This document discusses introducing data-driven practices into sales environments. It describes a sales team with 1,000 sellers serving 80% of a company's volume across all product lines. The problem is that sellers have limited time and multiple client choices to decide who to call next. Traditionally, engagement focused only on renewal events, suppressing sales.
The document outlines delivering two key things: actionable "next best customer" selection based on a 360-degree digital view of each client. It reports results of this new approach, finding low initial engagement but high yields, with better completion, conversion, and win rates than normal, resulting in $1.7 million in new business opportunities, most with clients not otherwise engaged. It
Using Analytics to improve Prospecting and reduce time to Pipeline targetsBarry Magee
The document discusses how analytics can be used to improve sales prospecting and reduce the time it takes to reach sales pipeline targets. It outlines lessons learned from IBM's transformation journey in using data-driven sales sprints and prioritization models to more effectively engage with prospective customers. The goal is to match customers with their needs, prioritize customer engagements, and incorporate feedback loops to continuously improve prioritization models.
Getting Strategic about Sales AccelerationBarry Magee
1. The document discusses using data more effectively across the sales funnel to maximize return on investment.
2. Currently, activities throughout the sales funnel are often siloed without integration, focusing on short term wins rather than market trends or customer feedback.
3. The document proposes taking a more strategic approach by codifying expertise into models to prioritize customer engagement, integrating data visualization across sales and marketing, and using an end-to-end management system to continually adjust efforts based on outcomes.
Using analytics to drive client engagement and find the market sweetspots Barry Magee
1. The document discusses using analytics to drive client engagement and find market opportunities by taking an iterative, data-driven approach to sales execution.
2. It outlines lessons learned from IBM's transformation journey, including using design thinking and prototyping to continuously improve models through feedback loops that incorporate data from sales outcomes.
3. The goal is to codify expertise into models that can match clients to offerings and prioritize engagements, helping sales teams focus on the right clients.
Combining Agile and Analytics to improve Next Best Customer selectionBarry Magee
This document discusses combining agile and analytics approaches to improve customer selection. It describes IBM's journey moving towards an agile analytics model with five elements: single version of truth from multiple data sources, interpreting data as insights not just reports, modeling multidimensional rather than simple linear problems, modeling with limited historic data, and incorporating feedback loops. The goal is to codify expertise into models that match customers with needs and prioritize customer engagement.
Organisational Transformation with Data-Driven PracticesBarry Magee
The document summarizes Barry Magee's presentation on organizational data transformation. The presentation includes exploring data transformation lessons learned through case studies, with the goal of introducing data-driven practices into sales environments. It discusses challenges of transforming sales organizations and creating value through data, and focuses on three case studies examining critical success factors and outcomes of technical, behavioral, and organizational changes over time.
DataBergs - Data Driven Digital Transformation for Sales - 7 Page Exec SummaryBarry Magee
This document discusses strategies for improving client engagement, especially with smaller customers. It identifies that salespeople often do not invest much time with smaller clients unless a renewal is approaching. The document proposes two strategies: 1) Developing a territory management approach using client data to identify opportunities for upselling and engaging clients at optimal times. 2) Creating an alternate engagement cycle to interact with clients for reasons beyond typical sales calls like renewals. It discusses using various data sources to develop a 360 degree view of clients and identify the "next best customer" to target for increased engagement and sales.
Organisational Transformation with Data-Driven PracticesBarry Magee
This document outlines an agenda for a workshop on organizational data transformation. The agenda includes exploring data transformation lessons learned through case studies, reviewing lessons learned, and putting the lessons into practice. The case studies will focus on introducing data-driven practices into a sales environment at Citrix and the critical success factors for technical, behavioral, and organizational change. The document provides context on Citrix's sales environment and outlines evidence of problems from previous rounds of the case study.
Organisational Transformation with Data-Driven PracticesBarry Magee
The document summarizes Barry Magee's presentation on organizational data transformation. The presentation includes exploring data transformation lessons learned through case studies, with the goal of introducing data-driven practices into sales environments. It discusses challenges of transforming sales organizations and creating value through data, and focuses on three case studies examining critical success factors and outcomes of technical, behavioral, and organizational changes over time.
Using Analytics to improve Prospecting and reduce time to Pipeline targetsBarry Magee
The document discusses how analytics can be used to improve sales prospecting and reduce the time it takes to reach sales pipeline targets. It outlines lessons learned from IBM's transformation journey in using data-driven sales sprints and prioritization models to more effectively engage with prospective customers. The goal is to match customers with their needs, prioritize customer engagements, and incorporate feedback loops to continuously improve prioritization models.
Getting Strategic about Sales AccelerationBarry Magee
1. The document discusses using data more effectively across the sales funnel to maximize return on investment.
2. Currently, activities throughout the sales funnel are often siloed without integration, focusing on short term wins rather than market trends or customer feedback.
3. The document proposes taking a more strategic approach by codifying expertise into models to prioritize customer engagement, integrating data visualization across sales and marketing, and using an end-to-end management system to continually adjust efforts based on outcomes.
Using analytics to drive client engagement and find the market sweetspots Barry Magee
1. The document discusses using analytics to drive client engagement and find market opportunities by taking an iterative, data-driven approach to sales execution.
2. It outlines lessons learned from IBM's transformation journey, including using design thinking and prototyping to continuously improve models through feedback loops that incorporate data from sales outcomes.
3. The goal is to codify expertise into models that can match clients to offerings and prioritize engagements, helping sales teams focus on the right clients.
