This document discusses problems that sales teams commonly face and how the Occulus sales management system can help solve them. It notes that sales reps often spend over 50% of their time on deals that will not close or be won. Additionally, sales management lacks visibility into the pipeline and ability to track deals. Occulus provides a quantitative analysis of opportunities to improve forecasting accuracy, qualify leads better, and reduce time wasted on low-probability deals. It also allows sales managers to track individual opportunities and key performance metrics.
The document discusses problems companies face with their sales processes and pipelines. It notes that sales reps spend over 50% of their time on deals that are not real or they won't win. Additionally, many companies lack visibility into their sales pipelines and do not convert enough leads. The document then introduces Occulus as a sales tool and process that addresses these issues. Occulus provides quantitative analysis of opportunities, identifies low probability deals early, and improves forecasting accuracy through consistent opportunity assessments. It also allows for better sales management through key performance metrics and visibility into pipeline progress.
Buying Decisions Are Moving Higher In Organizations How Whenhlemke114
The document provides tips on how and when to implement tactics for dealing with purchasing decisions moving higher in organizations. It recommends re-evaluating opportunities to determine their viability and focus on gaining agreement on value and priority with key decision makers. The document also suggests customizing your approach based on where prospects are in their purchasing cycle, with different tactics for early versus late stages. Accessing senior executives earlier allows influencing the process more.
Salespeople face all sorts of distractions. Factors ranging from internal corporate demands to ramifications from a reeling economy and shifting competitive landscape all take a toll on their customer-facing time. So how do you keep them focused on their primary task at hand?
As competition grows, written business proposals are getting more and more complicated and become critical to small and mid sized business. However, they don't want to spend on a professional Bid & Proposal Management structure.
This document highlights the main Bid & Proposal Management challenges for SMEs, as well as showing how a mature process helps companies winning more bids and more profitable business.
GRA - Scenario Planning: Addressing a Capability Gap Affecting Industry Compe...Rebecca Manjra
Exponential population and technology growth is occurring at a rate never before seen in history. Together, these forces have created the data driven world we live in. The business landscape has become more competitive and complex given the increased level of capability required to scale, evolve and rapidly gain market share; shortening the business maturity lifecycle.
A critical success factor to survival and succeed in both nature and business is the ability to learn and implement quickly – to adapt and evolve. By reducing the time it takes for your business to know what’s happening, learn what is needed for success and implement, you can outpace your competitors and capture new opportunities.
Today, there is an imperative to turn the vast seas of data into information, something useable which drives insights and enables us to make decisions which optimally utilise assets and resources. In operational speak, this entire process is enabled by excellence in Scenario Planning.
This presentation covers the relevancy of Scenario Planning today including an analysis of the stages of S&OP maturity as well as a case study with Simplot, a leading Australian food manufacturer and a leader in S&OP maturity and Scenario Planning.
Bridging the Gap: Implementing CIO Leadership in Project ManagementAggregage
You may have a visionary CIO and very capable project managers. You may have the best tech, the latest software, and stellar talent. But if you can’t establish a dynamic, collaborative team with a clear mission, then your project will slip through the cracks. It’s time for CIOs to unlock their "people potential" and learn the leadership skills that will lead to satisfied project managers and more than satisfactory project results. Join Clint Padgett, CEO and President of Project Success Inc., and bridge the gap between CIOs and Project Managers to create a passionate and successful team.
Effective workforce planning can be difficult because of the challenges associated with determining overall headcount. Decision makers need greater insight into resource demands and costs associated with personnel planning. A strategic workforce plan will help your organization avoid under-staffing, over-staffing, or misallocating employees, which can severely halt growth.
Ken Fick, of Pierce The Fog, will discuss how many high-performance organizations manage to conduct workforce planning to ensure agility and success effectively. He will explain how their approach can be broken down into several strategies that will help you gain an edge over competitors and increase revenue for your organization.
Learning Objectives
After this webinar, you will be able to:
1. Discuss ways to forecast attrition and workforce demand planning.
2. Describe how to leverage workforce planning scenarios.
3. Develop a workforce plan to gain a productive advantage.
4. Give examples of how to reduce the impact of workforce fluctuations on strategic, operating, and financial plans.
MyBusinessPlans.com is a business plan development company founded in 2004 by Caroline and Mike Kenny, who have over 20 years of experience advising small businesses. They use a six-step approach to create custom, comprehensive business plans in as little as five days. Their plans meet SBA, bank, and investor requirements and provide an operating tool for clients. As experienced consultants who do all work in-house, MyBusinessPlans.com focuses on client satisfaction and referral business.
The document discusses problems companies face with their sales processes and pipelines. It notes that sales reps spend over 50% of their time on deals that are not real or they won't win. Additionally, many companies lack visibility into their sales pipelines and do not convert enough leads. The document then introduces Occulus as a sales tool and process that addresses these issues. Occulus provides quantitative analysis of opportunities, identifies low probability deals early, and improves forecasting accuracy through consistent opportunity assessments. It also allows for better sales management through key performance metrics and visibility into pipeline progress.
