The document discusses using information peer pressure to drive sales performance. It provides examples from two companies - Quintiles and Pearson Packaging. Both companies created reports and dashboards in Salesforce to increase visibility into reps' activities and performance. This transparency created positive peer pressure and competition, driving behaviors like increased prospecting, follow up and use of Salesforce.

1. Information Peer Pressure Darren Cunningham, Salesforce.com Craig Lunsford, Quintiles Michael Senske, Pearson Packaging Tom Thomas, Symantec Track: Sales Executives

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4. Information Peer Pressure is Everywhere And it can be used as both a carrot and a stick…

5. Today’s Objective Discuss ways to drive sales performance By measuring, monitoring, and sharing information Share ideas about how to use information peer pressure to drive behavior and results

6. T. CRAIG LUNSFORD Associate Director, Global Sales Global Clinical Research Organization MICHAEL SENSKE President and CEO TOM THOMAS Sales Operations Lead Management

7. T. Craig Lunsford Associate Director, Sales Analysis Quintiles Global Sales [email_address]

8. Quintiles Transnational Global Leader in Pharmaceutical Development Services Product Development Phase I – IV Clinical Trials Regulatory submissions and product registration 57 Sales Reps in 20 Countries Commercialization Novaquest INDUSTRY: Pharmaceutical Services EMPLOYEES: 16,000 GEOGRAPHY: 54 Countries PRODUCT(S) USED: SFA, Service & Support, 3 downloaded AppExchange applications # USERS: 1,300

9. Information Peer Pressure What benefits of salesforce.com Reports / Dashboards are used to our advantage? Visibility Accessibility “ Snap Shot” Views All users have access to see Dashboards and Run Reports

10. How Are We Measuring Sales Reps? Sales Performance Profiles Quantitative measurements of sales reps’ performance Used to validate yearly merit increases Salesforce.com data dump into excel

11. How Are We Measuring Sales Reps? Salesforce.com Compliance Quantitative measurements of sales reps’ performance Must be compliant to be eligible for “Chairman’s Club” Salesforce.com dashboards

12. How Are We Measuring Sales Reps? Quarterly Bonus Payouts Quantitative measurements of sales reps’ performance vs. targets Sales must be tracked in salesforce.com Salesforce.com data dump into excel / Dashboards

13. How Do We Expect Our Sales Reps to Keep Up?

14. Information Peer Pressure Best Practices Everything in CRM, No Excuses Meetings, Contacts, Prospects, Awards, Losses, Pendings, etc. Reward system compliance “ Hit ‘em in their pockets!”

15. Michael A. Senske President & CEO [email_address]

16. Pearson Packaging Systems Design and manufacture secondary packaging machinery: Case Erectors Case Sealers Tray Formers Robotic Loading/Palletizing Solutions 12 Regional Sales Managers 3 Internal Sales Representatives 12 Regional Service Technicians INDUSTRY: Manufacturing EMPLOYEES: 200 GEOGRAPHY: Global PRODUCT(S) USED: Unlimited Edition, SFA, Service & Support, BigMachines LFE, AppExchange Mobile # USERS: 55 Industry leader in the implementation of lean manufacturing and Six Sigma in a low-volume/high-variability environment

17. Our Challenges Business Challenge Consistent use of salesforce.com Insufficient prospecting Insufficient follow-up Technology Challenge Visibility of sales funnel throughout organization Inaccuracy of sales funnel Operational challenges related to resource levels and allocation Inconsistent revenue growth Decreased ROIC ROIC = EBIT x (1 – tax rate) / Interest Bearing Debt + Equity

18. Addressing These Challenges: Analytics Created reports and dashboards related to adoption, prospecting, follow-up, and performance # Accounts Created # Opportunities Created # Contacts Created Neglected Opportunities By Rep Sales by RSM Monthly quote volume by RSM Next month funnel report by RSM (measured in $$$)

19. Executive and Company-Wide Visibility Dashboards made available to all members of Sales organization and Executive Management RSM’s were very aware of the fact that their activity and performance were very visible throughout organization Dashboards and reports physically posted in different functional areas of the facility Engineering Manufacturing Assembly

20. This Required Management Buy In RSM’s often claimed that information in dashboards and reports not representative of activity/performance Management adopted the following motto: “ If it isn’t in the tool, it didn’t happen!!!” Management stressed importance of following agreed upon process Management stressed importance of ensuring accuracy of data entered into salesforce.com