Combining Agile and Analytics to improve Next Best Customer selectionBarry Magee
This document discusses combining agile and analytics approaches to improve customer selection. It describes IBM's journey moving towards an agile analytics model with five elements: single version of truth from multiple data sources, interpreting data as insights not just reports, modeling multidimensional rather than simple linear problems, modeling with limited historic data, and incorporating feedback loops. The goal is to codify expertise into models that match customers with needs and prioritize customer engagement.
Organisational Transformation with Data-Driven PracticesBarry Magee
The document summarizes Barry Magee's presentation on organizational data transformation. The presentation includes exploring data transformation lessons learned through case studies, with the goal of introducing data-driven practices into sales environments. It discusses challenges of transforming sales organizations and creating value through data, and focuses on three case studies examining critical success factors and outcomes of technical, behavioral, and organizational changes over time.
DataBergs - Data Driven Digital Transformation for Sales - 7 Page Exec SummaryBarry Magee
This document discusses strategies for improving client engagement, especially with smaller customers. It identifies that salespeople often do not invest much time with smaller clients unless a renewal is approaching. The document proposes two strategies: 1) Developing a territory management approach using client data to identify opportunities for upselling and engaging clients at optimal times. 2) Creating an alternate engagement cycle to interact with clients for reasons beyond typical sales calls like renewals. It discusses using various data sources to develop a 360 degree view of clients and identify the "next best customer" to target for increased engagement and sales.
Organisational Transformation with Data-Driven PracticesBarry Magee
This document outlines an agenda for a workshop on organizational data transformation. The agenda includes exploring data transformation lessons learned through case studies, reviewing lessons learned, and putting the lessons into practice. The case studies will focus on introducing data-driven practices into a sales environment at Citrix and the critical success factors for technical, behavioral, and organizational change. The document provides context on Citrix's sales environment and outlines evidence of problems from previous rounds of the case study.
Organisational Transformation with Data-Driven PracticesBarry Magee
The document summarizes Barry Magee's presentation on organizational data transformation. The presentation includes exploring data transformation lessons learned through case studies, with the goal of introducing data-driven practices into sales environments. It discusses challenges of transforming sales organizations and creating value through data, and focuses on three case studies examining critical success factors and outcomes of technical, behavioral, and organizational changes over time.
Organisational Transformation with Data-Driven PracticesBarry Magee
This document outlines an agenda for a workshop on organizational data transformation. The agenda includes exploring data transformation lessons learned through case studies, reviewing lessons learned, and discussing how to put the lessons into practice. The case studies will focus on challenges of introducing data-driven practices into a sales environment and critical success factors for technical, behavioral, and organizational change. The document provides context on one case study involving challenges of helping sales reps manage their territories using limited data and time. It summarizes findings and outcomes from three cycles of the case study work.
This document discusses trends impacting the electronics manufacturing services (EMS) industry and how EMS companies need to change their business models to adapt. Some key trends include declining margins, rising costs in China, and OEMs bringing more manufacturing in-house. This is forcing EMS providers to diversify their revenue streams beyond traditional services like printed circuit board assembly. The presentation recommends that EMS companies improve their bottom line by dropping unprofitable customers, embrace lean manufacturing, and innovate to capture new business through services like repairs, components, and supply chain management. It emphasizes the need for EMS providers to change and adapt their business models to survive in the increasingly competitive industry.
The document provides industry allocation recommendations for developed markets based on an analysis of 24 industries. It ranks the industries from 1 to 24 based on their expected return potential, with Semiconductors & Semiconductor Equipment ranked first. It recommends overweighting the top industries and underweighting the bottom industries relative to benchmark weights. The analysis considers factors like valuation, income generation, growth, profitability, and sentiment to determine the industry rankings.
The document provides industry allocation recommendations for developed markets based on an analysis of 24 industries. It ranks the industries from 1 to 24 based on their expected return potential, with Semiconductors & Semiconductor Equipment ranked first. It recommends overweighting the top industries and underweighting the bottom industries relative to benchmark weights. The analysis considers factors like valuation, income generation, growth, profitability, and sentiment to determine the industry rankings.
Lanner client Hayward Tyler Group share their experience with predictive simu...Lanner
Presenting at the Lanner predictive simulation conference, 2016, Ross Meikle and Oliver Buhlinger from Hayward Tyler Group explain how they used Lanner simulation software to achieve their vision and growth and increase their efficiencies.
This document provides information from a summer training project report on customer satisfaction at Rolex Rings Pvt. Ltd. The summary includes:
Rolex Rings Pvt. Ltd is a large-scale manufacturing company established in 1980 that produces castings. The report discusses the company's production process, marketing efforts, finances, and uses surveys to analyze customer satisfaction. Most customers are satisfied with the product quality, performance, and pricing of Rolex Rings and expect the company to continue innovating and providing quality products and services.
The document provides an overview of the methodology used by TermsCheck.com, which compares a company's payment term data to a database of over 900,000 real payment term data points from 184 global territories to identify benchmarks. The anonymized data is collected from organizations between 2014-2018 and is intended to guide companies towards more effective payment terms by supplier or category. Security measures are in place to ensure the anonymized data in the TermsCheck database held locally on a server cannot be hacked or have data stolen.
Cemerlang Maju Enterprise is proposing to export coconut ice cream to Saudi Arabia. The company's vision is to be a world-class company by 2018 and successfully penetrate markets in Malaysia and internationally. The objectives are to commercially sell ice cream products, strengthen the Malaysian market, and produce high quality products. Saudi Arabia was chosen due to its hot weather being suitable for ice cream, and its stable number of Hajj and Umrah visitors. Financial projections show the company is expected to make a net loss in year 1 but net profits in years 2 and 3 as sales increase. The business aims to target customers who like eating ice cream and mini market owners in Saudi Arabia.
