1) The document discusses dynamic sales management techniques for improving pipeline velocity, forecast accuracy, and revenue. It outlines a process of detecting issues through data analysis, asking questions, and taking corrective actions.
2) Key aspects of the dynamic sales management approach include monitoring pipeline velocity drivers like conversion rates, deal sizes, and selling time; identifying variances from benchmarks; and using analytics to inform coaching and resource allocation decisions.
3) Implementing these dynamic sales management processes through regular meetings and coaching can optimize resources, improve forecasting, and accelerate revenue growth compared to more static sales management 1.0 techniques.
The document discusses the growth and importance of sales operations teams over time. It outlines key processes and roles within sales operations, including managing sales tools, data, metrics, and enabling the sales force. It also notes challenges such as ensuring sales operations teams have a clear purpose and that launching new capabilities is well-planned.
Based on his recent 60-minute Work.com webinar, former COO of eBay, Maynard Webb, shares the hard-won lessons and key strategies for improving the performance of your sales team gained during his remarkable rise from entry-level employee at IBM to one of the most respected figures in Silicon Valley.
Key Takeaways:
1. Achieve your goals by learning to focus on what matters most
2. Empower your sales team to overcome obstacles and boost productivity
3. Navigate today's constantly shifting workplace by thinking like an entrepreneur
Learn more about Salesforce Work.com at http://work.com
Maybe you've increasingly heard from B2B technology companies about the increasing importance of the Sales Operations function....
But what does it mean and how can if effect your business? This presentation provides a high level framework to unpack the question "What is Sales Operations" and how can you use it to drive growth in your business.
Selling the Value of Sales Operations to your Executive team Webinar 02/…Apttus
Slides from webinar on 2/26 with Sales Operations experts at Apttus, Xactly, The TAS Group, and Insidesales.com.
Sales Operations is a complex field charged with the responsibility of ensuring a high-performance sales team is running like a well-oiled machine. In spite of their key contribution to sales success, they are too often undervalued by the executive team. Ensure your executive team gains visibility into the contributions and successes of sales operations at your organization.
This document provides an overview of introducing a sales compensation program to an organization. It discusses engaging key stakeholders, key design considerations like salary/incentive splits and performance measures, transition considerations, developing a pilot program, and preparing to administer the plan. The presentation agenda includes are you ready for a sales comp plan, engaging stakeholders, design considerations, transition, pilot program, and administration. The document also provides a case study example of a company that implemented a sales compensation plan.
Building a SaaS Startup | Fernando Okumura | Lunch & Learn UCICove
About UCI Applied Innovation:
UCI Applied Innovation is a dynamic, innovative central platform for the UCI campus, entrepreneurs, inventors, the business community and investors to collaborate and move UCI research from lab to market.
About the Cove @ UCI:
To accelerate collaboration by better connecting innovation partners in Orange County, UCI Applied Innovation created the Cove, a physical, state-of-the-art hub for entrepreneurs to gather and navigate the resources available both on and off campus. The Cove is headquarters for UCI Applied Innovation, as well as houses several ecosystem partners including incubators, accelerators, angel investors, venture capitalists, mentors and legal experts.
Follow us on social media:
Facebook: @UCICove
Twitter: @UCICove
Instagram: @UCICove
LinkedIn: @UCIAppliedInnovation
For more information:
cove@uci.edu
http://innovation.uci.edu/
Part 1 of a 2-part series on how a new Sales Operations Leader navigates their first 12 months on the job. Learn the steps needed for success and also the tools to help along the way. Free job aids are available to download as well as a free copy of the ebook on the last slide.
The document discusses the growth and importance of sales operations teams over time. It outlines key processes and roles within sales operations, including managing sales tools, data, metrics, and enabling the sales force. It also notes challenges such as ensuring sales operations teams have a clear purpose and that launching new capabilities is well-planned.
Based on his recent 60-minute Work.com webinar, former COO of eBay, Maynard Webb, shares the hard-won lessons and key strategies for improving the performance of your sales team gained during his remarkable rise from entry-level employee at IBM to one of the most respected figures in Silicon Valley.
Key Takeaways:
1. Achieve your goals by learning to focus on what matters most
2. Empower your sales team to overcome obstacles and boost productivity
3. Navigate today's constantly shifting workplace by thinking like an entrepreneur
Learn more about Salesforce Work.com at http://work.com
Maybe you've increasingly heard from B2B technology companies about the increasing importance of the Sales Operations function....
But what does it mean and how can if effect your business? This presentation provides a high level framework to unpack the question "What is Sales Operations" and how can you use it to drive growth in your business.
Selling the Value of Sales Operations to your Executive team Webinar 02/…Apttus
Slides from webinar on 2/26 with Sales Operations experts at Apttus, Xactly, The TAS Group, and Insidesales.com.
Sales Operations is a complex field charged with the responsibility of ensuring a high-performance sales team is running like a well-oiled machine. In spite of their key contribution to sales success, they are too often undervalued by the executive team. Ensure your executive team gains visibility into the contributions and successes of sales operations at your organization.
This document provides an overview of introducing a sales compensation program to an organization. It discusses engaging key stakeholders, key design considerations like salary/incentive splits and performance measures, transition considerations, developing a pilot program, and preparing to administer the plan. The presentation agenda includes are you ready for a sales comp plan, engaging stakeholders, design considerations, transition, pilot program, and administration. The document also provides a case study example of a company that implemented a sales compensation plan.
