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Get the basics on what you need for success with your CRM. Jason Jordan shares best practices to boost sales and increase revenues, plus offers tips for using CRM to drive your success. CRM novices and pros alike will benefit from this framework. Hear the audio version here: https://www.brighttalk.com/webcast/10061/105979
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Back to Basics: How to Use CRM to Grow Sales
• JASON JORDAN • Partner • Vantage Point • @JasonRJordan
A Sales Management Innovator
Assigned Territories Defined Sales Processes
Assigned Quotas Paid Commissions
Held Sales Contests Held National Sales
Meetings Trained Salespeople
John Henry Patterson in 1893
The National Cash Register Company
Then in 1993
Then in 2013 !
The Golden Age of Reporting
Key Question
How should we use all that data?
First, 4 Things about Vantage Point
Focus On Sales Management
First, 4 Things about Vantage Point
Focus On Sales Management
Advancement through Research
Sales Methodology Neutral
SPIN Selling
Miller Heiman TAS
Holden
Richardson
Home Grown
Challenger
ü ü
ü ü
ü ü ü
First, 4 Things about Vantage Point First, 4 Things about Vantage Point
Sales Methodology Neutral
SPIN Selling
Miller Heiman TAS
Holden
Richardson
Home Grown
Challenger
ü ü
ü ü
ü ü ü
First, 4 Things about Vantage Point
We Simplify “I can remember when it felt like I was constantly on fire. Now I have a better
grasp on which activities will lead us to the results we need."
First, 4 Things about Vantage Point
Early Adopters
The Unanswered Question
How should we use all that data?
Answer: To Improve the Data
Answer: To Improve the Data
Can We Manage Data?
A Little Investigation
The Frustrating Search for a ‘Best Practice’
Slide 17
Revenue
Customer Satisfaction
Market Share
Pipeline Size Volume
Ramp-Up Time
IT Investment Coaching
Account Plan Completion
Tool Usage
Segment of Customer
Call Volume Up/Cross-Selling
Number of Accounts Time Allocation
Quota Achievement
Share-of-Wallet
Process Usage
Skill Level Territory Coverage
New/Existing Customers Call Outcomes
Customer Retention
Deal Size
Prospect Type
New/Existing Product
Starting from Scratch... 306 Pieces of Chaos
Revenue
Customer Satisfaction
Market Share
Pipeline Size Volume
Ramp-Up Time
IT Investment Coaching
Account Plan Completion
Tool Usage
Segment of Customer
Call Volume Up/Cross-Selling
Number of Accounts Time Allocation
Quota Achievement
Share-of-Wallet
Process Usage
Skill Level Territory Coverage
New/Existing Customers Call Outcomes
Customer Retention
Deal Size
Prospect Type
New/Existing Product Can We Manage this Metric?
Guiding Question….
Some….Yes
Revenue
Customer Satisfaction
Market Share
Pipeline Size Volume
Ramp-Up Time
IT Investment Coaching
Call Type
Tool Usage
Segment of Customer
Call Volume Up/Cross-Selling
Number of Accounts Time Allocation
Quota Achievement
Share-of-Wallet
Process Usage
Skill Level Territory Coverage
New/Existing Customers Call Outcomes
Customer Retention
Deal Size
Prospect Type
New/Existing Product
Some….No
Revenue
Customer Satisfaction
Market Share
Pipeline Size Volume
Ramp-Up Time
IT Investment Coaching
Call Type
Tool Usage
Segment of Customer
Call Volume Up/Cross-Selling
Number of Accounts Time Allocation
Quota Achievement
Share-of-Wallet
Process Usage
Skill Level Territory Coverage
New/Existing Customers Call Outcomes
Customer Retention
Deal Size
Prospect Type
New/Existing Product
Some….Maybe?
Revenue
Customer Satisfaction
Market Share
Pipeline Size Volume
Ramp-Up Time
IT Investment Coaching
Call Type
Tool Usage
Segment of Customer
Call Volume Up/Cross-Selling
Number of Accounts Time Allocation
Quota Achievement
Share-of-Wallet
Process Usage
Skill Level Territory Coverage
New/Existing Customers Call Outcomes
Customer Retention
Deal Size
Prospect Type
New/Existing Product
Our Eventual Metrics Framework
Organizational outcomes that can not be ‘managed’ whatsoever
Our Eventual Metrics Framework
Objectives that require ‘consent’ but can be influenced
Organizational outcomes that can not be ‘managed’ whatsoever
Our Eventual Metrics Framework
Salesperson and manager activities that can be proactively
managed
Objectives that require ‘consent’ but can be influenced
Organizational outcomes that can not be ‘managed’ whatsoever
Aha : We Can Only Manage Activities !
