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.
In CSO Insights’ latest 2013 sales performance optimization survey results, sales decision makers across industries shared their top objectives for the next 12 months. Watch replay for this live webcast featuring CSO Insights CEO, Barry Trailer, and Tim Davey, VP of Sales at SAP, to gain insights on key trends, benchmarks and steps for greater sales success.
Replay:
http://sales.ondemand.com/events/7-key-plays-sales-performance-optimization/
The document outlines Hans Koeleman's plan to transform the corporate communications department at KPN from 2007-2010, including developing a clear vision and mission, getting the basics of internal communications and CSR right, creating team accountability through strategic initiatives and measures, and transforming the team through a new organization and way of working.
Picture Performance - Dashboards and ScorecardsTridant
This document discusses dashboards and scorecards and how IBM Cognos solutions address them. It describes the three types of dashboards - operational, tactical, and strategic scorecards - and their purposes. Operational dashboards focus on monitoring, tactical on analysis, and scorecards on managing strategy. IBM Cognos offers solutions for all three types, including IBM Cognos Now! for operational dashboards, IBM Cognos 8 Business Intelligence for tactical dashboards, and IBM Cognos 8 BI for building scorecards. These solutions provide integrated, accurate data across the different dashboard types.
This document summarizes 8 trends of successful CRM projects:
1. The right solution is selected that can be reasonably implemented within timelines and existing work schedules.
2. Choosing the right, smaller implementation vendor focused on results and timeframes rather than large consulting firms.
3. Negative people are not included on the core project team to avoid damaging energy.
4. Hybrid teams of internal and external resources yield better results with counterparts from client and vendor.
5. Bad existing business processes are eliminated or reengineered as part of CRM readiness before project begins.
Affiliate Marketing Theatre; Revolutionise your affiliate programme using in-...TFM&A
Stream:20 is a digital marketing consultancy established in 2005 that provides in-house capabilities to help businesses drive key initiatives. They specialize in affiliate marketing, PPC, display, SEO, social media, email, and channel management. Stream:20 works both on the front lines managing affiliate programs and in a strategic role advising on growth. They emphasize using data and analytics to understand affiliate performance and identify opportunities to recruit new affiliates, retain existing ones, activate registered affiliates, and help affiliates grow their sales over time through targeted communications.
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.
Streamline Your Ongoing Reporting Process An Introduction To Data Visualiza...Webtrends
This document provides an overview of data visualization and scorecards. It discusses how data alone is just numbers, but visualization turns it into useful information for making business decisions. Excel-based scorecards are recommended because they allow for easy access to analytics data in one centralized place, with familiar Excel functionality to visualize and interact with the data. The presentation then covers how to set up an ODBC connection to extract WebTrends data into Excel, and provides examples of different types of scorecards that can be built.
1) The document summarizes key functions, market drivers, and trends in project and portfolio management (PPM) applications.
2) It finds that visibility and accountability are the ultimate goals for PPM customers and that successful implementations require balancing investment in processes and automation.
3) The worldwide PPM market was estimated to be $728 million in 2005 and is expected to grow 8-14% annually through 2010, with ongoing merger and acquisition activity in the sector.
In CSO Insights’ latest 2013 sales performance optimization survey results, sales decision makers across industries shared their top objectives for the next 12 months. Watch replay for this live webcast featuring CSO Insights CEO, Barry Trailer, and Tim Davey, VP of Sales at SAP, to gain insights on key trends, benchmarks and steps for greater sales success.
Replay:
http://sales.ondemand.com/events/7-key-plays-sales-performance-optimization/
The document outlines Hans Koeleman's plan to transform the corporate communications department at KPN from 2007-2010, including developing a clear vision and mission, getting the basics of internal communications and CSR right, creating team accountability through strategic initiatives and measures, and transforming the team through a new organization and way of working.
Picture Performance - Dashboards and ScorecardsTridant
This document discusses dashboards and scorecards and how IBM Cognos solutions address them. It describes the three types of dashboards - operational, tactical, and strategic scorecards - and their purposes. Operational dashboards focus on monitoring, tactical on analysis, and scorecards on managing strategy. IBM Cognos offers solutions for all three types, including IBM Cognos Now! for operational dashboards, IBM Cognos 8 Business Intelligence for tactical dashboards, and IBM Cognos 8 BI for building scorecards. These solutions provide integrated, accurate data across the different dashboard types.
This document summarizes 8 trends of successful CRM projects:
1. The right solution is selected that can be reasonably implemented within timelines and existing work schedules.
2. Choosing the right, smaller implementation vendor focused on results and timeframes rather than large consulting firms.
