The document discusses the challenges facing sales teams and how sales analytics can help address these challenges. It notes that sales targets are increasing while costs are expected to be reduced. Customers are also better informed and purchasing processes take longer. This results in longer sales cycles, lower win rates, and missed sales targets for vendors. The document suggests sales analytics can help sales organizations move from gut-feeling decision making to one based on data-driven insights. It provides examples of how sales analytics can benefit different roles including salespeople, managers, executives and marketing teams.

1. SALES
ANALYTICS
BOB APOLLO
INFLEXION-POINT STRATEGY PARTNERS

2. 2
WHY SALES ISN’T
GETTING ANY EASIER

3. 3
SALES UNDER PRESSURE
82%
SALES
TARGETS
INCREASING
47%
EXPECTED TO
REDUCE
COSTS
SOURCE: "PUTTING CONTEXT AT THE CENTRE OF SALES SUCCESS" A LOUDHOUSE RESEARCH STUDY, SPONSORED BY SAP

4. 4
BETTER INFORMED CUSTOMERS
75%
RESEARCHING
SOLUTIONS
ONLINE
67%
BUYING
PROCESS
TAKING LONGER
SOURCE: "PUTTING CONTEXT AT THE CENTRE OF SALES SUCCESS" A LOUDHOUSE RESEARCH STUDY, SPONSORED BY SAP

5. 5
CONSEQUENCES FOR VENDORS
LONGER
SALES
CYCLES
LOWER
WIN
RATES
MISSED
SALES
TARGETS

6. 6
TODAY’S SALES IMPERATIVES:
KNOW
MORE
SELL
SMARTER
ACT
FASTER

7. 7
COULD
SALES ANALYTICS
BE THE ANSWER?

8. 8
“Sales Analytics are the key that enables the
VP of sales, sales operations and front-end sales
organisations to move from a culture based only on
gut feeling and perception-based decision making
to one based on factual data supporting tactical
and strategic decision making”
[GARTNER]

9. 9
“Sales Analytics are the key that enables the
VP of sales, sales operations and front-end sales
organisations to move from a culture based only on
gut feeling and perception-based decision making
to one based on factual data supporting tactical
and strategic decision making”
[GARTNER]

10. 10
“Sales Analytics are the key that enables the
VP of sales, sales operations and front-end sales
organisations to move from a culture based only on
gut feeling and perception-based decision making
to one based on factual data supporting tactical
and strategic decision making”
[GARTNER]

11. 11
“Sales Analytics are the key that enables the
VP of sales, sales operations and front-end sales
organisations to move from a culture based only on
gut feeling and perception-based decision making
to one based on factual data supporting tactical
and strategic decision making”
[GARTNER]

12. 12
“Sales Analytics are the key that enables the
VP of sales, sales operations and front-end sales
organisations to move from a culture based only on
gut feeling and perception-based decision making
to one based on factual data supporting tactical
and strategic decision making”
[GARTNER]

13. 13
SALES
ANALYTICS
SALES
PROCESS

14. 14
BEHAVIOURAL
ANALYTICS
CUSTOMER
INSIGHTS
MARKET
INTELLIGENCE
SOCIAL
SELLING
SALES
ANALYTICS
SALES
PROCESS
- News Feeds
- Alerts
- Triggers
- LinkedIn
- Twitter
- More…
Systematic
information
enrichment
Web visits -
Opens/clicks -
Interactions -

15. 15
BEHAVIOURAL
ANALYTICS
CUSTOMER
INSIGHTS
MARKET
INTELLIGENCE
SOCIAL
SELLING
SALES
ANALYTICS
SALES
PROCESS
- News Feeds
- Alerts
- Triggers
- LinkedIn
- Twitter
- More…
Systematic
information
enrichment
Web visits -
Opens/clicks -
Interactions -

16. 16
WHO NEEDS
SALES ANALYTICS?

17. 17
SALES
PEOPLE
SALES
MANAGERS
SENIOR
EXECUTIVES
MARKETING
TEAM

18. 18
SALES PEOPLE
Tool
Sales Opportunity Dashboard
Application
 Lead/opportunity scoring
 Target/prioritise opportunities
 Identify/prioritise actions
 Guided selling (know and do)
Benefits
 More effective selling
 Improved quota performance

19. 19
SALES MANAGERS
Tool
Team Performance Dashboard
Application
 Patterns of success and failure
 Proactive pipeline management
 Identify opportunities at risk
 Identify coaching/training needs
Benefits
 More accurate revenue forecasting
 Progressively improve team performance

20. 20
SENIOR EXECUTIVES
Tool
Executive Dashboard
Application
 Establish/monitor KPIs
 Reliable revenue forecasting
 Identification of risk factors
 Enhanced market planning/segmentation
Benefits
 Greater confidence in results
 Improved return on resources

21. 21
MARKETING TEAM
Tool
Marketing Dashboard
Application
 Campaign performance
 Lead scoring
 MQL-Sale conversion
 Ideal customer profiling
Benefits
 More effective campaigns
 Better sales tools

22. 22
WHAT DATA
DO WE NEED?