Building a SaaS Startup | Fernando Okumura | Lunch & Learn UCICove
About UCI Applied Innovation:
UCI Applied Innovation is a dynamic, innovative central platform for the UCI campus, entrepreneurs, inventors, the business community and investors to collaborate and move UCI research from lab to market.
About the Cove @ UCI:
To accelerate collaboration by better connecting innovation partners in Orange County, UCI Applied Innovation created the Cove, a physical, state-of-the-art hub for entrepreneurs to gather and navigate the resources available both on and off campus. The Cove is headquarters for UCI Applied Innovation, as well as houses several ecosystem partners including incubators, accelerators, angel investors, venture capitalists, mentors and legal experts.
Follow us on social media:
Facebook: @UCICove
Twitter: @UCICove
Instagram: @UCICove
LinkedIn: @UCIAppliedInnovation
For more information:
cove@uci.edu
http://innovation.uci.edu/
Part 1 of a 2-part series on how a new Sales Operations Leader navigates their first 12 months on the job. Learn the steps needed for success and also the tools to help along the way. Free job aids are available to download as well as a free copy of the ebook on the last slide.
Sales Compensation: Tips and Tricks to Building a Powerful PlanRingLead
This document discusses creating compensation plans, specifically for millennial sales hires. It provides examples of metrics and goals that could be used in a comp plan, such as number of appointments set and opportunities created. An effective comp plan is simple, has clear structure and goals. It also discusses how to calculate potential revenue per rep based on deal size and close rate for different customer segments. The document emphasizes that top performance results from achieving goals in multiple areas, not just one metric, and notes the importance of tracking activities in CRM.
Key Account Management - Quarterly Research. In this research report, we review 3 case studies of key account management deployments and discuss various elements of success and failure. A presentation by Sales Benchmark Index.
Rewiring sales organization for growth and scaleBrowne & Mohan
With markets becoming volatile and uncertain, shortening of products and commoditization, sales function is facing huge challenges. Companies need to rewire their sales organization to provide it with enough flexibility, visibility, actionable intelligence and ownership for employees. In this Whitepaper, Browne & Mohan consultants share how to rewire sales organization to set the company for revenue growth and scaling up.
Use benchmarking and sales analysis to assess your sales compensation plans. A comprehensive view often times yields issues beyond the sales incentive component. Learn how to apply 16 tests and develop new sales incentive ideas. A presentation by Sales Benchmark Index.
Join senior presenters from Oracle and The TAS Group as they share how their joined technologies will help winning organizations to maximize their revenue potential and to accurately predict their success in 2010.
The document discusses best practices for designing an effective sales compensation plan. It recommends taking a multi-step process that involves analyzing historical performance, benchmarking against competitors, modeling costs, gaining cross-functional input, setting quotas and goals, and using planning software to reduce the timeline. It also emphasizes communicating the new plan clearly and training managers on the rollout.
Rationalization of marketing processes and the implementation of specialized marketing technology can lead to huge gains.
Unfortunately, the figures to support this statement are often too isolated or specific to a single case. They can seldom be applied to your situation, leaving you with poor evidence in front of the corporate judges when asking for your project approval.
The aim of this publication is to give you concepts and tool to create the final argument to enter the board room, and secure the budget for your operational marketing improvement project and deliver significant and sustainable value to department, company and shareholders.
This document provides an overview of the MAANZ MXpress Program for selling marketing plans. It discusses MAANZ International, the organization running the program, and its CEO Brian Monger. It then covers various topics related to developing and delivering effective presentations, including understanding the audience and objectives, organizing the message, choosing an appropriate delivery style, and techniques for presenting factual information visually through charts, graphs, and other aids. The overall purpose is to educate participants in the MAANZ MXpress Program on best practices for selling marketing plans through professional presentations.
This document provides information about Sales Strategy Consulting Ltd, an outsourced sales management and consulting company. Their main focus is complex sales and their mission is to support companies' sales forces to enter new markets quickly and without financial risk. They offer sales consulting, interim sales management, and in-house sales training services. Their goal is to generate value propositions for clients in the B2B marketplace.
Recruiting on a Budget | Robert Wever, Alexis Munger and Anton Plotkin | Lunc...UCICove
About UCI Applied Innovation:
UCI Applied Innovation is a dynamic, innovative central platform for the UCI campus, entrepreneurs, inventors, the business community and investors to collaborate and move UCI research from lab to market.
About the Cove @ UCI:
To accelerate collaboration by better connecting innovation partners in Orange County, UCI Applied Innovation created the Cove, a physical, state-of-the-art hub for entrepreneurs to gather and navigate the resources available both on and off campus. The Cove is headquarters for UCI Applied Innovation, as well as houses several ecosystem partners including incubators, accelerators, angel investors, venture capitalists, mentors and legal experts.
Follow us on social media:
Facebook: @UCICove
Twitter: @UCICove
Instagram: @UCICove
LinkedIn: @UCIAppliedInnovation
For more information:
cove@uci.edu
http://innovation.uci.edu/
The key pillars of Sales Operations. Sales ops are not only tasked with finding the solutions that will optimize Sales processes but also building a structure to drive a company’s revenue and growth forward.
SLC MMKT Products and Services OverviewThomas Dively
CEB provides resources and support to help sales organizations improve performance and drive business growth. This includes research, diagnostic tools, best practices, and advisory services. Key offerings include assessments of sales maturity, competencies, and initiatives; benchmarking against high-performing organizations; and support through meetings, workshops and training events. The goal is to equip sales leaders and teams with actionable solutions based on peer insights and proven strategies.
