Complete guide for creating a Sales Opportunity Scoring System to help steer sales back 'on model', reduce admin time and increase reaction time dealing with sales risk - visit http://DataDrivenSalesManagement.com for more discussion on this content.
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The Challenger Sale Model is a transformation imperative for every organization and needs to be embedded in the sales force . The book explains how to deliver a differentiates selling experience that delivers higher level of partner loyalty and growth . This is a summary of my key takeaways and by no means does justice to all the tools and techniques to reframe customer conversations to make them impactful and memorable
Sales Opportunity Snapshot (SOS) is a one-day sales training workshop for professional salespeople that helps them do a better job of managing their sales opportunities. Complete with a software tool, it enables salespeople to develop a three-page Opportunity Plan for the key sales opportunities they are pursuing.
The Challenger Sale Model is a transformation imperative for every organization and needs to be embedded in the sales force . The book explains how to deliver a differentiates selling experience that delivers higher level of partner loyalty and growth . This is a summary of my key takeaways and by no means does justice to all the tools and techniques to reframe customer conversations to make them impactful and memorable
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Measuring Your Sales Opportunity PipelineSwayne Hill
Example charts for measuring the growth, movement and hidden risks in your sales opportunity pipeline - read more on http://datadrivensalesmanagement.com
Cloud9 treasure-hunting-in-your-salesforece-dataSwayne Hill
Benchmarking techniques for turning Salesforce.com CRM data into useful management insights - visit http://DataDrivenSalesManagement.com for more discussion on this content.
How to Achieve a 52% Reply Rate on Cold EmailsDatanyze
1. How to narrow down your search for companies and contacts
2. How to create an authentic outreach email
3. How to follow up
4. A/B testing to increase open and reply rates
5. Tools to help you along the way
The Customer Success Playbooks You Need to Drive AdoptionAmity
Driving adoption is critical for ensuring that customers get maximum value out of their technology investment. It is also increasingly important for technology providers as they continue to embrace recurring revenue business models.
Customer Success teams equipped with well-defined playbooks are uniquely positioned to deliver on this charter. In this webinar, Neil Jain and Aman Singh of Waterstone Management Group will share key insights and best practices around how to successfully drive adoption through Customer Success playbooks.
Our Customer Engagement Plan Playbook is a planning methodology that highlights our premium tool-kit of tools & templates to help improve how customers engage with your company and to enable your organization with a customer-centric approach to drive revenue.
Lifetime Value (LTV) can help your entire company understand the actual value that you can expect to receive from a single customer over the course of your relationship with them. It is the metric that tells you whether customers are happy and enjoying your product or that customers are ready to churn and you should reassess your strategy.
Here we walk through exactly how to calculate Lifetime Value (LTV), including what to and not to include in the calculation, as well as how to optimize this crucial SaaS metric.
Account Based Sales for Key Account GrowthRevegy, Inc.
According to SiriusDecisions, the recent buzz around account based sales reflects a long overdue need to enhance the way companies do account management...by breaking out of the status quo and exploring new, innovative approaches to the age-old concept of account planning, companies like Oracle are driving immediate pipeline growth from their most strategic customers.
Learn how world-class sales organizations are applying modern, account-based selling techniques to grow existing revenues:
The critical missing element that prevent account teams from discovering more immediate revenue opportunities
Why traditional approaches to account planning fail and what the most successful programs have in common
The best practices framework that companies like Oracle, JDA and BlackLine use to drive organic growth
Our Demand Generation Maturity Model was designed to help organizations with a roadmap for improving their Demand Generation capabilities. The model provides 4 stages of organizational maturity, which are:
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- World-Class
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- Metrics
MRR is the price the customer pays. Your North Star is the value they get. Mamoon Hamid, GP @ Social Capital, explains why founders need to focus on the value your product delivers, not the price the customer pays.
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This August Scrum Breakfast, we have a new speaker - Mr. Pedro Gonzalez - Scrum Master at TINYpulse.
He will bring us an interesting topic about Agile estimation using story points, giving some tips on why relative estimations are far better than absolutes, why we shouldn't spend too long in details, and other issues he has experienced himself with his team.
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Example charts for measuring the growth, movement and hidden risks in your sales opportunity pipeline - read more on http://datadrivensalesmanagement.com
Cloud9 treasure-hunting-in-your-salesforece-dataSwayne Hill
Benchmarking techniques for turning Salesforce.com CRM data into useful management insights - visit http://DataDrivenSalesManagement.com for more discussion on this content.
Align Enterprise Buying to Selling ProcessSwayne Hill
This presentation is a simple step-by-step guide for defining and documenting an enterprise selling process that aligns well to the customer's buying process - visit http://DataDrivenSalesManagement.com for more discussion on this content.
