Sales reps that qualify opportunities effectively are 58% more likely to achieve quota, yet only 59% of reps are effective at qualification.
TAS Smart Opportunity Manager helps you win more deals and grow deal sizes.
B2B marketing is no longer a matter of delivering support tools and services to the sales organisation. The challenge for marketing is to take more of an independent role in B2B as a positioning driver. The loss of an extremely close, direct connection between sales and marketing also causes a loss in the alignment of sales and marketing investments for driving business. There isn’t necessarily sufficient marketing focus on generating revenue streams, as sales often ignores what will drive future revenue. B2B sales and marketing needs to re-align its objectives and priorities.
Marketing Services Excellence: Driving Costs Down and Effectiveness UpBest Practices
Marketing organizations today are under increasing pressure to deliver quality services to their internal clients while holding down costs. To remain competitive, Marketing leaders need to understand how their expenses, services scope, resources, organizational structure, and use of off-shore labor sources compare with those at other companies so they can identify and close performance gaps. This cross-industry benchmarking study provides metrics and critical insights for evaluating the effectiveness of the Marketing Services/Operations function, including Creative Services, Support Services and Market Research & Analytics Services.
Olivier Riviere discusses his journey in key account management and how he helps companies through his consulting work. He emphasizes analyzing a company's strategic context, customer portfolio, and organizational dynamics to design and implement effective KAM approaches. The biggest obstacles he sees are overcoming cultural challenges to cross-functional collaboration and conducting deep analyses of key customer organizations and relationships. Software tools are emerging for KAM but must complement, not replace, developing skills and focusing on teamwork.
Think Marketing to Accelerate Shared Services or BPO GrowthDeborah Kops
The document discusses how marketing can help accelerate growth for shared services and BPO organizations. It notes that growth is important but difficult to achieve without focus and effort. Marketing promotes the brand to make shifting to a new business model safe and smart. The document outlines eight vital marketing techniques including creating a brand, engaging stakeholders before sales, developing tools and leveraging all channels. It argues that viewing stakeholders as partners and focusing sales efforts are keys to using marketing to drive scale, which moves the organization's impact needle. Marketing is about developing the right solution for buyers to adopt, not "being a salesman."
4 top ways marketing fails sales - from Dreamforce 14Brian Groth
Marketing often fails sales in 4 key ways: content creation, content management, motivation, and sales process alignment. To fix these issues: 1) Define roles for creating customer content; 2) Provide sales quick access to content; 3) Educate marketing on sales commission structures; and 4) Use shared metrics like sales-accepted leads and sales-qualified leads.
This document provides an overview of key account management. It defines key terms like key account and key account management. It identifies the basic elements of key account management as identifying, analyzing, and selecting relationship strategies for key accounts. It describes the nature of the job as becoming close to decision makers, ensuring quality service, and motivating clients. It also outlines the skills, competencies, and level of qualification needed for the role of a key account manager.
The document discusses key account selling and management. It defines key accounts as the top 20% of customers that provide 80% of profits, based on the 80/20 principle. The benefits of key account programs include economies of scale, understanding customer goals, and sustainable sales. Key criteria for selecting key accounts include sales volume, profits, financial stability, and coherence with company strategy. The document also cautions that key account programs require sufficient benefits and should not rely too heavily on just a few large customers.
B2B marketing is no longer a matter of delivering support tools and services to the sales organisation. The challenge for marketing is to take more of an independent role in B2B as a positioning driver. The loss of an extremely close, direct connection between sales and marketing also causes a loss in the alignment of sales and marketing investments for driving business. There isn’t necessarily sufficient marketing focus on generating revenue streams, as sales often ignores what will drive future revenue. B2B sales and marketing needs to re-align its objectives and priorities.
Marketing Services Excellence: Driving Costs Down and Effectiveness UpBest Practices
Marketing organizations today are under increasing pressure to deliver quality services to their internal clients while holding down costs. To remain competitive, Marketing leaders need to understand how their expenses, services scope, resources, organizational structure, and use of off-shore labor sources compare with those at other companies so they can identify and close performance gaps. This cross-industry benchmarking study provides metrics and critical insights for evaluating the effectiveness of the Marketing Services/Operations function, including Creative Services, Support Services and Market Research & Analytics Services.
Olivier Riviere discusses his journey in key account management and how he helps companies through his consulting work. He emphasizes analyzing a company's strategic context, customer portfolio, and organizational dynamics to design and implement effective KAM approaches. The biggest obstacles he sees are overcoming cultural challenges to cross-functional collaboration and conducting deep analyses of key customer organizations and relationships. Software tools are emerging for KAM but must complement, not replace, developing skills and focusing on teamwork.
Think Marketing to Accelerate Shared Services or BPO GrowthDeborah Kops
The document discusses how marketing can help accelerate growth for shared services and BPO organizations. It notes that growth is important but difficult to achieve without focus and effort. Marketing promotes the brand to make shifting to a new business model safe and smart. The document outlines eight vital marketing techniques including creating a brand, engaging stakeholders before sales, developing tools and leveraging all channels. It argues that viewing stakeholders as partners and focusing sales efforts are keys to using marketing to drive scale, which moves the organization's impact needle. Marketing is about developing the right solution for buyers to adopt, not "being a salesman."
4 top ways marketing fails sales - from Dreamforce 14Brian Groth
Marketing often fails sales in 4 key ways: content creation, content management, motivation, and sales process alignment. To fix these issues: 1) Define roles for creating customer content; 2) Provide sales quick access to content; 3) Educate marketing on sales commission structures; and 4) Use shared metrics like sales-accepted leads and sales-qualified leads.
This document provides an overview of key account management. It defines key terms like key account and key account management. It identifies the basic elements of key account management as identifying, analyzing, and selecting relationship strategies for key accounts. It describes the nature of the job as becoming close to decision makers, ensuring quality service, and motivating clients. It also outlines the skills, competencies, and level of qualification needed for the role of a key account manager.
The document discusses key account selling and management. It defines key accounts as the top 20% of customers that provide 80% of profits, based on the 80/20 principle. The benefits of key account programs include economies of scale, understanding customer goals, and sustainable sales. Key criteria for selecting key accounts include sales volume, profits, financial stability, and coherence with company strategy. The document also cautions that key account programs require sufficient benefits and should not rely too heavily on just a few large customers.