Xamun is a SaaS based comprehensive software suite for Consulting companies and freelancers. This Marketing Plan aims to acquire 50,000 subsribers on www.xamun.com within a period of 1 year and with a budget of $100,000
Growing the Top Line Without Growing the Sales Forcedreamforce2006
1. The document discusses growing a company's top line revenue without increasing headcount in the sales force. It presents an intelligent sales effectiveness platform to improve opportunities, sales cycle length, deal size, and win rate.
2. Zango implemented the platform which standardized their sales process, segmented their market clearly, and switched to Salesforce.com. This doubled their monthly revenue and tripled their sales installation rate within 6 months while reducing headcount.
3. Implementing the platform requires ongoing updates, allowing data to guide decisions, and recognizing that automation cannot replace good sales management. Continuous improvement is needed to maintain relevance.
The document discusses creating an optimal sales model for a company. It recommends focusing sales efforts on more face-to-face calls that meet customer expectations, having higher closing rates, and returning at least 10 hours per week to sales professionals for effective client interactions. It also recommends evaluating and optimizing sales activities, processes, tools, and infrastructure to increase productivity and sales velocity.
The document discusses improving collaboration between business and IT teams when implementing a new CRM system at Procter & Gamble Professional. It emphasizes starting with leadership alignment on goals, breaking down functional silos, focusing on business value through a phased approach, and strong project management to drive adoption. Key lessons include defining a clear business purpose, establishing guiding principles, and measuring success based on value delivered to the business.
BTM Capital Partners is a team of experienced executives who transform businesses through process enhancement and supply chain revitalization. They focus on areas like sales, marketing, finance, and operations that interact with customers. BTM follows a 5-step process of assessment, re-engineering, delivery, management, and measurement to significantly improve revenue, profitability, and customer experience while reducing costs. Their solutions are proven to deliver complete business transformations.
Strategic planning provides focus, alignment, and efficient use of resources. Two companies detailed their strategic planning journeys: HP implemented a sales transformation over 5 years with annual roadmaps, and Adobe focused on an enterprise lead-to-order system. Critical success factors included defining a governance process, prioritizing capabilities based on business value, tracking results, and analyzing ROI.
The document provides guidance on prospecting for revenue leaders. It discusses starting with the right revenue model, stopping revenue leakage, best lead sources, using lead nurture to double results, and aligning marketing and sales. An example case study shows how implementing new processes like prospecting funnels and intense nurture lowered costs per lead and improved pipeline coverage. The key takeaways are to fix revenue issues, focus on top lead sources, improve nurture, adopt a service level agreement, and avoid technology overkill.
Sales Compensation: Tips and Tricks to Building a Powerful PlanRingLead
This document discusses creating compensation plans, specifically for millennial sales hires. It provides examples of metrics and goals that could be used in a comp plan, such as number of appointments set and opportunities created. An effective comp plan is simple, has clear structure and goals. It also discusses how to calculate potential revenue per rep based on deal size and close rate for different customer segments. The document emphasizes that top performance results from achieving goals in multiple areas, not just one metric, and notes the importance of tracking activities in CRM.
Key Account Management - Quarterly Research. In this research report, we review 3 case studies of key account management deployments and discuss various elements of success and failure. A presentation by Sales Benchmark Index.
Rewiring sales organization for growth and scaleBrowne & Mohan
With markets becoming volatile and uncertain, shortening of products and commoditization, sales function is facing huge challenges. Companies need to rewire their sales organization to provide it with enough flexibility, visibility, actionable intelligence and ownership for employees. In this Whitepaper, Browne & Mohan consultants share how to rewire sales organization to set the company for revenue growth and scaling up.
Use benchmarking and sales analysis to assess your sales compensation plans. A comprehensive view often times yields issues beyond the sales incentive component. Learn how to apply 16 tests and develop new sales incentive ideas. A presentation by Sales Benchmark Index.
Join senior presenters from Oracle and The TAS Group as they share how their joined technologies will help winning organizations to maximize their revenue potential and to accurately predict their success in 2010.
The document discusses best practices for designing an effective sales compensation plan. It recommends taking a multi-step process that involves analyzing historical performance, benchmarking against competitors, modeling costs, gaining cross-functional input, setting quotas and goals, and using planning software to reduce the timeline. It also emphasizes communicating the new plan clearly and training managers on the rollout.
Rationalization of marketing processes and the implementation of specialized marketing technology can lead to huge gains.
Unfortunately, the figures to support this statement are often too isolated or specific to a single case. They can seldom be applied to your situation, leaving you with poor evidence in front of the corporate judges when asking for your project approval.
The aim of this publication is to give you concepts and tool to create the final argument to enter the board room, and secure the budget for your operational marketing improvement project and deliver significant and sustainable value to department, company and shareholders.
This document provides an overview of the MAANZ MXpress Program for selling marketing plans. It discusses MAANZ International, the organization running the program, and its CEO Brian Monger. It then covers various topics related to developing and delivering effective presentations, including understanding the audience and objectives, organizing the message, choosing an appropriate delivery style, and techniques for presenting factual information visually through charts, graphs, and other aids. The overall purpose is to educate participants in the MAANZ MXpress Program on best practices for selling marketing plans through professional presentations.
