Predictable results for high growth sales organizations

PREDICTABLE RESULTS FOR HIGH GROWTH SALES GROUPS

Top drivers for sales organizations

Source: Boosting Sales Productivity in 2015, Presented by Dr. Richard Rocco, Assistant Professor, DePaul University

Key Drivers for High Growth Inside Sales Organizations

•Define Sales Process•Build a sales model•Define & Develop Competencies•Manage Sales Team for stability and growth

Source: Boosting Sales Productivity in 2015, Presented by Dr. Richard Rocco, Assistant Professor, DePaul University

Predictable sales impact…

• “If you don’t know where you’re going, any road will get you there”Lewis Carroll, Alice in Wonderland

– Growth Projections– Expense Budgets– Headcount– Etc..

A Model and a commitment…• Sales Model

– CRM Analytics sustain and reinforce activities in sales model– Consistent coaching to sales model

• Commitment to hiring and training new reps– Develop a perpetual bench of qualified candidates– Immediately train to the sales model– Coach to sales model– Post Hire: Study and know predictors of success– Discipline

Matt Stanton

A Model and a commitment…• Sales Model– CRM Analytics that are sustainable and reinforce

activities in sales model– Consistent coaching to sales model

• Commitment to hiring and training new reps– Develop a bench of qualified candidates– Train to the sales model– Coach to sales model*– Post Hire: Study and know predictors of success– Discipline

PRO TIPDo what is right,

convenience aside (the dirty secret of success)

Matt Stanton

Who Cares ?

• The usual suspects:– Shareholders – Board of Directors– Equity Investors and potential Investors– C-Level Executives– Senior Executives

• Your Sales Team

Who Cares ?

• The usual suspects:– Shareholders – Board of Directors– Equity Investors and potential Investors– C-Level Executives– Senior Executives

• Your Sales Team

PRO TIP Nobody wants to question your

sales analysis. But they will.

Make it reliable and they’ll stop

ProspectConnect – Assess

QualifiedInterest – Est. Value

Closeable/ProposalDemo – Confirm

Closeable/Internal ApprovalTrial Close – Objections – Close

Closeable VerbalSchedule – Close

Closed WonDocument – Thanks – Referrals

High Growth Sales Model Defined…

Source: Paul Charles, Inc. www.paulcharles.com

High Growth Sales Funnel Defined…

• Frequent movement from stage to stage• Clearly defined expectations for activity (ex: 5 x 2 x 4)• Velocity

– Responsibility for volume adds weekly– Time kills all deals

• Adaptability– Recognizing market opportunities

Source: Dealmaker Index, supported by third party research www.tasgroup.com

High Growth Sales Funnel Defined…

• Frequent movement from stage to stage• Clearly defined expectations for activity (ex: 5 x 2 x 4)• Velocity

– Responsibility for volume adds weekly

• Adaptability– Recognizing market opportunities

Source: Dealmaker Index, supported by third party research www.tasgroup.com

PRO TIP #Deals * Value * Win Rate Sales Velocity = -------------------------

Length of Sales Cycle

Sales Model notes…

• Designed around Velocity• Conversion rates• Risk Factors• Forecast Accuracy• Technology and sustainability


• Deal Velocity– How many leads need to be added to top funnel– When in the quarter do they get added– What is the multiplier for your business


• Conversion Rates– Know your conversion rates, build for higher yield– Know funnel stages– Manage Macro (volume) and Micro (coaching)

Source: Aberdeen Group, April 2014


• Conversion Rates– Content Driven• Customized for each market opportunity• SMART

– Specific– Measureable ($,#,%)– Attainable– Realistic – Time Bound



• Conversion Rates– Know your conversion rates, build for higher yield– Know funnel stages– Actively manage Macro (volume) and Micro

(coaching)


PRO TIP Avg. Pipeline Conversion

Dials to conversation 20:1MQL to SAL: 36%

SAL to Sales Oppty: 32%Oppty to Closed Deal: 29%


• Risk Factors– Competition– Greenfield– Doing Nothing


• Risk Factors– Competition– Greenfield– Doing Nothing

PRO TIPWhat is the only thing you can’t

make more of ?

TIME !


• Forecast “Accuracy”– % of deals closed on time and at $– Opportunity “fall out”, capture for re-marketing– Buy sign awareness– Coverage among buyer personas

– Only then does CRM predicts results…


• Forecast “Accuracy”– % of deals closed on time and at $– Opportunity “fall out”, capture for re-marketing– Buy sign awareness– Coverage among buyer personas

– Only then does CRM predicts results…

PRO TIPRun a “closed” business for last FY in your CRM.

Run forecasts for same period. That’s your accuracy rate.

Forecasting notes…

• Technology– Actively hate CRM ?• Is CRM accurate enough to predict results ? (mgmt)• Make it the carrot, not the stick (sales)

– Is CRM customized for ease of data entry ?• Make it simple, make it quick, it will be used

Forecasting notes…

• Technology– Actively hate CRM ?• Do these 2 things:

– Is CRM accurate enough to predict results ?• Adoption suffers• Seen as a stick, not a carrot

– Is CRM customized for ease of data entry ?• Make it easy, make it quick, make it useful

PRO TIPKeep it simple and it will work for

Salespeople !

Storytime…Context

Market was populated by best in class providers: Error free environmentRegulations prompted adoption of specific technology solutions

VelocityDivided territory up into 3 reps2 Senior, 1 Junior BDRFed all providers into CRM for calling (Day 1 calling)

Modelled sales interactions in CRMLead sourceEntry pointsApproachTiming

RisksLow

Forecast AccuracyHigh, allowed for more growth of teamDeveloped marketplaces for other industries (Lifestyle and Apparel)

TechnologyCRM reflected and reinforced sales model

Storytime…• Results– Acquired 80% of the providers in market area– Incrementally added $2.2 Million revenue– Sales model tracking: 46 days– Shortened sales cycle by 44 days

In summary…• Predictable High Growth Sales –Planned Velocity–Automated with Technology–Measured – Sustainable–Defined–Committed

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Predictable results for high growth sales organizations

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