3. Negative people are not included on the core project team to avoid damaging energy.
4. Hybrid teams of internal and external resources yield better results with counterparts from client and vendor.
5. Bad existing business processes are eliminated or reengineered as part of CRM readiness before project begins.
Affiliate Marketing Theatre; Revolutionise your affiliate programme using in-...TFM&A
Stream:20 is a digital marketing consultancy established in 2005 that provides in-house capabilities to help businesses drive key initiatives. They specialize in affiliate marketing, PPC, display, SEO, social media, email, and channel management. Stream:20 works both on the front lines managing affiliate programs and in a strategic role advising on growth. They emphasize using data and analytics to understand affiliate performance and identify opportunities to recruit new affiliates, retain existing ones, activate registered affiliates, and help affiliates grow their sales over time through targeted communications.
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.
Streamline Your Ongoing Reporting Process An Introduction To Data Visualiza...Webtrends
This document provides an overview of data visualization and scorecards. It discusses how data alone is just numbers, but visualization turns it into useful information for making business decisions. Excel-based scorecards are recommended because they allow for easy access to analytics data in one centralized place, with familiar Excel functionality to visualize and interact with the data. The presentation then covers how to set up an ODBC connection to extract WebTrends data into Excel, and provides examples of different types of scorecards that can be built.
1) The document summarizes key functions, market drivers, and trends in project and portfolio management (PPM) applications.
2) It finds that visibility and accountability are the ultimate goals for PPM customers and that successful implementations require balancing investment in processes and automation.
3) The worldwide PPM market was estimated to be $728 million in 2005 and is expected to grow 8-14% annually through 2010, with ongoing merger and acquisition activity in the sector.
Comlabs-ITB Service Excellence for Institution or CompanyDjadja Sardjana
The document discusses strategies for service excellence at ComLabs. It outlines a six step strategy: 1) Plan - Preparing for change through analysis and design. 2) Deliver - Focus on on-time and on-budget delivery. 3) Support - Providing day-to-day customer care. 4) Operate - Allowing focus on core operations. 5) Evolve - Exploring new opportunities. 6) Control - Using project management. It also discusses seven habits and seven barriers of successful customer-focused companies.
MAIA Intelligence will implement a 1KEY Cockpit KPI Application Module for ABC Industries to fulfill their KPI reporting and monitoring needs. The current process uses spreadsheets from various data sources. The 1KEY module will integrate with ABC's existing IT infrastructure. MAIA will work with ABC to design relevant KPIs aligned with business activities and objectives. Implementation will involve defining KPI attributes, data sources, reporting requirements, and security access. The 1KEY system will help ABC proactively monitor performance and compliance.
The document discusses challenges with current performance management processes and the benefits of Prism EPM practice. It outlines common problems such as poor translation of strategies to budgets, lack of consensus, inaccurate information, and resources consumed by cumbersome processes. The Prism approach aims to transform performance management by providing a common planning platform, linked finance and operations, data/process standards, and advanced analytics to gain time, control and confidence.
Branding Marketing Sales Solution Using 1 K E YSanjay Mehta
1. 1KEY solutions can help marketing and sales departments overcome challenges in measuring performance, accountability, and data analysis to improve branding, marketing, and sales results.
2. Key benefits include identifying high-value customers, accurately forecasting promotional impacts, and optimizing marketing spend based on detailed customer insights.
3. 1KEY provides visibility into various data sources to support decision-making through reporting, analysis, scorecards and visualization of KPIs.
Part 1: Foundations of Holistic Process OptimizationGappBridging
This document discusses holistic process optimization and the PCDM method. It provides an overview of GappBridging, which helps organizations improve business processes. Effective process optimization requires management commitment, effective methods, coordination between units, and cooperation between IT and business units. The PCDM method is presented as an effective visual modeling technique using picture cards to collaboratively map "As-Is" and "To-Be" processes. Various PCDM modules are outlined for different stages of process management.
The document discusses integrating financial perspectives into mergers and acquisitions and R&D activities. It provides an agenda for a financial forum including case studies from Unilever, Johnson & Johnson - Ethicon Endo Surgery, and Corning. The case studies describe how these companies transformed their finance organizations to become more strategic business partners that provided proactive advice on decisions' financial impacts. Ethicon Endo-Surgery created cross-functional product development teams to efficiently develop and deploy new products.
McKesson developed a dynamic opportunity scorecard to help sales reps improve win rates and boost efficiency. The scorecard provides reps and managers with clear indications of which customer opportunities to pursue and which to avoid. McKesson refined the creation and rollout process over time to gain stakeholder buy-in and ensure proper usage. Regular "Ripping Sessions" reinforce the scorecard's use, prevent manipulation, and provide ongoing training. The scorecard also supports account planning, accurate data and sales forecasting.