This document provides information about Sales Strategy Consulting Ltd, an outsourced sales management and consulting company. Their main focus is complex sales and their mission is to support companies' sales forces to enter new markets quickly and without financial risk. They offer sales consulting, interim sales management, and in-house sales training services. Their goal is to generate value propositions for clients in the B2B marketplace.
Recruiting on a Budget | Robert Wever, Alexis Munger and Anton Plotkin | Lunc...UCICove
About UCI Applied Innovation:
UCI Applied Innovation is a dynamic, innovative central platform for the UCI campus, entrepreneurs, inventors, the business community and investors to collaborate and move UCI research from lab to market.
About the Cove @ UCI:
To accelerate collaboration by better connecting innovation partners in Orange County, UCI Applied Innovation created the Cove, a physical, state-of-the-art hub for entrepreneurs to gather and navigate the resources available both on and off campus. The Cove is headquarters for UCI Applied Innovation, as well as houses several ecosystem partners including incubators, accelerators, angel investors, venture capitalists, mentors and legal experts.
Follow us on social media:
Facebook: @UCICove
Twitter: @UCICove
Instagram: @UCICove
LinkedIn: @UCIAppliedInnovation
For more information:
cove@uci.edu
http://innovation.uci.edu/
The key pillars of Sales Operations. Sales ops are not only tasked with finding the solutions that will optimize Sales processes but also building a structure to drive a company’s revenue and growth forward.
SLC MMKT Products and Services OverviewThomas Dively
CEB provides resources and support to help sales organizations improve performance and drive business growth. This includes research, diagnostic tools, best practices, and advisory services. Key offerings include assessments of sales maturity, competencies, and initiatives; benchmarking against high-performing organizations; and support through meetings, workshops and training events. The goal is to equip sales leaders and teams with actionable solutions based on peer insights and proven strategies.
Xamun is a SaaS based comprehensive software suite for Consulting companies and freelancers. This Marketing Plan aims to acquire 50,000 subsribers on www.xamun.com within a period of 1 year and with a budget of $100,000
Growing the Top Line Without Growing the Sales Forcedreamforce2006
1. The document discusses growing a company's top line revenue without increasing headcount in the sales force. It presents an intelligent sales effectiveness platform to improve opportunities, sales cycle length, deal size, and win rate.
2. Zango implemented the platform which standardized their sales process, segmented their market clearly, and switched to Salesforce.com. This doubled their monthly revenue and tripled their sales installation rate within 6 months while reducing headcount.
3. Implementing the platform requires ongoing updates, allowing data to guide decisions, and recognizing that automation cannot replace good sales management. Continuous improvement is needed to maintain relevance.
The document discusses creating an optimal sales model for a company. It recommends focusing sales efforts on more face-to-face calls that meet customer expectations, having higher closing rates, and returning at least 10 hours per week to sales professionals for effective client interactions. It also recommends evaluating and optimizing sales activities, processes, tools, and infrastructure to increase productivity and sales velocity.
The document discusses improving collaboration between business and IT teams when implementing a new CRM system at Procter & Gamble Professional. It emphasizes starting with leadership alignment on goals, breaking down functional silos, focusing on business value through a phased approach, and strong project management to drive adoption. Key lessons include defining a clear business purpose, establishing guiding principles, and measuring success based on value delivered to the business.
BTM Capital Partners is a team of experienced executives who transform businesses through process enhancement and supply chain revitalization. They focus on areas like sales, marketing, finance, and operations that interact with customers. BTM follows a 5-step process of assessment, re-engineering, delivery, management, and measurement to significantly improve revenue, profitability, and customer experience while reducing costs. Their solutions are proven to deliver complete business transformations.
Strategic planning provides focus, alignment, and efficient use of resources. Two companies detailed their strategic planning journeys: HP implemented a sales transformation over 5 years with annual roadmaps, and Adobe focused on an enterprise lead-to-order system. Critical success factors included defining a governance process, prioritizing capabilities based on business value, tracking results, and analyzing ROI.
The document provides guidance on prospecting for revenue leaders. It discusses starting with the right revenue model, stopping revenue leakage, best lead sources, using lead nurture to double results, and aligning marketing and sales. An example case study shows how implementing new processes like prospecting funnels and intense nurture lowered costs per lead and improved pipeline coverage. The key takeaways are to fix revenue issues, focus on top lead sources, improve nurture, adopt a service level agreement, and avoid technology overkill.
The document discusses optimizing sales performance by managing quotas, territories, and incentives. It describes how companies can lose 10% of potential revenue without proper sales performance management. Callidus Software provides sales performance management software to help companies set optimal quotas, allocate territories, design incentive plans, and analyze sales performance. The software provides visibility, planning, and execution capabilities to improve sales results and maximize the return on sales investments.
Brahim Zebbar is a highly experienced Manager with over 20 years of experience in sales, marketing, and business development. He has a proven track record of growing sales teams, developing new business, and exceeding revenue targets. Currently he is the Manager of Sales Development Representatives at Marketo EMEA, where he coaches a team to generate qualified sales leads. Zebbar has strong leadership, communication, and customer skills and is results-driven with the ability to perform under pressure.
Innovative eLearning in Sales: The Modern Essentials for Sales Onboarding Eff...Shelley Reece
The way that top-performing organizations onboard new employees has changed significantly over the last five years. Traditional sales onboarding methods have not produced a strong return on investment or moved the needle on the sales metrics that matter. Modern learning methods reflect how today’s workforce prefers to interact with the world, and are driving greater ROI.
