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"You can download this product from SlideTeam.net"
A marketing report PPT slide show having balanced text with innovative original template themes is hard to conceptualize. Bearing this in mind here we have come up with a pre made PPT model for marketing agencies to highlight significant sales activities of last month. Furthermore, our PPT example helps to cast spotlight on the marketing plans for the forthcoming month. Best part is that you can use this PowerPoint show to share business as well as market information with your front managers. In addition, with help of our PPT sample you can give recommendation to your employees for future planning of market strategy. Apart from this, using our marketing report template it is pretty simple to lay emphasis on competitors strategic planning. Finally, to make it easier for you this presentation deck comprises of slide templates like sales performance reporting, key financials, website performance review, product wise performance, monthly pipeline and so on. So get started now by simply downloading our monthly marketing report complete PowerPoint slide deck. Insist on the issue being considered with our Monthly Marketing Report Complete Powerpoint Deck With Slides. Give every element due importance. https://bit.ly/3dEcSYI
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Monthly Marketing Report Complete Powerpoint Deck With SlidesSlideTeam
"You can download this product from SlideTeam.net"
A marketing report PPT slide show having balanced text with innovative original template themes is hard to conceptualize. Bearing this in mind here we have come up with a pre made PPT model for marketing agencies to highlight significant sales activities of last month. Furthermore, our PPT example helps to cast spotlight on the marketing plans for the forthcoming month. Best part is that you can use this PowerPoint show to share business as well as market information with your front managers. In addition, with help of our PPT sample you can give recommendation to your employees for future planning of market strategy. Apart from this, using our marketing report template it is pretty simple to lay emphasis on competitors strategic planning. Finally, to make it easier for you this presentation deck comprises of slide templates like sales performance reporting, key financials, website performance review, product wise performance, monthly pipeline and so on. So get started now by simply downloading our monthly marketing report complete PowerPoint slide deck. Insist on the issue being considered with our Monthly Marketing Report Complete Powerpoint Deck With Slides. Give every element due importance. https://bit.ly/3dEcSYI
An introduction to Salesforce Commerce Cloud Development, this talk has been presented at Dreamforce, Melbourne Developer Group & Hyderabad Developer Groups in year 2018
Did you inherit a cluttered org with no documentation? Are you trying to figure out why you have 500 fields on an object? Join this session and collaboratively learn from other customers about the most common traits of a messy implementation, and how you can untangle yours.
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Ever wondered how Salesforce does sales enablement? Join us for a look behind-the-scenes at how we create, manage, and run internal campaigns designed to empower our sales reps. You will learn first-hand how we handle product launches and see examples of some of our most successful campaigns. This session is great for B2B marketers, enablement, and sales leaders looking for practical ways to improve their sales enablement strategy.
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Join customer success leader, Dave Blake, CEO/Founder of ClientSuccess as he discusses a customer success maturity model that will help you build, scale, and optimize a high-impact team and culture of customer success. The webinar will help you determine your current customer success maturity and guide you through the next steps and best practices to strengthen your approach to customer success.
We held this webinar on Thursday, June 22, 2017 at 11:00 a.m. MST. The webinar is called “The Customer Success Maturity Model”. You can request the recorded version by entering the following link into your browser:
https://www.clientsuccess.com/recorded-customer-success-maturity-model/?utm_medium=Organic&utm_source=Slideshare&utm_campaign=Slideshare&utm_content=Customer-Success-Maturity-Model-Webinar-Slideshare
Salesforce Sales Cloud services are basically too help the Sales reps and help in managing connections, close the deals, to sell the products and services. The tools, included in Sales cloud are Chatter, Data.com. opportunities and quotes, work process and approval, Forecasting and Analysis, App Exchange, Partner Management, Email and calendaring, Marketing and Leads. Sales Cloud provide following features
Salesforce Template. please refer to any Salesforce language for terms of use. Sharing for other Trailblazers who have asked to use this template for Salesforce-related presentations.
