2014 CEO Summit

1. Waves Conference Room

2. Concurrent Session: 1:15 – 2:15pm
What’s Your Big Data Credo?
Phil Simon, author of
The Visual Organization:
Data Visualization, Big Data and
the Quest for Better Decisions; and
Too Big Too Ignore:
The Business Case for Big Data

3. Edison Ventures
Phil Simon
Atlantic City, NJ
June 18, 2004

4. @philsimon 4
• Award-winning author of six
books, most recently The
Visual Organization
• Speaker, consultant, and
technology authority

5. • Introduction
• Who I am
• What is Big Data and why does it
matter?
@philsimon, 5

6. • What are companies currently
doing with Big Data and what
can we learn from them?
• Tips on getting started
• Discussion
• Big Data: Moving from buzzword
to practice
@philsimon, 6

7. @philsimon, 7

8. • The 3 v’s
• Mostly external to the
enterprise
• Mostly unstructured data
Edison Ventures - @philsimon, 8

9. • Structured
• Semi-Structured
• Unstructured
• Metadata
Edison Ventures - @philsimon, 9

10. • Increasingly generated by
machines, not people
• Inherently “unmanageable” in
the traditional sense
• Doesn’t play nice with SQL
Edison Ventures - @philsimon, 10

11. • The era of Big Data does not
mean that Small Data has
become irrelevant
• Rather, Big Data extends the
power of Small Data
Edison Ventures - @philsimon, 11

12. • Determine why things
happen:
• Why do customers buy what
they buy?
• Why are some campaigns and
promotions are effective than
others?
Edison Ventures - @philsimon, 12

13. • New data sources create
new opportunities and
potential value
• We can ask better
questions of our data
Edison Ventures - @philsimon, 13

14. • Different statistical packages (R)
• Hadoop
• NoSQL/NewSQL
• Sentiment Analysis
• Text Analytics/Text Mining
Edison Ventures - @philsimon, 14

15. • Natural Language
Processing
• A/B Testing
• Predictive Analytics
• Data Visualization
Edison Ventures - @philsimon, 15
Source: The Visual Thesaurus

16. Edison Ventures - @philsimon, 16

17. @philsi
mon 17
• Roughly 48M customers
• Nearly $28B market cap
• Responsible for 34% of all
US weeknight Internet traffic
Data as of June 9, 2014
Edison Ventures - @philsimon, 17

18. • Data should be accessible,
easy to discover, and easy
to process for everyone.
Source: Netflix - tinyurl.com/tvo-netflix
Edison Ventures - @philsimon, 18

19. @philsi
mon 19
• The longer you take to
find the data, the less
valuable it becomes.
Edison Ventures - @philsimon, 19

20. @philsi
mon 20
• Whether a dataset is large
or small, being able to
visualize it makes it easier
to explain.
Edison Ventures - @philsimon, 20

21. @philsi
mon 21
• What they watch
• When they watch
• The device on which they’re
watching
• When they pause and/or
resume watching
Edison Ventures - @philsimon, 21

22. @philsimon, 22Edison Ventures - @philsimon, 22

23. • Insurance
• Healthcare
• Financial Services
Edison Ventures philsimon, 23

24. • Most car insurance companies
base rates on simple
demographic variables
• Progressive Pay as you Drive
program collects real-time
driver data
Edison Ventures philsimon, 24

25. • Collect as much data as you can
• Be transparent with your
customers about what you’re
collecting—and what you’re going
to do with it.
Edison Ventures philsimon, 25

26. • Used patient medical record data to identify
nearly 200 people with diabetes who hadn’t
been diagnosed yet.
Edison Ventures philsimon, 26

27. • Go beyond structured data.
There’s tremendous potential
valuable to be gleaned from
unstructured data.
• Act on insights without scaring
customers.
Edison Ventures philsimon, 27

28. • RavenPack turns text from traditional and
social media into structured feeds for
quantitative applications
Edison Ventures @philsimon, 28

29. • Information like this can
potentially help determine
when sentiment towards a
particular stock or set of
stocks has changed
• Coupled with traditional
investment measures, better
decisions may very well result
Edison Ventures @philsimon, 29

30. @philsimon, 30Edison Ventures - @philsimon, 30

31. • Threatens the status quo and
takes people out of their comfort
zones
• Often meets with resistance—and
lots of it
• Essential to the future of business
• Often requires new skills.
Edison Ventures - @philsimon, 31

