Most sales reps do not reach their quotas, few leads are called, and most CRM efforts fail with customers saying "no" multiple times. The company provides solutions in areas like negotiations, presentations, sales, CRM enablement, and customer service to help address these issues. Founded in 1980, they work with over 50% of Fortune 500 companies and have over 200 employees and partners with engagements delivered monthly. Integration of sales and marketing is key to improving results.
The document discusses a traffic exchange program called Traffic Monsoon and emphasizes that results are not typical. It highlights some of Traffic Monsoon's features like having the best Alexa ranking, being free to join, allowing retail customers to purchase ad packages, offering different revenue streams like profit sharing and commissions. The document repeatedly states "RESULTS NOT TYPICAL" and encourages readers to get started now by clicking a button or contacting the person who shared the presentation.
Green, Yellow and Red SMBs: Where to Help and How to Do It with Gorgiassaastr
This document discusses how Gorgias, an e-commerce company, responded to help their small and medium business (SMB) customers impacted by the COVID-19 crisis. They offered 3-6 months of free service to customers experiencing sales declines of 20-40% or more. This helped over 350 existing and new customers at a cost of 4% of annual recurring revenue but boosted sales by 30% and acquisition by 60%. The company views it as worthwhile both for their brand and business during a difficult time.
Upender Rao has over 13 years of experience in finance, IT, sales operations, and banking. He joined HP in 2005 and has increased his salary from 134k in FY14 to 226k in FY16 through operational excellence initiatives. These have included a 1:2 back-up planning ratio, zero escalations during an SOE shutdown, and achieving a green rating on an SOE client audit.
When choosing a fleet management company, it is important to ask questions about corporate structure, technology support, contact options, leasing structures, resale value, and employee retention. Key questions include asking if your sales executive will remain your main point of contact, what leasing and technology options are available, who your direct contacts will be and if you can access leadership, how resale partners and margins are determined, and how involved upper management is in daily operations. Doing so can provide insight into support, flexibility, and the quality of services and people.
This document discusses ways to eliminate waste in business processes. It identifies several types of waste including high error rates in order processing, high customer acquisition costs, poor customer satisfaction, lack of visibility into demand, and excess inventory carrying costs. It argues that incorrectly processing orders can cost businesses through non-compliance, lost productivity, and damaged customer confidence and satisfaction. Implementing solutions to reduce waste could help businesses sell faster and more effectively while improving profitability.
The document discusses how to effectively manage an auto dealership showroom through digital marketing strategies. It emphasizes focusing on organic traffic and direct clicks rather than third-party leads, maintaining a great relationship with the regional manager, optimizing web pages for sales and service, using targeted digital displays and retargeting, and holding weekly meetings to review metrics and sync paid search with specials. The key is using the right digital tools to drive sales and service retention.
This document discusses using Six Sigma methods to improve information systems management. Six Sigma provides concrete methods and tools to help manage information systems. It defines how to achieve quality improvement by ensuring improvement programs on critical business areas and providing valuable metrics. The document emphasizes that organizations must predict which processes produce defects and why, in order to experience high quality, customer satisfaction and profits. It also discusses how Six Sigma can help automate processes while reducing variability and improving sigma levels.
How Valvoline Gets Paid Faster & Streamlines Their Operations Through AR Auto...Norma Mushkat Gaffin
Imagine decreasing your Days Sales Outstanding by over 85% while giving your team time for more engaging, more strategic work. That happened for Valvoline when they worked with BlueSnap to automate accounts receivable for their fleet services. Hear their story and learn how changing your AR processes could impact your business.
The document discusses a traffic exchange program called Traffic Monsoon and emphasizes that results are not typical. It highlights some of Traffic Monsoon's features like having the best Alexa ranking, being free to join, allowing retail customers to purchase ad packages, offering different revenue streams like profit sharing and commissions. The document repeatedly states "RESULTS NOT TYPICAL" and encourages readers to get started now by clicking a button or contacting the person who shared the presentation.
