Sales and marketing insight for venture professionals. Audit Sample Report.pdf · 2014. 1. 26. · Sales and marketing insight for venture professionals. For companies that wish to

© COPYRIGHT 2013/14 PERGALI LIMITED, FRANCIS MORAN & ASSOCIATES. ALL RIGHTS RESERVED. 360 AUDIT AND ITS ASSOCIATED LOGO ARE TRADEMARKS OF PERGALI LIMITED. ALL PERGALI PRODUCTS AND SERVICES ARE SUBJECT TO CONTINUOUS DEVELOPMENT. WE RESERVE THE RIGHT TO ALTER TECHNICAL SPECIFICATIONS WITHOUT PRIOR NOTICE.

Sales and marketing insight for venture professionals.For companies that wish to evaluate their on-going commercial performance and for companies preparing for investment.

This 360 Audit report is designed to assist you, your colleagues, and your investors in identifying areas of strength as well as areas that require attention.

www.360audit.com 360 Audit Master 1.2

5.71 5.34 5.05

5.40 5.17 5.50

6.47 5.63 4.79

4.83 5.72 3.93

3.39 6.01 4.43

Exec

utio

n

Are we selling to the right customer?

Do we have the right sales mix?

Will we be able to scale up sales?

Mar

ket

Tech

nolo

gyM

arke

ting

Sale

s


Scores have been generated from the input of up to seven of your board members, execs or front-line team. Scoring is based on unique algorithms and weighted scores for each respondent.

If your company commissioned a 360 Audit in-depth report, please read on for individual question outputs and the bespoke interpretive report.

360 Audit heatmap summary:

Do we have the right pricing model?

Organizational structure

(comprehensiveness)

Systems and processes ready for

growth?

Are we expansion ready?

How well do we understand our

customers' needs?

How is our market timing?

Are we addressing the right

opportunity?

Do we have the right product or service?

Are we prioritizing R&D appropriately?

Do we have a product or service

risk?

Are we properly interacting with the

marketplace?

Do we have the right marketing mix?

Poor result

Requires attention

Room for improvement

Good result

No big issues identified


Score color coding key:

Scores between: 0.00 2.50Scores between: 2.50 4.00Scores between: 4.00 5.00Scores between: 5.00 6.00Scores between: 6.00 8.00Scores between: 8.00 10.00


The 360 Audit heatmap scores three key areas of performance across five critical operations for any young B2B technology company: Market opportunity; technology development and product fit; marketing strategy and implementation; sales strategy and implementation; and ability to execute and scale.

Each cell is a composite score consisting of the responses by your executive team to several different questions in the survey.

A low, or red and orange, score in any heatmap cell indicates that your company is doing poorly across all or most of the elements that make up that cell. Obviously, a high, or green, score indicates the contrary; that your company is doing well across all or most of the elements that make up the cell. In either case, your executives are aligned in their individual views of how your company is doing.

A mid-range, or yellow, score indicates that a number of factors could be at play. You may have scored well on some of the component questions but poorly on others. Or you may have scored in the mid-range for all or most of the component questions. Most troubling for young companies is the possibility that various members of your executive team answered the component questions directly opposite to each other; in other words, you lack alignment. Further detailed analysis of mid-range scores is required before you can draw clear conclusions.

If your company commissioned a 360 Audit in-depth report, the individual question outputs follow and you can review the individual answers to see where there is alignment and misalignment (these are un-weighted scores).

Interpreting your heatmap



PRICING AND CONVERSION

This segment addresses revenue and deal sizing. The charts tell us about how your company is getting along with sales conversion and hitting target price ...


Question outputs, un-weighted scores.



Have you proven your pricing and margins for your chosen markets? (i.e. are you consistently getting the price you ask for?)

Does your billing model align with your customers’ purchasing processes? (i.e. your customers are used to buying your product or service in a certain way and you are set up to sell that way)

0

1

2

3

4

5

6

7

We always getfull price

Weoccasionally

have todiscount

We regularlyhave todiscount

We alwayshave todiscount

Don't know

0

1

2

3

4

5

6

7

Fully aligned: It’s easy for our

customers to buy from us

We have a newpricing approach

but customers areembracing it

We have a new pricing model that’s

still to be proven

Don’t know




How far ahead of the adoption curve are you?


Are sales converting quickly enough? (i.e. are deals closing in the timescales anticipated in your business plan?)