Affiliate Marketing Theatre; Boosting other brands marketing channels with yo...TFM&A
The document discusses how affiliate marketing can boost other marketing channels and bridge the gap between online and offline efforts. It notes that affiliate programs aim to expand brands' reach beyond their own marketing. Both online and offline channels have advantages - online offers accuracy, targeting, and metrics while offline provides experience and established relationships. The document advocates merging the online and offline worlds by incorporating location data and enabling both online and offline transactions. It also stresses the importance of collaboration between online and offline teams to create mutually beneficial opportunities.
CRM 101: Session 3: Less is More - How to Plan a Successful CRM RolloutSugarCRM
Most implementations fail because they are too complex. Technology Advisors’ Sam Biardo explains the difference between thorough and complicated and will illustrate ways you can plan for the important parts of a CRM rollout without getting sidetracked by details that aren’t so important. Learn what causes project failures, how to prevent them, and what techniques you can use to make your CRM project successful.
The document discusses how a telecommunications company translated its strategy into a balanced scorecard and linked scorecard objectives to CRM goals. It outlines the company's vision, strategy to be a leading provider of innovative services through differentiation, network coverage and tailored bundles. It shows how the strategy was mapped into four scorecard perspectives and objectives, and then linked the objectives to goals around improving customer service, quality and reliability, and introducing new services. Finally, it provides examples of CRM business case objectives around improving customer service metrics and reducing churn.
Are you looking for ways to propel your organization or department to the next level? This webinar will reveal the secrets to creating your own strategic planning roadmap to success. Certified Master Facilitator Michael Wilkinson will lead you to understand the components of a strategic plan and the role they play. He’ll then discuss choosing the right strategic planning process. By having the right process in place you’ll gain buy in from the group to help you put the plan into action. And finally we’ll show you how to choose the right facilitator – the plusses and minuses of having an internal person or a professional facilitator lead the session.
Why Midsize Companies Need Business Intelligence Solutions in this uncertain ...FindWhitePapers
Learn how midsize companies are putting in place a business intelligence information infrastructure - making them more likely to adhere to their budgets and deadlines, concentrate on improving the overall business rather than just one department, and reward employees accordingly.
Accenture selling-more-with-mobile-solutionsTony Smith
The document discusses the challenges that companies face in effectively enabling their sales teams with mobile solutions. It identifies three main challenges: 1) defining a proactive mobile strategy before sales representatives define it themselves, 2) continuously innovating mobile solutions to exploit new capabilities, and 3) developing a distinctive sales representative and customer experience through mobility. The document provides examples of how some companies are addressing these challenges and emphasizes the need for a disciplined approach to defining a mobile strategy and continuous innovation to capitalize on the significant benefits of mobile solutions.
NetSuite CRM+ delivers powerful customer relationship management (CRM) capabilities, including
sales force automation (SFA), marketing automation, customer support and service, and flexible
customization, all in single cloud CRM solution. And unlike typical CRM solutions, NetSuite CRM+
includes powerful sales performance management, order management, partner management and
marketing effectiveness capabilities as standard
This document discusses how Jijesoft can help enterprises facing challenges from changing customer demands and disruptive technologies. Jijesoft provides strategic technology partnerships to help enterprises (I) leverage new technologies to create value, (II) integrate technology into products and services, and (III) manage IT-enabled change initiatives. Jijesoft can help reduce costs through efficiency gains and help enterprises adapt to market transitions through innovation and timely responses.
The document discusses the i-nexus Balanced Scorecard solution, which helps organizations transform their balanced scorecards from measurement tools into execution systems. The solution provides capabilities to support all six stages of Kaplan and Norton's strategy execution framework. These capabilities allow organizations to better capture strategy, design scorecards, align organizations, plan execution, review execution, and refine strategy. Customers report dramatically reducing effort on administration and improving execution follow-through by over 50% using the i-nexus solution.
Dan Walter is the founder of Performensation Consulting, which provides equity compensation consulting services. He has over 18 years of experience designing and administering management and broad-based equity programs for public and private companies in the US and abroad. His expertise includes all aspects of equity compensation programs, from design to administration to reporting. He is also an author on the topic of equity compensation and writes on related issues.
This document provides guidance on planning for a successful CRM implementation and selecting the right CRM solution. It discusses:
1. The importance of planning for CRM success by aligning the CRM system with your business strategy and goals for growth, rather than just automating current processes.
2. Common business growth strategies that a CRM system can support, such as generating more leads, improving conversion rates, increasing customer retention and lifetime value, and leveraging customers for referrals.