This case study is about a German company seeking to source a high precision welding component from suppliers in China to increase local content. The document outlines the project objectives, milestones, process for identifying suppliers, evaluation of supplier responses, site visits, and recommendation of top suppliers. It provides details on 28 potential suppliers in China, including their production capabilities, quality systems, price quotes, and a scoring methodology to rank them. The top 10 suppliers were recommended to move forward in the audit process, with the top 5 being highlighted for their production experience and potential to meet the client's quality and tolerances needs.
Case Study - High Precision Welding ComponentDragon Sourcing
This case study is about a German company seeking to source a high precision welding component from suppliers in China to increase local content. The document outlines the project timeline and steps, which include developing supplier selection criteria, identifying potential suppliers, conducting a supplier evaluation process including audits, and recommending top suppliers. It provides details on 28 potential suppliers that were evaluated based on criteria like quality management and price. The top 10 suppliers were pre-audited, with the top 5 having capabilities but requiring some quality improvements to meet the client's needs.
Case Study-High Precision Welding Component for German leader in assembly linesJohn William
This case study focuses on providing necessary information about high precision welding component for German leader in assembly lines for China sourcing. Get more insights here: https://www.dragonsourcing.com/china-sourcing-company/
Company Overview - Bright Solar Limited Bright Solar
Since 2010, Bright Solar has been producing solar pumps with cutting edge technology, while also providing a host of consulting services in the field of solar energy. Our goal is to make the future sustainable by maximizing the utilization and efficiency
This document provides a trading strategy for 30 Singapore-based stocks listed on the Singapore Exchange. For each stock, it provides the percentage change, change in points, daily high, last rate, low, range, and resistance and support levels (R4 through S4). The purpose is to analyze recent price movements and establish price targets and trading zones for the coming periods.
This document contains the results of a survey about customer loyalty programs. It includes data on respondents' participation in and preferences for various loyalty programs. Key findings include:
- Supermarkets, apparel stores and credit/debit cards were the most commonly participated in programs.
- Ease of redeeming rewards, data security, and number of participating stores were the most important factors when choosing a loyalty program.
- The majority of respondents were between 21-25 years old and male.
- Immediate discounts were the most preferred way to redeem loyalty points.
The document is a daily technical and derivative report from Rudra Investment that includes:
- Index levels for Nifty 50 and Bank Nifty.
- Analysis of Nifty open interest and volume.
- Top gainers and losers in the Nifty.
- FII and DII activity levels.
- Market news on various companies.
- Analysis of Nifty outlook and resistance levels.
- News that Dr. Reddy's received an establishment inspection report from the US FDA for its plant in Mexico.
2016 Maxicare MaxiPlus Healthcare Program for 5-99 Headsbzkid82
Here is our 2016 Maxicare MaxiPlus Healthcare Program for companies with 5-99 heads with Nationwide Access or Provincial Access. For inquiries, you may contact us at (02) 6228892 or 09178046275.
RP Consumer Discretionary ex Autos performance 2011Marco Motta
This document provides a performance attribution analysis of a Pioneer European Research portfolio compared to a benchmark from December 2010 to December 2011. It shows the portfolio overweight and underweight positions in various sectors compared to the benchmark and how each sector contributed to overall returns. The portfolio outperformed the benchmark, with positive contribution from selection effects in the Consumer Discretionary, Consumer Services and Media sectors.
Best Equity Tips and Derivative Report 12th JUNERudra Investment
Nifty futures closed in the positive with a gain of 0.35 per cent at 10,786. The index failed to hold above 10,850 and drifted towards 10,786 level. It formed a Shooting Star candle on a daily scale, indicating the absence of followup buying at higher levels.
This document outlines strategies for cost reduction and an Industry 4.0 roadmap. It discusses operational excellence through techniques like Lean, Agile, and Six Sigma to improve productivity, quality, and efficiency. It also covers strategic sourcing best practices like selecting suppliers analytically rather than heuristically and adopting just-in-time purchasing. The document outlines production strategies for different product types and a hybrid model. It discusses operational efficiency methods including total productive maintenance (TPM), total quality management (TQM), standards, and skills development. Finally, it proposes a multi-phase roadmap to Industry 4.0 through standards, integration, advanced technologies, and change management.
Why do Data and Analytics struggle in large organizations? This presentation explores the structural and causal issues at play through the lens of 'systems thinking' and 'business dynamics'.
Organisational Transformation with Data-Driven PracticesBarry Magee
This document outlines an agenda for a workshop on organizational data transformation. The agenda includes exploring data transformation lessons learned through case studies, reviewing lessons learned, and discussing how to put the lessons into practice. The case studies will focus on challenges of introducing data-driven practices into a sales environment and critical success factors for technical, behavioral, and organizational change. The document provides context on one case study involving challenges of helping sales reps manage their territories using limited data and time. It summarizes findings and outcomes from three cycles of the case study work.
This document discusses trends impacting the electronics manufacturing services (EMS) industry and how EMS companies need to change their business models to adapt. Some key trends include declining margins, rising costs in China, and OEMs bringing more manufacturing in-house. This is forcing EMS providers to diversify their revenue streams beyond traditional services like printed circuit board assembly. The presentation recommends that EMS companies improve their bottom line by dropping unprofitable customers, embrace lean manufacturing, and innovate to capture new business through services like repairs, components, and supply chain management. It emphasizes the need for EMS providers to change and adapt their business models to survive in the increasingly competitive industry.