On April 25th, 2013, Salesforce Work.com hosted a webinar featuring Nicole DiViito from Salesforce.com's Global Onboarding and Sales Productivity Team. Here is the powerpoint presented. A replay of the session can be found here:
http://work.com/blog/2013/04/webcast-replay-inside-salesforce-coms-winning-sales-culture/
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Salesforce integration best practices columbus meetupMuleSoft Meetup
onnectivity Overview
Connectivity to Salesforce Clouds
Connectors and Salesforce APIs
Connector interacting with Salesforce core
Composite Connector
Triggers
Establishing a connected app for MuleSoft Connectors
Salesforce Integration Best Practices
When to move data into SFDC
Appropriate use of APEX
Salesforce integration technologies and considerations
Data Virtualization/Live Read
Data Manipulation and Migration
Real-time changes, events and Streaming
Resources
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This is how technical debt is created. It’s a costly side effect of growth, and it cannot be ignored! Just like financial debt, if you don’t address it in time, it will accumulate and over time your teams will find themselves addressing issues with the platform instead of supporting customers and developing revenue opportunities – and this will have a direct impact on your ROI.
The challenge of sustaining growth levels at 35% is not to improve your sales conversion rate (although this is never hurts). The challenge to sustaining stellar growth rates lies in increasing the quality and frequency of your Demand Generation Campaigns.
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Join customer success leader, Dave Blake, CEO/Founder of ClientSuccess as he discusses a customer success maturity model that will help you build, scale, and optimize a high-impact team and culture of customer success. The webinar will help you determine your current customer success maturity and guide you through the next steps and best practices to strengthen your approach to customer success.
We held this webinar on Thursday, June 22, 2017 at 11:00 a.m. MST. The webinar is called “The Customer Success Maturity Model”. You can request the recorded version by entering the following link into your browser:
https://www.clientsuccess.com/recorded-customer-success-maturity-model/?utm_medium=Organic&utm_source=Slideshare&utm_campaign=Slideshare&utm_content=Customer-Success-Maturity-Model-Webinar-Slideshare
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Salesforce Template. please refer to any Salesforce language for terms of use. Sharing for other Trailblazers who have asked to use this template for Salesforce-related presentations.
On April 25th, 2013, Salesforce Work.com hosted a webinar featuring Nicole DiViito from Salesforce.com's Global Onboarding and Sales Productivity Team. Here is the powerpoint presented. A replay of the session can be found here:
http://work.com/blog/2013/04/webcast-replay-inside-salesforce-coms-winning-sales-culture/
Monthly Business Review PowerPoint Presentation SlidesSlideTeam
Presenting this set of slides with name - Monthly Business Review PowerPoint Presentation Slides. The deck consists of Monthly Business Review,Monthly Business Report,Monthly Company Review and much more. Download today to present a hassle free review.
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Salesforce integration best practices columbus meetupMuleSoft Meetup
onnectivity Overview
Connectivity to Salesforce Clouds
Connectors and Salesforce APIs
Connector interacting with Salesforce core
Composite Connector
Triggers
Establishing a connected app for MuleSoft Connectors
Salesforce Integration Best Practices
When to move data into SFDC
Appropriate use of APEX
Salesforce integration technologies and considerations
Data Virtualization/Live Read
Data Manipulation and Migration
Real-time changes, events and Streaming
Resources
Salesforce Accelerators for Service Cloud and Commerce Cloud
When you need to deliver fast, shortcuts will be taken. This is a fact when it comes to software development, and Salesforce is no different.
This is how technical debt is created. It’s a costly side effect of growth, and it cannot be ignored! Just like financial debt, if you don’t address it in time, it will accumulate and over time your teams will find themselves addressing issues with the platform instead of supporting customers and developing revenue opportunities – and this will have a direct impact on your ROI.
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LinkedIn: http://www.linkedin.com/in/daveorrico
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For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/4RQF-oUMgcw or watch the video at end of the slide
This webinar is designed as a practical guide to using the Balanced Scorecard.
The Balanced Scorecard is a system used extensively in business and industry, government, and non-profit organisations worldwide to align business activities to the vision and strategy of the organisation, improve internal and external communications, and monitor organisation
performance against strategic goals.
The Balanced Scorecard was originated by Drs Robert Kaplan (Harvard Business School) and David Norton as a framework to help managers consider both financial and non-financial aspects of their business and design performance metrics around them.