Green, Yellow and Red SMBs: Where to Help and How to Do It with Gorgiassaastr
This document discusses how Gorgias, an e-commerce company, responded to help their small and medium business (SMB) customers impacted by the COVID-19 crisis. They offered 3-6 months of free service to customers experiencing sales declines of 20-40% or more. This helped over 350 existing and new customers at a cost of 4% of annual recurring revenue but boosted sales by 30% and acquisition by 60%. The company views it as worthwhile both for their brand and business during a difficult time.
Upender Rao has over 13 years of experience in finance, IT, sales operations, and banking. He joined HP in 2005 and has increased his salary from 134k in FY14 to 226k in FY16 through operational excellence initiatives. These have included a 1:2 back-up planning ratio, zero escalations during an SOE shutdown, and achieving a green rating on an SOE client audit.
When choosing a fleet management company, it is important to ask questions about corporate structure, technology support, contact options, leasing structures, resale value, and employee retention. Key questions include asking if your sales executive will remain your main point of contact, what leasing and technology options are available, who your direct contacts will be and if you can access leadership, how resale partners and margins are determined, and how involved upper management is in daily operations. Doing so can provide insight into support, flexibility, and the quality of services and people.
This document discusses ways to eliminate waste in business processes. It identifies several types of waste including high error rates in order processing, high customer acquisition costs, poor customer satisfaction, lack of visibility into demand, and excess inventory carrying costs. It argues that incorrectly processing orders can cost businesses through non-compliance, lost productivity, and damaged customer confidence and satisfaction. Implementing solutions to reduce waste could help businesses sell faster and more effectively while improving profitability.
The document discusses how to effectively manage an auto dealership showroom through digital marketing strategies. It emphasizes focusing on organic traffic and direct clicks rather than third-party leads, maintaining a great relationship with the regional manager, optimizing web pages for sales and service, using targeted digital displays and retargeting, and holding weekly meetings to review metrics and sync paid search with specials. The key is using the right digital tools to drive sales and service retention.
This document discusses using Six Sigma methods to improve information systems management. Six Sigma provides concrete methods and tools to help manage information systems. It defines how to achieve quality improvement by ensuring improvement programs on critical business areas and providing valuable metrics. The document emphasizes that organizations must predict which processes produce defects and why, in order to experience high quality, customer satisfaction and profits. It also discusses how Six Sigma can help automate processes while reducing variability and improving sigma levels.
How Valvoline Gets Paid Faster & Streamlines Their Operations Through AR Auto...Norma Mushkat Gaffin
Imagine decreasing your Days Sales Outstanding by over 85% while giving your team time for more engaging, more strategic work. That happened for Valvoline when they worked with BlueSnap to automate accounts receivable for their fleet services. Hear their story and learn how changing your AR processes could impact your business.
Clinical Trials Powered By Electronic Health RecordsJuan Bru
The development of Electronic Health Record (EHR) systems containing valuable clinical information is an opportunity not only for health care but also for clinical research. Clinical Trial (CT) management systems would improve their processes by accessing this EHR data in a straightforward way.
Nevertheless, there are still many problems to be solved in order to facilitate the reuse of information, including the lack of common formats for the representation of data, or a limited definition of the meaning of that data. The use of standards and clinical terminologies, together with a clear definition of clinical information models becomes essential in order to enable the semantic interoperability of EHR and clinical trials by means of a standardized definition of the data to be exchanged.
This document discusses how clinical trials can be powered by electronic health records (EHRs). It outlines a methodology using standard information models and archetypes to extract and normalize EHR data, abstract it to a higher level of meaning for clinical research, and integrate it into clinical trial systems. As a use case, it describes how diabetes patient data stored in EHRs could be formalized, transformed, and enriched to populate a clinical trial dataset using this approach. The benefits include closer clinical involvement, quicker reuse of EHR data for research, reduced costs and time to market, and a future-proof, standards-independent solution.