Buying Decisions Are Moving Higher In Organizations How Whenhlemke114
The document provides tips on how and when to implement tactics for dealing with purchasing decisions moving higher in organizations. It recommends re-evaluating opportunities to determine their viability and focus on gaining agreement on value and priority with key decision makers. The document also suggests customizing your approach based on where prospects are in their purchasing cycle, with different tactics for early versus late stages. Accessing senior executives earlier allows influencing the process more.
Salespeople face all sorts of distractions. Factors ranging from internal corporate demands to ramifications from a reeling economy and shifting competitive landscape all take a toll on their customer-facing time. So how do you keep them focused on their primary task at hand?
As competition grows, written business proposals are getting more and more complicated and become critical to small and mid sized business. However, they don't want to spend on a professional Bid & Proposal Management structure.
This document highlights the main Bid & Proposal Management challenges for SMEs, as well as showing how a mature process helps companies winning more bids and more profitable business.
GRA - Scenario Planning: Addressing a Capability Gap Affecting Industry Compe...Rebecca Manjra
Exponential population and technology growth is occurring at a rate never before seen in history. Together, these forces have created the data driven world we live in. The business landscape has become more competitive and complex given the increased level of capability required to scale, evolve and rapidly gain market share; shortening the business maturity lifecycle.
A critical success factor to survival and succeed in both nature and business is the ability to learn and implement quickly – to adapt and evolve. By reducing the time it takes for your business to know what’s happening, learn what is needed for success and implement, you can outpace your competitors and capture new opportunities.
Today, there is an imperative to turn the vast seas of data into information, something useable which drives insights and enables us to make decisions which optimally utilise assets and resources. In operational speak, this entire process is enabled by excellence in Scenario Planning.
This presentation covers the relevancy of Scenario Planning today including an analysis of the stages of S&OP maturity as well as a case study with Simplot, a leading Australian food manufacturer and a leader in S&OP maturity and Scenario Planning.
Bridging the Gap: Implementing CIO Leadership in Project ManagementAggregage
You may have a visionary CIO and very capable project managers. You may have the best tech, the latest software, and stellar talent. But if you can’t establish a dynamic, collaborative team with a clear mission, then your project will slip through the cracks. It’s time for CIOs to unlock their "people potential" and learn the leadership skills that will lead to satisfied project managers and more than satisfactory project results. Join Clint Padgett, CEO and President of Project Success Inc., and bridge the gap between CIOs and Project Managers to create a passionate and successful team.
Effective workforce planning can be difficult because of the challenges associated with determining overall headcount. Decision makers need greater insight into resource demands and costs associated with personnel planning. A strategic workforce plan will help your organization avoid under-staffing, over-staffing, or misallocating employees, which can severely halt growth.
Ken Fick, of Pierce The Fog, will discuss how many high-performance organizations manage to conduct workforce planning to ensure agility and success effectively. He will explain how their approach can be broken down into several strategies that will help you gain an edge over competitors and increase revenue for your organization.
Learning Objectives
After this webinar, you will be able to:
1. Discuss ways to forecast attrition and workforce demand planning.
2. Describe how to leverage workforce planning scenarios.
3. Develop a workforce plan to gain a productive advantage.
4. Give examples of how to reduce the impact of workforce fluctuations on strategic, operating, and financial plans.
MyBusinessPlans.com is a business plan development company founded in 2004 by Caroline and Mike Kenny, who have over 20 years of experience advising small businesses. They use a six-step approach to create custom, comprehensive business plans in as little as five days. Their plans meet SBA, bank, and investor requirements and provide an operating tool for clients. As experienced consultants who do all work in-house, MyBusinessPlans.com focuses on client satisfaction and referral business.
"Surviving and Thriving Through Huge Growth" addresses how support organizations can maximize business growth, while containing and managing Operational Expenses and Headcount.
The document summarizes the results of a survey of 40 sales leaders regarding the changing role of sales professionals. Key findings include:
1) Sales leaders see significant changes occurring in how sales professionals manage relationships and conduct business development.
2) Prospects now expect salespeople to act as strategic business partners who can provide solutions and quantify ROI, rather than just pitching products.
3) The biggest gap between successful and unsuccessful salespeople is the ability to develop a quality prospect pipeline through strategic planning and business development skills.
4) Sales training programs have not adequately prepared salespeople for these changing demands, and salespeople now need skills like thought leadership, understanding customer industries, and demonstrating quantitative business impact.
This document provides guidance on differentiating yourself from competitors and effectively selling to clients. It advises executives to uncover clients' "hot buttons" and challenges, and craft a vision that connects emotionally by contrasting clients' current pains with how their goals could be achieved. Sellers should ask strategic questions to explore problems, build urgency for change, and link solutions to desired outcomes, rather than just pitching products. The key is to create value by solving unrecognized issues and seizing unanticipated opportunities.
Buying Decisions Are Moving Higher In Organizations What Whyhlemke114
1) Buying decisions are moving higher in organizations as senior management more closely reviews large purchases and projects due to reduced revenues and cash flows.
2) The document recommends focusing sales efforts on high priority prospects and projects that demonstrate value and cost justification, which are more likely to be approved by senior management.
3) Gaining access to senior executives early in new opportunities and helping existing champions make the case for priority projects to their managers increases the chances of project approval.
Learn how to identify common process issues and red flags in your CRM data to create coaching moments with your team.
