Leveraging Lenati’s expertise working with multiple clients designing and executing inside sales GTM and engagement models, we’ve identified critical components of a “best in class” inside sales organization and use this IP to help sales leaders benchmark their own sales org to identify strengths and weaknesses. The “anatomy lesson” identifies key building blocks required for designing a world class inside sales plan including: Segmentation, Customer Journey, Functional Alignment, Metrics Management & Infrastructure.
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Anatomy world class inside sales organization- lenati
1. Building Stronger Customer Connection
Anatomy of World Class Inside Sales
Dailah Lester
Manager, Sales Strategy
Consulting
dlester@lenati.com
Mark Ippolito
Sr. Manager, Sales Practice
Leader
mippolito@lenati.com
2. How do you define World class
inside 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
2
Source: Aberdeen Group
3. What are key characteristics of a World
Class inside sales organization?
Strategic Alignment between Marketing & Sales
collaboration & agreement on demand generation
programs, definitions to increase quality & conversion
rates
Inside Sales Enablement
team provided with resources & tools for
customer/prospect business intelligence data to
improve contact results
Email & Content Engine – tight integration with
customer relationship management system
Create efficiency and maximize pipeline velocity
3
Source: Aberdeen Group
5. To achieve World Class performance in 2013,
Do you need to hire more people, implement
training and process or provide your reps with
technology and tools to be more effective?
7. Anatomy for World Class
5 key building blocks for designing an inside
sales strategy and questions you should answer
to be successful:
What People,
Processes,
and Tools do
you need in
place to
successfully
enable your
sellers?
Who are your
customers
and where are
your
opportunities?
How do your
customer’s
buy and what
do they get
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 desired
behavior?
SEGMENTATION CUSTOMER
JOURNEY
FUNCTIONAL
ALIGNMENT
METRICS
MANAGEMENT
INFRASTRUCTURE
8. Customer Segmentation
Inside Sales Strategy begins and ends with a deep understanding of who your
customers are.
INVESTMENT ALLOCATION
SALES RESOURCING & QUOTA
ALIGNMENT
Emerging
Large Mature
Med. Mature
All Others Markets
Tier 2: Growth
Tier 1: Strategic
Tier 3: Scale
Size the
opportunity
Align offering
with customer
needs
Choose how
to reach those
customers:
Evaluate the CustomerEvaluate the Market= +
Target
Bundle
Solution
Product
Vertical or
Industry
Alignment
20%
30%
50%
A B C
PRODUCT A, B & C
Tier 1
Customer
PRODUCT A & B
Tier 2
Customer
PRODUCT A
Tier 3
Customer
Product
Offering:
Self Serve Retail Inside Partner Field
Segmentation
Go to Market
Channel Strategy
9. Customer Journey Spectrum
Customer Journey
9
Solution
SellingTransaction
al Selling
Tele-Sales Model
High-Volume, Impression
Sales
Virtual Sales
Model
High Touch, Remote
Sales
Call center excellence
Call Scripts
Outbound/Inbound customer
management
Activity based metric
management
Standard Product
Many Substitutes
Simple/Easily Understood
Custom Solutions
Low Substitutes
Complex Value
Develop a deep understanding of how your customers buy and the sales model
needed to address the customer buying journey.
Relationship Management
Consultative Selling
World Class virtual sales tools
Sales Specialization
Value based metric
management
10. Function & Role Alignment
Defining a clear and targeted focus for inside sales roles are critical for success:
Bus Dev Sales Services
• Lead Generation
• Prospecting
• Qualification
• Registration
• Small Business
• Mid-Market
• Enterprise
• Product
• Account
Management
• Consultation
Services
• Implementation
• Support
Align role resources to meet the different functional needs of the business:
Team Sales
Field
Inside
Specialist Sales Segment Sales
Product
Function
Tech
11. Metrics Management
DATA
CULTURE
KPI
DEFINITION
PERFORMANCE
BENCHMARKING
TRACKING &
REPORTING
Identify key activities
drive successful end
results and inform
how behaviors can
be replicated.
Key Performance
Indicators are
universally
established,
measured and
tracked. These
metrics are both
leading and lagging
indicators of
performance.
Utilize a continuous rhythm of
the business to track and
report upon KPI definitions to
enable data driven decision
making and optimization.
Build a culture of data with insights, actions, and decision-making all coming back to
measurable outcomes.
12. Infrastructure
12
High Performing Sales Professionals
Consistent Tools Company-Wide
Scalable & Repeatable Proce
PEOPLE
PROCESS
TOOLS
Define the enabling set of people, process, and tools needed to fulfill on the strategy
13. How do YOU achieve
World Class status?
Segment for Sales
Define your customers and prioritize opportunities
Define Customer Journey
Real-time, market-facing applications
Align Functions & Roles
Clear focus for each role and function
Metrics Management
Culture of data driven insights and decision making
Infrastructure Design
People, Process, and Tools
14. Thank You
Learn More: http://www.lenati.com/blog
Mark Ippolito Dailah Lester
mippolito@lenati.com dlester@lenati.com
Notes de l'éditeur
488 companies – 2009 – 78% from Americas17% large, 31% mid size, 52% small50% of companies were high tech - Fair Assessment?Would you agree with these definitions?
Tight integration of Marketing programs working in conjunction with Telesales program is key to sustained successImplications: Collaboration between Telesales leadership and Marketing program management teams deliver higher quality leads,lower cost per acquisition and improved ROI. Collaboration should be extended to include search engine and email marketing as wellwebinars, trade shows and events.Email is the killer telesales app – primary tool for qualifying prospects. 100% use email to contact/qualify prospects as compared to 92% via voice contactImplications: Effective email should include well-crafted, auto responses and templates for highly targeted and personalized mailRaise of hands on how many of you have a collaborative relationship with your marketing department? Was it always that way? How as that helped your sales team?How many of you provide your sales reps with resources to gather intelligence on prospects? What resources do you provide? How are they using the resources? Benefits?How many of you have an email integration tool such as constant contact, eloqua or marketo?
How many feel these are accurate challenges? Any other challenges you feel are more precedent? Which one of the Top 5 will have the most impact on your ability to achieve your revenue #’s?
How do you determine where you are going to invest time & resources? Where do you begin? How do you fix it?
Inside sales models vary across industries, company size and maturity but there are 5 key building blocks for designing an inside sales strategy and questions you must answer to be successful.Evaluate whether you have successfully answered all of these building blocks.
What are the ramifications of not clearly understanding your customer segmentation?
How many companies design their sales model, without evaluating the customer buying process?
57% of organizations report not having metrics in place for measuring effectiveness of telesales38% of the survey respondents report being able to specifically measure overall effectiveness of their telesales program.Effective measurement for overall telesales performance remains the exception rather than the rule – awarenessremains high, but too few are reaching goal. Implications: Sales leaders are being held accountable fortop line performance, but may not be aware of the underlyingfactors hampering results which could be corrected through earlydetection.
With a clear definition of the customer, the buyer, the roles, and the metrics, you can then define the enabling set of people processes and tools needed to fulfill the strategy. All too often sales orgs start with the tool or process to “fix” the problem. Too often those tools fail to gain adoption or improve performance as the building blocks for effective design have been overlooked or underserved.