This document provides an overview of cloud computing models and their application in healthcare. It defines cloud computing, outlines the service models of infrastructure as a service (IaaS), platform as a service (PaaS), and software as a service (SaaS). It also discusses deployment models and roles. The document reviews benefits of cloud computing for healthcare organizations, as well as challenges regarding control, security and legal issues when moving healthcare data to the cloud. It profiles real-world case studies of cloud computing for diabetes management in Chile and current cloud adoption within a large Spanish regional health agency.
This document outlines plans for a student music video that will use stop-motion animation with props and toys to give it a homemade, childlike style. It discusses inspiration from other videos, the target teenage audience, a schedule for filming and post-production from October to December, potential technical and availability issues, and keeping costs low to maintain an authentic homemade look.
Landslide's P3 System is a sales software and services platform that aims to increase sales volumes by improving individual salesperson effectiveness and consistency. It provides on-demand software, live support services, and sales training resources. Customers can contact Landslide for more information at their website or phone number listed.
Sales best practice study 2010 customized for sfdc atl user group briefingSalesXecution
A briefing given to the Atlanta Salesforce.com User group meeting July 28th 2010 - on Miller Heiman's 2010 Sales Performance Study - How to be successful in any economy.
The roadmap to success in 2018 from the wealth management cmo perspective finalApril Rudin
Bob Dannhauser - head of Private Wealth for CFA Institute, David Lo - director at Scorpio Partnership and I do a deep dive into how to view #wealthmanagement marketing in 2018
The document discusses key account selling and management. It defines key accounts as the top 20% of customers that provide 80% of profits, based on the 80/20 principle. The benefits of key account programs include economies of scale, understanding customer goals, and sustainable sales. Key criteria for selecting key accounts include sales volume, profits, financial stability, and coherence with company strategy. The document also cautions that key account programs require sufficient benefits and should not rely too heavily on just a few large customers.
Anaplan SPM webinar series, part 5: Aligning Sales, HR, and Finance with Effe...Anaplan
Discover frameworks and best practices on how HR and sales ops can collaborate to establish effective sales objectives and incentives.
https://www.anaplan.com/webinars/sma-sales-performance-management/
Key account selling involves identifying the top 20% of customers that generate 80% of profits and prioritizing them with dedicated sales strategies and resources. It aims to build long-term strategic partnerships through a systematic process of understanding customers' needs and goals and demonstrating how the supplier can help increase their profits. Selecting the right key accounts requires considering factors like current and future sales, financial stability, cultural fit, and indirect influence.
What Constitutes a Successful Company in the century of computers and the Internet? Reveal the 5 key success factors and the ultimate lead generation tool.
SiriusDecisions: Why sales enablement is essential for your B2B growth strate...SHOWPAD NV
Growth is a crucial objective for any successful business. More than 52% of executives expect to grow 10 - 20 percent year-over-year. However, growth requires excellent coordination between a company's sales & marketing team. During this webinar, you'll learn how sales enablement aligns your sales and marketing organizations, and how it's key to successful B2B growth.
Rahul Shrivastava from Cyient Ltd. will tell you: -
• How to know and target the right customer?
• How to put in efforts in the right areas to generate results?
• Knowing which audiences to focus on the most
On Target 2015 is the Go-To Conference for B2B Sales & Marketing. On Target 2015 Stockholm is a one day event held by thought leaders on how to accelerate growth for companies with long and complex sales cycles, many stakeholders and high order values.
In business today, companies are ceding profitability to their customers. Their focus is in other areas and they are not concentrating on their bottom line. Realigning company goals around overall profitability as opposed to individual goals will result in significant improvements to the bottom line and the long term health of the business.
The document discusses best practices for using Salesforce to improve sales performance. It recommends defining top metrics for high-performing sales reps, analyzing reps' data to identify strengths and weaknesses, and using reports and dashboards to provide transparency and drive better behaviors. A customer case study shows how one company isolated key metrics, compared reps, and saw improved focus, sales, and cross-selling through increased data-driven management in Salesforce.