The document outlines best practices for key account management. It recommends ranking accounts by improvement potential and redeploying resources accordingly. It also suggests understanding customer needs, planning account actions to address problems, setting internal and customer targets, and tying incentives to customer metrics. The key account management process involves analyzing and classifying customers, profiling accounts, planning call activity, reviewing performance, and managing the program.
The document provides tips for small businesses to successfully compete against larger competitors. It recommends that small businesses remain flexible and nimble to customize their offerings for customers. It also stresses the importance of speed in sales, customer service, and follow up. The document advises gathering testimonials from customers and assigning staff to closely work with customers after sales to strengthen relationships and gain referrals. It also suggests leveraging strategic partnerships, involving multiple company representatives in sales, and maintaining a focused sales strategy and messaging.
What is Your Strategy to Manage Key Accounts and Why You Need One?Travis Davis
Managing Key Accounts in Salesforce can be a daunting task, but it doesn’t have to be. It can be easy, beneficial, collaborative and most of all useful.
In this webinar we will show you how to build a strategy to manage key accounts using Strategy Mapper and why you need one, all within Salesforce. Having a strategy to manage your key account in Salesforce ensures the entire team is working in unison, collaborating and in the event of flux in the account team, there is no loss of momentum, allowing competitors to gain a beachhead.
There are four topic we will cover to build a key account strategy in Salesforce to ensure success, long term relationships, stability and revenue growth.
1. Management of the Account
2. Management and Planning of Opportunities
3. Planning and Execution of Meetings
4. Stakeholder Management
Rethinking Sales Force Toastmasters Short VersionCoinoor
The document discusses rethinking the sales force and focusing on value creation rather than just product promotion. It outlines three types of customers - transactional, consultative, and strategic - that require different types of sales approaches. Transactional customers want lower costs, consultative need help understanding products, and strategic seek partnerships. To shift to value creation, companies should develop a value vision, restructure sales around customer types, improve value-enabling capabilities, and align metrics and compensation with value strategies. Differentiating customers and maximizing efforts for consultative sales is also recommended.
Got CRM - Why You Need Marketing Automation Too --LamoreauxSherry Lamoreaux
The document discusses how CRM systems support sales but fail marketers by not providing end-to-end visibility over the lead lifecycle. It argues that marketing automation is needed to nurture leads, analyze website behavior, automate campaigns, and deliver sales-ready leads to CRM. When combined, CRM and marketing automation align marketing and sales, provide visibility from lead to revenue, and allow transitioning prospects from attraction to advocacy.
Reach Operational Excellence with Territory ManagementKevin Baldacci
The document discusses the importance of carefully managing sales territories through data-driven segmentation and alignment of resources. It provides tips for territory planning such as getting an early start, avoiding disruption, using data to ensure balanced opportunities, and learning from past mistakes. The goal is to maximize sales team productivity and efficiency while reducing costs and turnover.
Sales management must produce a sales strategy based on an understanding of their sales force strengths and weaknesses. A sales consulting firm can assess your go to market strategy utilizing benchmarks to determine where you should invest in sales performance improvement projects. A presentation by Sales Benchmark Index.
The document outlines key account management best practices including analyzing high potential accounts, reallocating resources, understanding customer needs and requirements, developing account plans with goals and accountability, monitoring performance, and holding account teams accountable. It also provides an overview of the key account management process with steps for analyzing and classifying customers, profiling and planning for key accounts, executing account plans, and evaluating account performance.
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.
Set your company on a path to lead generation success. Learn how to generate more cross sell leads from your top accounts, run effective marketing campaign inside the base and grow wallet share. These slides are from the Sales Benchmark Index webinar presentation by Vince Koehler.
Companies have become savvy customers; they have often determined the solution and the supplier they need, and the price they are willing to pay, before the salesperson enters the scene. In this competitive environment, the premium on finding, training, motivating and retaining star performers has never been higher.
Because firms only measure past sales performance, they have limited insight into how a salesperson will do going forward and what types of training and incentives
will be most effective. Failing to forecast a salesperson’s future value can lead to costly misallocation of training and incentive dollars. Many firms overvalue their poor performers and undervalue their stars, which might lead to undervalued top salespeople to slip trough their fingers and into competitors’ arms. This article illustrates a novel method for measuring a salesperson’s future profitability to the firm. Future performance is linked to specific types of training and incentives and show how those investments can dramatically boost revenue.
Key account management involves developing strategic, long-term partnerships with important customers to ensure sustainable business growth. It aims to maximize sales, increase average deal sizes, improve customer loyalty and retention, and manage customers across business territories. Selecting the right strategic customers aligned with business goals and classifying accounts is important. Effective key account management requires relationship building, knowledge management, collaborative planning, and internal organizational alignment around key customers. Risks include overdependence on large customers and misreading their loyalty. Benefits include improved customer retention, new business opportunities, and internal consolidation across business units.
Blackdot White Paper - Unlocking Sales Manager Impacteviang
Recent research by blackdot found that effective coaching of sales managers can significantly improve salesperson performance, yet sales managers lack time for coaching. Blackdot analyzed data on high-performing sales managers and identified four differentiating factors in their coaching: they coach all reps, dedicate more time to coaching, coach more consistently, and focus on higher-level dialogue skills. Providing this type of coaching can increase the likelihood reps hit targets and grow market share.
This document summarizes SalesMax, an assessment tool designed to aid organizations in selecting and developing top sales talent. SalesMax measures sales personality, knowledge, and motivations through an online assessment. It provides selection reports analyzing a candidate's probability of sales success and assets/liabilities. Development reports give feedback on strengths and areas for growth. The document outlines validation studies showing SalesMax scores correlate with sales performance. It also describes services like job analysis, validation studies, and customized selection processes to integrate SalesMax into a company's hiring.
Social networks are critical in sales. Companies and salespeople can improve
performance significantly by understanding the interplay among the different webs
of customers, leads and colleagues they develop.
The sales process can be represented as four distinct stages, which all require a
different set of abilities and network configuration. If salespeople and managers
understand how networks function, they can pinpoint the most effective network
configuration for each stage of a sale and take the actions necessary to create it and
outshine competitors. In each stage of the sales process, the salesperson’s efforts
come down to two essential and complementary types of network-management
actions: managing the information flow and coordinating the efforts of contacts. This
article offers a framework for systematically managing different social networks, by
matching the network to the task. The article also presents three levers managers
can use to encourage salespeople to integrate the network-based view and make the
best possible use of social networks.