21. But it Paid Off… Dramatic increase in activity levels by certain RSM’s In some cases, RSM’s were not utilizing the tool appropriately and we saw dramatic increases in user logins RSM increased #Accounts Created by approximately 50% in month following public display of dashboards/reports RSM increased #Quotes Created by approximately 100% in month following public display of dashboards/reports Created an environment of positive pressure and competition among RSM’s Although intangible, the environment in the Sales organization became much more competitive RSM’s would monitor dashboards/reports to see if their efforts were resulting in improved results relative to their peers

22. Creating An Environment of Positive Peer Pressure Measure and compare activities and results of each member of your sales organization Communicate this information throughout the entire organization Dashboards in salesforce.com Physical reports/dashboards throughout facility Recognize and reward those individuals that demonstrate the desired behavior Recognition/Reward may be handled privately, however, public acknowledgement can be very powerful in creating an environment of positive pressure

23. Tom Thomas Sales Operations Lead Management [email_address]

24. Company Introduction Template World’s Leading Security, Backup, Archive and File system software company The 4 th Largest Independent Software Company in the world 3900+ salesforce.com users around the world in 40+ countries Sales Go-Live Data 10/17/05 3000+ users INDUSTRY: Software EMPLOYEES: 16,000+ GEOGRAPHY: Global PRODUCT(S) USED: SFA, Marketing 11/19/06, # USERS: 4200

25. Sales vs. Marketing/Marketing vs. Sales Sales Where are my leads The quality of leads are not good What took place to generate the lead? A lead is only generated once per 30 days Marketing We provide high quality leads Sales never follows up on the leads we provide We qualify the leads before they get to sales All marketing activity is recorded by contact and by company

26. What We Have Done 4 CRM Systems Siebel Oracle Pivotal Lotus Notes Two Marketing Automation Systems Lotus Notes Pivotal Numerous Marketing Databases Symantec DB Veritas DB Various Regional DB Various 3rd party Vendors Salesforce.com Marketing Salesforce.com One Global Marketing Database

27. From Poor Visibility to Transparency “ You can only have true measurement if everyone is using the same ruler”

28. Tools to Measure Success and Failure Tools to Compare Geo’s and Regions

29. What We Measure Now Number of leads per day, per week per quarter Number of marketing activities per week per quarter Cost per marketing activity per lead Number of leads closed for bad data Number of leads converted to opportunities The number of converted leads by sales stage Revenue campaign per campaign Number of untouched leads

30. Changing Behavior Through Reporting Are we talking the same language? Are we measuring the same things? How do we compare region to region What is effective What isn't Technology Challenge Integration between systems Legacy architecture Multiple systems and reports across regions and business units We know if you are not working your leads We know if the campaign was effective We communicate and adjust to business need

31. Building Confidence in the Leads for Sales Sales is driving the following… Sales Sets minimum data requirements No email address no phone number leads is rejected Lead Scoring, Sales decides which scored leads they want New sophisticated lead scoring by region Pick from the best scored leads by region Lead Throttle Sales can increase to decrease the number of leads base on resources to work the leads

32. So What? Who Cares? What’s In It For Me? Americas Region Converted Leads up 169% over last Quarter Of the Converted Leads the pipeline up 175% over last Quarter The actual number of leads decreased by 77% EMEA Region Converted Leads up 465% over last Quarter Of the Converted Leads the pipeline up 105% over last Quarter The actual number of leads increased 0.04% APJ Converted Leads up 14% over last Quarter Of the Converted Leads the pipeline is up 16% over last Quarter The actual number of leads decrease 12%

33. T. CRAIG LUNSFORD Associate Director, Global Sales Global Clinical Research Organization MICHAEL SENSKE President and CEO TOM THOMAS Sales Operations Lead Management QUESTION & ANSWER SESSION

34. Analytics Sessions Session Meet the PM – Roadmap Overview Mashboard Shootout Introducing Analytics Mashboards Information Peer Pressure Building Integrated Marketing Reports and Dashboards How to Create Top Sales Dashboards Best Practices for Competitive Pipeline Analysis Bulking Up: Large Data Migration, Replication, and Analytics Instant Stardom: How to Build Executive Dashboards Advanced Reporting and Dashboards for Executive Visibility The Path to Achieving 100% Adoption Manage What You Measure : Lessons from Dashboard Pros Hands-On with Executive Reports and Dashboards Track General General IT Sales Execs Marketing Exec Sales Opps AppX Developers New Sys Admin EE Sys Admin PE Sys Admin Large Ent Dep Also Visit the Partner Pavilion for Innovative Analytics Solutions

35. I Suppose There Are Always Other Methods…

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