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secret! t" 10 Metric!-Based Coaching
Presented at #DF13 By:
Mike Volpe Chief Marketing Officer HubSpot @mvolpe
Mark Roberge Chief Revenue Officer HubSpot @markroberge
All about HubSpot
HubSpot’s marketing software helps 10,000 companies in 56 countries attract more leads and convert them into customers with marketing people love.
§ 650 employees with 200 in sales and 60 in marketing
§ $75-80m revenue in 2013 growing ~50% annually
§ Hiring 50-75 people per quarter
§ Using Work.com in sales and marketing
§ Continuous feedback, monthly goal tracking
§ Formal review process including 360 reviews
Secret #1 Align Coaching and Management Style to Culture
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Humans are Changing…
Humans are Changing…
Humans are Changing…
…Has Your Culture and Management Changed?
HubSpot Culture • Flat & entrepreneurial
• Data-driven
• Transparent
• Open office w/ random desk shuffles
• One policy: “Use good judgment.”
• See http://slidesha.re/IitLXz
The HubSpot Organization Chart
The HubSpot Organization Chart INFLUENCE
How Volpe Manages the HubSpot Marketing Team
• Team structure based on buying process stages and personas
• Agile marketing process
• Monthly cadence
• Monthly reporting & goal setting
• Marketing “board meeting” for team feedback
• Frequent awards and feedback – weekly and monthly
Volpe’s Management Philosophy
• Goals: Clearly explain to people the outcomes and results we want and why we need them for the business
• Hiring: Hire the right people, get rid of the wrong people
• Mentoring: Mentor people by offering advice, context and perspective
• Management: Get out of the way, never tell anyone what to do, let them surprise you
HubSpot Marketing Team Organization
Top of Funnel
Middle of Funnel
Product Marketing
Brand and Buzz
CMO
Seating Based on Buyer Persona
Sales Marketing
Services
Secret #3 Manage by Metrics: Track Results, Not Activity
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Focus on Outcomes = Manage by Metrics
Top of Funnel Middle of Funnel
Product Marketing
Brand and Buzz
Results / Metrics • Website visitors • New contacts generated
Activity • Blog articles • Ebooks & webinars • Social engagement • Other content
Results / Metrics • Revenue pipeline $ • Sales goal %
Activity • Lead nurturing • Lead scoring • Sales coordination
Results / Metrics • Sales test scores • % sales selling various features • User testing
Activity • Product content • Sales and other product training
Results / Metrics • PR hits • Event attendance and survey feedback Activity • Events • PR pitches • Videos & graphics
Monthly Cadence Focused on Outcomes
Goals for month set by CMO
Monthly Cadence Focused on Outcomes
Goals for month set by CMO
Team decides on activities
Monthly Cadence Focused on Outcomes
Goals for month set by CMO
Team decides on activities
Team executes on activities
Monthly Cadence Focused on Outcomes
Goals for month set by CMO
Team decides on activities
Team executes on activities
Team reports on metrics / activity
Monthly Cadence Focused on Outcomes
Goals for month set by CMO
Team decides on activities
Team executes on activities
Team reports on metrics / activity
CMO / Mgmt Feedback
Monthly Cadence Focused on Outcomes
Goals for month set by CMO
Team decides on activities
Team executes on activities
Team reports on metrics / activity
CMO / Mgmt Feedback
What have you done for me lately.
- Janet Jackson
“ ”
Frequent Motivation and Recognition
Weekly “Golden Unicorn” Award
Monthly “Champions Dinner” Award
Frequent Feedback
Use the Goal as Motivation
Track Progress to Goals in Real Time
Track Progress to Goals in Real Time
React to the Alarms to Make Sure You Hit Goals
React to the Alarms to Make Sure You Hit Goals
Create new offers § Ebooks, webinars, etc.
Publish more § Blog posts, videos, presentations
Promote more § Email and social promotion of new
offers
Increase paid ads § PPC on Google, Facebook, LinkedIn,
Secret #6 Incorporate Metrics Into Every Stage of
Scaling Your Sales Team
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Roberg’s mission as a sales executive: MISSION Predictable, scalable revenue growth
Roberg’s mission as a sales executive: MISSION Predictable, scalable revenue growth STRATEGY If I can … 1. Hire the same type of successful sales person 2. Train the sales people in the same way 3. Provide each sales person with the same quantity and quality of leads 4. Have the sales people work the leads using the same process 5. Develop leaders to execute the process
… then I will achieve my goal.