A Deep Dive into Account Fit: How to build the perfect account list & targeti...RollWorks
You can view the full webinar here: https://www.rollworks.com/resources/webinar/a-deep-dive-into-account-fit/
In this webinar DataFox joins us to talk about account fit, how to determine your target account list, and get set up for ABM success.
We also cover types of account-based marketing ads such as company name ads, persona based ads, and ads for sales stages. You'll learn:
How to define your ideal customer from your data
How to create the perfect account list
How to use targeted ads to reach those customers at the right time
This document summarizes the services of a consulting firm that specializes in business process transformation. The firm has a virtual team of senior executives with extensive experience transforming marketing, sales, operations, and financial processes. They use a four-step process to assess clients' processes, re-engineer them for efficiency, deliver the solutions, and manage ongoing improvements. The goal is to significantly improve clients' profitability through cost reductions, increased revenues, and an enhanced customer experience.
SPM Strategy Partner Theatre - Laura Roach, C3Laura Roach
The document discusses maximizing the benefits of a sales performance management (SPM) strategy through assessment and optimization. It outlines challenges such as transitioning business models and new sales leadership. The proposed approach includes workshops to evaluate current state against best practices, develop an optimization roadmap, and create an implementation plan. The roadmap would provide recommendations to improve areas like sales force structure, quotas, processes, and tools. This would be executed in stages to efficiently increase sales performance. Conducting the assessment would help determine high impact opportunities and provide a budget to optimize the SPM strategy.
Sales transformation for the digital age - SydneyMarty Nicholas
Unprecedented changes in B2B buying dynamics are rendering legacy sales models increasingly less effective. With a digitally-empowered buyer firmly in control of the sales process, a new approach must emerge which is more customer-centric, more integrated with other functions and more technologically-enabled in order to secure sustainable growth.
Michael Fedynyshyn presented on scaling sales organizations. He defined scale as adding revenue rapidly while incrementally adding resources. To scale, companies must evaluate their market and forecast demand, ensure adequate funding, establish the right sales structure for their go-to-market strategy, invest in enabling technology, and find or outsource top talent. High performing sales teams are data-driven, optimize processes, stay on budget, hire the right people, prioritize activities, and hold representatives accountable. Formalizing sales operations, enablement, training, and coaching programs can increase sales success and productivity when scaling.
The document outlines a 6-stage sales enablement plan to develop and implement a sales enablement strategy. Stage 1 involves getting project approval, including assessing organizational readiness, building a business case, and creating a strategy scorecard. Stage 2 prepares the company by surveying sales, aligning sales and marketing, and auditing assets. Stage 3 implements enabling solutions like CRM and marketing automation. Stage 4 builds a sales playbook. Stage 5 launches the strategy to sales. Stage 6 measures results and evolves the strategy. The plan provides templates, tools and resources to execute each stage.
Aligning corporate strategy with the project portfolio mien.pptxColumbus Brown
In this presentation you will learn how to ensure the project portfolio is aligned to the corporate strategy, how to make decisions about which projects to execute, and how to manage changes to the portfolio when the inevitable changes happen. Objectives: • How to manage change to the project portfolio • Process for aligning project portfolio to strategy • Making decisions on which projects to execute
Learning Objectives
• How to manage change to the project portfolio
• Process for aligning project portfolio to strategy
• Making decisions on which projects to execute
Similar to Revenue Velocity: Dynamic Sales Management (20)
The document outlines Cloud9's vision to simplify analytics and make managers smarter in order to increase revenue. It discusses Cloud9's performance management applications that detect problems, ask the right questions, and enable corrective action. The solution has led to a 300% increase in subscribers from 2009 to 2010. Product enhancements like simplified user experience, rotators, and custom hierarchies are improving the solution. Customer testimonials praise improved communication, consistency, and forecast accuracy. The document announces an upcoming product process discussion and keynote on best practices.
Joe Galvin discusses key findings from a SiriusDecisions/Cloud9 study on linking pipeline analysis to sales productivity. The study found that companies with a pipeline-to-quota ratio of 3x or less had higher close rates and more reps meeting quota than those with ratios over 4x. Maintaining a qualified pipeline focused only on winnable opportunities, rather than artificially inflating pipeline values, leads to better sales performance. Measuring the opportunity lifecycle through factors like conversion rates, cycle length, and revenue provides insights to target sales enablement initiatives for greatest impact.
The document outlines a marketing funnel with 5 stages: awareness, consideration, provide value, value realized, and loyalty. It discusses using various online and offline campaigns and events to generate awareness among potential customers. The consideration stage involves introducing solutions and lead nurturing activities. Providing value involves customer engagement both on and off site. Value is realized through customer success activities like training and best practices. The loyalty stage focuses on referrals, comments, and community engagement to generate brand evangelism.
This document discusses dynamic sales management and introduces Cloud9 as a tool to enable it. It describes sales management 1.0 vs 2.0, with 2.0 characterized by detecting and correcting issues using data. A model is presented for tracking pipeline velocity and variance over time to organize relevant data. Key questions are provided to lead to corrective actions addressing potential behavior, skills, or market issues impacting sales. Case studies show how Cloud9 has helped companies increase revenue through dynamic sales management.