The document provides industry allocation recommendations for developed markets based on an analysis of 24 industries. It ranks the industries from 1 to 24 based on their expected return potential, with Semiconductors & Semiconductor Equipment ranked first. It recommends overweighting the top industries and underweighting the bottom industries relative to benchmark weights. The analysis considers factors like valuation, income generation, growth, profitability, and sentiment to determine the industry rankings.
The document provides industry allocation recommendations for developed markets based on an analysis of 24 industries. It ranks the industries from 1 to 24 based on their expected return potential, with Semiconductors & Semiconductor Equipment ranked first. It recommends overweighting the top industries and underweighting the bottom industries relative to benchmark weights. The analysis considers factors like valuation, income generation, growth, profitability, and sentiment to determine the industry rankings.
Lanner client Hayward Tyler Group share their experience with predictive simu...Lanner
Presenting at the Lanner predictive simulation conference, 2016, Ross Meikle and Oliver Buhlinger from Hayward Tyler Group explain how they used Lanner simulation software to achieve their vision and growth and increase their efficiencies.
This document provides information from a summer training project report on customer satisfaction at Rolex Rings Pvt. Ltd. The summary includes:
Rolex Rings Pvt. Ltd is a large-scale manufacturing company established in 1980 that produces castings. The report discusses the company's production process, marketing efforts, finances, and uses surveys to analyze customer satisfaction. Most customers are satisfied with the product quality, performance, and pricing of Rolex Rings and expect the company to continue innovating and providing quality products and services.
The document provides an overview of the methodology used by TermsCheck.com, which compares a company's payment term data to a database of over 900,000 real payment term data points from 184 global territories to identify benchmarks. The anonymized data is collected from organizations between 2014-2018 and is intended to guide companies towards more effective payment terms by supplier or category. Security measures are in place to ensure the anonymized data in the TermsCheck database held locally on a server cannot be hacked or have data stolen.
Cemerlang Maju Enterprise is proposing to export coconut ice cream to Saudi Arabia. The company's vision is to be a world-class company by 2018 and successfully penetrate markets in Malaysia and internationally. The objectives are to commercially sell ice cream products, strengthen the Malaysian market, and produce high quality products. Saudi Arabia was chosen due to its hot weather being suitable for ice cream, and its stable number of Hajj and Umrah visitors. Financial projections show the company is expected to make a net loss in year 1 but net profits in years 2 and 3 as sales increase. The business aims to target customers who like eating ice cream and mini market owners in Saudi Arabia.
This case study is about a German company seeking to source a high precision welding component from suppliers in China to increase local content. The document outlines the project objectives, milestones, process for identifying suppliers, evaluation of supplier responses, site visits, and recommendation of top suppliers. It provides details on 28 potential suppliers in China, including their production capabilities, quality systems, price quotes, and a scoring methodology to rank them. The top 10 suppliers were recommended to move forward in the audit process, with the top 5 being highlighted for their production experience and potential to meet the client's quality and tolerances needs.
Case Study - High Precision Welding ComponentDragon Sourcing
This case study is about a German company seeking to source a high precision welding component from suppliers in China to increase local content. The document outlines the project timeline and steps, which include developing supplier selection criteria, identifying potential suppliers, conducting a supplier evaluation process including audits, and recommending top suppliers. It provides details on 28 potential suppliers that were evaluated based on criteria like quality management and price. The top 10 suppliers were pre-audited, with the top 5 having capabilities but requiring some quality improvements to meet the client's needs.
Case Study-High Precision Welding Component for German leader in assembly linesJohn William
This case study focuses on providing necessary information about high precision welding component for German leader in assembly lines for China sourcing. Get more insights here: https://www.dragonsourcing.com/china-sourcing-company/
Company Overview - Bright Solar Limited Bright Solar
Since 2010, Bright Solar has been producing solar pumps with cutting edge technology, while also providing a host of consulting services in the field of solar energy. Our goal is to make the future sustainable by maximizing the utilization and efficiency
This document provides a trading strategy for 30 Singapore-based stocks listed on the Singapore Exchange. For each stock, it provides the percentage change, change in points, daily high, last rate, low, range, and resistance and support levels (R4 through S4). The purpose is to analyze recent price movements and establish price targets and trading zones for the coming periods.
This document contains the results of a survey about customer loyalty programs. It includes data on respondents' participation in and preferences for various loyalty programs. Key findings include:
- Supermarkets, apparel stores and credit/debit cards were the most commonly participated in programs.
- Ease of redeeming rewards, data security, and number of participating stores were the most important factors when choosing a loyalty program.
- The majority of respondents were between 21-25 years old and male.
- Immediate discounts were the most preferred way to redeem loyalty points.
The document is a daily technical and derivative report from Rudra Investment that includes:
- Index levels for Nifty 50 and Bank Nifty.
- Analysis of Nifty open interest and volume.
- Top gainers and losers in the Nifty.
- FII and DII activity levels.
- Market news on various companies.
- Analysis of Nifty outlook and resistance levels.
- News that Dr. Reddy's received an establishment inspection report from the US FDA for its plant in Mexico.
2016 Maxicare MaxiPlus Healthcare Program for 5-99 Headsbzkid82
Here is our 2016 Maxicare MaxiPlus Healthcare Program for companies with 5-99 heads with Nationwide Access or Provincial Access. For inquiries, you may contact us at (02) 6228892 or 09178046275.