By acting on red flags early, organizations have seen as much as a 2x improvement in lead-to-revenue conversation rates.
This document provides guidance on creating an effective business plan. It discusses the benefits of a business plan, including focusing ideas, creating a management track, identifying milestones, and attracting investors. The business plan should analyze strengths, weaknesses, opportunities, and threats. It should also demonstrate a source of value, a team that can execute the plan, and a sustainable product/service position. Getting input from professionals can enhance the business plan and chances of success.
This is my graphic work portfolio. I enjoy doing it and would like to share it to you this way. Never knows, maybe you want a good-looking logo for yourself, family or company ;-). Enjoy it.
Best regards, Tom Foltyn
This document summarizes research from CSO Insights and Aberdeen Group showing that sales teams waste over 50% of their time on deals that will not close. It proposes that by continuously tracking and measuring deal attributes from prospecting to close, companies can increase wins by 11%, improve forecasting accuracy by 40%, reduce no-decision deals by 32%, and boost manager productivity by 15%. Continuous measurement is presented as the solution to better manage the sales pipeline and optimize sales performance.
This document summarizes research from CSO Insights and Aberdeen Group showing that sales teams waste over 50% of their time on deals that will not close. It proposes that by continuously tracking and measuring deal attributes from prospecting to close, organizations can increase wins by 9%, improve forecasting accuracy by 40%, reduce no-decision deals by 32%, and boost sales manager productivity by 15%. Continuous measurement is presented as the solution to better manage the sales pipeline and optimize sales performance.
Litti's Cafe business plan outlines objectives to earn profits through trust, taste and customer attraction with simple hygienic food at reasonable prices. The plan details visions of business expansion and product diversification to meet customer demand. Strengths include moderate investment and healthy environment, while weaknesses are being new to the market and less variety availability. Opportunities exist in monopoly of outside campus market and large target customer base, while threats include rising costs and new competition.
Strategic planning at the corporate level concerns four main issues: providing an objective-strategy design, specifying growth objectives and competitive advantages, facilitating value delivery through upstream marketing and innovation, and tackling issues related to the future, environment, business portfolio, and integration. Strategic planning helps craft innovation into every firm activity and facilitates value delivery by addressing important upstream marketing activities.
1. The document discusses the new product development process and product life cycle strategies. It outlines the typical causes of new product failures and the steps companies should take to develop successful new products.
2. The new product development process involves idea generation and screening, concept development and testing, developing a marketing strategy, business analysis, test marketing, and commercialization.
3. The product life cycle typically involves an introduction stage with low sales and profits, a growth stage with rapidly rising sales and profits, a maturity stage with peak sales and profits, and a decline stage with falling sales and profits. The marketing objectives and strategies differ depending on the life cycle stage.
This document discusses the need for a new perspective in understanding marketing. Traditionally, marketing has been addressed through the customer and 4P framework, but this has failed to emphasize value delivery. The document outlines criticisms of marketing's performance, including failing to deliver targeted financial and customer retention goals. It argues that marketing has been under attack because it ignored value delivery, which is the foundation of customer satisfaction. Marketing became too focused on the 4P framework at a tactical level and neglected individual customer needs. A paradigm shift is needed to center marketing on value delivery through a new perspective.
The document discusses the value framework in marketing. It represents a point of view about business where the fortunes of the firm depend on creating, communicating, and delivering value to the market. The value framework is a corporate-level concern involving cross-functional collaboration to understand how to offer value to customers, communicate this value effectively, and enhance value over time through innovation and co-creation with customers.
The document discusses marketing strategy and its importance. It explains that marketing strategy helps achieve marketing objectives and specifies how a company will compete in its industry. It also determines which market segments and products a company will target, who its competitors are, and how it will differentiate itself. The document then outlines the 'STP Plus Marketing Mix' approach to formulating a marketing strategy, which involves segmentation, targeting, positioning, and assembling the optimal marketing mix. It stresses that the marketing mix must be tailored to customers and adjusted based on changes in the environment, customers, and product lifecycle.
"Surviving and Thriving Through Huge Growth" addresses how support organizations can maximize business growth, while containing and managing Operational Expenses and Headcount.
The document summarizes the results of a survey of 40 sales leaders regarding the changing role of sales professionals. Key findings include:
1) Sales leaders see significant changes occurring in how sales professionals manage relationships and conduct business development.
2) Prospects now expect salespeople to act as strategic business partners who can provide solutions and quantify ROI, rather than just pitching products.
3) The biggest gap between successful and unsuccessful salespeople is the ability to develop a quality prospect pipeline through strategic planning and business development skills.
4) Sales training programs have not adequately prepared salespeople for these changing demands, and salespeople now need skills like thought leadership, understanding customer industries, and demonstrating quantitative business impact.
This document provides guidance on differentiating yourself from competitors and effectively selling to clients. It advises executives to uncover clients' "hot buttons" and challenges, and craft a vision that connects emotionally by contrasting clients' current pains with how their goals could be achieved. Sellers should ask strategic questions to explore problems, build urgency for change, and link solutions to desired outcomes, rather than just pitching products. The key is to create value by solving unrecognized issues and seizing unanticipated opportunities.