Webinar - Build a Better Sales Force using SPM technologyFred Sass
Organizations that use Sales Performance Management technology hire better people, increase sales productivity, improve visibility and insight, increase organizational agility, meet compliance requirements, and reduce errors and cycle time.
Sales casualty analysis: why sales numbers do not happen and what to do to ge...Browne & Mohan
Despite significant investment in resource and infrastructure, many companies suffer from long sales cycles, lack of funnel, targets missed by miles and very low closure rate. Reasons for poor sales numbers are common across industries. In this white paper, Browne & Mohan consultants detail the inhibitors of sales growth and how to address the same.
Buyers journey - Sales Process - 14-may-2018 versionBrian Groth
This document outlines the stages of the buyer's journey from awareness to purchase. It includes the typical mindset and ownership of tasks at each stage. Key exit criteria to progress contacts through the stages are listed. Content, tools, teams and skills needed at each stage are also identified.
Venture Development - My Value PropositionWalter Adamson
The first secret of effectiveness is to understand the people with whom one works and on whom one depends and to make use of their strengths, their ways of working, their values.
I help emerging technology companies fully recognize their own value and help them substantially create more value and most importantly capture more value for their shareholders.
Strategies for Managing Sales Teams: How to find, select and compensate these...MaRS Discovery District
Hiring, managing and compensating effective salespeople is one of the biggest challenges faced by young companies, it can also be the area where most executives have the least experience and the most discomfort from a management perspective. This practical, experience based session will work through the importance of identifying, sourcing and hiring the right person for the needs of your business, considerations in managing them, and structuring compensation plans to incent the right results, and protecting the company's ability to turn a profit.
Helen Robert and Lynn Cameron, Managing Partners of TechEdge, and
Margo Crawford, President & CEO, Business Sherpa
The marketing and sales process - Jan 10 2016 versionBrian Groth
It's been a few months and I have improving my big sales process example, which includes marketing at the start and services at the end, since I believe a company should have the entire customer journey in mind when marketing, selling and servicing. Maybe one day I'll work in how product management and engineering overlays on this too.
This version now includes a few more details, but also suggestions as to where this document can guide an employee for more information, tools, content or training.
The document outlines best practices for key account management. It recommends ranking accounts by improvement potential and redeploying resources accordingly. It also suggests understanding customer needs, planning account actions to address problems, setting internal and customer targets, and tying incentives to customer metrics. The key account management process involves analyzing and classifying customers, profiling accounts, planning call activity, reviewing performance, and managing the program.
The document provides tips for small businesses to successfully compete against larger competitors. It recommends that small businesses remain flexible and nimble to customize their offerings for customers. It also stresses the importance of speed in sales, customer service, and follow up. The document advises gathering testimonials from customers and assigning staff to closely work with customers after sales to strengthen relationships and gain referrals. It also suggests leveraging strategic partnerships, involving multiple company representatives in sales, and maintaining a focused sales strategy and messaging.
What is Your Strategy to Manage Key Accounts and Why You Need One?Travis Davis
Managing Key Accounts in Salesforce can be a daunting task, but it doesn’t have to be. It can be easy, beneficial, collaborative and most of all useful.
In this webinar we will show you how to build a strategy to manage key accounts using Strategy Mapper and why you need one, all within Salesforce. Having a strategy to manage your key account in Salesforce ensures the entire team is working in unison, collaborating and in the event of flux in the account team, there is no loss of momentum, allowing competitors to gain a beachhead.
There are four topic we will cover to build a key account strategy in Salesforce to ensure success, long term relationships, stability and revenue growth.
1. Management of the Account
2. Management and Planning of Opportunities
3. Planning and Execution of Meetings
4. Stakeholder Management
Rethinking Sales Force Toastmasters Short VersionCoinoor
The document discusses rethinking the sales force and focusing on value creation rather than just product promotion. It outlines three types of customers - transactional, consultative, and strategic - that require different types of sales approaches. Transactional customers want lower costs, consultative need help understanding products, and strategic seek partnerships. To shift to value creation, companies should develop a value vision, restructure sales around customer types, improve value-enabling capabilities, and align metrics and compensation with value strategies. Differentiating customers and maximizing efforts for consultative sales is also recommended.
Got CRM - Why You Need Marketing Automation Too --LamoreauxSherry Lamoreaux
The document discusses how CRM systems support sales but fail marketers by not providing end-to-end visibility over the lead lifecycle. It argues that marketing automation is needed to nurture leads, analyze website behavior, automate campaigns, and deliver sales-ready leads to CRM. When combined, CRM and marketing automation align marketing and sales, provide visibility from lead to revenue, and allow transitioning prospects from attraction to advocacy.
Reach Operational Excellence with Territory ManagementKevin Baldacci
The document discusses the importance of carefully managing sales territories through data-driven segmentation and alignment of resources. It provides tips for territory planning such as getting an early start, avoiding disruption, using data to ensure balanced opportunities, and learning from past mistakes. The goal is to maximize sales team productivity and efficiency while reducing costs and turnover.
Sales management must produce a sales strategy based on an understanding of their sales force strengths and weaknesses. A sales consulting firm can assess your go to market strategy utilizing benchmarks to determine where you should invest in sales performance improvement projects. A presentation by Sales Benchmark Index.
The document outlines key account management best practices including analyzing high potential accounts, reallocating resources, understanding customer needs and requirements, developing account plans with goals and accountability, monitoring performance, and holding account teams accountable. It also provides an overview of the key account management process with steps for analyzing and classifying customers, profiling and planning for key accounts, executing account plans, and evaluating account performance.
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.
Set your company on a path to lead generation success. Learn how to generate more cross sell leads from your top accounts, run effective marketing campaign inside the base and grow wallet share. These slides are from the Sales Benchmark Index webinar presentation by Vince Koehler.
Companies have become savvy customers; they have often determined the solution and the supplier they need, and the price they are willing to pay, before the salesperson enters the scene. In this competitive environment, the premium on finding, training, motivating and retaining star performers has never been higher.
Because firms only measure past sales performance, they have limited insight into how a salesperson will do going forward and what types of training and incentives
will be most effective. Failing to forecast a salesperson’s future value can lead to costly misallocation of training and incentive dollars. Many firms overvalue their poor performers and undervalue their stars, which might lead to undervalued top salespeople to slip trough their fingers and into competitors’ arms. This article illustrates a novel method for measuring a salesperson’s future profitability to the firm. Future performance is linked to specific types of training and incentives and show how those investments can dramatically boost revenue.