While the phrase Balanced Scorecard was coined in the early 1990s, the roots of this type of approach are deep, and include the pioneering work of General Electric on performance measurement reporting in the 1950s and the work of French process engineers (who created the Tableau
de Bord – literally, a "dashboard" of performance measures) in the early part of the 20th century.
About the Presenter:
Ian has over 30 years of business experience ranging from senior management positions, in such companies as Ericsson to founding and selling his own companies. Ian designs and delivers training programmes globally with particular attention to the GCC nations. He works in many
fields including both accredited and non-accredited courses.
Ian divides his time equally between the Middle East and the UK. In the UK, Ian is a lead professor at London Met University and the University of West London specialising in working with students to gain their membership to the Chartered Institute of Procurement and Supply.
Introductory workshop aimed at sales and marketing teams - Build personas, understand channel option and collect relevant metrics linked to improved business performance and overall corporate goals.
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Building a sales organization for scale 2019 07 18 (002)
LeadingAST.com - Leading a Sales Transformation Dreamforce 2015
1. Leading a Sales Transformation
Michael Weening
Senior Vice President
mweening@salesforce.com
Building a winning sales organization
2. Safe harbor
Safe harbor statement under the Private Securities Litigation Reform Act of 1995:
This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any such uncertainties
materialize or if any of the assumptions proves incorrect, the results of salesforce.com, inc. could differ materially from the results expressed or
implied by the forward-looking statements we make. All statements other than statements of historical fact could be deemed forward-looking,
including any projections of product or service availability, subscriber growth, earnings, revenues, or other financial items and any statements
regarding strategies or plans of management for future operations, statements of belief, any statements concerning new, planned, or upgraded
services or technology developments and customer contracts or use of our services.
The risks and uncertainties referred to above include – but are not limited to – risks associated with developing and delivering new functionality
for our service, new products and services, our new business model, our past operating losses, possible fluctuations in our operating results
and rate of growth, interruptions or delays in our Web hosting, breach of our security measures, the outcome of any litigation, risks associated
with completed and any possible mergers and acquisitions, the immature market in which we operate, our relatively limited operating history,
our ability to expand, retain, and motivate our employees and manage our growth, new releases of our service and successful customer
deployment, our limited history reselling non-salesforce.com products, and utilization and selling to larger enterprise customers. Further
information on potential factors that could affect the financial results of salesforce.com, inc. is included in our annual report on Form 10-K for
the most recent fiscal year and in our quarterly report on Form 10-Q for the most recent fiscal quarter. These documents and others containing
important disclosures are available on the SEC Filings section of the Investor Information section of our Web site.
Any unreleased services or features referenced in this or other presentations, press releases or public statements are not currently available
and may not be delivered on time or at all. Customers who purchase our services should make the purchase decisions
based upon features that are currently available. Salesforce.com, inc. assumes no obligation and does not intend to update these forward-
looking statements.
3. Introducing myself
• SVP Customer Success Commercial WW
• SVP Customer Success APAC and Japan
• Realignment Microsoft Canada Communications Sector
• $43M > $94M with +27% NSAT
• Turnaround Microsoft UK Communications Se
• $160M > $210M with +42% NSAT
• Turnaround and transformation $900M Wireless Sales Organization
• Enterprise & medium direct and indirect channels (300 team members)
• Small business & consumer direct call center (325 team members)
• Operations and public safety networks (175 team members)
• Five years underperformance, worst employee scores in business, terrible CSAT
• 8 Qs of Growth, +25% ARPU, +21% customer satisfaction and double digit gains in
employee sat and sales productivity
5. Sales Transformation
• Very little written about it
• Focus on organization coaching, leadership, enablement, day to day but no end to end
• Business school lack of focus on anything sales
What?
A B
9. The Learning Stage
Ensuring your perception matches reality
• Stakeholders
• Peers
• Direct report, skip level and the broad team
Assessment framework to build your perception
• People and culture
• Customer relationship and differentiation
• Partners and channels People
SUCCESS
10. Identification
Introduction & insights
Establish cadence
Commitment to process
Initial team introduction
1:1s
Organizational insight
Team building
Initial introduction
Town hall introductions
Skip level 1:1s
Social media awareness
Peers & Seniors Direct reports Broad Team
The Learning Stage Stakeholder Targets
11. The People
Performance
Sales Culture
Development
• Is compensation structured to encourage the right behavior?