RP Consumer Discretionary ex Autos performance 2011Marco Motta
This document provides a performance attribution analysis of a Pioneer European Research portfolio compared to a benchmark from December 2010 to December 2011. It shows the portfolio overweight and underweight positions in various sectors compared to the benchmark and how each sector contributed to overall returns. The portfolio outperformed the benchmark, with positive contribution from selection effects in the Consumer Discretionary, Consumer Services and Media sectors.
Best Equity Tips and Derivative Report 12th JUNERudra Investment
Nifty futures closed in the positive with a gain of 0.35 per cent at 10,786. The index failed to hold above 10,850 and drifted towards 10,786 level. It formed a Shooting Star candle on a daily scale, indicating the absence of followup buying at higher levels.
This document outlines strategies for cost reduction and an Industry 4.0 roadmap. It discusses operational excellence through techniques like Lean, Agile, and Six Sigma to improve productivity, quality, and efficiency. It also covers strategic sourcing best practices like selecting suppliers analytically rather than heuristically and adopting just-in-time purchasing. The document outlines production strategies for different product types and a hybrid model. It discusses operational efficiency methods including total productive maintenance (TPM), total quality management (TQM), standards, and skills development. Finally, it proposes a multi-phase roadmap to Industry 4.0 through standards, integration, advanced technologies, and change management.
Similar to Evaluating data driven practices in a sales environment lightening talk (20)
Why do Data and Analytics struggle in large organizations? This presentation explores the structural and causal issues at play through the lens of 'systems thinking' and 'business dynamics'.
Simple Principles for Complex Data-Led Organisational TransformationBarry Magee
Digital Transformation Lab - Best of Practitioner Research - Jun 2021 - Barry Magee
I'm an experienced senior business leader focused on how data-driven transformation creates organisational value with deep experience in sales, marketing, strategy, operations, and change management. I’m a recognized industry-leading specialist and academic on effective and systemic innovation using data and analytics to build competitive advantage and tangible results.
https://www.linkedin.com/in/barrymagee/
Culture Hacking with Data - front line experiences in Data Driven TransformationBarry Magee
UCC PGDip in Innovation Studies - Feb 2021 - Barry Magee
I'm an experienced senior business leader focused on how data-driven transformation creates organisational value with deep experience in sales, marketing, strategy, operations, and change management. I’m a recognized industry-leading specialist and academic on effective and systemic innovation using data and analytics to build competitive advantage and tangible results.
https://www.linkedin.com/in/barrymagee/
Data Strategy for Digital Sales : Case Study & Best PracticeBarry Magee
Citrix Peer Exchange : Indeed.com - Oct 2020 - Barry Magee
I'm an experienced senior business leader focused on how data-driven transformation creates organisational value with deep experience in sales, marketing, strategy, operations, and change management. I’m a recognized industry-leading specialist and academic on effective and systemic innovation using data and analytics to build competitive advantage and tangible results.
https://www.linkedin.com/in/barrymagee/
Data Driven Customer Engagement: Workflow and Feedback SystemsBarry Magee
This document discusses making sales and marketing more data-driven. It notes that traditionally conversion rates are around 2-3% but increasing data capture and feedback allows for higher rates. Edison is introduced as a system that uses AI to integrate data sources and customer feedback to help salespeople make better decisions. It captures 1.3 billion datapoints from various sources to provide a single view of customers and territories. Edison's market feedback system helps identify what is and isn't working for winning deals. This integrated approach including short sprints of activity allows for quicker adjustments and has achieved lead conversion rates up to 18% compared to the industry baseline of 3%.
The Use of A.I. in Sales & Marketing Pipeline Build - A Case StudyBarry Magee
The document discusses using artificial intelligence to improve pipeline building for a sales organization. It describes the current problems as an ineffective, list-based approach without feedback. The proposed solution is to build an embedded, data-driven process using AI to help prioritize accounts and optimize sales efforts. This would allow managers and sellers to see market potential and focus on building new pipeline. There were both technical and organizational challenges, but initial results showed improved conversion rates and sales cycles after implementing a centralized workflow using AI to make sales efforts more informed and productive.
This document outlines a data strategy for Oracle Digital to deliver actionable insights and business transformation. It discusses identifying relevant datasets, blending internal and external data, developing models to generate insights, and implementing an agile process to deliver improved targeting, seller insights, and data-driven transformation. The goal is to help sales teams optimize territory management, prioritize and engage clients effectively, and provide the right information to prospects.
Intelligent Tooling for (Digital) SalesBarry Magee
The document discusses using intelligent tools to help digital sales teams. It notes key seller questions around achieving sales targets and prioritizing clients effectively. It then outlines some of the challenges sales teams face like having too much data and tools, not enough time, and lack of insights. The solution discussed using a cognitive sales advisor that maps territories, provides insights, and helps answer questions to optimize sales processes. It aims to help sales teams prioritize, prepare for client engagements, and find new customers through a data-driven approach.
The document provides tips for developing a blueprint that focuses on problem-solving rather than solutions. It advises embracing failure through iteration, building a team of rivals with complementary skills, and organizing diverse information over time to spot connections. It also notes that understanding will develop gradually, with 40% of information making sense initially and 60% sinking in over time through a cathartic process of building capabilities.
Data transformation in the sales environment - cat herding in sales prezBarry Magee
This document discusses challenges with data transformation in sales and marketing and provides recommendations. It notes that currently data is not used effectively across the sales funnel due to siloed activities without integration. It recommends taking a design thinking approach to capture the right data and ask the right questions to gain insights, then implement agile marketing and sales sprints using data to continuously observe, adjust and improve conversion rates.