Key account management involves developing strategic, long-term partnerships with important customers to ensure sustainable business growth. It aims to maximize sales, increase average deal sizes, improve customer loyalty and retention, and manage customers across business territories. Selecting the right strategic customers aligned with business goals and classifying accounts is important. Effective key account management requires relationship building, knowledge management, collaborative planning, and internal organizational alignment around key customers. Risks include overdependence on large customers and misreading their loyalty. Benefits include improved customer retention, new business opportunities, and internal consolidation across business units.
Blackdot White Paper - Unlocking Sales Manager Impacteviang
Recent research by blackdot found that effective coaching of sales managers can significantly improve salesperson performance, yet sales managers lack time for coaching. Blackdot analyzed data on high-performing sales managers and identified four differentiating factors in their coaching: they coach all reps, dedicate more time to coaching, coach more consistently, and focus on higher-level dialogue skills. Providing this type of coaching can increase the likelihood reps hit targets and grow market share.
This document summarizes SalesMax, an assessment tool designed to aid organizations in selecting and developing top sales talent. SalesMax measures sales personality, knowledge, and motivations through an online assessment. It provides selection reports analyzing a candidate's probability of sales success and assets/liabilities. Development reports give feedback on strengths and areas for growth. The document outlines validation studies showing SalesMax scores correlate with sales performance. It also describes services like job analysis, validation studies, and customized selection processes to integrate SalesMax into a company's hiring.
Social networks are critical in sales. Companies and salespeople can improve
performance significantly by understanding the interplay among the different webs
of customers, leads and colleagues they develop.
The sales process can be represented as four distinct stages, which all require a
different set of abilities and network configuration. If salespeople and managers
understand how networks function, they can pinpoint the most effective network
configuration for each stage of a sale and take the actions necessary to create it and
outshine competitors. In each stage of the sales process, the salesperson’s efforts
come down to two essential and complementary types of network-management
actions: managing the information flow and coordinating the efforts of contacts. This
article offers a framework for systematically managing different social networks, by
matching the network to the task. The article also presents three levers managers
can use to encourage salespeople to integrate the network-based view and make the
best possible use of social networks.
Webinar - Build a Better Sales Force using SPM technologyFred Sass
Organizations that use Sales Performance Management technology hire better people, increase sales productivity, improve visibility and insight, increase organizational agility, meet compliance requirements, and reduce errors and cycle time.
Sales casualty analysis: why sales numbers do not happen and what to do to ge...Browne & Mohan
Despite significant investment in resource and infrastructure, many companies suffer from long sales cycles, lack of funnel, targets missed by miles and very low closure rate. Reasons for poor sales numbers are common across industries. In this white paper, Browne & Mohan consultants detail the inhibitors of sales growth and how to address the same.
Buyers journey - Sales Process - 14-may-2018 versionBrian Groth
This document outlines the stages of the buyer's journey from awareness to purchase. It includes the typical mindset and ownership of tasks at each stage. Key exit criteria to progress contacts through the stages are listed. Content, tools, teams and skills needed at each stage are also identified.
Venture Development - My Value PropositionWalter Adamson
The first secret of effectiveness is to understand the people with whom one works and on whom one depends and to make use of their strengths, their ways of working, their values.
I help emerging technology companies fully recognize their own value and help them substantially create more value and most importantly capture more value for their shareholders.
Strategies for Managing Sales Teams: How to find, select and compensate these...MaRS Discovery District
Hiring, managing and compensating effective salespeople is one of the biggest challenges faced by young companies, it can also be the area where most executives have the least experience and the most discomfort from a management perspective. This practical, experience based session will work through the importance of identifying, sourcing and hiring the right person for the needs of your business, considerations in managing them, and structuring compensation plans to incent the right results, and protecting the company's ability to turn a profit.
Helen Robert and Lynn Cameron, Managing Partners of TechEdge, and
Margo Crawford, President & CEO, Business Sherpa
The marketing and sales process - Jan 10 2016 versionBrian Groth
It's been a few months and I have improving my big sales process example, which includes marketing at the start and services at the end, since I believe a company should have the entire customer journey in mind when marketing, selling and servicing. Maybe one day I'll work in how product management and engineering overlays on this too.
This version now includes a few more details, but also suggestions as to where this document can guide an employee for more information, tools, content or training.
Transform Your ABM Metrics from Wobbly into World-ClassDemandbase
Your ABM metrics define your performance to date and drive your strategy going forward. So why the heck are they so tricky to nail down? In this session, we’ll provide a roadmap to your metrics nirvana by diving into real-world reports and analytics, and show you how to operationalize the next generation of ABM KPIs.
The document provides an overview of Shawn Loudenback's background and expertise in business development, sales, marketing, and strategic planning. It then discusses Shawn's approach to strategic development, including analyzing customers, competitors, the market, and a company's internal and external environments. The document also outlines Shawn's TOPSales methodology, which focuses on targeted offerings, optimized tools and processes, performance management, and sales force deployment. Finally, it discusses best practices for setting sales quotas and sales processes.
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.
Leeds Digital Festival: How to justify your marketing spend to your bossXpand Marketing
Research shows that many marketing managers and executives are frustrated with the constant budget restraints and pushback that they face when trying to plan their company's marketing.
Is this you? If so, we’re here to tell you that it doesn't have to be this way.
In this webinar, Danni and Fran will discuss the common concerns and priorities of bosses or upper management when it comes to marketing spend.
We'll also share some proven strategies for aligning marketing objectives with the overall business strategy, proving the ROI of your marketing efforts, and building strong relationships with your boss and stakeholders.
By the end of this webinar, you'll have the tools and knowledge you need to justify your marketing budget and get the resources you need to succeed.
Anaplan SPM webinar series, part 4: Motivating the right behavior with incent...Anaplan
The document is a presentation about motivating the right behavior with incentive compensation. It discusses how companies can move beyond traditional incentive compensation planning to a more connected pathway that provides insights through tools like sales forecasting, crediting, compensation planning and analytics. This allows companies to better understand top sales performance, identify high performing reps, and ensure incentives are aligned with business goals. It emphasizes capturing quality sales data and integrating it with other enterprise data to facilitate smarter sales planning, operations and insights.