3. The need to consider both high-level strategies and specific activities/changes required before selecting a CRM system, to ensure it can effectively support your plans for growth.
How Dashboards & Visualizations can drive result-oriented decision makingSaurabh Jain
The document discusses best practices for dashboards and visualizations to drive performance-oriented decision making. It covers topics like metric selection, visualization techniques, dashboard design principles, and MindTree's approach. Key points include selecting a few key metrics to monitor performance, choosing visuals that clearly convey insights, providing interactive dashboards with drill-down capabilities, and balancing lagging and leading indicators for decision making. The document also outlines common mistakes to avoid, such as including too many reports or focusing only on aesthetics rather than insights.
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.
Financial Planning Best Practices and IBM Cognos TM1 DemonstrationSenturus
Learn about best practices for financial planning and analysis (FP&A) solutions that are independent of software platform. View the video recording and download this deck: http://www.senturus.com/resources/ibm-cognos-tm1-demo-and-financial-planning-best-practices/.
Senturus experts demonstrate use of IBM Cognos TM1, a high-performance enterprise planning software for budgeting, forecasting and analysis.
Senturus, a business analytics consulting firm, has a resource library with hundreds of free recorded webinars, trainings, demos and unbiased product reviews. Take a look and share them with your colleagues and friends: http://www.senturus.com/resources.
Comlabs-ITB Service Excellence for Institution or CompanyDjadja Sardjana
The document discusses strategies for service excellence at ComLabs. It outlines a six step strategy: 1) Plan - Preparing for change through analysis and design. 2) Deliver - Focus on on-time and on-budget delivery. 3) Support - Providing day-to-day customer care. 4) Operate - Allowing focus on core operations. 5) Evolve - Exploring new opportunities. 6) Control - Using project management. It also discusses seven habits and seven barriers of successful customer-focused companies.
MAIA Intelligence will implement a 1KEY Cockpit KPI Application Module for ABC Industries to fulfill their KPI reporting and monitoring needs. The current process uses spreadsheets from various data sources. The 1KEY module will integrate with ABC's existing IT infrastructure. MAIA will work with ABC to design relevant KPIs aligned with business activities and objectives. Implementation will involve defining KPI attributes, data sources, reporting requirements, and security access. The 1KEY system will help ABC proactively monitor performance and compliance.
The document discusses challenges with current performance management processes and the benefits of Prism EPM practice. It outlines common problems such as poor translation of strategies to budgets, lack of consensus, inaccurate information, and resources consumed by cumbersome processes. The Prism approach aims to transform performance management by providing a common planning platform, linked finance and operations, data/process standards, and advanced analytics to gain time, control and confidence.
Branding Marketing Sales Solution Using 1 K E YSanjay Mehta
1. 1KEY solutions can help marketing and sales departments overcome challenges in measuring performance, accountability, and data analysis to improve branding, marketing, and sales results.
2. Key benefits include identifying high-value customers, accurately forecasting promotional impacts, and optimizing marketing spend based on detailed customer insights.
3. 1KEY provides visibility into various data sources to support decision-making through reporting, analysis, scorecards and visualization of KPIs.
Part 1: Foundations of Holistic Process OptimizationGappBridging
This document discusses holistic process optimization and the PCDM method. It provides an overview of GappBridging, which helps organizations improve business processes. Effective process optimization requires management commitment, effective methods, coordination between units, and cooperation between IT and business units. The PCDM method is presented as an effective visual modeling technique using picture cards to collaboratively map "As-Is" and "To-Be" processes. Various PCDM modules are outlined for different stages of process management.
The document discusses integrating financial perspectives into mergers and acquisitions and R&D activities. It provides an agenda for a financial forum including case studies from Unilever, Johnson & Johnson - Ethicon Endo Surgery, and Corning. The case studies describe how these companies transformed their finance organizations to become more strategic business partners that provided proactive advice on decisions' financial impacts. Ethicon Endo-Surgery created cross-functional product development teams to efficiently develop and deploy new products.
McKesson developed a dynamic opportunity scorecard to help sales reps improve win rates and boost efficiency. The scorecard provides reps and managers with clear indications of which customer opportunities to pursue and which to avoid. McKesson refined the creation and rollout process over time to gain stakeholder buy-in and ensure proper usage. Regular "Ripping Sessions" reinforce the scorecard's use, prevent manipulation, and provide ongoing training. The scorecard also supports account planning, accurate data and sales forecasting.