Co-dependency with Clients - building a great product ≠ great product successBarry Magee
This document discusses the importance of client adoption of new products and change management. It notes that simply building a great product does not guarantee success and that the client organization must adapt to fully utilize the new product. The document provides several examples and argues that deployment, adoption, engagement and results (D-A-E-R) should be systematically monitored and improved over time to ensure clients derive value from products. It also stresses understanding organizational behaviors, change requirements and culture to facilitate adoption of new technologies and processes.
Intelligent Campaigns : A data-driven approach to DemandGen and ProspectingBarry Magee
This document discusses using data-driven approaches and intelligent campaigns across the demand generation and prospecting funnel. It notes that traditionally, activities throughout the funnel are often siloed without effective integration. It advocates taking a more strategic, transformation-focused approach to using data and insights across marketing, lead development, and sales to maximize return on investment. The document provides examples of typical challenges like focusing on yields without understanding why prospects don't convert or missing market trends. It suggests asking better questions of the data to develop insights at each stage of the funnel.
Introducing data driven practices into sales environmentsBarry Magee
1) The document examines the impact of introducing data visualization tools on user engagement and sales results in a complex sales environment over three cycles.
2) Key findings include that visualization drives discovery of new insights and uncovered organizational issues, while the right data delivery process is critical for adoption. Aggregating data into a central system had more impact initially than advanced analytics.
3) Over the three cycles, engagement and sales results improved as the tools evolved from basic spreadsheets to aggregated data views to interactive client profiles. This showed that data transformations impact organizations by uncovering inefficiencies and that visualization tools are effective early wins.
How to structure, implement and evaluate an innovation management programmeBarry Magee
This document outlines two programmes - Sales Collaboration and Client Value Innovation. For Sales Collaboration, the objectives were to ensure effective use of collaboration spaces, have a sustainable programme to prevent disengagement, and achieve quick wins. Lessons learned included maintaining attrition rates for ideas, breaking down silos between employees, and ensuring an ongoing innovation approach. For Client Value Innovation, the objectives were to create incubation blueprints resulting in client value, and present a collaborative cross-unit piece of work. The programme involved workshops, clinics, and developing a 1-page business plan validated against customer needs.
3 Things Framework : Sparse Networks and Cultivating InnovationBarry Magee
The document discusses developing a personal "wild duck" brand by focusing on three key things you want to be known for, demonstrating your expertise, and ensuring the right people are aware of your capabilities. It recommends identifying the three key things, researching requirements for your desired role, and conducting a skills audit to identify any gaps between current and required skills. The overall message is about strategically cultivating your professional brand by highlighting the right attributes and skills to others.
How to structure, implement and evaluate an innovation management programmeBarry Magee
This document summarizes lessons learned from two innovation programmes at IBM:
1. Sales Collaboration programme achieved 80% idea progression through implementation and identified barriers like employee silos and lack of business skills. It demonstrated the value of cultural assessment, quick wins, and a sustainable approach.
2. Client Value Innovation programme yielded 27% idea submissions over workshops/clinics and identified strengths like cross-division engagement but weaknesses in team formations, mentor selection, and showcase format. It provided lessons around innovation cycle timing and design thinking education.
Data Driven Transformation for Sales - SMART Territory ManagementBarry Magee
This document discusses implementing a data-driven territory management strategy to improve client engagement and sales effectiveness. It proposes identifying client needs through data analytics, creating "Client on a Page" profiles, and selecting optimal clients to contact using a "SMART" system. An initial pilot showed increased lead conversion rates, win rates, and revenue from the SMART-selected clients compared to rep-selected clients. The document recommends fully integrating the approach into systems and processes to maximize adoption and business benefits.
Design and deliver a startup series across employees in all IBM Ireland business units within an accelerated 6-week timeframe to create client-centred value initiatives through design thinking approaches.
Framework brought client-valued focussed initiatives through a series of stages from ideation, business and resource planning through to final pitch to a panel of executive 'dragons'.
Widespread engagement throiughout IBM business units in Ireland brought the engineering and sales community together in a first-of-a-kind programme which saw 140 ideas propgress through the process.
With 32% of 'ideas' making it through to formal submisison we improved attrition on previous start-up initiatoives and the process delivered over 12 fully fleshed project submissions that were executive reviewed for implementation across healthcare, human resources, big data and analytics and sales industry segments.
We are pleased to share with you the latest VCOSA statistical report on the cotton and yarn industry for the month of May 2024.
Starting from January 2024, the full weekly and monthly reports will only be available for free to VCOSA members. To access the complete weekly report with figures, charts, and detailed analysis of the cotton fiber market in the past week, interested parties are kindly requested to contact VCOSA to subscribe to the newsletter.
Discover the cutting-edge telemetry solution implemented for Alan Wake 2 by Remedy Entertainment in collaboration with AWS. This comprehensive presentation dives into our objectives, detailing how we utilized advanced analytics to drive gameplay improvements and player engagement.
Key highlights include:
Primary Goals: Implementing gameplay and technical telemetry to capture detailed player behavior and game performance data, fostering data-driven decision-making.
Tech Stack: Leveraging AWS services such as EKS for hosting, WAF for security, Karpenter for instance optimization, S3 for data storage, and OpenTelemetry Collector for data collection. EventBridge and Lambda were used for data compression, while Glue ETL and Athena facilitated data transformation and preparation.