Totango's 4th Annual SaaS Metrics Survey Report. This year's key take-away underscores the importance of customer success in the SaaS business model – and why it is imperative for SaaS companies to be relentlessly focused on boosting retention and increasing customer upsells in order to increase revenue.
Clinical Trials Powered By Electronic Health RecordsJuan Bru
The development of Electronic Health Record (EHR) systems containing valuable clinical information is an opportunity not only for health care but also for clinical research. Clinical Trial (CT) management systems would improve their processes by accessing this EHR data in a straightforward way.
Nevertheless, there are still many problems to be solved in order to facilitate the reuse of information, including the lack of common formats for the representation of data, or a limited definition of the meaning of that data. The use of standards and clinical terminologies, together with a clear definition of clinical information models becomes essential in order to enable the semantic interoperability of EHR and clinical trials by means of a standardized definition of the data to be exchanged.
This document discusses how clinical trials can be powered by electronic health records (EHRs). It outlines a methodology using standard information models and archetypes to extract and normalize EHR data, abstract it to a higher level of meaning for clinical research, and integrate it into clinical trial systems. As a use case, it describes how diabetes patient data stored in EHRs could be formalized, transformed, and enriched to populate a clinical trial dataset using this approach. The benefits include closer clinical involvement, quicker reuse of EHR data for research, reduced costs and time to market, and a future-proof, standards-independent solution.
This document provides an overview of cloud computing models and their application in healthcare. It defines cloud computing, outlines the service models of infrastructure as a service (IaaS), platform as a service (PaaS), and software as a service (SaaS). It also discusses deployment models and roles. The document reviews benefits of cloud computing for healthcare organizations, as well as challenges regarding control, security and legal issues when moving healthcare data to the cloud. It profiles real-world case studies of cloud computing for diabetes management in Chile and current cloud adoption within a large Spanish regional health agency.
This document outlines plans for a student music video that will use stop-motion animation with props and toys to give it a homemade, childlike style. It discusses inspiration from other videos, the target teenage audience, a schedule for filming and post-production from October to December, potential technical and availability issues, and keeping costs low to maintain an authentic homemade look.
Landslide's P3 System is a sales software and services platform that aims to increase sales volumes by improving individual salesperson effectiveness and consistency. It provides on-demand software, live support services, and sales training resources. Customers can contact Landslide for more information at their website or phone number listed.
Sales best practice study 2010 customized for sfdc atl user group briefingSalesXecution
A briefing given to the Atlanta Salesforce.com User group meeting July 28th 2010 - on Miller Heiman's 2010 Sales Performance Study - How to be successful in any economy.
The roadmap to success in 2018 from the wealth management cmo perspective finalApril Rudin
Bob Dannhauser - head of Private Wealth for CFA Institute, David Lo - director at Scorpio Partnership and I do a deep dive into how to view #wealthmanagement marketing in 2018
The document discusses key account selling and management. It defines key accounts as the top 20% of customers that provide 80% of profits, based on the 80/20 principle. The benefits of key account programs include economies of scale, understanding customer goals, and sustainable sales. Key criteria for selecting key accounts include sales volume, profits, financial stability, and coherence with company strategy. The document also cautions that key account programs require sufficient benefits and should not rely too heavily on just a few large customers.
Anaplan SPM webinar series, part 5: Aligning Sales, HR, and Finance with Effe...Anaplan
Discover frameworks and best practices on how HR and sales ops can collaborate to establish effective sales objectives and incentives.
https://www.anaplan.com/webinars/sma-sales-performance-management/
Key account selling involves identifying the top 20% of customers that generate 80% of profits and prioritizing them with dedicated sales strategies and resources. It aims to build long-term strategic partnerships through a systematic process of understanding customers' needs and goals and demonstrating how the supplier can help increase their profits. Selecting the right key accounts requires considering factors like current and future sales, financial stability, cultural fit, and indirect influence.
What Constitutes a Successful Company in the century of computers and the Internet? Reveal the 5 key success factors and the ultimate lead generation tool.