Salesperson and manager activities that can be proactively
managed
Objectives that require ‘consent’ but can be influenced
Organizational outcomes that can not be ‘managed’ whatsoever
Another Aha : Cause-and-Effect
Examples of Cause-and-Effect
Revenue Market Share
Quota Achievement
Sales Activities
Business Results
Sales Objectives
Volume
New/Existing Product
Share-of-Wallet Territory Coverage New/Existing Customers
Customer Retention
Coaching Account Plan Completion Call Volume
Call Type Training
Customer Satisfaction
Examples of Cause-and-Effect
Revenue Market Share
Quota Achievement
Sales Activities
Business Results
Sales Objectives
Volume
New/Existing Product
Share-of-Wallet Territory Coverage New/Existing Customers
Customer Retention
Coaching Account Plan Completion Call Volume
Call Type Training
Customer Satisfaction
Examples of Cause-and-Effect
Revenue Market Share
Quota Achievement
Sales Activities
Business Results
Sales Objectives
Volume
New/Existing Product
Share-of-Wallet Territory Coverage New/Existing Customers
Customer Retention
Coaching Account Plan Completion Call Volume
Call Type Training
Customer Satisfaction
Examples of Cause-and-Effect
Revenue Market Share
Quota Achievement
Sales Activities
Business Results
Sales Objectives
Volume
New/Existing Product
Share-of-Wallet Territory Coverage New Customer Acquisition
Customer Retention
Coaching Account Plan Completion Call Volume
Call Type Training
Customer Satisfaction
Examples of Cause-and-Effect
Revenue Market Share
Quota Achievement
Sales Activities
Business Results
Sales Objectives
Volume
New/Existing Product
Share-of-Wallet Territory Coverage New Customer Acquisition
Customer Retention
Coaching Account Plan Completion Call Volume
Call Type Training
Customer Satisfaction
Examples of Cause-and-Effect
Revenue Market Share
Quota Achievement
Sales Activities
Business Results
Sales Objectives
Volume
New/Existing Product
Share-of-Wallet Territory Coverage New Customer Acquisition
Customer Retention
Coaching Account Plan Completion Call Volume
Call Type Training
Customer Satisfaction
Aha #3 : You Reverse-Engineer Success
Link the Objectives to relevant Activities, and manage them relentlessly
Select and quantify the BEST Objectives that will lead to those Results
Identify the Results you want to achieve
Reverse-Engineering Success
Revenue Market Share
Quota Achievement
Sales Activities
Business Results
Sales Objectives
Volume
New/Existing Product
Share-of-Wallet Territory Coverage New Customer Acquisition
Customer Retention
Coaching Account Plan Completion Call Volume
Call Type Training
Customer Satisfaction 5%
Reverse-Engineering Success
Revenue Market Share
Quota Achievement
Sales Activities
Business Results
Sales Objectives
Volume
New/Existing Product
Share-of-Wallet Territory Coverage New Customer Acquisition
Customer Retention
Coaching Account Plan Completion Call Volume
Call Type Training
Customer Satisfaction 5%
15%
Reverse-Engineering Success
Revenue Market Share
Quota Achievement
Sales Activities
Business Results
Sales Objectives
Volume
New/Existing Product
Share-of-Wallet Territory Coverage New Customer Acquisition
Customer Retention
Coaching Account Plan Completion Call Volume
Call Type Training
Customer Satisfaction 5%
15%
Review Qtrly
Then Focus on Execution of the Activity
Revenue Market Share
Quota Achievement
Sales Activities
Business Results
Sales Objectives
Volume
New/Existing Product
Share-of-Wallet Territory Coverage New Customer Acquisition
Customer Retention
Coaching Account Plan Completion Call Volume
Call Type Training
Customer Satisfaction
Review Qtrly
Why Is This Important?
Sales Activities
Coaching Account Plan Completion Call Volume
Call Type Training
Review Qtrly
Yet…
Slide 40
Punch Lines...
Reverse- Engineer
These
Punch Lines...
Reverse- Engineer
These
Manage These
Punch Lines...
Reverse- Engineer
These
Measure It All
Manage These
Better Sales Results = Better Decision-Making
?
Suddenly, It Makes Sense
FINALLY, Operating Instructions for the Sales Force
In Summary...
Instead of an Avalanche of Disorganized Data…
There Can Be Order and Manageability
Instead of Just Decision-Making Tools…
?
A Decision-Making Framework
www.VantagePointPerformance.com/Salesforce
QUESTIONS?