Affiliate Marketing Theatre; Boosting other brands marketing channels with yo...TFM&A
The document discusses how affiliate marketing can boost other marketing channels and bridge the gap between online and offline efforts. It notes that affiliate programs aim to expand brands' reach beyond their own marketing. Both online and offline channels have advantages - online offers accuracy, targeting, and metrics while offline provides experience and established relationships. The document advocates merging the online and offline worlds by incorporating location data and enabling both online and offline transactions. It also stresses the importance of collaboration between online and offline teams to create mutually beneficial opportunities.
CRM 101: Session 3: Less is More - How to Plan a Successful CRM RolloutSugarCRM
Most implementations fail because they are too complex. Technology Advisors’ Sam Biardo explains the difference between thorough and complicated and will illustrate ways you can plan for the important parts of a CRM rollout without getting sidetracked by details that aren’t so important. Learn what causes project failures, how to prevent them, and what techniques you can use to make your CRM project successful.
The document discusses how a telecommunications company translated its strategy into a balanced scorecard and linked scorecard objectives to CRM goals. It outlines the company's vision, strategy to be a leading provider of innovative services through differentiation, network coverage and tailored bundles. It shows how the strategy was mapped into four scorecard perspectives and objectives, and then linked the objectives to goals around improving customer service, quality and reliability, and introducing new services. Finally, it provides examples of CRM business case objectives around improving customer service metrics and reducing churn.
Are you looking for ways to propel your organization or department to the next level? This webinar will reveal the secrets to creating your own strategic planning roadmap to success. Certified Master Facilitator Michael Wilkinson will lead you to understand the components of a strategic plan and the role they play. He’ll then discuss choosing the right strategic planning process. By having the right process in place you’ll gain buy in from the group to help you put the plan into action. And finally we’ll show you how to choose the right facilitator – the plusses and minuses of having an internal person or a professional facilitator lead the session.
Why Midsize Companies Need Business Intelligence Solutions in this uncertain ...FindWhitePapers
Learn how midsize companies are putting in place a business intelligence information infrastructure - making them more likely to adhere to their budgets and deadlines, concentrate on improving the overall business rather than just one department, and reward employees accordingly.
Accenture selling-more-with-mobile-solutionsTony Smith
The document discusses the challenges that companies face in effectively enabling their sales teams with mobile solutions. It identifies three main challenges: 1) defining a proactive mobile strategy before sales representatives define it themselves, 2) continuously innovating mobile solutions to exploit new capabilities, and 3) developing a distinctive sales representative and customer experience through mobility. The document provides examples of how some companies are addressing these challenges and emphasizes the need for a disciplined approach to defining a mobile strategy and continuous innovation to capitalize on the significant benefits of mobile solutions.
NetSuite CRM+ delivers powerful customer relationship management (CRM) capabilities, including
sales force automation (SFA), marketing automation, customer support and service, and flexible
customization, all in single cloud CRM solution. And unlike typical CRM solutions, NetSuite CRM+
includes powerful sales performance management, order management, partner management and
marketing effectiveness capabilities as standard
This document discusses how Jijesoft can help enterprises facing challenges from changing customer demands and disruptive technologies. Jijesoft provides strategic technology partnerships to help enterprises (I) leverage new technologies to create value, (II) integrate technology into products and services, and (III) manage IT-enabled change initiatives. Jijesoft can help reduce costs through efficiency gains and help enterprises adapt to market transitions through innovation and timely responses.
The document discusses the i-nexus Balanced Scorecard solution, which helps organizations transform their balanced scorecards from measurement tools into execution systems. The solution provides capabilities to support all six stages of Kaplan and Norton's strategy execution framework. These capabilities allow organizations to better capture strategy, design scorecards, align organizations, plan execution, review execution, and refine strategy. Customers report dramatically reducing effort on administration and improving execution follow-through by over 50% using the i-nexus solution.
Dan Walter is the founder of Performensation Consulting, which provides equity compensation consulting services. He has over 18 years of experience designing and administering management and broad-based equity programs for public and private companies in the US and abroad. His expertise includes all aspects of equity compensation programs, from design to administration to reporting. He is also an author on the topic of equity compensation and writes on related issues.
This document provides guidance on planning for a successful CRM implementation and selecting the right CRM solution. It discusses:
1. The importance of planning for CRM success by aligning the CRM system with your business strategy and goals for growth, rather than just automating current processes.
2. Common business growth strategies that a CRM system can support, such as generating more leads, improving conversion rates, increasing customer retention and lifetime value, and leveraging customers for referrals.
3. The need to consider both high-level strategies and specific activities/changes required before selecting a CRM system, to ensure it can effectively support your plans for growth.
