optimizing your sales stack in 2016
TRANSCRIPT
3 STRATEGIES FOR OPTIMIZING YOUR SALES
STACK AND ACCELERATING SALES IN 2016
Today’s Speakers
Gabe LarsenDirector of Strategy
InsideSales.com
Matt BehrendCo-Founder & CSO
DemoChimp
AGENDAAccelerating your sales growth in 2016 will depend on how well you understand and execute three strategies: • How to use specialization to organize your inside
sales team• The steps for developing a seamless inside sales
process• Building your sales tech stack for 2016
MAPPING OUT A SPECIALIZED INSIDE SALES ORGANIZATION
HENRY FORD
Specialist vs Generalist
7ptHigher close
rate InsideSales.com
Demand Generation
Inbound Inquiry
OutboundMM & Geo
List Purchasing Operations
Sales Engineer
Sales Engineer
Self-Sourcing
Inside Sales MM & Geo
Channel Mgr
Social Selling
Channel
Event
Inside Sales ENT & Geo
Field Sales
Client SuccessMM & Geo
Client Success ENT & Geo
Client Success Field
OutboundENT & Geo
OutboundField & Geo
Sales Engineer
Sales Engineer
ImplementationMM & Geo
ImplementationENT & Geo
ImplementationField
Product Support
Expander
Expander
Expander
Expander
Inbound Response
Demand Gen
SDR Sales Client Success
Demand Generation
Inbound Inquiry
OutboundMM & Geo
List Purchasing Operations
Sales Engineer
Sales Engineer
Self-Sourcing
Inside Sales MM & Geo
Channel Mgr
Social Selling
Channel
Event
Inside Sales ENT & Geo
Field Sales
Client SuccessMM & Geo
Client Success ENT & Geo
Client Success Field
OutboundENT & Geo
OutboundField & Geo
Sales Engineer
Sales Engineer
ImplementationMM & Geo
ImplementationENT & Geo
ImplementationField
Product Support
Expander
Expander
Expander
Expander
Demand Gen
SDR Sales Client SuccessInbound Response
THE PATH TO SPECIALIZATIONGeneralist
Account MgmtSales
CloserLead Gen
Out In Geo
SuccessGrowth
1
2 2
3 3
455
6 6
Area of Concern
Area of Concern
Demand Generation
Territory Manager
Client Account Manager
Outside Channel Manager
Channel Development Reps
Product Specialist
Renewals Team Customer Service TeamRenewals Portal
Customer Account Team
Direct Marketing TeamVAR
Generates leads
Part
ner o
r Pas
s Big
ger D
eals
Partners for specific areas
Work with large VARs
Partner with TM to support VAR Opps
Part
ner o
n ch
anne
l dea
lsPartner to expand
channel
Qua
lify
Ups
ell O
pps
Close Deal
Current Sales Structure
Demand Generation
Territory Manager
Client Account Manager
Outside Channel Manager
Channel Development
Reps
Product Specialist
Renewals Team Customer Service Team
Renewals Portal
Customer Account Team
Direct Marketing TeamVAR
Part
ner o
r Pas
s Big
ger D
eals
Partners for specific areas
Work with large VARs
Partner with TM to support VAR Opps
Part
ner o
n ch
anne
l dea
ls
Partner to expand channel
Qualify Upsell Opps Close Deal
Phase OneFuture State
StructureSalesDevelopment
Generate Leads
Set Appointments
Leads:Tradeshows,
web, chat
Accounts:Current Clients
Micro Team US Team International Team <30 Min Team
Generate Opps through webinars
Demand Generation
Tyler
Hand Raisers & Assign
Orientation
Account Rep Early Pay-Off Team
Vanessa
All other leads: assign
CURRENTSALES
STRUCTURE
Area of Concern
Area of Concern
Micro Team US Team International Team
Generate Leads through webinars
Demand Generation
Orientation
Account Rep Early Pay-Off Team
Qualifier Team
Auto-Dupe, Score & Route
PHASEONE FUTURE
SALES STRUCTURE
Live Transfer/Set Appt
DEVELOPING A SEAMLESS PROCESS
I’VE NEVER MAPPED OUT MY SALES PROCESS BEGINNING TO
ENDSays Everybody
Sales Process
25%Of companies have no documented or
adopted sales process CSO Insights
Current State Sales Process
Phase One: Lead/List
Acquisition
Phase Two: Contacting Cadence
Phase Three:
Qualification & Close
Referral Request
(duplicates, etc.)