Buying Decisions Are Moving Higher In Organizations What Whyhlemke114
1) Buying decisions are moving higher in organizations as senior management more closely reviews large purchases and projects due to reduced revenues and cash flows.
2) The document recommends focusing sales efforts on high priority prospects and projects that demonstrate value and cost justification, which are more likely to be approved by senior management.
3) Gaining access to senior executives early in new opportunities and helping existing champions make the case for priority projects to their managers increases the chances of project approval.
Learn how to identify common process issues and red flags in your CRM data to create coaching moments with your team.
By acting on red flags early, organizations have seen as much as a 2x improvement in lead-to-revenue conversation rates.
This document provides guidance on creating an effective business plan. It discusses the benefits of a business plan, including focusing ideas, creating a management track, identifying milestones, and attracting investors. The business plan should analyze strengths, weaknesses, opportunities, and threats. It should also demonstrate a source of value, a team that can execute the plan, and a sustainable product/service position. Getting input from professionals can enhance the business plan and chances of success.
This is my graphic work portfolio. I enjoy doing it and would like to share it to you this way. Never knows, maybe you want a good-looking logo for yourself, family or company ;-). Enjoy it.
Best regards, Tom Foltyn
This document summarizes research from CSO Insights and Aberdeen Group showing that sales teams waste over 50% of their time on deals that will not close. It proposes that by continuously tracking and measuring deal attributes from prospecting to close, companies can increase wins by 11%, improve forecasting accuracy by 40%, reduce no-decision deals by 32%, and boost manager productivity by 15%. Continuous measurement is presented as the solution to better manage the sales pipeline and optimize sales performance.
This document summarizes research from CSO Insights and Aberdeen Group showing that sales teams waste over 50% of their time on deals that will not close. It proposes that by continuously tracking and measuring deal attributes from prospecting to close, organizations can increase wins by 9%, improve forecasting accuracy by 40%, reduce no-decision deals by 32%, and boost sales manager productivity by 15%. Continuous measurement is presented as the solution to better manage the sales pipeline and optimize sales performance.
Litti's Cafe business plan outlines objectives to earn profits through trust, taste and customer attraction with simple hygienic food at reasonable prices. The plan details visions of business expansion and product diversification to meet customer demand. Strengths include moderate investment and healthy environment, while weaknesses are being new to the market and less variety availability. Opportunities exist in monopoly of outside campus market and large target customer base, while threats include rising costs and new competition.
Strategic planning at the corporate level concerns four main issues: providing an objective-strategy design, specifying growth objectives and competitive advantages, facilitating value delivery through upstream marketing and innovation, and tackling issues related to the future, environment, business portfolio, and integration. Strategic planning helps craft innovation into every firm activity and facilitates value delivery by addressing important upstream marketing activities.
1. The document discusses the new product development process and product life cycle strategies. It outlines the typical causes of new product failures and the steps companies should take to develop successful new products.
2. The new product development process involves idea generation and screening, concept development and testing, developing a marketing strategy, business analysis, test marketing, and commercialization.
3. The product life cycle typically involves an introduction stage with low sales and profits, a growth stage with rapidly rising sales and profits, a maturity stage with peak sales and profits, and a decline stage with falling sales and profits. The marketing objectives and strategies differ depending on the life cycle stage.
This document discusses the need for a new perspective in understanding marketing. Traditionally, marketing has been addressed through the customer and 4P framework, but this has failed to emphasize value delivery. The document outlines criticisms of marketing's performance, including failing to deliver targeted financial and customer retention goals. It argues that marketing has been under attack because it ignored value delivery, which is the foundation of customer satisfaction. Marketing became too focused on the 4P framework at a tactical level and neglected individual customer needs. A paradigm shift is needed to center marketing on value delivery through a new perspective.
The document discusses the value framework in marketing. It represents a point of view about business where the fortunes of the firm depend on creating, communicating, and delivering value to the market. The value framework is a corporate-level concern involving cross-functional collaboration to understand how to offer value to customers, communicate this value effectively, and enhance value over time through innovation and co-creation with customers.
The document discusses marketing strategy and its importance. It explains that marketing strategy helps achieve marketing objectives and specifies how a company will compete in its industry. It also determines which market segments and products a company will target, who its competitors are, and how it will differentiate itself. The document then outlines the 'STP Plus Marketing Mix' approach to formulating a marketing strategy, which involves segmentation, targeting, positioning, and assembling the optimal marketing mix. It stresses that the marketing mix must be tailored to customers and adjusted based on changes in the environment, customers, and product lifecycle.
The document discusses various perspectives on marketing including the exchange concept, production concept, product concept, and marketing concept. It explains that marketing revolves around meeting customer needs and generating customer satisfaction for profit, while selling focuses on the needs of the seller. The marketing concept establishes that the customer should be the central focus of business efforts and all goals should be achieved through customer orientation. The document argues that a new value perspective is needed to provide practical direction for marketing as customer orientation alone is not sufficient.
The document discusses the value framework in marketing. It represents a point of view about business where the fortunes of the firm depend on creating, communicating, and delivering value to the market. The value framework is a corporate-level concern involving cross-functional collaboration to understand how to offer value to customers, communicate this value effectively, and enhance value over time through innovation and co-creation with customers.