How do you know if you've got enough Sales Pipeline to cover your Sales Targets? Learn about how to create a simple Weighted Sales Pipeline Model and answer the question for yourself. More at http://datadrivensalesmanagement.com
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3. Sales Opportunity Scoring
By Scoring Sales Opportunities against
a Model Sales Cycle we…
1. Streamline CRM Systems
2. Triangulate Sales Forecasts
3. Provide Deal-Level Coaching
4. Monitor Risk/Exceptions
Copyright Swayne Hill, 2012
4. How to Create a Scoring System
Consider This: Do This:
• What are your ideal 1. List the most impactful
sales circumstances? sales-cycle attributes
• Is this ‘Ideal’ different 2. Profile attributes
for each line of according to impact on
business? winning to create a
• Has this ‘Ideal’ Model?
changed over time? 3. Press this new Scoring
System into action
4. Plan to revisit
assumptions regularly
Copyright Swayne Hill, 2012
6. 1. Size
By knowing the size/scale of the business we’re
selling into, we anticipate the complexity and
potential deal value
• Size might be defined by Annual Revenue,
Employee Count, etc.
Copyright Swayne Hill, 2012
7. 2. Industry
In our case, success probability is more tied to
Business Model but Industry is a good proxy and
more readily available
Examples
• Financial Services
• Tech
• Media
• Manufacturing
Copyright Swayne Hill, 2012
8. 3. Business Goals
By understanding the
top-level business
goals, we can infer the
investment climate
Examples:
• Growth
• Profitability
• Market Share
• Acquisition Roll-Up
Copyright Swayne Hill, 2012
9. 4. Maturity/Readiness
How clear is the prospect on the ‘problem’ and
its impact on the business?
Example:
• Is the pain intolerable to
the right people?
• How long have they
had systems in place?
• How’s the relationship
between IT & the
Business?
Copyright Swayne Hill, 2012
10. 5. Compelling Event
Is there a forcing-function, some event or deadline
imposed on the buyer (not you) that drives
urgency?
If it’s well-corroborated
and the prospect is close
to the ‘sweet spot’, this is
often the most important
attribute
Copyright Swayne Hill, 2012
11. 6. Primary Buying Agenda
We encounter three different buying agendas,
some turn out to be more likely to succeed than
others due to…
• Perceived competition
• Scope of buying group
• Strategic v. tactical
problems
Copyright Swayne Hill, 2012
12. 7. Pro-Services Attached
In our business, actively managing a transformation
project is critical to success
• Is the value of professional services understood
and embraced?
• Do they have people who WANT control and have
the skills to TAKE control over the project?
Copyright Swayne Hill, 2012
13. 8. Decision-Maker Profile
By understanding the profile of
our decision-maker, we know
how to position the value of
solutions
• Are we actively engaged with
the real decision-maker?
• Is the decision-maker a
‘cowboy’, ‘student of the
game’ or a ‘data jockey’?
Copyright Swayne Hill, 2012
14. 9. Buying Experience
If our decision-maker is new or has little
experience running a buying process, they often
underestimate the effort to get a deal over the line
On the other hand, if
they have too many
battle-scars, they may
be ultra-conservative
and not push their own
organization hard
enough
Copyright Swayne Hill, 2012
15. 10. Corroboration
By double-checking the facts, we gain confidence
in our view of the buying process
It does matter at what
level of the org, we do
the fact-checking…
• Higher up
• Same level
• Lower down
Copyright Swayne Hill, 2012
17. Ideal Sales Circumstance
Decision-maker is engaged,
a ‘student of the game’ and
a practiced buyer High state of readiness
with solution deadlines
driven from above
Blended App/Tools buying
agenda with 30% services
attach
Medium-large sized high-
technology company
Key situational details focused on growth
corroborated from above
Copyright Swayne Hill, 2012
19. Weight the Attributes
Weight sales-cycle
attributes according
to relative impact
on the probability of
winning – don’t
worry about getting
it perfect, adjust
later
Copyright Swayne Hill, 2012
23. Streamline CRM System
• Recording deal details in the CRM system is a
pain in the ass for sales reps. By focusing on the
data that really matters, we minimized the admin
overhead for reps AND we got richer, more useful
data at the same time.
Copyright Swayne Hill, 2012
24. Triangulate Sales Forecast
• We always consider three data sources before forecasting
next period sales – what the Sales Reps say, what the
over-rides look like and what the data says.
• Creating a scoring system based on the sales cycle model
gives us that third leg of the stool – what the data says.
Copyright Swayne Hill, 2012
25. Provide Deal-Level Coaching
By exploring the gaps between
Win Probability on a particular
deal – the ‘Weighted Score’
and Forecast Probability, the
subjective probability
associated to the stage we’re
in, we focus a Sales Rep’s
attention on the high-impact
activities that would bring a
deal closer to the model
Copyright Swayne Hill, 2012
26. Create Risk/Exception Reports
Not all of the information
we need is available at
the beginning of the
cycle. If the information
does not unfold as it
should OR we are not
converging on the Model
Sales Cycle, the system
triggers risk-alerts so
we’re not blind-sided at
quarter-end.
Copyright Swayne Hill, 2012
28. Watch For New Patterns
Every quarter, we re-evaluate the assumptions in the Model
– top attributes and weightings and adjust accordingly.
Copyright Swayne Hill, 2012
29. Sales Opportunity Scoring
By setting up a Sales Opportunity Scoring System
we’ve increased our win rate, reduced admin time
and given our team more reaction time
Copyright Swayne Hill, 2012