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1LENATI CONFIDENTIAL AND PROPRIETARYPHOTO BY RUESTER.
Anatomy of World Class Sales
Dailah LesterManager, Sales Practice [email protected]
Jen WinterPrincipal, Sales Practice [email protected]
How do you define World Class Sales performance?
87% of sales representatives are achieving quota
17% year over year increase in sales revenue
7% year over year improvement in lead conversion rate
Win/loss performance improvement of >6% year over year
Source: Aberdeen Group2
Strategic Alignment between Marketing & Sales
Sales Enablement Tools & Resources
Defined Sales Process
Source: Aberdeen Group
What are key characteristics of a World Class Sales organization?
3
Sales Top 5 Challenges
4
To achieve World Class performance, Do you need to hire more people, implement
training and process or provide your reps with technology and tools to be more
effective?
Sales OptimizationANATOMY OF WORLD CLASS SALES
Anatomy of World Class Sales
Sales models vary across industries, company size and maturity but there are key building blocks for designing a Sales strategy and questions you must answer to be successful:
SEGMENTATION CUSTOMER JOURNEY
FUNCTIONAL ALIGNMENT
METRICS MANAGEMENT
INFRASTRUCTURE
What People, Processes, and Tools do you need in place to successful enable your sellers?
Who are your customers and where are your opportunities?
How do your customer’s buy and what do they buy from a sales representative?
How do sales activities align to the customer journey and what roles need to be created?
What are the key metrics to benchmark and track to enable proper behavior?
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Customer SegmentationSales Strategy begins and ends with a deep understanding of who your customers are.
SIZE THE OPPORTUNITYBest in Class segmentation models build off internal and external data to size market and customer opportunities• Market Sizing and Sequencing• Customer Insights and Opportunity Analysis• Industry/Segment /Geography Trends and Implications• Competitive Landscape
ALIGN OFFERINGSDecide which offerings will be sold to which customer segments based on their needs• Cost of customer acquisition• Complexity of Product• Product penetration, renewal, and launches
CHOOSE THE CHANNELBased on cost of sales, revenue goals, and customer buying cycle determine the best channel to reach that customer• Retail and Self-serve: consumer and B2B Tail • Direct Sales Channels: Field and Inside• Design + Launch Partner Sales Models + Coverage strategies
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Buyer Journey and GTM Dimensions
* Note: Dimensions will be prepared prior to and discussed in detail as part of our facilitated workshops. Highlighted values are for Illustration only. Additional dimensions may also be considered and captured during the workshops.
Determining how you will deploy Sales resources starts with a deep understanding of how your customers buy your product and the needs of the sales model to address that buying journey. By defining customer and product category expectations, we can prioritize strategic, expected outcomes as well as top-level business objectives.
Representative Inputs Discussion Outputs
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Function & Role Alignment
An Inside Sales model can be deployed against all aspects of a go-to-market strategy and defining a clear and targeted focus for inside sales roles are critical for success
BUS. DEVELOPMENTLead GenerationProfilingProspectingQualificationRegistration
SALESSmall BusinessMid-MarketEnterpriseProduct
SERVICESConsultative ServicesAccount ManagementSupport
Inside sales resources can be aligned in many different ways to meet the different functional needs of the business.
Team Sales
Field
Inside
Specialist Sales Segment Sales
Product
Function
Tech
Specialization of Inside Sales to manage:
Discrete Function (prospect/qual),
Specific product (new launches, emerging)
Technical expertise (deployment, pre-sale)
Assigning ownership of e2e customer management for a particular segment to an inside sales team
Aligning an Inside Sales organization to support field sellers in the e2e customer management –specific activities or process alignment
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Metrics Management
Performance Benchmarking is done across the organization to understand what key activities drive successful end results and inform how behaviors can be replicated:• Internal seller benchmarking • Industry benchmarking• Competitive benchmarking
Key Performance Indicators are universally established, measured and tracked. These metrics are both leading and lagging indicators of performance:• Activity Based - Calls,
Marketing Qualified Opptys, meetings
• Deal Based: - win/loss, pipeline velocity, renewal rate
• Productivity- Cost of sales, revenue/account, revenue/rep
• Account Based – Cust Sat, account penetration, share of wallet
Best in Class Inside organizations utilize a continuous rhythm of the business to track and report upon KPI definitions to enable data driven decision making and optimization:• Sales Productivity• Sales Pipeline Analysis &
Forecasting Accuracy • Account Metrics• Win/Loss Analysis
To be world class, Sales organizations must be built on a culture of data with insights, actions, and decision-making all coming back to measurable outcomes.
DATA CULTURE
KPI DEFINITION
PERFORMANCE BENCHMARKING
TRACKING & REPORTING
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Infrastructure
With a clear definition of the customer, the buyer, the roles, and the metrics – infrastructure is easily created through defining the enabling set of people, process, and tools needed fulfill on the strategy
High Performing Sales Professionals Defined top performer profile Accelerated hire to ramp process Comprehensive Training across market, audience, products,
processes, and techniques
Scalable & Repeatable Process Comprehensive Territory Planning A clear and consistent Sales Message Defined process and accountabilities across stages Closed Loops on Win/Loss Analysis Alignment with marketing activities
Consistent Tools Company-Wide CRM is the brain of the organization and single source for all
customer data Sellers given easy access to data IT infrastructure and applications support virtual productivity
PEOPLE
PROCESS
TOOLS
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How do YOU achieve World Class status?
Segment for SalesDefine your customers and prioritize opportunities
Define Customer JourneyReal-time, market-facing applications
Align Functions & RolesClear focus for each role and function
Metrics ManagementCulture of data driven insights and decision making
Infrastructure Design People, Process, and Tools