SiriusDecisions: Why sales enablement is essential for your B2B growth strate...SHOWPAD NV
Growth is a crucial objective for any successful business. More than 52% of executives expect to grow 10 - 20 percent year-over-year. However, growth requires excellent coordination between a company's sales & marketing team. During this webinar, you'll learn how sales enablement aligns your sales and marketing organizations, and how it's key to successful B2B growth.
Rahul Shrivastava from Cyient Ltd. will tell you: -
• How to know and target the right customer?
• How to put in efforts in the right areas to generate results?
• Knowing which audiences to focus on the most
On Target 2015 is the Go-To Conference for B2B Sales & Marketing. On Target 2015 Stockholm is a one day event held by thought leaders on how to accelerate growth for companies with long and complex sales cycles, many stakeholders and high order values.
In business today, companies are ceding profitability to their customers. Their focus is in other areas and they are not concentrating on their bottom line. Realigning company goals around overall profitability as opposed to individual goals will result in significant improvements to the bottom line and the long term health of the business.
The document discusses best practices for using Salesforce to improve sales performance. It recommends defining top metrics for high-performing sales reps, analyzing reps' data to identify strengths and weaknesses, and using reports and dashboards to provide transparency and drive better behaviors. A customer case study shows how one company isolated key metrics, compared reps, and saw improved focus, sales, and cross-selling through increased data-driven management in Salesforce.
Totango's 4th Annual SaaS Metrics Survey Report. This year's key take-away underscores the importance of customer success in the SaaS business model – and why it is imperative for SaaS companies to be relentlessly focused on boosting retention and increasing customer upsells in order to increase revenue.
17 Demand Generation Statistics Every CMO Needs to SeeHubSpot
Understanding which KPIs really matter is critical to determining the success of your marketing programs. Check out the highlights from our Demand Generation Benchmarks Report!
key note speech of Joe Galvin on sales productivity, sales best practice and sales effectiveness .. given at sales summit 2 from Minds&More (oct 9, 2013); research done by Miller Heiman
Webinar - How Marketing Automation can sales fall in love with CRMSalesfusion
SalesFUSION and Analyst firm, Gleanster present a compelling look at how a properly implemented marketing automation solution can dramatically improve CRM adoption and usage by Sales
The key findings from the document are:
1) Companies are looking to CRM to improve performance and grow business, but CRM success can be improved significantly from less than 15% to over 70% by focusing on key steps.
2) The steps that have the greatest impact on CRM success are human-oriented steps like change management and process change, not big ticket technology items.
3) Some CRM success drivers are consistent across situations, while others vary depending on geography, company size and scope, and other influencers. Change management and process change always contribute strongly to success.
2. The problem Less than 55% of reps reach quota Less than 25% of leads are called 70% of CRM efforts fail Customerssay“no” 6 times before “yes” 65% of sales stop at the second “no” Sales and marketing are disconnected
3. Our Solutions Areas Negotiations Management Presentations Time Management Sales/Marketing CRM Enablement BusinessWriting CustomerService
4. Key Facts and awards Founded in 1980 Over 50 Domestic & Global locations Over 200 employees and partners Work with 50% of the Fortune 500 Over 900 engagements delivered/month “On air” on CNN650 every week Winner - “Top Ten Global CRM/SFA Training Companies” Winner – “Top 20 Sales Methodology Vendors” e
16. News Hundreds of press releases can be found on www.bakercommunications.com/press_releases.htm
17. Hope is NOT a Strategy Plan and Execute with a sense of URGENCY
Editor's Notes
What we’re finding inside our client base, which includes 50% of the Fortune 500, is that Demand Generation and new client acquisition is one of the top priorities, but also one of the top challenges. The economic climate continues to put pressure on all sales and marketing organizations to produce greater results with less resources.Driving top line revenue is absolutely critical because most organizations have already gone through the exercise of cutting costs. You can’t cut your way to growth. At some point you have to focus on actually driving top line revenue. We are finding this is thenumber one priority in our client base. Unfortunately, industry numbers illustrate a pretty grim story. Less than 55% of reps typically are making their quota. Les than 25% of any lead that a marketing