative
approaches
• Evaluate alternative scorecards and select most appropriate metrics
• Assign metric accountability
• Determine performance targets
• Obtain available benchmark data
• Determine monitoring, interpretation and feedback procedures and
guidelines
• Develop corrective action review process
Metrics Matrix Design
To facilitate the dashboard design process, a matrix tool may be created to help classify the various
metrics uncovered in the fact finding process. Because each metric can be understood in terms of sales
performance as well as a business perspective, a metrics matrix can be created that combines the
business perspectives along the horizontal axis with sales performance dimensions along the vertical axis.
Each metric is placed in the matrix based on its most appropriate classification with respect to these
dimensions. This tool has the following benefits:
• Creates a framework around the metrics selection process
• Balances business perspectives and sales performance views
• Provides a systematic approach
• Facilitates prioritization
• Allows identification of particular areas of emphasis
• Highlights areas with no metric coverage
Example Matrix:
Customers Employees Partners Processes Investors
4. Effective- • Win/loss • Number of • Product
ness deals Revenue as
involving a percent of
partners total
• Revenue
growth
• Market
Share
Efficiency • Ease of • Time • Sales • Expense
doing allocation cycle time
business •
Frequency
of Proposal
Letter use
• Quality of
qualification
Productivity • Deal size • Revenue per • Indirect • Quota $ • Margin
head revenue per rep
• Revenue/
expenseMargin
/head
Readiness • • Turnover % • Pipeline
Customer • Number of coverage
satisfaction performance •
• appraisals Forecasting
Customer completed accuracy
reference- • Days • Resource
ability training capacity
per employee
Criteria for Eliminating Metrics
Eliminate metrics that cannot be measured or would be too costly to measure
• Partner coverage
• Amount of effort exerted on business approvals
Eliminate metrics that cannot be directly impacted by the sales organization
• Customer’s growth rates
• Customer profitability
• Partner satisfaction
• Number of deals involving per partner
• Share of partner revenue by platform
• Partner’s profit margin
• Partner churn
• Rate of technology transfer
• Number of certified consultants
• Number of certified partners
Prioritization Decision Rules
Each cell in the metrics matrix may contain many metrics and, as a result, must be prioritized. Some basic
rules to follow in that process are as follows:
5. • Alignment with stated strategy and goals – Use metrics that align with strategy or show
alignment with strategy the organization
• Frequency and intensity of emphasis during fact-finding – Use metrics that different corporate
perspectives emphasize
• Experience – Use metrics that experience shows are important to measure
• Availability of benchmark data – Use metrics for which benchmarks exist
Preliminary Dashboard
After the completion of the matrix a preliminary matrix may be created that graphically represents the top
metrics from each cell. Feedback from management can help determine additional changes or alternative
metrics that are required.
Implementation Steps
After agreement on dashboard design, the implementation process may begin. Effective dashboards
require live data feeds and, hence, the data integration process may be complex because of multiple data
sources. Here is a list of the steps involved in implementation.
• Select final dashboard metrics
• Identify data sources
• Assess feasibility
• Assign metric accountability
• Develop action plan
• Create timeline
• Populate initial metrics
• Establish internal and external benchmarks
• Determine targets
• Determine monitoring, interpretation, feedback procedures and guidelines
• Develop corrective action review process
Best practice allows for online dashboards that may be customized to a users needs. For example, the
matrix tool described above might be provided online and the user could select from these metrics those
they were interested in and build up there own dashboard. In addition, each user will want the ability to
drill down to a level in the organization that is relevant to their position (i.e. a district manager wants to
see his district data).
In conclusion, the dashboard design process is detailed and requires thorough research. In addition, data
integration and online application development are critical. However, the benefits of an effective
dashboard far outweigh the costs in allowing management the critical measures necessary to guide the
organization toward success.
1. The Balanced Scorecard: Translating Strategy Into Action; Kaplan, Robert S., Norton, David P., Harvard
Business School Press (September 1996).