Marketing to Account Based Marketing Better, Effective and Rewardingrun_frictionless
Account-based marketing is a practice that enables B2B marketers to drive more revenue by focusing their marketing and communications efforts on the accounts (companies) that have the most potential to become customers.
https://runfrictionless.com/b2b-white-paper-service/
Account-based marketing (ABM) is a practice that enables B2B marketers to drive more revenue by focusing their marketing and communications efforts on the accounts (companies) that have the most potential to become customers. ABM involves treating individual accounts as separate markets and developing deeper relationships with key decision-makers within those accounts. Effective ABM requires understanding each target account through profiling and analyzing the account's industry, business goals, key contacts, and opportunities for solutions in order to develop customized marketing strategies and tactics.
The document discusses key factors for business success including lead generation, converting leads to sales, lifetime customer value, operating costs, and reinvesting profits. It emphasizes the importance of marketing to provide a constant flow of quality leads and sales to convert those leads into customers quickly with high lifetime value. Finally, it offers the services of ADSPORT to help businesses with marketing plans, generating quality sales leads, and closing more sales faster through sales process training and management.
Sales & Marketing Alignment presented by Debbie Williams at TFM London 2010debbiemwilliams
The document discusses the importance of alignment between sales and marketing teams. It outlines some common disconnects that can occur and provides 7 tips for successful alignment, including sharing strategic plans, metrics, leads, and customer insights. Both teams must work together on activities like lead qualification, opportunity development, campaign planning, and reporting to close the loop from marketing to sales.
A Detailed Buyer / Customer Journey - 6-June-2018 versionBrian Groth
The process to bring a stranger with lead generation, through a sales process, to a repeat customer with customer success: Sales operations, sales enablement, sales process.
You'll learn what you can and should do now to ensure success in 2009. You'll see how to avoid overpayment and how to manage your incentive costs so that they stay in line with sales results in these tough times.
The document discusses implementing a successful customer relationship management (CRM) system and outlines several key steps:
1) Establish a project team to drive specification and promote buy-in from stakeholders across the organization.
2) Analyze customer data to understand purchasing behaviors and quantify business opportunities to build a strong business case for investment.
3) Implement CRM as a business strategy supported by processes, culture, and technology to provide a unified view of customers and measure ROI.
This document provides an overview of how to write an effective business plan in 3 pages or less. It discusses the key elements that should be included such as an executive summary, company description, market analysis, management plan, and financial projections. The document emphasizes that a business plan is an organized way to evaluate all aspects of a business and can be used as a management tool and to seek financing. It provides guidance on how to address each section and examples of the type of information that should be presented.
Parth\'s in it\'s endeavour to manage sales effectively with real time communication tools ,developed the crm,which will guide companies towards excellence in customer relationship.
2.1 Opportunity management in a relationship marketing framework 2016 shortAx - Amicucci Formazione
The document discusses key elements of opportunity management in customer relationship management (CRM). It covers 5 trends in CRM for 2016 including social CRM, cloud-based CRM, mobile CRM, integrated CRM, and predictive analytics. It also discusses 10 elements of great opportunity management including embedded coaching, social and collaborative features, integration with CRM, mobile and cloud-based access, smart qualification, political mapping, insight mapping, competitive strategies, action-oriented features, and discovery of insights. Finally, it discusses concepts like time management, territory management, records management, and stress management as key dimensions of opportunity management in a relationship marketing framework.
Similar to Smart Opportunity Manager for South Africa (20)
“An Outlook of the Ongoing and Future Relationship between Blockchain Technologies and Process-aware Information Systems.” Invited talk at the joint workshop on Blockchain for Information Systems (BC4IS) and Blockchain for Trusted Data Sharing (B4TDS), co-located with with the 36th International Conference on Advanced Information Systems Engineering (CAiSE), 3 June 2024, Limassol, Cyprus.
How to Get CNIC Information System with Paksim Ga.pptxdanishmna97
Pakdata Cf is a groundbreaking system designed to streamline and facilitate access to CNIC information. This innovative platform leverages advanced technology to provide users with efficient and secure access to their CNIC details.
Removing Uninteresting Bytes in Software FuzzingAftab Hussain
Imagine a world where software fuzzing, the process of mutating bytes in test seeds to uncover hidden and erroneous program behaviors, becomes faster and more effective. A lot depends on the initial seeds, which can significantly dictate the trajectory of a fuzzing campaign, particularly in terms of how long it takes to uncover interesting behaviour in your code. We introduce DIAR, a technique designed to speedup fuzzing campaigns by pinpointing and eliminating those uninteresting bytes in the seeds. Picture this: instead of wasting valuable resources on meaningless mutations in large, bloated seeds, DIAR removes the unnecessary bytes, streamlining the entire process.
In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
AI-Powered Food Delivery Transforming App Development in Saudi Arabia.pdfTechgropse Pvt.Ltd.
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AI 101: An Introduction to the Basics and Impact of Artificial IntelligenceIndexBug
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UiPath Test Automation using UiPath Test Suite series, part 6DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 6. In this session, we will cover Test Automation with generative AI and Open AI.
UiPath Test Automation with generative AI and Open AI webinar offers an in-depth exploration of leveraging cutting-edge technologies for test automation within the UiPath platform. Attendees will delve into the integration of generative AI, a test automation solution, with Open AI advanced natural language processing capabilities.
Throughout the session, participants will discover how this synergy empowers testers to automate repetitive tasks, enhance testing accuracy, and expedite the software testing life cycle. Topics covered include the seamless integration process, practical use cases, and the benefits of harnessing AI-driven automation for UiPath testing initiatives. By attending this webinar, testers, and automation professionals can gain valuable insights into harnessing the power of AI to optimize their test automation workflows within the UiPath ecosystem, ultimately driving efficiency and quality in software development processes.
What will you get from this session?
1. Insights into integrating generative AI.
2. Understanding how this integration enhances test automation within the UiPath platform
3. Practical demonstrations
4. Exploration of real-world use cases illustrating the benefits of AI-driven test automation for UiPath
Topics covered:
What is generative AI
Test Automation with generative AI and Open AI.
UiPath integration with generative AI
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
Diese Themen werden behandelt
- Reduzierung der Lizenzkosten durch Auffinden und Beheben von Fehlkonfigurationen und überflüssigen Konten
- Wie funktionieren CCB- und CCX-Lizenzen wirklich?
- Verstehen des DLAU-Tools und wie man es am besten nutzt
- Tipps für häufige Problembereiche, wie z. B. Team-Postfächer, Funktions-/Testbenutzer usw.