department generates is ever acted upon by sales. What this means is that if you spend 100K on a marketing campaign, you are throwing away 75K of it.Your typical customer is going to say “no” 6 times before they say “yes,” but 65% of sales professionals stop at the second “no.” So, they don’t really have much of a chance of actually getting to a net new customer or deal if they’re not even following a very consistent pattern of getting a “yes.” And 70% of CRM efforts that are deployed fail to meet their stated objectives. Let me ask you to react to some of this data. Do these industry numbers resonate with you? [Person Answers]:The unfortunate thing these stats is that they’re very prevalent across most customers and industries and the strategy that most companies embark on to tackle these problems is, “let’s have more marketing campaigns,” which of course if less than 25% of your leads are called, you’re just wasting more and more money. Or “let’s send our sales people to sales training and let’s fix them so that they understand how to work with customers better,” but we know that sales people don’t like to go to sales training and we also know that most knowledge learned in sales training programs is lost very rapidly, which we’ll discuss in just a few minutes.
Our entire philosophy and approach targets at an integrated approach for sales AND marketing. We view marketing as the tip of the spear. Marketing is the organization that is out there helping to identify demand, helping to target and segment customers, helping to create the value propositions, all the tools that sales needs. But none of that is going to generate results if you don’t have the support of the sales organization.Can you guess what the most important lever in any sales organization is?[Person Answers]:The most critical lever in any sales organization, what we call the red zone, is the front line sales manager. If that sales manager doesn’t take the actions that marketing and sales leadership have agreed with and actually manage, coach, and execute a plan which includes things like selling, presenting, negotiating, includes the systems, the tools, the CRM then the entire effort probably won’t succeed. We’ve observed time and time again, working with over 1,000,000 sales professionals, that sales reps are not going to do anything that that sales managers don't inspect, expect, coach, and hold their team accountable to. Back to our discussion on sales training and why sales reps don’t like sales training it’s because they’re typically sent there to be fixed. The manager rarely attends those events. The manager is not typically engaged in the process and as a result is not involved in the transformation effort. Let me ask you a question. Can you remember the very best class you ever attended. I’m sure you’ve been to some professional development classes. Do you have the class in mind? What was it?[Person Answers]: Now tell me honestly. 90 days after you went through that class what percentage of the skills you learned in that class were you actually using? [Person Answers]: The industry stat is 10%. 10% of what your teams are exposed to in your typical 2 or 3 day class is what they’re going to actually still be executing 90 days later. So, 90% of what they get exposed to is lost, and it’s lost for a number of reasons. Number one, when they go back to work they’ve got 300 emails waiting for them if they’ve been in a couple days long class and their brain gets immediately white washed with all of the reactionary work they need to get through while they were gone. Number two, often times the training is delivered in a non-contextual way. The participant is left to figure out how to apply it in the real world.Number three, training it can often be very artificial. In other words, there’re role plays that you may do in one of these classes, but even though role plays are intended to simulate real life, they rarely do. The final and biggest reason that people don’t implement most of what they learn is that there is normally no accountability system to do so. That’s especially true if that sales manager isn’t a part of that change management process.
What’s the difference between traditional and the methodology that I’ve just shared with you? With traditional training, typically the focus is on knowledge transfer. Our focus is generating revenue. Training is typically a multiday investment, we call it a one and done. Ours is 60-90 minute bursts that happen either weekly, bi-weekly or monthly. Training has short shelf life, RevGen Plays generate lasting behavioral changeTraining typically has high travel costs, very often exceeding the cost of the training itself. We have no travel costs whatsoever. In training, measurement is typically very difficult. In our process measurement is an integral component of the entire strategy…We can’t do what we do without measurement. And it is this measurement that allows us to flex each play as it unfolds.