How Dashboards & Visualizations can drive result-oriented decision makingSaurabh Jain
The document discusses best practices for dashboards and visualizations to drive performance-oriented decision making. It covers topics like metric selection, visualization techniques, dashboard design principles, and MindTree's approach. Key points include selecting a few key metrics to monitor performance, choosing visuals that clearly convey insights, providing interactive dashboards with drill-down capabilities, and balancing lagging and leading indicators for decision making. The document also outlines common mistakes to avoid, such as including too many reports or focusing only on aesthetics rather than insights.
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.
Financial Planning Best Practices and IBM Cognos TM1 DemonstrationSenturus
Learn about best practices for financial planning and analysis (FP&A) solutions that are independent of software platform. View the video recording and download this deck: http://www.senturus.com/resources/ibm-cognos-tm1-demo-and-financial-planning-best-practices/.
Senturus experts demonstrate use of IBM Cognos TM1, a high-performance enterprise planning software for budgeting, forecasting and analysis.
Senturus, a business analytics consulting firm, has a resource library with hundreds of free recorded webinars, trainings, demos and unbiased product reviews. Take a look and share them with your colleagues and friends: http://www.senturus.com/resources.
Presentation deck from a March 22nd, 2012 webinar in which Fifth Third Bank shared their story of how they worked with Forum to implement a customer focused sales strategy.
The document discusses objectives and strategies for managing a sales funnel. It aims to provide high win rates while targeting future growth. Key points include monitoring deal expenses and revenues, ensuring strategy alignment, identifying sales team development areas, and setting clear measurable targets. Metrics like win rate, funnel fill rate, and sales stages are analyzed. Recommendations include defining product/customer classifications, completing all data fields, expanding required data, including funnel fill targets, and establishing a clear gated sales process.
Lyft provides services and consulting to assess and improve organizational sales effectiveness. Their approach focuses on identifying an organization's current capabilities and potential, developing a vision for success, and implementing changes to talent, processes, and tools to significantly enhance sales results. Lyft's solutions target improving sales force and client-facing personnel through recruitment, assessment, training, coaching, and performance management. The goal is to transform organizations by driving more of the sales team to achieve "trusted advisor" status with clients, resulting in higher win rates, margins, loyalty, and financial impact that is at least 10 times the investment in Lyft's services.
The document discusses key performance indicators (KPIs) and provides examples of KPIs across different areas of a business. It defines KPIs and explains their purpose is to measure performance against objectives. KPIs can be input, process, output, or outcome measures and should be meaningful, measurable, quantitative or qualitative, routinely collected, comparable, and useful. The document provides examples of KPIs for areas like return/profit, productivity, employee development, quality assurance, research and development, organizational image, and legislative relations.
The document discusses how sales managers can optimize their effectiveness through virtual sales management. It finds that sales managers currently spend over 60% of their time directly supporting sales teams through selling, coaching, and pipeline management. However, these activities are often less effective when salespeople work remotely. The document proposes that virtual tools like video conferencing can help managers remotely conduct sales calls, coaching sessions, and pipeline reviews. This allows managers to support more salespeople each day while freeing up their time for other tasks. Recording virtual meetings also provides benefits like tracking best practices.
This document discusses Revenue Performance Management (RPM) as a strategy for managing a company's interactions with buyers through the entire purchase process to enable predictable, rapid and profitable revenue growth. The key benefits of RPM include helping businesses grow faster, better forecast long-term revenue, optimize resource allocation, and spot revenue outliers. RPM has emerged as a strategy due to trends enabling a 360 degree view of customers, measuring sales and marketing activities, and scaling personalized interactions. Successful RPM requires modeling the integrated sales and marketing funnel, continuous improvement through benchmarking, making data actionable through deep analytics, and long-term forecasting to identify new opportunities.
Six truths BtoB marketers must accept to be successful with marketing automation:
1. Marketing automation requires developing a strong process and filling marketing skills gaps.
2. Process is key - marketers must define stages of the marketing funnel and how leads will be nurtured.
3. The buying process has changed - buyers do extensive research online before engaging with sales.
4. Content is important to support buyers at each stage and overcome their objections.
5. Lead nurturing provides value to prospects and drives greater conversion than just generating leads.
6. Marketers may lack skills for deep use of automation and will need training, new hires, or an agency.
Selling MDM to Leadership: Defining the WhyProfisee
This document discusses defining the business justification or "why" for a master data management (MDM) program. It covers:
1. Defining the business perspective on why undertake an MDM program by focusing on problems to solve rather than technical details. This includes categorizing and prioritizing business benefits.
2. Prioritizing where to start the program by focusing efforts on solving business problems.
3. The next part will cover calculating the total cost of ownership and "rightsizing" the initial scope of the MDM program, including which data domains, functions, or organizations to include.