- Praxisbeispiele und Best Practices zum sofortigen Umsetzen
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Driving Business Innovation: Latest Generative AI Advancements & Success StorySafe Software
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During the hour, we’ll take you through:
Guest Speaker Segment with Hannah Barrington: Dive into the world of dynamic real estate marketing with Hannah, the Marketing Manager at Workspace Group. Hear firsthand how their team generates engaging descriptions for thousands of office units by integrating diverse data sources—from PDF floorplans to web pages—using FME transformers, like OpenAIVisionConnector and AnthropicVisionConnector. This use case will show you how GenAI can streamline content creation for marketing across the board.
Ollama Use Case: Learn how Scenario Specialist Dmitri Bagh has utilized Ollama within FME to input data, create custom models, and enhance security protocols. This segment will include demos to illustrate the full capabilities of FME in AI-driven processes.
Custom AI Models: Discover how to leverage FME to build personalized AI models using your data. Whether it’s populating a model with local data for added security or integrating public AI tools, find out how FME facilitates a versatile and secure approach to AI.
We’ll wrap up with a live Q&A session where you can engage with our experts on your specific use cases, and learn more about optimizing your data workflows with AI.
This webinar is ideal for professionals seeking to harness the power of AI within their data management systems while ensuring high levels of customization and security. Whether you're a novice or an expert, gain actionable insights and strategies to elevate your data processes. Join us to see how FME and AI can revolutionize how you work with data!
In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
We will explore the capabilities of AI in understanding XML markup languages and autonomously creating structured XML content. Additionally, we will examine the capacity of AI to enrich plain text with appropriate XML markup. Practical examples and methodological guidelines will be provided to elucidate how AI can be effectively prompted to interpret and generate accurate XML markup.
Further emphasis will be placed on the role of AI in developing XSLT, or schemas such as XSD and Schematron. We will address the techniques and strategies adopted to create prompts for generating code, explaining code, or refactoring the code, and the results achieved.
The discussion will extend to how AI can be used to transform XML content. In particular, the focus will be on the use of AI XPath extension functions in XSLT, Schematron, Schematron Quick Fixes, or for XML content refactoring.
The presentation aims to deliver a comprehensive overview of AI usage in XML development, providing attendees with the necessary knowledge to make informed decisions. Whether you’re at the early stages of adopting AI or considering integrating it in advanced XML development, this presentation will cover all levels of expertise.
By highlighting the potential advantages and challenges of integrating AI with XML development tools and languages, the presentation seeks to inspire thoughtful conversation around the future of XML development. We’ll not only delve into the technical aspects of AI-powered XML development but also discuss practical implications and possible future directions.
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Have you ever been confused by the myriad of choices offered by AWS for hosting a website or an API?
Lambda, Elastic Beanstalk, Lightsail, Amplify, S3 (and more!) can each host websites + APIs. But which one should we choose?
Which one is cheapest? Which one is fastest? Which one will scale to meet our needs?
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4. Win more deals and grow deal sizes.
Uncover compelling events, navigate the political
power structure and focus on qualified deals with
intelligent deal coaching.
5. # Deals $ Value % Win Rate Sales-Cycle Days
TAS 1-20
Assessment
Disqualify deals
early. More time to
work only on
qualified deals
Maintain focus on
Compelling Event, the
project, financial condition, &
budget to drive velocity
Political Map
You can only win if you
know the Key Players, their
profiles, and how they view
you
If you have relationship with
people who can make things
happen – deals move more
quickly
Decision
Criteria
Sell to the customer’s
priorities to maintain value
(not price) focus
You can only win if you
understand what is
important to Key Players
Insight Map
Gain / show understanding
of problem, impact and cost
of inaction. Maintain value
(not price) focus
Customer acts quickly if they
fully understand their
problem and see a vision of
solution
Competitive
Strategy
Flanking or Fragment give
route to value that you
wouldn’t have in Frontal
Maps your approach to
UBV – compete on your
terms – increase win rate
PRIME
Actions
Retain focus on meaningful
PRIME actions – reduce
risk
Maintain momentum with
your focused action plan
TAS Software Increases Your Sales Velocity
6. # Deals $ Value % Win Rate Sales-Cycle Days
TAS 1-20
Assessment
Disqualify deals
early. More time to
work only on
qualified deals
Maintain focus on
Compelling Event, the
project, financial condition, &
budget to drive velocity
Political Map
You can only win if you
know the Key Players, their
profile, and how they view
you
If you have relationship with
people who can make things
happen – deals move more
quickly
Decision
Criteria
Sell to the customer’s
priorities to maintain value
(not price) focus
You can only win if you
understand what is
important to Key Players
Insight Map
Gain / show understanding
of problem, impact and cost
of inaction. Maintain value
(not price) focus
Customer acts quickly if they
fully understand their
problem and see a vision of
solution.
Competitive
Strategy
Flanking or Fragment give
route to value that you
wouldn’t have in Frontal
Maps your approach to
UBV – compete on your
terms – increase win rate
PRIME
Actions
Retain focus on meaningful
PRIME actions – reduce
risk
Maintain momentum with
your focused action plan
TAS Software Increases Your Sales Velocity
7. # Deals $ Value % Win Rate Sales-Cycle Days
TAS 1-20
Assessment
Disqualify deals
early. More time to
work only on
qualified deals.
Maintain focus on
Compelling Event, the
project, financial condition, &
budget to drive velocity
Political Map
You can only win if you
know the Key Players, their
profile, and how they view
you
If you have relationship with
people who can make things
happen – deals move more
quickly
Decision
Criteria
Sell to the customer’s
priorities to maintain value
(not price) focus
You can only win if you
understand what is
important to Key Players
Insight Map
Gain / show understanding
of problem, impact and cost
of inaction. Maintain value
(not price) focus
Customer acts quickly if they
fully understand their
problem and see a vision of
solution.
Competitive
Strategy
Flanking or Fragment give
route to value that you
wouldn’t have in Frontal
Maps your approach to
UBV – compete on your
terms – increase win rate
PRIME
Actions
Retain focus on meaningful
PRIME actions – reduce
risk
Maintain momentum with
your focused action plan
TAS Software Increases Your Sales Velocity
8. # Deals $ Value % Win Rate Sales-Cycle Days
TAS 1-20
Assessment
Disqualify deals
early. More time to
work only on
qualified deals.