0

1

2

3

4

5

6

7

We are selling astandard product orservice (No change

for customers)

We are selling anevolutionary product

or service(Customers have toadapt to a degree)

We are selling arevolutionary

product or service(Customers willhave to thinkdifferently)

Don’t know

0

1

2

3

4

5

6

7

We consistentlyclose saleswithin ourexpectedtimescale

We close saleswithin ourexpected

timescale mostof the time

Sales rarelyclose in the

time we wouldlike

No, we still haven’t locked-down a trend to customers' buying cycles

Don’t know





Have you tested the product or service in a real environment with real customers?

What is your key selling point? (i.e. how different are you from what’s currently used to address this pain or need?)

0

1

2

3

4

5

6

7

We are a whole NEW WAY of solving our

customer’s problem or addressing their

needs

We solve our customers’ problem

or address their needs in a BETTER way than currently

available

We are NOT a whole lot different from competing

solutions but we’re cheaper

Don’t know

0

1

2

3

4

5

6

7

We haven’t tested yet

We are testingwith early-

adoptercustomers

We have testedwith customers,responded tofeedback andare refining

We consider ourproduct or

service to befully market-

ready

Don’t know




Are you happy with the size or profile of company to which you have successfully sold a product or services to-date?

Are you happy with the seniority of decision makers with whom you are dealing?


01234567

We aresuccessfullyselling to the

size and profileof company we

want to beselling to

We sometimessell to our

desired sizeand profile ofcompany but

we doexperiencesome issues

We rarely sellto our target

size and profileof company

We have notyet sold to ourideal or targetsize and profile

of customer

Don’t know

0

1

2

3

4

5

6

7

We are dealing withthe decision makers

who havepurchasing authority

We are dealing withkey influencers but

not the finaldecision maker

We are not yetengaged at the right

level

Don’t know



DEAL SIZE AND MARKETS

These charts show us how's it going in your current markets, if you are in good shape for expansion, and your marketing effectiveness?




Are you hitting target profit on every deal?

Are you writing deals of the right size to deliver your organisation’s sales forecasts?


0

1

2

3

4

5

6

7

Yes Most of thetime

We discountregularly

No Don’t know

0

1

2

3

4

5

6

7

Always Most of the time Some of thetime

Not yet Don’t know




What is your actual revenue mix?

Are you spending too much time on [large] accounts to the detriment of securing faster revenues from smaller accounts?


0

1

2

3

4

5

6

7

Large numbers ofsmaller deals

Mixture of smalland large

Small number oflarge deals

Don’t know

0

1

2

3

4

5

6

7

Yes No Possibly Don’t know




Is the adoption of your product or service contingent upon cooperation with third parties (i.e. systems integrators, in-house departments etc.?)

Does your current cash flow or next funding round provide you with sufficient funds to access:


0

1

2

3

4

5

6

7

No Yes, but itcauses no grief

Yes, and thiscan lead todelays and

minor problems

Yes, thisregularly leadto delays or acancelled sale

Don’t know

0

1

2

3

4

5

6

7

All of our chosenmarkets

The next wave ofchosen markets

Our next individualbig market

Don’t know




Are there regulatory hurdles that affect your organisation’s market development?

How are you going to enter your next chosen market(s)?


01234567

No Yes. We havecleared them

and havecompleteregulatoryapproval

Yes. We arecurrently

dealing withthem and

expect to havecompleteregulatory

approval in thenear future

Yes. We stillhave to

address them;regulatory

approval is notexpected any

time soon

Don’t know

0

1

2

3

4

5

6

7

Open a directoffice/facilityand recruitstaff to sell

direct

Sell directand viachannelpartners

Sign-up to asingle

distributor

Sign-up tomultiple

distributors

Work directlywith localservice

providers(value addedresellers and

retailers)

Don’t know




Do you have the capability to manage multiple languages and time zones?

Marketing: Do you have the right marketing mix (i.e. brand awareness, new leads, good balance between new and traditional techniques)?


0

1

2

3

4

5

6

7

Yes Partially No Don’t know

0

1

2

3

4

5

6

7

Yes There is room forimprovement

No Don't know




Marketing: Are you allocating sufficient budget to your marketing activities?

Sales mix: What’s the right sales mix for your organisation?


0

1

2

3

4

5

6

7

Yes No We allocate toomuch intomarketing

Don't know

0

1

2

3

4

5

6

7

Direct sales Direct sales andchannel partners

Channel partnersonly

We don’t know yet



SALES STRUCTURE AND CHANNEL

These charts show us how your company is managing sales and tracking towards target revenue? Feet on the streets; resellers, distributors, agents, VARs; or online-only sales?




How do you approach channel partner (reseller, service provider etc.) recruitment?

Do you provide qualified leads to channel partners?