• Are non-quota measures in place to facilitate coaching, training?
• Is recognition part of the culture? (Wins big/small, social, Thank-you?)
• Inhibitors to recognition in the culture?
• Is employee feedback integrated into the culture and impacting?
• Does the team understand the organizations vision, strategy and current state?
• Does the team think? Do they debate?
• Is sales partnering across marketing, product and support? Who are key virtual members?
• Does sales recognize virtual team members? How effectively is success shared?
• What are processes are in place to ensure cross functional alignment?
• What are the key relationships that the leader needs to maintain?
• Does the organization understand who are the top and bottom performers?
• How does the culture manage, foster and improve middle performers?
• What percent of reps are hitting quota?
• Team track record of retaining top & mid performers and managing out bottom 10%?
• Vitality curve with tenure and performance? Span of Control mapping?
• How assessment part of the culture?
• What is the coaching culture – do managers spend 60% of their time coaching?
• Tools for recruitment and development?
• Tools for coaching and management development?
• Percentage of the team with a development and career plan?
• What is the annual training plan and how is it balanced between formal and informal assets? ROI?
• What investments are being made in non-selling roles?
Virtual Team
Reps miss 6Q
Lost Password
VP absent
No PIPs in 7Q
Lose base @ 200%
Price sellers
Product driven training
1% with a plan
Sales is bad
Non-sales recognition
12. The Customer
Coverage
Model
Market
Strategy
Customer
Engagement
• Do your customers see the team as leader, laggard, innovator?
• Clear view of strengths and weaknesses versus the competition by segment? Products – solutions?
• Has the team identified which segments are the most important now and in the future?
• Does the team know the Top 10 accounts by region, segment or value?
• What is the industry strategy?
• Do you have a sales data warehouse to drive insight? (Propensity, white space, profiling)
• Do we know the right mix/level of resources needed to effectively serve each segment?
• Do we understand sales and support costs by segment and channel?
• Are resources aligned to segment lifecycle and size of growth opportunity?
• Are reps spending 50%+ of time on revenue generating activity?
• Across the customer lifecycle who touches the customer at what point?
• What internal teams contribute to renewals and upsell as part of the lifecycle? (Services, Care, etc)
• Do we measure interactions and satisfaction of the client base? Do measurements correlate to clear
action?
• How do clients view your team? Do they feel valued?
• Do we say thank-you?
• Is the team using the right frequency and vehicles for engagement (hospitality, voice/F2F/video)?
• Does sales facilitate successful engagements between internal teams and clients (professional services,
support, product development, marketing)?
• Is sales leader being effectively leveraged by the field and marketing? Is the entire executive team being
leveraged in the sales and customer life cycle?
Organic coverage model
No account planning
Price, price and price
No channel analysis
No lifetime value
No NSAT
Channel conflict
Internal focus
Only sales at client
No thank-you’s
13. Operations and Partner
Sales
Effectiveness
& Planning
Sales
Process
Partner
• View of sales pipeline at all points? (Velocity, drop out rates, probabilities, mapped to sales model)
• Is the process around contact defined and evolving?
• Is the team explicit about managing pricing? Disount management and where is price in sales process?
• Right sales processes beyond forecasting and price? (Cadence, opportunity reviews, territory planning,
escalation management, win-loss reviews)
• Right investment in sales tools and long term strategy?
• Sales processes standardized? Common language around people and sales process?
• Analytics provide deep insight into each segment, customer, buying cycles, propensity, profitability,
channel costs?
• Content and field update strategy?
• Collaboration, communication and industry strategy?
• How are territories and quotas created?
• Is planning process aligned to business requirements (Quota, budget, goals, scorecards)
• Collaboration between peer groups and sales in planning, budgeting and review process?
• How does the team go to market with partners?
• Do we have the right number of partners, channels or alliances to generate sales?
• Can we measure and understand what drives performance of each partner?
• How do partners and sales operate together? Sources of friction and collaboration.
• What programs, technologies are in place to support partners. Where do they overlap with Sales?
• Leadership view of partners?
• Does analysis exist on partner target markets related to channel cost, coverage, effectiveness?