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.
This document discusses landing page optimization and testing. It begins by introducing the speakers and providing background on Webtrends and MarketingSherpa. It then discusses key findings from MarketingSherpa research on website optimization. The presentation will cover making the case for landing page optimization (LPO) to secure budget approval, challenges with statistical validity in testing, and using LPO to stay responsive to customer needs in a changing marketplace."
Pardot Elevate 2012 - Marketing Strategies and Tactics of Top PerformersPardot
B2B marketers typically use last year’s plan as a starting point for next year’s marketing planning process, making changes only to accommodate new goals and current-year budget realities. As a result, go-to-market plans have become habitual and marketing performance becomes incrementally more or less effective year over year. Marketers at top-performing companies take a different approach. They experiment, pilot, and test. They are the vanguard with go-to- market strategies that set them apart from their peers at companies with average performance. In this presentation, Ms. Wizdo will unveil new research data from Forrester’s Q3 2012 B2B Marketing Tactics and Benchmarks Survey to provide planning guidance that will energize your marketing strategy in 2013. While there is no “paint by numbers” formula for the perfect marketing mix, B2B marketers can leverage the proven practice of top-performing marketing organizations to inform their own marketing mix decisions.
IBM Finance Forum - The Economic Balancing ActIBM Sverige
Sweden's economy has been on a roller coaster ride in recent years, first there was the fallout from the worst post-war global recession, and now we find ourselves travelling at full speed as growth rebounds with renewed vigour. That's all great news for now but in the meantime we have all learned some valuable lessons - with growth comes increased risk, we need to manage that, with growth comes increased cost, we need to manage that too and with growth comes ever greater opportunity both good and bad. How can business prepare for and anticipate that? What role does the finance organisation now play in keeping everything in blanace?
The Strategic Role of the Partner Development ManagerAmazon Consulting
As the solution provider's business model has evolved, it has required the role of the central partner-facing resource, namely the Channel Sales Manager, to change dramatically to accommodate and support the new partner models. But what is the channel manager profile that has the talent and acumen to handle this demand?
Learn how to define success in business intelligence, the 12 keys to success in BI and an overview of the market-leading business intelligence tools. View the video recording and download this deck: http://www.senturus.com/resources/keys-to-success-in-business-intelligence/.
BI tools covered include: Microsoft, Cognos, Business Objects and Oracle.
Senturus, a business analytics consulting firm, has a resource library with hundreds of free recorded webinars, trainings, demos and unbiased product reviews. Take a look and share them with your colleagues and friends: http://www.senturus.com/resources/.
Whats new in customer experience managementPrayukth K V
Social media and new technologies are empowering people and changing society in fundamental ways. The collective voice of people online cannot be controlled and is shaping history. Customers now demand personalized experiences on their terms. This customer-centric reality is transforming industries and requiring companies to focus on building trust and delivering value.
The Performance Conference is an annual event focused on performance management systems, measures, metrics, employee performance, and process improvement initiatives. The 2009 conference will be held May 4-7 in Orlando, Florida and feature 10 comprehensive tracks on topics related to performance management. It will include keynote speakers, breakout sessions, workshops, and networking opportunities for executives and professionals involved in organizational performance and strategic planning. The goal is for attendees to learn best practices in performance management to improve organizational performance and profitability.
The document discusses a survey conducted by PA Consulting to identify the key drivers of effective project portfolio delivery. The survey examined two dimensions: practice maturity, which measures the quality of an organization's practices; and delivery effectiveness, which measures outcomes like meeting budgets, timelines and stakeholder satisfaction. The survey found that becoming more mature in practices like governance, portfolio management and project management generally improves effectiveness. However, organizational complexity and culture also influence effectiveness, and not all practices have an equal impact on outcomes.
1. Sales Analytics & Performance Tracking
Better decisions that drive consistent, predictable behavior & results
Tracey Kaufman
Sr. Director of Customer Experience
October 2010
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2. What We’ll Cover
• Why sales analytics are critical to
your business success
• Sales Analytics best practices -
what metrics to track
• How to determine the right set of
metrics to track for your business
• What the data tells you and how it
can help you manage and coach
your team
• How to use analytics to tell the
difference between “good” and
“bad” profits
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3. Did You KNOW...