Maintain focus on
Compelling Event, the
project, financial condition, &
budget to drive velocity
Political Map
You can only win if you
know the Key Players, their
profiles, and how they view
you
If you have relationship with
people who can make things
happen – deals move more
quickly
Decision
Criteria
Sell to the customer’s
priorities to maintain value
(not price) focus
You can only win if you
understand what is
important to Key Players
Insight Map
Gain / show understanding
of problem, impact and cost
of inaction. Maintain value
(not price) focus
Customer acts quickly if they
fully understand their
problem and see a vision of
solution.
Competitive
Strategy
Flanking or Fragment give
route to value that you
wouldn’t have in Frontal
Maps your approach to
UBV – compete on your
terms – increase win rate
PRIME
Actions
Retain focus on meaningful
PRIME actions – reduce
risk
Maintain momentum with
your focused action plan
TAS Software Increases Your Sales Velocity
9. # Deals $ Value % Win Rate Sales-Cycle Days
TAS 1-20
Assessment
Disqualify deals
early. More time to
work only on
qualified deals.
Maintain focus on
Compelling Event, the
project, financial condition, &
budget to drive velocity
Political Map
You can only win if you
know the Key Players, their
profile, and how they view
you
If you have relationship with
people who can make things
happen – deals move more
quickly
Decision
Criteria
Sell to the customer’s
priorities to maintain value
(not price) focus
You can only win if you
understand what is
important to Key Players
Insight Map
Gain / show understanding
of problem, impact and cost
of inaction. Maintain value
(not price) focus
Customer acts quickly if they
fully understand their
problem and see a vision of
solution
Competitive
Strategy
Flanking or Fragment give
route to value that you
wouldn’t have in Frontal
Maps your approach to
UBV – compete on your
terms – increase win rate
PRIME
Actions
Retain focus on meaningful
PRIME actions – reduce
risk
Maintain momentum with
your focused action plan
TAS Software Increases Your Sales Velocity
10.
11.
12. of reps can
access key
players
54%
Only
of reps do not
develop a
competitive
strategy
30%
of sales reps
are good at
uncovering
customers
problems
61%
Are Sales
People Doing
the Right
Things?
of reps are
good at
opportunity
qualification
59%
Only
13. 88%
+27%
56%
Amount that sales
productivity is
improved by
sales coaching
- Sales Executive Council
Increase ROI on
sales investment
from sales coaching
- Gallup
Customer loyalty
improvement where
sales coaching
is involved
- Gallup
Benefits of Sales Coaching
14. Rob Dudley, Director of Global Sales Operations
The percent of wins when they used TAS
was twice what it was for the other deals.
Unisys Doubled Their Win Rate
TAS 1-20 assessment
identifies qualified
opportunities
TAS Software provides
better insights for sales
coaching
Asking the right questions
helps reps better
understand their buyers
15. Imrana Ghani, Sales Operations Manager
90% of sales managers do deal reviews in TAS.
Sales Velocity Increased 400%
47% more deals
25% greater average
deal size
58% increase in win rate
27% shorter sales cycles
Adoption of Salesforce
jumped from 37% to 90%
16. 4 Key Questions to
qualify the opportunity
100% Native on the
Salesforce Platform.
Reliable and Secure.
Visual representation
of your status …
…
… and your
competitors
Chatter enabled
for collaboration
Expand each section
for more detail
19. Detailed attributes
describe each person
Color shows
friend or enemy,
weak or strong
Quickly build a visual
map of buyer’s
organization
Read / write
reporting lines
from
Salesforce
Drag & Drop
to change
reporting lines
Insert
placeholder
27. Learn how each
buyer makes
their decision
Aggregated ranked
Decision Criteria
Competitive
position
Rank criteria
for each buyer
28. Map the buyer’s
Business Drivers,
Challenges, and
Evidence of problems
Attach business
problems to
individuals
Show your
understanding of
the conversations
with the customer
29. Attach specific
attributes of your
solution to solve discrete
business problems
Confirm the
Evidence of the
business problem
with the buyer
Visualize solutions
with the buyer
30. Use the Competitive
Strategy wizard to
select the right
competitive strategy
Record competitive strategy
and strengths and weaknesses
of each competitor to inform
your approach
31. Use PRIME Actions
to make your
opportunity plan
actionable
Manage task
completion
Identify the right
actions to take
Record Salesforce
tasks for the right
individuals
35. 100% Built on
Force.com®
Hosted on
salesforce.com® cloud
Exceptionally reliable,
scalable, secure
Scales, tunes and
backs up data
automatically
TAS Software : World Class Performance
In a world where there are so many factors influencing so many elements of our day-to-day existence as sellers, we have boiled it down to 10 elements that make Great Opportunity Management:We know that Smart Qualification of the deals we are choosing to allocate our most precious resources on is critical – lets enable our organizations to win 4 of 7 deals vs 3 of 10 deals – Smart Qualification is critical.We know that truly understanding the landscape of the people and the influence in a buying and selling scenario is paramount to your successWe know that discovering the business drivers, the challenges, and the evidence of what can and should influence the customer’s buying decision and then collaborating with your customer on this can truly differentiate your Unique Business ValueSelecting and pursuing the proper competitive strategy is a key element to the success or failure of your selling scenarioAll of this needs to be tied to actions so you and your team stay accountable to each other and your customer - building that element of trustAs we saw just a few slides ago, there are huge benefits to sales coaching. Why not have it embedded into the DNA of your sales methodology - so it happens every day – whether you remember to do it or not?Motivation – what motivates sales people? Studies show that ahead of compensation, knowing that you have made meaningful progress toward winning everyday is the key motivator to most sales people.Social and collaborative – As companies rely on social collaboration tools like Chatter, sales people are leading the way to improve collaboration within their sales teams. Great Opty Mgmnt that leverages a social and collaborative approach helps by letting everyone ‘follow’ the opportunity, contribute to the conversation, and collaborate on the deal...this is the today and the future of selling.We are very proud of our relationship with Salesforce.com. Integrating your opportunity management with your CRM should be a “no brainer.” But, not all integrations are created equally. If you are on Salesforce, then your opportunity management will benefit hugely if it is ‘native’ on the Salesforce Platform. Unlike other solutions that are linked to Salesforce, or just lightly integrated, this means that your data resides in the Salesforce Sales Cloud, with the same security as Saleforce, the same performance as Salesforce, and all of the data captured is inherently accessible to Salesforce reports, dashboards, and other applications. It is where you work everyday. . You do not have to worry about the security of a third party Cloud, the data transfer issues that occur with non-native solutions, or the reliability of a third party hosting infrastructure. Complete integration with your CRM delivers the optimum experience for the sales person, and provides sales managers with greater flexibility on how they view the data in the context of the rest of the business. It is important.Time is precious, and the sales person’s time is incredibly precious, both to them and to the sales organization looking to maximize the performance of their key quota-bearers. Since so much of a sales person’s time is spent moving between A and B and back again, they should be equipped with the mobility to connect to their opportunity management allowing them to be responsive, productive, collaborative and consistent at any time, wherever they are. In other applications, mobile and cloud capabilities are being leveraged to facilitate access anywhere, anytime. It must be the same here as well.