Reps write their contracts
No Salesforce use
No account planning
Bad leads
Excel forecasts
No tool plan
Channel conflict
No data warehouse
No RFP process
Yearly quotas
14. The view from the frontline
Operations
CustomerPeople
Partner
No trust in
leaders (55%)
No coaching
or career plan
No skills
training
Old
technology
1-2 week
pricing
OK to
be
below
quota
No
measure
or insight
No industry depth
No
marketing
Poor
Comms
No input
into
decisions
No recogntion
(49%)
Quotas
did not
match
heads
Disjoined
Silos
No
sharing
No
win/loss
Technical Support
Excel
forecasting
Channel conflictManual
PPTs and
RFPs Manual
proposals
AMDOCS
Another
rep?
Bad
leads
Leaders don’t walk
the floor
HQ decisions
without the field
Leaders don’t walk
the talk
(Salesforce)
15. The Planning Stage
Bring together the views to assemble a clear view of the business
• 72 priorities over 24 months
Begin messaging across the organization
• To executives to mold perception around effort and define vision
• To individuals sell the vision and payoff
• To the company – commitment to Salesforce
• Condition of employment
• Salesforce as a single system promise and application of “Naughty 5%” rule
• LEADER walks the talk
• Broad messaging: MME, chatter, 1:1s, town halls, print
16.
17. The Importance of Stakeholder Management
Low disruption
Slower gains
Short-term disruption
Long term gains
18. People: Building a High Performance Sales Culture
Top people issues
• Training was product centric with no ROI
• Employees were not bought into owning their careers
• Managers were not coaches
Planning
• Map out high performance culture
• Gain alignment from HR and stakeholders to support transition
• Twelve month execution plan
• Leadership VISIBILITY critical through a culture change
Plan
Transform
19. Field council
Mentoring
Ride along
1:1 coaching
Skills & Product
Webinars
Speakers
Measurement
Role profiles (High
and low profiles)
Aptitude testing
Recruit Coaching &
Methodology
High Performance Sales Culture Target State
Formal
Learning
Recruit
Product
Skills
How to do my job
Onboard
Short term 1:1
Long term 1:1
Develop
Learning cupboard
HBR, Audible
Associations
Elite Sellers
Flex budget
Industry
Individual
Learning
Big & small wins
Social, programs
Virtual team
Small Thank-you
Field
Learning
Career
Territory – Account
Virtual team
Plan
Meeting in a box
Coaching the coach
1:1 Cadence
Coaching tools
Coaching
Culture
Formal process
Manager support
Executive review
Peer feedback
Formal processes
Performance
ManagementReview
Recognition
20. Field council
Mentoring
Ride along
1:1 coaching
Skills & Product
Webinars
Speakers
Measurement
Role profiles (High
and low profiles)
Aptitude testing
Recruit Coaching &
Methodology
High Performance Sales Culture Target State
Formal
Learning
Recruit
Product
Skills
How to do my job
Onboard
Short term 1:1
Long term 1:1
Develop
Learning cupboard
HBR, Audible
Associations
Elite Sellers
Flex budget
Industry
Individual
Learning
Big & small wins
Social, programs
Virtual team
Small Thank-you
Field
Learning
Career
Territory – Account
Virtual team
Plan
Meeting in a box
Coaching the coach
1:1 Cadence
Coaching tools
Coaching
Culture
Formal process
Manager support
Executive review
Peer feedback
Formal processes
Performance
ManagementReview
Recognition
21. Other People highlights and suggestions
Organizational standardization
• Span of control, national versus regional
Power of Work.com functionality
• Badging aligned to recognition, training career
• Organization performance, feedback and coaching
Culture of transparency and recognition
• Executive chatter, quarterly all-hands, regional all-hands, Monday Morning mail
• Employee feedback working groups
• Executive breakfasts in region
• Small awards: big awards, virtual teaming
• Marc Benioff : V2MOM process, collaboration and transparency
22. Operations, customer, partner transformation:
Top customer issues issues
• Lack of automation
• Too few or too many processes
• Lack of CRM (Salesforce.com) adoption
Planning
• Multi-stage implementation, integration and training
• Variable funding and change stages
• A journey …. better, better never best
Plan
Transform
23. Priority
Support systems
Territory planning
Forecasting
Pricing process
Retention
Loss reviews
Contact cleanup
Small business and profiling
Data insights
Existing
Fragmented
Nominal and manual
Excel and manual
Manual, no BOR, 2 weeks
Fragmented
None
None
Text fields in billing system
Call center lead crisis
Manual
Transformation
First strategy
Integrated
Automated
Automated
Integrated
192 with shared learning
Quarterly programs
191K prospects, close rates
Aggregating 5 sources
Operations transformation examples
90% +time
30-75% auto
win/loss
118% YoY
Hunter/farmer
24. 1
Data
Data
Mart
Purge
Cleans
e
Sort
Rank
Score
D.M.