Secret #7 Hold the Entire Sales Organization
Accountable to a Metrics-driven Coaching Model From the Top
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Hold Sales Team Accountable to Effective Coaching
MORNING
AFTERNOON
1ST DAY OF MONTH 2ND DAY OF MONTH
Hold Sales Team Accountable to Effective Coaching
MORNING
AFTERNOON
1ST DAY OF MONTH 2ND DAY OF MONTH
VP Meets with Director Ø Review Skill/Development
Plans for each sales person
Hold Sales Team Accountable to Effective Coaching
MORNING
AFTERNOON
1ST DAY OF MONTH 2ND DAY OF MONTH
VP Meets with Director Ø Review Skill/Development
Plans for each sales person
Director Meets with Manager Ø Review Skill/Development
Plans for each sales person
Hold Sales Team Accountable to Effective Coaching
MORNING
AFTERNOON
1ST DAY OF MONTH 2ND DAY OF MONTH
VP Meets with Director Ø Review Skill/Development
Plans for each sales person
Director Meets with Manager Ø Review Skill/Development
Plans for each sales person
Manager Meets with Sales Person Ø Discuss qualitative performance Ø Review individual metrics Ø Co-Create Skill/Development Plan
Hold Sales Team Accountable to Effective Coaching
MORNING
AFTERNOON
1ST DAY OF MONTH 2ND DAY OF MONTH
VP Meets with Director Ø Review Skill/Development
Plans for each sales person
Director Meets with Manager Ø Review Skill/Development
Plans for each sales person
Manager Meets with Sales Person Ø Discuss qualitative performance Ø Review individual metrics Ø Co-Create Skill/Development Plan
Sales Person / Manager Independent Reviews Ø Think through qualitative performance Ø Review individual metrics Ø Think about Skill/Development Plan
Secret #8 Use Metrics to Diagnose the Priority Skill
Development for Each Sales Person
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Diagnose the Skill Issue: Start at the Top
* Data has been altered from actual HubSpot data for the purposes of this Dreamforce presentation.
Each Color Represents a
Different Sales Rep
Each Color Represents a
Different Sales Rep
Diagnose: Prospecting Issues
Causes of Prospecting Issues Ø Over-investment in unqualified
opportunities Ø Time management issues Ø Lack of personal goals Ø Call reluctance
* Data has been altered from actual HubSpot data for the purposes of this presentation
49
Development: Overcoming Activity Motivation Issues
* Data has been altered from actual HubSpot data for the purposes of this presentation
Diagnose: Conversion to Opportunity Issues
* Data has been altered from actual HubSpot data for the purposes of this presentation
Each Color Represents a
Different Sales Rep
Causes of Opportunity Issues Ø Prospecting depth Ø Prospecting personalization Ø Building trust on the connect
Research
Monitor and React
Inbound Prospecting Approach
360 View of a Lead’s Engagement with Your Company
Development: Overcoming Personalization Issues
Research
Monitor and React
Inbound Prospecting Approach
Social Media Website Email
Development: Overcoming Personalization Issues
Research
Monitor and React
Inbound Prospecting Approach
Ø Lead with buyer-context, not elevator pitch
Ø Build on your messages
Ø Alter your call times
Ø Always “break up”
Development: Overcoming Personalization Issues
Development: Overcoming Call Depth Issues
Attempt #
LTV
/ C
OC
A
Diagnose: Conversion to Customer Issues
* Data has been altered from actual HubSpot data for the purposes of this presentation
Each Color Represents a
Different Sales Rep
Causes of Close Rate Issues Ø Developing trusted advisor status Ø Developing sense of urgency Ø Getting beyond surface pain Ø Reaching the authority
Development: Overcoming Trust Development Issues
ALWAYS BE HELPING
A lways
B e
C losing
Secret #9 Seek More Clarity by Peeling Back the Onion with
More Metrics
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“Peal Back the Onion” on Metrics for More Insight
Lead-Worked-to-Connect Ratio
Connect-to-Demo Ratio
* Data has been altered from actual HubSpot data for the purposes of this presentation
Secret #10 Co-create the Coaching Plan With the Sales Person
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Co-Creating the Skill/Development Plan
ONE-ON-ONE AGENDA Ø Self assess qualitative performance
Ø Self assess quantitative performance
Ø Agree on a skill to work on – prefer one
Ø Co-create a development plan
Ø Schedule the plan
Related Content for Further Reading How to Build a Modern Marketing Team Kit: http://bitly.com/17uLV2f
Netflix Culture Deck: (5.8m views): http://slidesha.re/1aTYZep
HubSpot Culture Deck: (1 million views): http://slidesha.re/IitLXz
Mike Volpe’s Marketing Metrics Deck: http://bit.ly/MVmetrics
Motivation: “Drive” by Daniel Pink
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