0

1

2

3

4

5

6

7

We have arigorous and

highly selectiveprocess

We have aprocess of sorts

We simplyrecruit as many

partners aspossible

We need todevelop a

better process

Don't know

0

1

2

3

4

5

6

7

Yes Sometimes No Don't know




Do you track what happens to these leads?

Are you satisfied that you have the right sales mix to deliver your organisation’s sales forecasts?


0

1

2

3

4

5

6

7

Yes Occasionally No Don't know

0

1

2

3

4

5

6

7

Yes No Don't know



SALES MANAGEMENT

This segment addresses how your company is managing sales and tracking towards target revenue?




On a scale of 1-to-5 how would you rate your sales training and materials? (1 = poor, 5 = excellent)

What is the quality of your CRM system reporting?


0

1

2

3

4

5

6

7

1 2 3 4 5

0

1

2

3

4

5

6

7

Excellent Good Could be better We don’t have a CRM

Don't know




Have you mapped your sales pipeline stages?

How confident are you that these stages map to your customers’ purchasing behaviour?


0

1

2

3

4

5

6

7

Yes No What’s a sales pipeline stage?

Don't know

0

1

2

3

4

5

6

7

Very confident Somewhat confident Too early to say Don't know




When a new enquiry comes into the company; are you clear on what happens with it?

Are you giving your sales people or sales channels the tools they need to do their job properly locally (sales materials, after sales support etc.)?


0

1

2

3

4

5

6

7

Yes No

0

1

2

3

4

5

6

7

Yes We could be doingbetter

No Don't know



INFRASTRUCTURE

These charts show us how's it going with your people, processes, and you ready to scale-up the business?




How good are you with credit checking and getting the right contracts in place with customers?

Do/can you deliver customer orders on time?


0

1

2

3

4

5

6

7

Very good Fairly good Not goodenough

Quite bad,actually

Don't know

0

1

2

3

4

5

6

7

Always Most of the time Some of thetime

Never Don't know




Can you scale-up to meet unexpected demand or large orders?

Do you have systems in place to manage after-sales support?


0

1

2

3

4

5

6

7

Yes No Don't know

0

1

2

3

4

5

6

7

Yes Our systems requireimprovement

No Don't know




Are you aligned with market trends? (i.e. mobile technology, SaaS, big data, etc.)

How would you rate the degree of risk to the success of your plan in each of the following areas?


0

1

2

3

4

5

6

7

We havealready

implementedleading markettrends and aremoving beyond

them

We haveimplemented

leading markettrends

We have aclear path that

moves ustowards

implementingmarket trends

We have noplan to

implementleading market

trends

Don't know

4

4

4

4

4

4

5

5

5

5

5

Risk from competitors User adoption / uptake risk Technical / delivery risk




Are you aware of how the competition is responding to you?

Are there sufficient R&D resources to expand the competitive advantage of your product or service?


0

1

2

3

4

5

6

7

Don't think that weare on their radar

We have been upagainst themcompetitively

They are badmouthing us

We don’t know what our

competition is saying about us (if

anything)

0

1

2

3

4

5

6

7

Yes No We allocate toomuch into R&D

Don't know




Are there jumps into other verticals you can make?

Is the current departmentalisation working?


0

1

2

3

4

5

6

7

Yes, but we arefocused on coremarkets at this

time

Yes, we are alreadyworking acrossmultiple sectorsand doing well

We are spreadingourselves acrosstoo many sectors

Don't know

0

1

2

3

4

5

6

7

Yes We have somestronger

departments thanothers

No, we have workto do here

Don't know




Have you set and track KPIs for your departments?

Are you developing a good management team structure (i.e. not your executive team)?


0

1

2

3

4

5

6

7

Yes, we workto structureddepartmental

metrics

Yes, in a way No, buteveryone

knows whatthey're doing

No Don't know

0

1

2

3

4

5

6

7

Yes, we are buildinga good second-tier

team

Our managementlayer is ok for now

No, we have tobuild a better

management layer

Don't know


We hope you found this 360 Audit to be a fair reflection of your company's on-going commercial performance. Your feedback is important so please send any comments to [email protected].

360 Audit has been developed by PERGALI Limited and Francis Moran and Associates.

PERGALI is an international consulting practice that works with ambitious executives and stakeholders to deliver new market revenue and transform commercial performance through marketing expertise.

Francis Moran and Associates works with early-stage B2B technology companies that want to accelerate revenues, improve their market presence, establish thought leadership and succeed in a fast-moving and competitive environment.

Documents

Sales and marketing insight for venture professionals. Audit Sample Report.pdf · 2014. 1. 26. · Sales and marketing insight for venture professionals. For companies that wish to