Only 51.5% of Reps Are Only 78.5% of Plan Only 23% of Firms have a
Making Quota Attainment is Accomplished Dynamic Sales Mgmt. Process
27.2%
29.9% 31.3% Selling w/ Reps 21.6%
No Decision Lost Coaching Reps
14.7%
Pipe / Forecast MGMT
44.8% 20.3%
15.8%
Won Internal Meeting &
Management Tasks
Other (Train / Travel)
Only 44.8% of Forecasted 50% of Time Spent on
Deals Are Won Revenue GEN
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Cloud9 2010 Source: CSO Insights: May 2010
4. Which MEANS...
You’re missing out on REVENUE & CRM isn’t ENOUGH
Supports business NOT management processes
Other
Use Sales Analytics
Use Spreadsheets
Use Core CRM System
45% use CRM to Manage
Sales Forecasts
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Cloud9 2010 Source: CSO Insights: May 2010
5. The Solution: SALES ANALYTICS
BENEFITS:
• Improve sales effectiveness,
productivity and cycle times
• Understand and adapt to change in
time to impact quarterly results
• Discover relationships and patterns
to improve revenue predictability
• Drive improved sales rep performance
• Identify which rep behaviors are
reinforced by process and incentives
• Gain greater visibility to key drivers of
customer loyalty
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6. Measuring the Right Stuff
• More data isn’t always better –
need actionable information
• Do the “so what’ test – ask
yourself: “What would I do
differently if I had this information?”
3 Steps:
1. Interpret and assess the results
using historical benchmarks
2. Investigate negative results to
understand root cause
3. Develop and execute a plan to
impact business results
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7. Sales Analytics KPIs Four Key METRICS Groups
1 Pipeline
2 Activity
3 CRM Adoption
4 Customer
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8. Pipeline Management Best Practices
Dynamic and repeatable
1 sales management process
Performance management
2 informed by Analytics
3 Predictable models
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9. Running a Weekly Sales Meeting
Ask YOURSELF:
• 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?
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10. Performance and Coverage
Compare current performance against quota and forecast
Drill into details
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11. What’s Changed
Review pipeline changes (won, lost, adjusted), uncover exceptions, identify risks and develop next steps
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13. 1:1 Coaching Example
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 and deferred, adjusted?
For the current quarter:
•Is 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?
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14. Using Historic Data For Predictable Models
• Assess business and team
performance and predict future
results by using historical
benchmarks, patterns and trends
Examples:
• Evaluate pipeline health
• Assess forecast accuracy
• Evaluate overall performance
• Identify top & under-performing
reps, channels & products
• Highlight rep behavior /skills issues
• Understand sales mix
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15. Pipeline Velocity
INCREASE Bottom Line Revenue & Predictability
Improve Pipeline Velocity:
(# of deals) x (win conversion rate) x (avg. deal size)
Average selling time in days
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16. Activity Tracking
BENEFITS:
• Improved Sales Manager and Rep
alignment
Sales Performance = Activity x Proficiency
• Increased visibility enables
informed and concrete coaching
• Enables identification of best
practice steps for winning a deal
• Supports cross-functional
collaboration and hand-offs
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17. CRM Adoption
CHALLENGES:
• CRM adoption is inconsistent
• # logins/week, consistency,
• histogram–usage patterns
Sales reps don’t like using CRM
systems – view it as “big brother” &
takes time away from selling
• Result is lack of visibility and
confidence in the data
BEST PRACTICES:
• Implement a combination of
“carrot” and “stick” incentives
• Use data during 1:1 coaching
sessions – reinforces value
• Change conversation from “what
happened?” to developing a plan
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18. Customer Metrics
•
DO YOU KNOW:
Total Current Customers
•
- many customers you segments
Howby customer group–marketingacquire
and lose every quarter and why?
• New Customers
- volume, value, reason, referral
Revenue and key drivers
• • Renewal Customers of repeat
business?value, reason
- volume,
• Reference Customers
• What % ofvalue, reason, referral are
- volume, your customers
referenceable?
• Customer Status
- active, in-active
• What % of your new business
• Customer referrals?
comes from Loyalty
- promoter, satisfied, detractor
• • Critical Customers dissatisfied
Which customers are
- volume, value, status, reasons
and why?
• Customer Lifetime Value
•
- revenue & marketing contribution,
Overall cost to acquire and cost
support your customers?
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20. Results You Can Expect
VELOCITY & REVENUE Improvements
Potential of 10% increase in
“Adaptable companies with a revenue via improved sales
dynamic sales process reported 30% pipeline/funnel management
higher forecasted deal conversion 2007 McKinsey study
rates than average”
2010 CSO Insights Report
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21. C9 Customer Success Stories
Increased forecasted deal
closure by 5% resulting in
$400K per quarter
Returned 80 hours per
quarter in selling time back to
Sales Management
Forecast accuracy improved
by 50% resulting in better
resource allocation
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