The document discusses consumer buying behavior and factors that influence purchase decisions. It covers various models of consumer behavior including the economic model, learning model, psychoanalytical model, and sociological model. It also discusses Maslow's hierarchy of needs, characteristics affecting consumer behavior, motives, habits, the buying process, and factors like culture, social groups, and personality that influence consumer decisions. Finally, it analyzes the Indian consumer market and classifications based on economic status.
This document summarizes research from CSO Insights and The Aberdeen Group showing that sales teams waste over 50% of their time on deals that will not close. It proposes that by continuously tracking and measuring key attributes of each deal from initial contact through close, companies can increase wins by 11%, improve forecasting accuracy by 40%, reduce no-decision deals by 32%, and boost sales manager productivity by 15%. Continuous measurement and visibility into the pipeline is presented as the solution to these issues.
4Growth Large Opportunity Validation SystemDavid Sharples
4Growth's LOVS (Large Opportunity Validation System) is a tool for sales organizations to test the veracity of important sales deals in the forecast. LOVS provides a playbook of next steps which includes activities required to either pursue or abandon deals based on specific analysis and qualification.
This document discusses the need for companies to change their approach to lead management by making the process more effective. It notes that the traditional lead management process spanning marketing and sales is often inefficient. Specifically, it highlights that most companies cannot track ROI on their lead generation spending or use metrics that truly measure marketing effectiveness. It also states that the majority of lead nurturing responsibility still falls to overburdened sales teams. The document argues that for companies to keep up with changing buyer expectations, the entire lead generation to revenue process needs to be optimized with a focus on metrics, marketing accountability, and improved lead nurturing practices.
The document is about a sales training and development program called STDP provided by Service On Sight Research & Consultancy Inc. It discusses focusing on individual performance to enhance team goals in 2010. The program aims to develop good sales habits that will make a difference through daily, weekly, and monthly activities. It ensures participants understand effective sales processes and techniques, how to motivate clients and overcome objections, and the importance of self-management through activities like managing a sales pipeline. The program covers modules to improve various sales skills and habits over three levels for an increased commission.
This survey identifies current challenges and best practices for hiring B2B salespeople.
Sales is the lifeblood of business. Although there have been many advances in sales and marketing automation, B2B sales success still depends heavily on people. Nothing will doom a sales leader faster than open territories, neglected accounts, bad hires and poor onboarding.
Sales leaders face incredible pressure to hire fast but also hire well. Achieving these seemingly opposing objectives is possible but requires effective sales hiring practices.
For this reason, we partnered with SellingPower® to survey gain insight into sales hiring problems and solutions. To this end, we surveyed not only sales leaders but also recruiters and sales reps to uncover perceptions, expectations and preferences.
This document discusses the need for marketing accountability and outlines steps to implement it. It notes that few marketers define clear objectives for campaigns, spend time on media strategy, or generate positive ROI. Marketers are seen as unfocused and irresponsible by CEOs. The document advocates demonstrating financial ROI, being business savvy, setting KPIs, measuring performance, and learning skills to sustain accountability. It provides examples of companies with aligned marketing and sales outperforming others and lists 6 steps to implement accountability, including defining goals and metrics and setting up governance. The overall message is that accountability is needed for marketing to be an effective business driver.
Sales win loss analysis - Increase your sales closure ratio by 10% in less th...Roch Gauthier
This free eBooklet contains all the information and best practices you need to start a sales win/loss analysis program. You will learn how to:
1) Figure out what sales win/loss analysis is worth to your organization
2) Sell the idea to management
3) Conduct sales win/loss analyses
4) Leverage the sales win/loss insight and lessons learned
Why Your Customer HealthScore is Useless and How to Overcome ItBoaz S. Maor
Customer Health Score (CHS) is a common and helpful metric for Customer Success Managers (CSM). But, it is insufficient to address opportunities and challenges with your customers. Why? Because it focuses on the vendor-customer relationship and fails to assess the maturity of the customer in running their business.
This is why Ralf Wiggten and I recently coined the term Customer Maturity Index (CMI) and developed a methodology for its calculation. Combining CMI with CHS provides the clarity needed for effective playbooks to maximize both the customer’s success and yours from the relationship.
This presentation explores the short-comings of common Customer Health Scores, provides the case for Customer Maturity Index, details a suggested methodology for CMI development within a company and provides practical tools for such development.
Imaginasium's President and CEO Patrick Hopkins presents how to do more effective recruiting by transforming your culture into a unique differentiator using the principles of "inside-out" marketing.
A progressive commitment – the sales and marketing marriage (Meagen Eisenberg)B2B Marketing Forum
The successful marriage of sales and marketing derives from a progressive commitment around building the relationship together, transparency in results and habitual communication. Marketing technologies are transforming marketing and sales by delivering the platform, necessary efficiencies and innovation to sustain and accelerate the relationship. Whether you are embarking on a relationship or need to renew your vows, walk away with actionable partnering techniques.