Data Utilization: Transforming raw data into actionable insights with technologies like Glue ETL (PySpark scripts), Glue Crawler, and Athena, culminating in detailed visualizations with Tableau.
Achievements: Successfully managing 700 million to 1 billion events per month at a cost-effective rate, with significant savings compared to commercial solutions. This approach has enabled simplified scaling and substantial improvements in game design, reducing player churn through targeted adjustments.
Community Engagement: Enhanced ability to engage with player communities by leveraging precise data insights, despite having a small community management team.
This presentation is an invaluable resource for professionals in game development, data analytics, and cloud computing, offering insights into how telemetry and analytics can revolutionize player experience and game performance optimization.
Do People Really Know Their Fertility Intentions? Correspondence between Sel...Xiao Xu
Fertility intention data from surveys often serve as a crucial component in modeling fertility behaviors. Yet, the persistent gap between stated intentions and actual fertility decisions, coupled with the prevalence of uncertain responses, has cast doubt on the overall utility of intentions and sparked controversies about their nature. In this study, we use survey data from a representative sample of Dutch women. With the help of open-ended questions (OEQs) on fertility and Natural Language Processing (NLP) methods, we are able to conduct an in-depth analysis of fertility narratives. Specifically, we annotate the (expert) perceived fertility intentions of respondents and compare them to their self-reported intentions from the survey. Through this analysis, we aim to reveal the disparities between self-reported intentions and the narratives. Furthermore, by applying neural topic modeling methods, we could uncover which topics and characteristics are more prevalent among respondents who exhibit a significant discrepancy between their stated intentions and their probable future behavior, as reflected in their narratives.
Evaluating data driven practices in a sales environment lightening talk
1. Page 1
Introducing data driven practices into sales environments
DataBergs!
Barry Magee
Data Transformation Leader IBM Europe Digital Sales
2. Page 2
• 1,000 sellers and support
• 80% of volume of IBM Europe
• Full Portfolio – all product lines
• ‘Long-Tail’ part of business
• Mix of sales tasks any given day
• Each seller has 500-1,000 clients
Context
What’s the setting and what is the problem to be solved?
3. Page 3
What’s the problem?
Who should I talk to next?
3% clients
engaged quarterly
Who?
• Sales Reps attempting to manage their sales territory
When?
• Deciding who to call next with limited time and multiple
choices – 30 mins/day 1000s of clients
Why?
• Traditional engagement cycle focus on renewal events
alone – sales suppressed and unhappy clients
5. Page 5
• low traction but high yield
• 42% completion
• 20% lead conversion rate vs 4% normally
• 56% win rate vs 50% normally
• $23k average deal size vs $21k normally
• $1.7m new business opportunity
• 80% with customers we wouldn’t otherwise engage
How did we do?
What happened next…..
Process
is critical
6. Page 6
Data-driven processes, tools and endeavours are organisational
transformation initiatives not just tool or technology deployments
irrationality and behavioural
economics!
Final thoughts…
9. Page 9
Benefits Framework for SMART Analytics Programme – Cycle 3
Time
Process
Effectiveness
Client
Engagement
Sales
Effectiveness
Financial
80% of New Opps no Renewal in Qtr
> developing new engagement cycle
> spreading forecast risk
20% Lead conversion vs 4% Lead Development avg
56% WinRate vs 50% bau avg
$23k Avg winvs $21k bau avg
1.5/Rep/Wk - 13 SMART calls per Rep
Lower than target Call Rates
51% of Targeted Clients called
Terr Penetration increased from 15% to 29%
$1.7m Net New Pipe
Sellers spending > 3 Hrs per day on Pre-Sales
Admin
Sellers spending 1’20” per day on Customer
Research
1095 Customers On A Page created
Production Capacity 11 CoaPs/Rep/Wk
93% clients have some upsell hooks
2H process allowed Sales Mgrs prioritise
Seller Time Customer Contact
Scale - Platform Development
Data Quality
Gamification
Expanded client views
Improved Client Selection
Drive Sales URGENCY
• low traction but high yield
• 524 calls = 1.5 per/rep/wk drove
• 20% conversion rate
• $1.7m new business opportunity
• $1.1m in new business wins
Results
What happened in our case?
10. Page 10
Framework
Pillar Practice # WHY - Questions of interest?