This document discusses how sales analytics can help businesses improve performance tracking and decision making. It covers key metrics to track related to pipelines, activities, CRM adoption, and customers. Tracking the right metrics allows businesses to better understand sales data, manage teams, and determine what behaviors drive consistent results. The document provides examples of metrics and best practices for areas like pipeline management, sales meetings, coaching, and predictive modeling.
The number of forecasted deals that are won are at an all time low. See how pipeline management informed by analytics can improve your bottom line revenue. Knowing what's changed is critical to making your number.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
Easily Verify Compliance and Security with Binance KYCAny kyc Account
Use our simple KYC verification guide to make sure your Binance account is safe and compliant. Discover the fundamentals, appreciate the significance of KYC, and trade on one of the biggest cryptocurrency exchanges with confidence.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
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A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
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3. 3Cloud9 2010
Sales Management
3
1. Set Goals
2. Execute on the Business
3. Monitor for Exceptions
4. Analyze and Adjust the Goals
A PROCESS for Team Success:
4. 4Cloud9 2010
Sales Management
4
- Hire, some training & they’re off!
- Set up the carrots & sticks
- Reward the super stars
- Measure & punish quarterly
How we’ve been doing it:
5. 5Cloud9 2010
It’s Not Working!
5
Only 44.8% of Forecasted
Deals Are Won
only 65% of Time
Spent on Revenue GEN
Selling w/ Reps
Coaching Reps
Internal Meeting &
Management Tasks
Other (Train / Travel)
Pipe / Forecast MGMT
27.2%
15.8%
20.3%
21.6%
14.7%
Won
LostNo Decision
31.3%29.9%
44.8%
Only 51.5% of Reps Are
Making Quota
Sales Teams Coming up 22%
Short on Over-all Plan
CSO Insights, 2010
6. 6Cloud9 2010
Now It’s a 2.0 World
6
Can’t manage in a Sales 2.0 world using 1.0 techniques
- More data than ever, get the right metrics and put them to work
- Use analytics to focus attention
- Proactively uncover risks and opportunities
- Make course corrections early and often
7. 7Cloud9 2010
Dynamic Sales Management
7
Sales Management 1.0 vs. Sales Management 2.0
If sales management 1.0 is art, 2.0 is art informed by
science and better characterized by...
DETECT & CORRECT
Three questions:
1. What does the data say?
2. Should I be worried?
3. What should I do about it?
8. 8Cloud9 2010
Model for Detect & Correct
8
Dynamic PIPELINE MANAGEMENT
Use pipeline velocity as a
framework for organizing
information to cut a path.
Monitor VARIANCE & CHANGE
Know what’s changed and how
that deviates from expectation or
plan.
Take ACTION
Ask questions that lead to
action–skills problem? market?
alignment?
9. 9Cloud9 2010
Take Action
9
Good Questions lead to the right action:
Talent – are the right people in the right
roles?
Behavior - are people well aligned
behind the goal with the right incentives?
Skills - are there training, productivity,
ramp issues?
Market - has something happened in the
market to change the value equation for
our product?
11. Cloud9 2010
11
Pipeline Velocity Drivers
Deals
Maximum number of deals set to
close in the period
Conversion Rate
Total Closed/Won deals in the
period relative to Deals
Deals Size
Average value of Closed/Won deals
in the period
Selling Time
Average duration for Closed/Won
deals in the period
- Marketing: Inbound, Outbound
- Partner referrals
- Uncovered territories, rep turnover
- Sales originated deals
- Undocumented deals
- Expired deals (and quality issues)
- Loss rate: stage-based, competitor
- Win rate: stage-based conversions
- Stalled deals by stage
- Deferral rate, slippage
- Rep ‘effective coverage’ saturation
- Productivity, tenure, training, comp
- Product pricing
- Product mix
- Discount levels, tendencies
- Rep portfolio (SMB/Enterprise)
- Declared market
- Target customer profile
- Stage duration, stage movement
- Expired deals, data quality
- Repeated deferrals
- Late stage “new” deals showing up
- Close dates improperly set
- Rep training, tenure
Effected by...
Effected by...
Effected by...
Effected by...
12. 12Cloud9 2010
Pipeline Velocity Example
12
Deals x Conversion Rate x Deal Size
Selling time
How does the data vary from the benchmark and
how has it changed over time?
13. 13Cloud9 2010
Dynamic Sales Management
13
2. ASK the Questions1. DETECT the Problem 3. CORRECT (solve) the Issue
14. 14Cloud9 2010
DETECT & CORRECT
14
• Determine which forecasted deals
have changed and how
• Determine which forecasted deals
are slipping and why
• Determine which reps need extra
coaching/mentoring
• Coach reps on how to prioritize
which accounts to pursue
• Assist reps in qualifying out low
quality opportunities early
Be PROACTIVE:
16. Cloud9 2010
16
See WHAT’S CHANGED
Review pipeline changes (won, lost, adjusted), uncover exceptions, identify risks and develop next steps
17. 17Cloud9 2010
The Results
17
Implementing a DYNAMIC Sales Management Process
Together with strong leadership and effective coaching,
moving to a more Dynamic approach for Sales
Management will optimize resources, improve forecast
accuracy and accelerate revenue growth.
18. 18Cloud9 2010
Cloud9 Enables Dynamic Sales Management
18
“Deploying Cloud9 to sales managers gave such an increase in CRM adoption,
we've now rolled it out to the entire sales, operations and finance teams.”