32. Edison Ventures - @philsimon, 32
• Embrace data discovery
• Think incrementally and
add new types of data
• Don’t try to boil the ocean
• Think description first,
prediction later

33. Edison Ventures - @philsimon, 33
• Manage expectations, under-
promise, and over-deliver
• Build internal momentum
• Aim for little victories—and the
communicate them
• Make the skeptics and dataphiles
come to you

34. Edison Ventures - @philsimon, 34
• Reject “set it and forget it.”
• Look outside of the organization
• Lead, follow, or get out of the way
• Describe first…predict later

35. Edison Ventures - @philsimon, 35
• It’s a marathon…
• not a sprint

36. @philsimon, 36

37. Edison Ventures - @philsimon, 37
• How can our organization use Big Data?
• How can we learn more about our
customers? Increase retention? Upsell?
• How do I monitor trends and my
competition?
• How can I use new data sources to inform
product and positioning?

38. www.philsimon.com
@philsimon
Edison Ventures - @philsimon, 38

39. @philsimon 39

40. Networking Break
Please be seated back in WAVES at 2:30pm
for the next concurrent session

41. Concurrent Session: 2:30 – 3:30pm
Create a Repeatable Winning Sales Engine
Elay Cohen, Co-founder & CEO SalesHood,
former SVP Sales Productivity,
salesforce.com

42. Elay Cohen
Founder & CEO
How To Scale Deal and Ramp Velocity?

43. Elay Cohen
Founder, CEO, and Author
Former Senior Vice President, Sales Productivity
salesforce.com
Creator of the Partner Relationship Management Category

44. Sales Productivity Is A $60B+ Problem
Sales training &
meetings are ineffective
Sales and Marketing
GTM are not aligned
Reps aren’t ramping
fast enough
Difficult to scale velocity,
certainty & repeatability

45. We Solved These Sales Productivity Problems
From $500M to $3B
Deal Velocity
Ramp to Revenue
Revenue & rep productivity trend line

46. Think Like A CEO and Act Like an Entrepreneur
Own outcomes
 Pipeline
 Revenue
 Customer success
 Skills & development
 Marketing programs
First line sales managers make it happen

47. What It Takes To Win?
Sales Values & Process
Ongoing Learning & Sharing
Recruiting Machine
Sales Management Cadence
Go To Market

49. TEACH LEARN
B U S I N E S S T E C H N O L O G Y
E M O T I O N A L
P R E F E R E N C E R E A D I N E S S
PROVE
SIGN
CLOSE
L E G A L P U R C H A S I N G
You Need
Culture,
Process, &
Domain to
Create

50. 1. What are they buying?
2. Why are they buying?
3. When are they buying?
4. Who is buying?
5. Who is paying?
Answer These Questions In Every Deal

51. Compelling Events Drive Urgency
Compelling
Event
Date
Internal
Pressure
External
Pressure
Personal
Impact
Consequences
of Inaction

52. Be Transparent About Metrics & Results Follow
Activity
 Emails
 Calls
 Connects
Pipeline
1. Created
2. Ratios
3. Activity
Revenue
1. Bookings
2. New logos
3. Cross-sell

53. Winning Sales Managers Create Team Cadence
Monthly Sales Team Calendar
Week 1: Kick Off & Forecast
Increase predictability
Week 2: Sales Topic & Pipeline
Improve sales skills
Week 3: Sales Topic & Pitch
Share best practices
Week 4: Close & Celebrate
Energize the team

54. Learning is Relevant, Ongoing, & Immediately Usable
World-class Onboarding
Pre-work, boot camps & coaching
Best Practice Sharing
Peer to peer deal strategies, pitches &
proposals
Ongoing Learning
Sales meetings, 1:1s, mentors
1
2
3

55. Balance Best Practice Execution with Inspection
Focus rep on customer activity that matters
Share best practices across the team

56. Build a Recruiting Machine
Recruiting Scorecard
1. Domain knowledge
2. Success selling technology
3. Quota accomplishments
4. Customer references
5. Peer references
6. Presentation skills
7. People skills
8. Social selling
9. Business acumen
10. Sales pitch
The Pitch
 Try before you buy
Team
 Everyone interviews

57. Execute a Winning Go To Market Strategy
Marketing & sales alignment
 Product launches
 Partners & Resources
 Customer success
 Right leadership team
Internationalization
 Maturity
 Localization
 Inspection
 Balance cultures

58. Thank you.

59. Networking Break
Please be seated back in AQUA at 3:45pm