Dialler
SFDC
Define
Message
SFDC
Activity
Keep
Warm
Cold call F2F
Phone Lead Gen
Direct Marketing
SFDC
#
D&B ARPU Units
Custome
r
Master
Right Party
Connect
Process
Update
Loading
• SFDC
• Hoover / d/b
• Lists/ other sources
• Billing (NMI)
• Survey cold calling
• Customer support
Current State Future State
2
Good / Bad
Opportunity
Yes / No
Worthwhile
Reporting
Yes
Lost
No
Yes
Good
Yes
No
No
Next
Step
s
Bad
1
Opp
Opp
TotalMarket
Data
Mart
SFDC
NMI
SFDC
LIST
Billing
Outreach
Slowly the Data Warehouse and SFDC expand to profile the
market
22
Build a customer masterData transformation whiteboard
25. Priority
Content
Workflows
Field in decision making
Travel costs
Channel insights
Distribution enhancements
Rep productivity
Quota setting
Existing
Everywhere and bad
Manual
None
No plan
Nominal
Fragmented, regional
Focus on quota
Annual and variable
Transformation
Proposals, emails, RFP
Credit card
Field council
Mobility and video
Cost per channel
Standardized (+40%)
Measured and clear +DD
Quarterly predictability
Operations transformation examples
26. Priority
Industry depth
Trusted advisor
Customer satisfaction
One organization
Leverage great customers
Sales and service synergy
Executive engagement
Channel conflict
Existing
Nominal
Mixed
None
Fragmented
Salesforce example
Salesforce example
Salesforce example
Frequent
Transformation
Chatter, solutions, mktg.
Measured, training, MBOs
Closed loop process, +7%
Joint reviews and planning
Dreamforce
Red Accounts, collaborate
Customer success culture
Dramatic change
Customer and Partner examples
27. The view from the rep 24 months later
Operations
CustomerPeople
Partner
Trust and
recognition
85%+
95% with a
career plan
Skills &
product
training
Latest
Technology
Business
Opp
Review
75%
at
quota
Deep
custome
r insight
Aligned, trained
and tools for
industry
Accurate
marketing
MME
Strategy
council
Quarterly
quotas
No silo
Chatter
Win – Loss
sharing
Technical Support
as a Partner
(using SFDC)
Automated
opps,
forecasting
Channel
partnerships
Marketing
managed
PPT &
RFP
repository
Automated
proposals
Clean
contacts
Minimize
change
Compensation
aligned to
hunting, renewals
and internal
activities
Automated
acct plans
Great
leads
How Salesforce runs Salesforce
Marketing cloud
Integrated analytics
Red Account Process
Social integrated to contact
Integrated communities
28. Understood the situation and had a plan
Transparency and communication ALL directions
People, people, people
A journey – take risks, learn, iterate
The beginners mind …… better, better never best
Parting thoughts on transformation success
29. Reach out to me
Michael Weening
mweening@salesforce.com
Success community https://success.salesforce.com/ Sales Transformation
Ways we can help
31. People Attrition
Attrition
Good
Bad
Could knowledge have been retained in different role?
Brand impact?
Effectives of recruitment profiling?
Management driven and controlled?
Was the attrition anticipated and backfill prepared?
What was the executive save process and truth
identified?
Quota ramp and reality? Territories?
Progress in learning journey?
Did manager know?
Did this get caught in people review process?
What was the mgmt. coaching cadence and
effectiveness?
Was duress identified and process in-flight?
How is the feedback showing up externally? (Glass
Door)
Performance managed out
Quit due to low performance
Income – missing quota
Territory perceptions
Training
Bad fit