TiE Institute - Sales pipeline management mar23
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Transcript of TiE Institute - Sales pipeline management mar23
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TiE Institute Session
“Lead Generation to Closure - Managing a
Sales Pipeline”Sales Pipeline”
23rd March, 2012
Silver Oak, India Habitat Centre, New Delhi
Kamal Mansharamani
Managing Director
AlmaMate Info Tech
www.almamate.in
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Table of Contents
• Sales as a predictable process
• Metrics to monitor sales performance
• CRM Tools
• Building & Managing a Sales Team• Building & Managing a Sales Team
• Incentivizing and motivating the sales team
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Sales as a predictable
process process
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ContactsCampaigns
Terminology
OpportunitiesLeads
Accounts
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Leads
Opportunities
Need Analysis
Value Proposi
Identify Decision Proposal
Negotiation
Typical Sales Cycle
Leads unities
10%
Analysis
20%
Proposition
50%
Decision Makers
60%
Proposal
75% ation
90%
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Order
Won/Lost
Need to create a Sales Cycle best suited for your business
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1. Prospect – Above the funnel
2. Qualify - BANT– Budget
– Authority
– Need
– Time-frame
3. In the Funnel: Cover the bases
Sales Funnel
– Contact different Buying Influencers while developing a Coach
– Identify Results desired by each Buying Influencer
– Continually reassess sales picture including competitive threats
4. Best Few: Close order– Quiet period after customer has selected you
– End tasks such as signing agreements, PO etc.
Priority sequence to avoid Roller coaster or dry funnel� 4, 1, 2, 3
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Source: Miller Heiman
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PROSPECT (Lead)
QUALIFY (Active)
Data suggests a
potential fit
Data suggests a
possible order
About each sales
objective, not
each customer
Sales Funnel
COVER THE BASES
CLOSE ORDER
(Closure)
Data verifies a
possible order
Clearly defined
next steps
About your
selling cycle (top
to bottom)
You work the
funnel and have
sales objectives
in every stage all
of the time
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Source: Miller Heiman
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Sales pipeline by stage
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Sales closure by month
Deal Size * Probability
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Metrics Metrics
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• 100% First Presentations
• 80% Needs Analysis
• 52% Formal Presentations
Sales Pipeline Analysis
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• 52% Formal Presentations
• 44% Decisions Pending
• 26% Negotiations
• 16% Close Order
Typical B2B Sales numbers
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• Count of lead companies
• Lead to opportunity conversion
• Average days from lead to opportunity
• Average age of open opportunity
Health of the funnel
• Average days from lead to close
• Average opportunity amount
• Average number of opportunities
• Lead to close conversion ratio
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CRM ToolsCRM Tools
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• Manage your contacts and customer
activities
• Share a single 360-degree view of your
customers
• Personalize new and ongoing customer
What CRM Systems do
• Personalize new and ongoing customer
interactions to cost-effectively acquire,
nurture, and retain good customers
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Key Components of CRM
• Marketing Automation
– Campaign Planning
– Campaign Execution
– Campaign ROI
• Sales Force Automation
– Lead Generation
– Lead Conversion– Lead Conversion
– Sales Cycle
• Services and Support
– Case/Request Logging
– Case/Request Closure
– Self Service
• Field Service
– Field Rep Tracking
– Inventory Management
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� Salesforce
� Siebel
� Few Open Source CRM Tools
– vTiger CRM
CRM Vendors
– OpenCRX CRM
– SugarCRM
– Concursive CRM
– Zurmo CRM
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Generating Leads Example of lead Generation
Lead Management
E-Mail Campaigns
Execute & monitor e-mail
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Website Integration
Execute & monitor e-mail
campaigns from within
Vtiger CRM
Trade Shows/Conventions
Meet new customers and demo your
products
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Lead Management - Creating new Lead
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A lead can directly be converted to a Account without re-entering the
details
Converting Leads
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Track all accounts and related contacts, opportunities, cases, and other details from a
common repository
Account Management
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• Track all contacts and related opportunities, cases, activities, and other details from a
common repository
• Synchronize contacts with Microsoft® Outlook®
Contact Management
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• Track all sales potential/Opportunity end-to-end in a sales cycle
• Associate potential/Opportunity with accounts, contacts, activities, and other modules to
have a better visibility on the opportunities
Potential/Opportunity Management
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• Pre-build reports for sales force automation
• Sales pipeline analysis by stage
• Monthly Sales pipeline analysis, Sales opportunities by lead source
Reports and Dashboards
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Lead Conversion %Converted Leads
Reports and Dashboards
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Lead Conversion %Converted Leads
by Month
Closed Business by MonthTop 10 Deals
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Building & Managing
Sales TeamsSales Teams
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• Recruitment
•Management
• Development
Building & Managing Sales Teams
• Development
• Incentive Structures
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• When to hire
– Specially for International sales
• How to hire
– References
Recruitment
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• Review quality of funnel
–Additions in the funnel
–Number of opportunities
–Deal Size
Management
–Deal Size
–Velocity of funnel
• Churn the funnel
–Remove deadwood
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• Assess performance of
sales by reviewing the
quality of funnel
• Review the movement
within stages to
Development
• 100% First Presentations
• 80% Needs Analysis
• 52% Formal Presentations
• 44% Decisions Pending
• 26% Negotiations
• 16% Close Orderwithin stages to
understand reason for
struggle
• Support by addressing
concerns
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• 16% Close Order
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• Variable pay linked to performance
– Revenue
– Gross margins
– New client acquisition
– Order book
Incentive structures
– Order book
• Typically 30% to 50% pay variable
• Desired salary on achieving target
• Kicker on over achievement
• Gated at 70% performance30
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40
50
60
Incentive Structure
Sales Target: 1M
Salary: 100K
Variable: 30%
Gate: 70%
Kicker: 1.25
0
10
20
30
0.25M 0.5M 0.70M 1.0M 1.5M
Incentive
Kicker
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Kicker: 1.25
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Thank You
AlmaMate Info Tech Private Limited
H 52, Sector 63, Noida 201307National Capital Region – India+91 120 4787878www.almamate.in