Paul Roetzer presented on how to stop client churn in marketing agencies. He discussed how most agencies lose clients within 11 months on average due to overpromising and underdelivering, as well as a lack of focus on outcomes. Roetzer outlined 4 steps agencies can take to reduce churn: 1) Assess client strengths and potential upfront; 2) Offer integrated marketing services; 3) Benchmark performance with formal scorecards; and 4) Connect marketing actions and spending to target audiences and key performance indicators. Taking these steps helps agencies focus on retention, deliver results for clients, and make client relationships more profitable long-term.
getSayDo - how to run a pilot - brand management servicegetSayDo
The document outlines how to run a pilot of the getSayDo feedback platform. It recommends starting with a small number of customer accounts and expanding gradually over quarters. The platform allows administrators to easily upload employee data and schedule feedback requests. Customers can provide feedback in about a minute via email. Employees can view real-time feedback dashboards on any device. Using getSayDo saves significant time over traditional feedback methods and provides an immediate ROI for organizations.
Optimizing Customer Experience - In House or Outsourced by Prof. Adré SchreuderICX Kenya
1) The document discusses optimizing customer experience and whether it should be handled in-house or outsourced. It notes that only 28% of customer experience professionals feel their programs are successful and 89% of companies will differentiate based on customer experience.
2) It discusses various approaches to customer experience including measurement, focusing on customer satisfaction and loyalty, and the importance of leadership, culture, and focusing operations on customers.
3) The presentation provides frameworks and models for assessing customer centricity maturity levels and developing a roadmap to improve customer experience.
Practical tips on using marketing automation to drive higher lead conversionB2B Marketing
This document discusses how marketing automation can be used to improve lead conversion rates. It notes that typically only 5% of generated leads are ready to buy. The buying cycle has become more complex, and marketing and sales need to be aligned. The company discussed faced challenges with an outdated funnel structure and wasting leads. They introduced new programs like nurture campaigns and aligned scoring models between marketing and sales. This resulted in reducing non-contacted leads to under 5% and doubling lead conversion rates within 12 months. Marketing automation tools are needed to manage leads through the entire process when paired with the right processes.
Do you know how fast you are going? Agile Tour London 2015Douglas Talbot
The document discusses measuring software development team performance through metrics like efficiency, effectiveness, employee sentiment, and relative performance compared to other teams. It suggests collecting a variety of data points over multiple stages to get a more holistic view of how fast a team is going, including efficiency metrics like lead time and throughput, effectiveness metrics like customer retention and value delivered, employee sentiment surveys, and finding ways to compare performance to other teams either internally through rotations or externally through collaborations. The goal is to understand if a team is truly fast, above average, or awesome and identify opportunities to accelerate their speed further.
The document provides information on obtaining investment for a business, noting that only 2% of business plans submitted to angels are funded, and outlines common reasons for rejection including lack of skills, no market opportunity, unproven concept, and inadequate financial returns or exit plan. It then discusses what investors look for in a successful investment, including a skilled team, big market opportunity, proven idea, scalable business model, and adequate financial returns within 3 years. Finally, it provides tips on strengthening an application, such as seeking strategic advice to improve chances of producing a high-growth business.
Taking the Guesswork out of Pipelines and ForecastsThe Naro Group
A healthy pipeline has velocity, with sales deals always moving. They are either continuously moving down the funnel towards a predictable closing date, or if an opportunity has lost momentum, it's qualified out of the sales pipeline altogether. This kind of pipeline has self-validating principles at each step in the sales process, with specific measures that help you understand not only where the real opportunities are, but also how your sales people are performing and what deals you can truly expect to close.
Motarme Customer Development workshop provided to participants of Trinity Launchbox, July 2015. Includes a definition of Customer Development, some techniques for testing and validating a new product, leading into a process for Customer Acquisition. Also quick review of Agile principles. Includes list of recommended links / books.
This white paper discusses why small businesses are experiencing a decline in lead volume and quality, and acts as a step-by-step guide for lead generation in "the new normal".
1. Why are Weather Networks
the most popular (non; Search,
Social Media, Gov’t) websites in
North America?
You can’t change the weather!
Occulus Inc. 1
2. However……….
what you can change is how
you react to the information
provided and how you manage
your activities.
As Peter Drucker said………
Occulus Inc. 2
4. CSO Insights
In their 2012 ‘Optimizing Win Rates’ research
report on 1,500+ companies, CSO Insight’s found
that on average, of the deals that were
Forecast to WIN, the net results were:
• WON 46%
• LOST 30%
• NO DECISION 24%
www.CSOInsights.com
Occulus Inc. 4
5. The Aberdeen Group
In their 2012 Report, ‘Lead-to-Win 2012’, The
Aberdeen Group found that of the companies in
the research, that;
•29% said they did not have sufficient
visibility into and control of the sales
pipeline
•48% said they didn’t convert enough leads
into sales
www.Aberdeen.com
Occulus Inc. 5
6. The Bottom Line
Sales Reps
Are spending over 50% of their time pursuing deals that;
1. Are not real (No Decision = 24%), or
2. They won’t win (LOST = 30%)
Sales Management
1. Does not have enough visibility into the pipeline
to track deals (29% of companies)
2. Sales Reps are not converting enough leads into
sales (48% of companies)
Occulus Inc. 6
7. Why is this happening?
Lack of definable and
Sales Cycle Suspects measureable KPI’s.