ResearchGoogleSales
NavigatorSFDC
Notes/History
First Dial+ VM
ContactYES
ContactLater
Make notes in Notebook/
Tasks/Calendar to follow up
YESInterest
NOInterest
Contact NO
Account StatusVM
(Email)
AttemptAgain
Done
Needs Assessment/Qualification
More timeNeeded
Done
Save notes in SFAssign to appropriate
group
Presentation
Notes into
SFDC
Contacts
Review folllow-upsAdditional research
Plan out future contact periods
Task Mgt Time
Close
Data Research
Data Cleanup
SecondDial Varied
LeadSources
VM / Email
Notes in SFDC / Follow—up
forms
ContactYES
Contact NO
Check calendar / Thumb through follow-up forms 10-15 min
10-20 min
Task Mgt Time
Metrics Inefficiently
Tracked2-3x
Persistency:attempted contacts
Calls/Day
Lack of Immediacy
First touch: Email
40
Calls/Day
8X
AccountsSalesforce
Quick notes check
AttemptContact
ContactYES
ContactLater
Call back using PowerDialer™
YESInterest
NOInterest
Contact NO
Account StatusVM
(Email)
Done
Needs Assessment/Qualification
More timeNeeded
Done
Save notes in SFAssign to appropriate
group
Create Opportunity
Presentation
+20%
Persistency:attempted contacts
Contact Rate
60+
Calls/Day
Real
-tim
e an
alys
is,
Prio
ritize
d Li
sts
PowerDialer™
LocalPresence™
Engagement Tracking: Vision™
Gamification
+20
NeuralView™
+4.5
3 mins
Research Time
Call back using PowerDialer™
PowerDialer™
KEYS TO MAPPING YOUR SALES PROCESS
- Know functional areas- Map “as is”- Find strengths and
weaknesses- Create future state- Have governance structure
Website
Chat
Deal Reg
Tradeshows
SF Routing
SalesForce
Pardot
Hot/Card
Cold/Scan
Nurture
Activity
Export Talk to Sales
Import/Assign Queue
No Activity
Stay in Pardot
View Lead Queue
Change Owner
Find Duplicates Research
Client Account
Team Leads
Phase One
Attempt Contact
Partner
Direct
InterestedTM
Not interested
Call Back
No Contact
Status: Unqualified
+ Why
Good
SF Task/Outloo
k
Log a
Call
Bad
Ask Manic Questions
Add notes to activity
history
Convert
Create Acct and
Opp
Merge with existing
AcctAsk about
Partner
No AcctAcct Find a
partner
Find partner contact
Work Opp Stages
Closed Pending
Customer Service
Phase Two Phase Three
Initiate Chat No lead
Lead
Enter into SF
Hand to TM
Open FavReports
Sort by last
activity
Open multiple
tabsCheck history (No Opps, No
Dupes)
Don’t do anything
InterestedCAT
Ask basic questions
Log a Call
Create a lead
Access lead
Change Owner
Set Appointment
Hold Appointment
Good
Bad
Don’t call
BUILDING YOUR SALES STACK IN 2016
WHY?EXAMPLE TECH STACKSTEPS 1 - 6
(CONFUSED IMAGE, BULLETS WITH MISCONCEPTIONS AND COMMON QUESTIONS “WHERE TO START?”)
WHERE TO START??
EXAMPLE TECH STACK
CRMDashboard/Analytics/PredictingData ProviderCommunicationDemo AutomationTraining/CoachingCustomer Success
A TECH STACK PROCESS
Step 1: Map it out
Step 2: Key activities and metrics
Step 3: Find tech
Step 4: Prioritize and Buy
Step 5: Implementations
Step 6: Repeat
MAP IT OUT My process
KEY ACTIVITIES
AND METRICS
Key Activity Key Metrics / Output
Managing Customer Records Segmentation, Forecasting
Measuring Everything New Bookings, Expansion Rev
Creating and Appending Lists Data Quality, Connections
Calling, Emailing, Social Dials per day, Lead Velocity
Demoing / Stakeholder edu. Close Rate, Sales Cycle
Coaching Production Per Rep
Managing Adoption / Implem. Usage, Time to Value, Churn
FIND TECH
I’m looking for a solution to …
(Key activity or metric here)
PRIORITIZE AND BUY
Tiered buying strategyClick level walk throughEffect on CXContractsPilot vs Phases
IMPLEMENTATION
Change ManagementDedicated testing teamBaseline Metrics/Targets/ActualPitfalls
REPEAT
RESULTS AT Outbound: 25 TQOs / Rep / Month
Inbound: 50 TQOs / Rep / Month
SMB AE: $75k / Rep / Month
Up from 12
Up from 20
Up from $30k
6 PART BLOG How to manage your tech stack
@MattBehrend