Daniel Fitzhugh, VP of Business Operations Myspace
“We Increased Revenue by $1.6M/year by
delivering Cloud9 to the management team.”
Dave Fitzgerald, VP Sales
Brainshark
“Salesforce.com is perfect for managing accounts and
opportunities. We use Cloud9 to manage our people.”
Dan Solito, VP Global Sales Operations
Avaya
19. 19Cloud9 2010
What You Can Do Today
19
Contact Cloud9, we can help
1. Measure the key pipeline velocity drivers for your business
2. Adjust your sales management processes to improve velocity drivers
3. Use Analytics to inform your weekly meetings and 1:1 coaching sessions
21. Cloud9 2010
21
Detect & Correct in Action
Deals
Maximum number of deals set to
close in the period
Conversion Rate
Total Closed/Won deals in the
period relative to Deals
Deals Size
Average value of Closed/Won deals
in the period
Selling Time
Average duration for Closed/Won
deals in the period
- Marketing: Inbound, Outbound
- Partner referrals
- Uncovered territories, rep turnover
- Sales originated deals
- Undocumented deals
- Expired deals (and quality issues)
- Loss rate: stage-based, competitor
- Win rate: stage-based conversions
- Stalled deals by stage
- Deferral rate, slippage
- Rep ‘effective coverage’ saturation
- Productivity, tenure, training, comp
- Product pricing
- Product mix
- Discount levels, tendencies
- Rep portfolio (SMB/Enterprise)
- Declared market
- Target customer profile
- Stage duration, stage movement
- Expired deals, data quality
- Repeated deferrals
- Late stage “new” deals showing up
- Close dates improperly set
- Rep training, tenure
Effected by...
Effected by...
Effected by...
Effected by...
22. Cloud9 2010
22
Meetings Informed by Analytics
• Where are we now–are we on
track?
• Where are we going–do we have
sufficient coverage to make our
number?
• What’s changed–how does our
progress compare to prior
periods?
Ask YOURSELF:
24. Cloud9 2010
24
Take ACTION
Look at last quarter’s results:
• Are your reps entering a high % of
deals late in the quarter or doing post
quarter cleanup?
• What % of their committed deals were
won, lost, deferred and adjusted?
For the current quarter:
• Are there a high percentage of expired
deals?
• Are there a lot of stale deals that
haven’t been managed? Should they
be closed?
• Are Activities being updated regularly?
Editor's Notes
- Leadership to provide challenge & inspiration
- Coaching to develop skills & talent
- Management to provide a structure for execution
- We’ll focus on Management today
- Widely adopted as the standard Management Cycle
- Unfortunately, there aren’t many sales manager schools
- Most got promoted from rep rank because they were good sales people
- Story about QBRs
- Star model is widespread
- Jim will talk about this in more detail
- We’re not getting anywhere the old way
- Sales 2.0 is about leveraging information & tools to become more effective
- Why not apply these new principles to management
Leverage the data to make course correction early and often
- You need a way to SEE the data
- A way to INTERPRET the data
- A way to decide on ACTION
- Framework brings order to the data
- I’ve seen too many eye chart dashboards - does not work
- Change and Variance are key, current status not enough to make a judgement
- Asking the right questions, using the right data, you’ll get to the action
- Getting to the root cause of an issue, need to ask the right questions
The calculation is simple and powerful
Need
- Velocity
- Variance
- Change
- Eye test, send me an email if you want a copy
- Go over the one example
How the Model Works - Talk about in this slide, then go into the “In-Action Part”
Based on the CSO Insights results, I’d say that he’s onto something. They found that the best in class Sales Managers who achieving higher than average results take a more proactive, “detect and correct” approach. They use Analytics to get an early read on their performance and see what’s changed from week to week so that they can proactively identify deals at risk and make course corrections.
For example, they may discover that a rep is spending too much time on low quality deals because maybe they’re easier. That would result in a set of assignments geared toward closing the higher quality deals.
Or if they see that a key deal was pushed out of the quarter – maybe more than once, they can have an honest conversation with the rep to find out if it’s a real deal. If not, then they should just lose it early. I know that from analyzing our own data, it takes us twice as long to lose a deal as to win it, which is precious time that could be spent working on higher quality deals. On the other hand, the rep might have a perfectly logical reason for deferring the deal, in which case, the assignments would be around driving closure.
By doing this, Sales Managers can prevent the dreaded ‘end of quarter surprises’, which has a nice side benefit of a more accurate forecast. Also, if your reps are spending their time on higher quality deals, you’ll get an accelerated sales cycle and a higher conversion rate on winnable deals.
Since CRM systems are transactional, they can only tell you how a prior period looks today, which may be interesting, but doesn’t give you a frame of reference to use for gauging your current performance.
With Analytics, you can compare your current performance to the same relative time for the prior period. Since you know how that period ended, you can use this information to evaluate the health of your current pipeline.
Typically, our customers use this to look at Q/Q or Y/Y comparisons. For example, you might find that you have a healthy pipeline, but there are fewer committed deals than there were at the same time last quarter.
In the example here, you can see that quota achievement is much lower than the prior period, which may point to an issue with getting deals over the finish line. If the pipeline coverage was healthy, then I might instruct my Sales Managers to focus their reps on closing the current deals instead of looking for new ones.
Getting visibility to change is one where the value of Analytics is particularly clear. Since it requires comparing two points in time, it requires historical data. As a result, it’s not information that your CRM system can provide.