Lack of visibility of opportunities
25% Prospects once they are in the pipeline.
?
No methodology to track the
50%
progress of the opportunity.
Qualified
70% Highly subjective assessment of
Prospects
the quality of opportunities.
80% Inconsistent definitions of quality
of opportunity across sales force.
90%
No methodology to identify low
probability opportunities.
Closed 100%
Customers
Occulus Inc. 7
8. Sales Management Problems/Concerns
1. Low forecasting accuracy.
2. Not enough qualified opportunities in the pipeline
3. Too many “No Decisions”
4. Too many opportunities slip into next Quarter
5. Too much time wasted on low quality prospects
6. End-of-Quarter panic/challenges
7. Not enough NEW business
8. Not enough time to coach sales reps
9. On-Boarding of new hires takes too long
Occulus Inc. 8
9. How do you fix this Problem?
By tracking opportunities from
Sales Cycle Suspects first contact, to close.
Phase I
Prospects By providing assessments based
Phase 2
on quantitative analysis.
Poorly Qualified
Phase 3 By qualifying opportunities on
Moderately Winning and Close Date
Phase 4 Qualified
Qualified
By identifying low probability
Phase 5
opportunities quickly.
Phase 6 Well Qualified
By Identifying KPI’s (define) to track
Phase 7 Extremely Well
Qualified individual & group progress.
By creating a consistent set of
Closed 100%
Customers definitions across sales force.
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10. How does your CRM fix
These Problems?
It doesn’t!
Your CRM was designed to capture
customer information and account
activity by sales, support. Not to
track individual sales Opportunities
through the pipeline. CRM’s are for
data, not strategy.
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12. A strategic sales management
system that will fundamentally
improve how your sales teams sell
and how you coach and manage
them by allowing you to tracks &
measure individual sales Opportunities
from first contact to Close;
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13. Occulus provides major benefits
at all levels of the sales force:
• Sales Rep
• Sales Manager
• C-Suite / Executive
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14. A Sales Tool that:
◦ Provides a quantitative & qualitative analysis of sales
opportunities
◦ Provides an objective assessment of where the sales rep is
with an opportunity (Prob. of Winning, Prob. of closing by
Close Date)
◦ Provides coaching advice to sales reps and helps them
close more business (Missing Information, Action Items)
◦ Improves forecasting accuracy and reduces Close Date
Slippage (CDS)
◦ Identifies low probability opportunities quickly
◦ Identifies opportunities that have stalled
◦ Allows the sales rep to close deals with fewer calls
◦ Allows for better and more efficient communication with
sales management on specific opportunities
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15. A Sales Force Management Process that:
◦ Allows for better management the forecast & pipeline
◦ Eliminates subjectivity from opportunity assessments
◦ Provides a consistent team-wide assessment of
opportunities
◦ Eliminates Close Date Slippage (CDS)
◦ Eliminates End-of-Quarter surprises
◦ Allows for more effectively engagement with the Sales
Reps on specific deals
◦ Provides a more effective means to manage & coach the
sales teams
◦ Provides Key Performance Indexes to improve sales
management & increase efficiencies
◦ Provides early identification of potential problem areas
and risk
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16. C-suite Sales Management Process that:
◦ Provides visibility into the sales pipelines
◦ Provides more accurate sales information
◦ Provides more accurate forecast
◦ Eliminates End-of-Quarter surprises
◦ Allows for better management of the sales force
◦ Provides KPI’s to measure and compare sales force
performance
◦ Reduces the cost of closing a sale
◦ Reduces sales rep on-boarding time
◦ Increases new hire revenues
◦ Provides a significant year-over-year ROI
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17. Occulus Solves These Problems
1. Low forecasting accuracy.
2. Not enough qualified opportunities in the
pipeline
3. Too many “No Decisions”
4. Opportunities slip into next Quarter
5. Too much time wasted on low quality prospects
6. End-of-Quarter panic/challenges
7. Not enough NEW business
8. Not enough time to effectively coach sales reps
9. On-Boarding of new hires takes too long
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18. By Measuring:
Phase of the Suspects
Sales Cycle DEGREE of KEY PERFORMANCE
QUALIFICATION INDEXES
Phase I
Suspect To Prospect
Prospects
Phase 2 Conversion Ratio
Poorly Qualified
Phase 3 Qualified Pipeline Ratio
Phase 4
Moderately SKEW Ratio
Qualified
Phase 5 Close Date Slippage Ratio
Qualified
Phase 6 Current Status
Well Qualified
Phase 7 Forecasting Accuracy
Extremely Well
Qualified Win / Loss Ratio
Closed 100%
Customers
Prob. of Winning Prob. of Closing (Time)
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19. How Does Occulus Solve These
Problems?
1. Forecasting accuracy is low.
Occulus improves forecasting accuracy by providing an objective
analysis of opportunities along 2 axes,
• Prob. of Winning
• Prob. of closing by the forecast Close Date
thereby eliminating subjectivity and guesswork from the
forecast.
2. Not enough qualified opportunities in the pipeline.
The Occulus Prospecting Module allows you to define up to 5 pre-
qualification criteria ensuring that only ‘real’ opportunities make it
into the sales pipeline. Occulus’ ongoing and iterative analysis
ensures that only those opportunities where the sales rep has a
realistic expectation of success remain in the pipeline.