23. BETTER DATA
SMARTER INSIGHTS

24. 24
OWNER
VALUE STAGE
ACTIVITY
AGE
TYPE
VELOCITY
OTHER
ATTRIBUTES
OPPORTUNITY

25. 25
STAGE
RTUNITY
 Clear, universally applied stage definitions
 Unambiguous milestones between stages
 Accurate assignment of deals to stage
 Stage-related data captured
 Progressive opportunity qualification
 Guidance: what sales people need to know and
do at each stage

26. 26
ACTIVITYRTUNITY
 Correlate with progress
 Patterns of performance
 Advances, not just actions
 Clearly categorised
 Monitor momentum

27. 27
 Not just overall age
 Time in stage
 Critical predictor
 Takes 2*longer to lose than
to win
 Momentum is critical
VELOCITY
AGE
OPPORTUNITY

28. 28
OTHER
ATTRIBUTES
OPPORTUNITY
 Fit vs. “Ideal Customer Profile”
 Fit vs. “Ideal Opportunity Profile”
 Stakeholder engagement
 Compelling reason to act
 Structural, Cultural, Behavioural fit
 Budget/Finance
 Relative priority
 Factors specific to your situation

29. 29
ANALYTICS
IN ACTION

34. 34
DIGGING
INTO THE
DETAILS

35. 35
HOW HAS OUR PIPELINE VALUE
CHANGED OVER TIME?

36. 36
WHAT’S DRIVING THE RECENT
CHANGE IN VALUE?

37. 37
WHAT’S DRIVING CHANGES
IN VOLUME AND VALUE?

38. 38
WHAT’S THE CURRENT
FORECAST FOR THE QTR?

39. 39
WHICH OPPORTUNITIES
ARE AT HIGH RISK?

40. 40
UNUSUALLY
HIGH DEAL
VALUE
LOW
MOMENTUM
DAYS IN
STAGE
WHERE ARE THE KEY
RISK FACTORS?

41. 41
HOW IS OUR CONVERSION
EFFICIENCY CHANGING?

42. 42
HOW OFTEN DO OUR SALES
PEOPLE MAKE QUOTA?

43. 43
HOW DO SALES PEOPLE’S
SUCCESS RATES COMPARE?

44. 44
DOES ANALYTICS
IMPROVE PERFORMANCE?

45. 45
72%
48%
37%
BEST-IN-CLASS AVERAGE LAGGARDS
ANALYTICS ADOPTION
% OF SALES PEOPLE ON QUOTA
[ABERDEEN GROUP]

46. 46
166 Days
207 Days
ANALYTICS USERS NON-USERS
AVERAGE SALES CYCLE LENGTH
150
225
200
175
[ABERDEEN GROUP]

47. 47
GUIDED SELLING TARGETED COACHING
BEST PRACTICE ADOPTION
60%
[ABERDEEN GROUP]
33%
53%
42%

48. 48
PREDICTING WHICH
DEALS ARE MOST
LIKELY TO CLOSE
IDENTIFYING
OPPORTUNITIES
AND THREATS
45%
[ABERDEEN GROUP]
13%
37%
19%
SUPERIOR ABILITY TO FOCUS

49. 49
RETAINING TOP
SALES TALENT
ON-BOARDING
NEW HIRES
53%
[ABERDEEN GROUP]
38%
44%
19%
BETTER PEOPLE MANAGEMENT

50. 50
93%
BETTER AT
WALKING AWAY
FROM BAD DEALS
[ABERDEEN GROUP]

51. 51
78%
WORLD-CLASS
SALES ORGANISATIONS
30%
ALL
SALES ORGANISATIONS
“Our sales management team is highly
confident in the data available from our
CRM system.”
[MHI]

52. 52
IN SUMMARY

53. 53
 If you’re not yet using sales analytics, you can’t afford not to get
started this year
 If you’re a relative newcomer to sales analytics, continue to drive the
programme forwards
 If you’re an experienced user of sales analytics, share your
experiences with the audience
 There’s always an opportunity to improve the quality of your data
 There’s always an opportunity to improve the quality of your
decision-making
 We’ve all still got a lot to learn!

54. THANK YOU
bob.apollo@inflexion-point.com
www.inflexion-point.com
07802 313300