1 What patterns do end-user interviews produce regarding problem statements?
2 Where does sales organisation reside on maturity model assessment?
3 Who does the business consider to be the universe of active and prospective clients?
4 What current clients do sellers engage?
6 Is sales engagement client or product centric?
7 What client organisational structure do sellers need when engaging?
9 Do sellers have a clear process to direct them to specific clients for engagement?
13 Do sellers need organisational or persona based selection models?
14 Do we have a set of target products/offerings we are trying to push out to market?
15 What current criteria do sellers use to decide on next best client?
17 Do sellers have a clear process to provide a comprehensive reason of call for each engagement?
19 What are seller-advocated LEAD INDICATORS for each given client set and/or offering?
20 What are SME-advocated LEAD INDICATORS for each given client set and/or offering?
22 What types of INTERNAL STRUCTURED data would be most useful to sellers?
23 What types of EXTERNAL STRUCTURED data would be most useful to sellers?
24 What types of INTERNAL UNSTRUCTURED data would be most useful to sellers?
25 What types of EXTERNAL UNSTRUCTURED data would be most useful to sellers?
32 What client engagement capacity do sellers currently have?
33 When do sellers currently engage clients?
35 When should we use the different channel components of DemandGen engine at different times/stage?
38 Is there any client feedback to indicate WHEN they might prefer/not prefer to be engaged?
41 Which sales resource channels are available to a given sales team?
42 Do we have a centralised structure for account/seller alignment?
43 Do sales management know which of the available sales resources are the optimal ones for a given cohort/campaign?
45 To what extent are channel or external partners integrated within engagement model?
49 What methods of engagement are available to sellers - traditional or digital?
50 Do sellers know which is optimal engagement strategy for a given client?
60 Do sellers have personal contact information freely available?
64 Can any of the support teams (BOM or STS) help resolve data quality issues?
71 How available, accurate and useable is Customer Contact data for the purpose of client engagement?
77 How many total ALTERNATE DATA SOURCES do sellers have to choose from?
79 Which data sources are used for what purpose?
81 IS client engagement driven by a simple, standardised and transparent business process?
82 How many alternate directions/methods do sellers have to 'instruct' client engagement?
83 Is there clarity on how sellers alternate between strategic/planned engagement and tactical/campaign engagement?
90 Do sellers have an effective TERRITORY MANAGEMENT planning framework?
92 How easily can sellers interpret all of the available data available for purpose of sales engagement?
93 In what broad categories do the sellers want to 'see' their client and territory data to drive engagement?
108 Where are sellers currently spending time in their BAU working day?
109 How much time do sellers have available to engage in a territory management process?
110 How much time are sellers spending on data related activities that could be optimized?
111 How often are sellers engaging with the clients within their territories?
112 What are the mimimum acceptable levels for data timliness for different TYPES of data?
117 Do sellers have the skills to engage clients given specifics of their market/product mix?
119 Do sellers and managers have the required Territory Management skills?
7. Effectiveness of Data?
8. Singularity of Data?
9. Simplicity of Process?
10. Ease of Interpretation
11. Time Considerations
12. End User Skills
1. Where to start?
2. Who to engage?
3. What to discuss?
4. When to engage?
5. Which sales resource?
6. How to engage?
Problem
Assessment
Analytical
Operational
Engagement
Data transformations will
impact first by uncovering
systems inefficiencies
3
2
1
11. Page 11
Framework
Pillar Practice # WHY - Questions of interest?
121 What are the Key performance Questions are for the sales teams?
122 Is there clarity on what the Key performance Questions are for the sales teams?
124 What are the top BUSINESS PROBLEMS by brand mission and by stakeholder type?
125 How do you RINGFENCE the productivity saving from data-driven work?
126 Is there a structured and engaged process to solicit end-user requirements from clients, sellers and partners?
127 Have we CAPTURED all the various input and feedback into concept centrix matrix?
128 What lessons can be learnt from anti-log past experiences within sales?
15. Data Governance 132 Are there any ways to leverage support teams or develop new processes to improve data quality?
16. Data Acquisition 134 What is the list of data sources required to acquire for required artefacts
17. Data Integration 137 How are we integrating the various data sources required?
138 Do we have SME modelling available based on codification of Lead Indicators analysis?
139 Do we have End-User modelling available based on codification of Lead Indicators analysis?
140 Do we have any additional formal Analytical Modelling available to assist client selection criteria?
142 What types of analytical models drive most value?
148 Is there a correlation between digital eminence and results?
149 How do we integrate data driven modelling (historic regressions) with lead indicator-type approaches?
151 Do we have a High Tier (L1) view of Territory available for sellers and managers?
152 Do we have a Medium Tier (L2) view of Client Clusters available for sellers and managers?
153 Do we have a Medium Tier (L3) view of Client 360 available for sellers and managers?
154 Do we have a Low Tier (L4) view of data available for sellers and managers?
155 What methods do sellers drive BAU to support targets?
156 How many lists are sellers BAU provided with?
157 Is there a process to evaluate and manage lists from all possible sources into a single 'funnel' system?
158 To what extent are sales teams execution activities in line with KPQs?
159 How many different business priorities exist in reality across the sales teams
160 How aligned or discordant is the sales team with the KPQs or strategic goals?
161 To what extent does urgency exist within sales to structured territory management?
162 Do management buy-in and appreciate the end-to-end process and behaviour requirements?
163 To what extent are managers driving seller behaviour around Territory Management?
164 Within what timeframe are sellers expected to execute against engagement tartgets?
175 Have we created a GAMIFICATION approach to drive seller adoption and engagement with new process?
176 Who is executive Sponsor and how bought in are they to support and drive implementation?
180 What is process to manage roadblocks to transformation as they are unearthed?
181 Is there an effective way to evaluate end-user adoption and engagement with new processes?
182 is the sales process enabled with activity track to commence territory management structure?
187 What yield targets have been set for KPQ deliverables?
188 Has business modelled opportunity cost of non-performance?
189 Is there a 'balanced scorecard' view of the end-to-end sales process to determine where value is being created or inhibited?
191 Do we have a view of how individual clients have responded and what we've learned?
192 Do we have a view of how market cluster have reposnded and what we've learned?
194 Is there a methodology to quantify and evaluate all benefits accruing to implementation of data-driven sales practices?
195 What are the baseline performance levels for KPQs and other programme benefits?
Results
Management
13. Establish KPQs
14. Implement Lean Startup
18. Data Analysis
19. Data Delivery
20. Assess Strategic Alignment
21. Create Urgency
22. Transform Practice
23. Map DAER Engagement
24. Use 6 Step Scorecard
Implementation
Stakeholder
Development
Data
Management
Change
Management
25. Evaluate Market Feedback
26. Evaluate Business Benefits
Data process tools
are organisational
transformation
initiatives not tool
deployments
5