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20. How Does Occulus Solve These
Problems?
3. Too many “No Decisions”
Occulus identifies low probability opportunities early in the sales
cycle before time and resources are wasted on them.
4. Opportunities slip into next Quarter (CDS)
By qualifying opportunities along the time axis, Occulus will inform
the sales rep (and sales manager) of the probability of an
opportunity closing by the forecasted Close Date, thereby
significantly reducing Close Date Slippage (CDS)
5. Too much time wasted on low quality prospects
Occulus identifies low probability opportunities early in the sales
cycle before time and resources can be wasted on them.
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21. How Does Occulus Solve These
Problems?
6. End-of-Quarter surprises
By combining Occulus’ 2 dimension analysis (Win & Time) with
Occulus’ SKEW measurements, end of quarter challenges and risk
can be indentified early in the quarter and remedial action can be
implemented.
Note: SKEW is a measure of the degree to which opportunities are
forecast to close in the last week of the quarter. SKEW is also known
as the ‘hockey-stick’ effect.
7. Not enough NEW business
Occulus identifies and measures new business opportunities and
allows sales manage to set goals and track new business
achievement.
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22. How Does Occulus Solve These
Problems?
8. On-Boarding of new hires takes too long
Occulus is a simple and straight-forward sales process that is both
highly intuitive and self-calibrating that will reduce the on-
boarding time for new hires by up to 30%. In addition to saving
time and money Occulus will also increase new hire revenues and
maintain market share in new hire territories.
9. Speed of deployment.
As Occulus is simple and easy to use, your sales reps can up and
running in a matter of hours as opposed to days or weeks
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23. Integrated with your CRM or
standalone, Occulus will provide
you with ability to measure critical
attributes of the opportunities in
your pipeline and manage them
more effectively.
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24. FOCUS: Selling
TOTAL VIEW By Opportunity
- Status
Contact Information C - Strategy
- Next Steps
U - RISK
C History
S
T
R O
M
M Customer Analysis
E
Sales, Support, Marketing etc R
Opp Status
Forecast Data
KPI’s
- SPR
- QPR
- SKEW
- Etc
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25. By combining the analytic strength and opportunity
focus of Occulus with the Account focus of your CRM
you will be providing your sales force with an
integrated process that will allow them to not only
manage their accounts more effectively but close
more business, maintain market share and provide
more meaningful and accurate information to sales
management.
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26. FOCUS:
By Opportunity
- Status
C - Strategy
- Next Steps
U - RISK
S
REPORTS
Forecast Data
KPI’s
- SPR T
O
- QPR
- SKEW
M
- Etc
EXPORT
E
R
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27. Simple question & multiple choice answer format.
Easy to use: intuitive & Graphical.
Immediate: results are available immediately.
Tactical: focuses on deals currently in the forecast &
pipeline.
Accurate: analysis is based on the accumulated
knowledge and experiences of thousands of sales
professionals, sales trainers and sales coaches;
combined with rigorous statistical analysis and
proprietary algorithms.
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28. Occulus Iterative Analysis
Occulus Outputs
Step 1: Enter Type of
Win/Close Probabilities
Opportunity Data Project Name
Sale Low Score High
Contact, WIN 76% 82% 88%
Amount
Close CLOSE 62% 73% 84%
Date Step 3:
Degree of
Step 2: Answer the Run Analysis
Qualification
Questions
Proposed
Confidence
Solution
Analyze
Factor
Decision
Opportunity Process
Competition
Description WIN / CLOSE
Chart
Relationship
Timing
SWOT
Chart
Step 5: Update Answers Detailed SWOT
& Re-Run Analysis Analysis
Velocity Missing
Chart Action Information Step 4: Review
Items Analysis & Implement
Occulus Inc. Guidance 28
29. Actual End User Survey – determine value of Occulus in normal
use over 1 year period
Sales reps (95+) – gave 8.9/10 rating
◦ Win more business & engage prospects at higher level
◦ Helped closing and forecasting accuracy, in particular the accuracy of
close date
◦ provided important guidance as to how to close a sale
Sales managers (8+) – gave 9.9/10 rating
◦ 40% increase in forecasting accuracy
◦ 12.5% improvement in Sales Manager productivity
◦ 17% increase in new hire revenues
◦ 30% reduction in new hire ramp-up time
◦ 32% reduction in No-Decisions deals
◦ >300% ROI using Occulus
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30. “Occulus is the first tool I've ever used that has actually helped me
close a deal”
“Best sales software I’ve ever used”
“Forecasting accuracy is a lot better”
“Occulus has made me more productive”
“Makes me a differentiator with the customer, and gives me an
extra edge over the competition”
“A brilliant tool, that identifies the GAP, monitors my status”
“Critical in financial planning and forecasting, for the first time I
have a trusted view into the sales process”
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31. Improved sales rep ‘Win Ratios’
Increased revenues
More accurate forecasts
Reduced Close Date Slippage (CDS)
Fewer sales calls to close a deal
Faster ramp-up time for new hires
Increased Sales Manager productivity
Better financial results
More accurate reporting
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