In this example, I’m looking at how the pipeline has changed since the last meeting. You can see that there’s a summary of the movement and I’ve highlighted the Moved Out Deals. If you’re trying to find these using your CRM system alone, you’d need to have a kept a copy of the prior period’s report and then do what we call “stare and compare” to notice that it’s gone. And, even if you did manage to find that needle, you still have no idea where it went. A good Analytics system saves you the time of trying to find these deals and then provides the specific details about the changes so that you can spend your time figuring out what to do next.
In this example, I can see that although the deal amount increased, the stage went backwards and the close date was moved out a month. In this case, I’d have a conversation with the manager to get the full scoop so that he can coach the rep on next steps.
By looking at what’s changed, you can get visibility to deals that have slipped out of the period.
As an example, using this approach one of our customers discovered that 50% of their pipeline was being deferred each quarter and as a result have implemented new Sales Management processes supported by our solution to reduce this number.
Need to leave them with something suggestion for action - what can they do TODAY to get on this path (of course I needs to imply urgency for C9)
An example of putting the model into action - monthly forecast meeting, negative variance on velocity on a geo that missed their number, declining conversion rate, lengthening sales cycle, data says - stalling at stage 6 at a higher rate than usual (variance shows this). So, do I have a skills, market or alignment issue? No new competitors, no change in product, no change in the economy, no seasonality, no new reps, issue localized to a cluster of top performing reps (across different regions) - strange, must be related to alignment. First place to check should be comp plans... after review comp plans with finance, managers and reps, turns out the new “quarterly plans” are providing a disincentive for over achievement in any given quarter because the multiplier does not make up for the fear of unknown (next quarter's quota). Need to correct incentives before problem spreads.
I have a saying that “facts are our friends” and that is especially true when it comes to managing your pipeline. You might not like what the data tells you, but it’s better to find out bad news early so that you act on it and at least attempt to change the outcome as opposed to being surprised at the end of the quarter. In this case, ignorance is certainly not bliss.
At a typical weekly meeting, there are 3 primary questions you need to answer.
Where are we now and are we on track?
Where are we going and do we have sufficient coverage to make the plan?
What’s changed and how does our progress compare to prior periods?
If you uncover any exceptions along the way, you need easy access to the details so that you can develop an immediate action plan.
Next, I’m going to show you how specific examples of how Analytics can help you get the answers to these questions.
Performance
To find out where you are and determine if you’re on track, you’d use Analytics to compare your current period performance to your quota and forecast. We recommend starting first at a summary level for the regions and then drilling down to the details for specific reps as appropriate.
For groups that aren’t on track, you’d drill into the details to determine if there’s a problem. If you find one, you’d do more investigation to determine the root case and then work together to come up with an actionable remedy plan.
Looking this screen shot, if I was the SVP in this meeting, I’d want to have a discussion with the Director of Direct Sales to find out why his quota coverage is so low and why he doesn’t have any Committed deals.
Coverage
Once you’re done looking at last week’s progress, you can focus on your open pipeline to see whether you’ve got enough coverage. If it’s late in the quarter, you might just focus on the committed deals, since those are the ones you’re most relying on to make your number. Instead of just looking at a summary coverage ratio and getting that warm and fuzzy feeling if it’s 3-5x your quota, it’s important to drill into the details to find any hidden issues – especially with your key deals. In this example, I might be concerned that the Tech Shows deal is 143 days old, has been sitting at a 90% probability that entire time and hasn’t been updated since March. That deal has obviously been deferred a bunch of times and I’d want to have a conversation with Mohsin’s boss to find out if he has any confidence that the deal will actually close in September – especially, since there’s no next steps defined.
Best in class companies use their 1:1 coaching sessions is to review performance, the status of the prior week’s assignments, identify risks and behavior gaps.
Next, they provide specific assignments along with a clear set of deliverables for the coming week.
One of the other items that Bob Sanders covered in his SMA presentation was the problem of measuring rep performance based solely on a Pipeline Coverage number. He made the point that for the most part, reps just want to be left alone and they’ll do whatever they need to do make that so.
So, if you give them a goal of creating a pipeline that’s 3-5x of their quota, that’s exactly what you’ll get. Unfortunately, that goal doesn’t have any measures of quality or accuracy, so it doesn’t necessarily translate into bottom line revenue at the end of the quarter. Using Analytics, you can uncover this problem by looking at things like the pattern of deal deferrals and where the final amounts for deals you win come in at a significantly lower than what they were initially.
There’s a story from one of our customers that drives home the point that your sales processes and compensation structure need to incent the right behavior. Like many of our customers, they had a policy that all deals needed to be entered into their CRM system in order for the reps to receive a commission. Within a few weeks of using our system, they discovered that 75% of their deals, comprising a whopping 40% of their revenue were entered after they were closed.
From the rep’s perspective, they were following the letter of the law. Unfortunately, that behavior doesn’t help the Sales Management team get visibility to the current pipeline so that they can provide coaching on the deals and submit an accurate forecast to the Execs.
This is probably one of the most frequent issues I encounter with our customers and is something that you can use Analytics to shine a light on. Looking at last quarter’s deals, you can easily tell which ones were entered late in the quarter and detect post-quarter cleanup activities. For the current quarter, you can get a weekly read on deal deferrals and find out which deals aren’t being managed.
Armed with this information, Sales Managers can more effectively coach their reps on behavior changes.