You can improve your sales team’s performance by improving 4 levers that impact sales velocity.# Deals – how many deals are you working on and more importantly – are they the right deals?$ Value – has the value of those deals been maximized to best meet the needs of your customers?% Close – Are you winning the right amount of deals?Length of Sales Cycle – how long is it taking your team to win these dealsThese become your core KPIs.The are the factors that impact revenue – your sales velocity (what are your dollars per day)And the magic is when your sales KPIs come to life and you start impacting the sales velocity formula.
I’d like you to introduce you to Dealmaker Smart Opportunity Manager
So how does it all start fitting together? How do the Sales Velocity Equation and the elements of a Great Opportunity Management Solution intersect?Here are a few examples:
AsI mentioned earlier, wouldn’t it be great to get our sales teams to begin winning 4 of 7 deals verses 3 of 10 deals or even better?It all starts with Qualification. In Target Account Selling methodology or TAS, we start with four key questions:Is there an Opportunity? – does the customer have a Compelling Event – a reason they truly have to act?Can we compete? – Do we truly understand what the Key Players in the opportunity need to accomplish and do they feel we have Unique Business Value that is better than the alternative?Can we win? – Do we have Executive Credibility? Do we have Political Alignment? Do we have Inside Support?And critically – Is it WORTH winning? Is the short term revenue - the potential future revenue great enough to allocate resources? Is there strategic value to this particular customer? Is the degree of risk and profitability a good choice for your organization? These can be hard questions for a sales person to ask when they are responsible for bringing in their quota – on time.
Are your sales people picking the right competitive strategy? Are they aware of the different types of competitive strategies there are? Do they know that two specific strategies can allow you to create more incremental value for your customer by altering or enhancing the buying criteria? This approach can affect the value of your opportunity and increase the value your customer derives from their buying decision.
Alignment and understanding of the customer’s organization are table stakes. Based on the analysis of 1000s of sales reps in an annual report we sponsor – the Dealmaker Index, we know that only some sales professionals know how to access key players better than others. In the 2013 version of the Dealmaker Index survey we learned that those sales reps can gain access to Key Players achieve 30% more Revenue than those that do not access Key Players. I’ll be asking you all what you think the % of reps is that can access key player is in a moment.Getting a picture of the buyer’s organization and how key players influence each other is really important. We will take a look at this in more detail in a moment.
I mentioned earlier that knowing the customer’s Business Drivers, Challenges and issues created by those challenges is key to unlocking what the Compelling event is for your customer. Using the Insight Map to collaborate and confirm this information with your customer is key to moving the deal along.
We surveyed thousands of sales people and they shared what’s working and what’s not working for them. Sales people are struggling: -getting access to power-qualifying deals-uncovering compelling events-developing a competitive strategy.
There is still a problem with efficiency and effectiveness. How can we help sales people be more productive?According to the Sales Executive Council, when coaching is added, sales productivity is improved by 88%. As a result of coaching, Return on Investment in sales goes up 27%, according to Gallup. And, where sales coaching is involved, customer loyalty improves by 56%.Why do managers resist coaching? Managers don’t see the valueNot enough time to coachManagers don’t know how to coachSales reps don’t ask for coachingOtherWe are going to come back to this in a little bit.
The TAS 1-to-20 assessment in Dealmaker helps Unisys identify the truly qualified opportunities so they spend their time on the right deals.Dealmaker helps them analyzethe buyer's decision criteria and political structure, providing deeper insights for the sales team.Unisys measured the number of deals they won when using Dealmaker and found that twice as many deals were won when using Dealmaker, compared to not using it.
Using Dealmaker Smart Opportunity Manager, ITS increased their Sales Velocity 400%. But let’s look at what the practical impact were that led to such a big improvement.BenefitsITS, saw a huge improvement in so many sales variables:Numbers of Deals: Up 47% Average Deal Size: Up 26% Win Rate: Up 58% Sales Cycle Length: Down 27% ITS now has close to 90% user adoption, and 90% of managers are reviewing their deals through Dealmaker. ChallengesITS set aggressive growth targets and then developed strategic plans to meet its goals. One central objective was to improve its sales achievement, and the company decided to do this by investing in existing human capital rather than extending the sales teams. In addition, they embarked on a new action plan that included the adoption of a formal sales process and implementing Salesforce as their CRM. One year later, however, ITS executives found a series of problems. First, adoption of Salesforce had declined to unacceptable levels and it was increasingly difficult to convey to sales people the value of using the system. At the same time, there was a lack of understanding about the sales process, and consequently, it was not being followed consistently. Also, communication across teams was poor, especially in teams that were geographically dispersed. When they dug deeper, the executives found that these were symptoms of some underlying failures. The company had not carried out enough training on the sales process, so it was not well understood or adopted within the sales organization. In addition, they operated a range of unconnected systems and this made sharing of information troublesome. For example, while ITS had been very thorough in providing process guides and other tools, these were in paper and spreadsheet formats. Implementation of Dealmaker made all the difference, in both sales effectiveness and Salesforce adoption, for the reasons we’ve discussed already.
Dealmaker is fully native on Salesforce.com. Unlike other solutions that are integrated, this means that your data resides in the Salesforce Cloud, with the same security as Saleforce, the same performance as Salesforce, and all of the data captured within Dealmaker is inherently accessible to Salesforce reports, dashboards, and other applications. You do not have to worry about the security of a third party Cloud, the data transfer issues that occur with non-native solutions, or the reliability of a third party hosting infrastructure. Because we leverage the power of the Salesforce infrastructure by being fully native, we can focus our resources on delivering great sales effectiveness application capability to you. We believe we are the only native application on Salesforce that delivers an intelligent application sales process, opportunity management and account planning solution.