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Presented by
© Copyright 2016 The Sales Management Association. All rights reserved.
Sales Management Association Webcast
2 November 2016
Account Segmentation and
Scoring
2016 Sales Performance Management Webcast Series, Session 1
Rowan Tonkin
Practice Lead, Sales and Marketing Applications
Anaplan
rowan.tonkin@anaplan.com
Tony Yeung
Principal
ZS Associates
tony.yeung@zsassociates.com
© Copyright 2016 The Sales Management Association. All rights reserved.
Today’s Speakers
2
Rowan Tonkin
Practice Lead, Sales and
Marketing Applications
Anaplan
rowan.tonkin@anaplan.com
Tony Yeung
Principal
ZS Associates
tony.yeung@zsassociates.com
Presented by
© Copyright 2016 The Sales Management Association. All rights reserved.
Sales Management Association Webcast
2 November 2016
Account Segmentation and
Scoring
2016 Sales Performance Management Webcast Series, Session 1
Rowan Tonkin
Practice Lead, Sales and Marketing Applications
Anaplan
rowan.tonkin@anaplan.com
Tony Yeung
Principal
ZS Associates
tony.yeung@zsassociates.com
Capacity Planning
and Management
Deal Desk
Pathway from planning to performance
Account
Segmentation
and Scoring
Capacity Planning
and Management
Marketing Budget
Allocation
Marketing
Campaign
Planning
Compensation
Planning
Deal Desk Commissions
Marketing
Attribution
Territory
Planning and
Management
Quota Planning
and Management
Forecasting Crediting
Campaign
Performance
Management
Marketing Spend
Management
Account Planning
Pathway from planning to performance
In B2B, often you don’t see the full picture
What you see:
Internal data, Systems,
Intuition, Experience etc.
Everything else
Poll question #1
How well do you understand your customer level potential today?
1. Don’t understand where our growth potential is at all
2. Know what markets have potential but don’t know at customer level
3. Measure potential at account level but are untrustworthy estimates
4. Measure of potential at account level for customers, but NOT prospects
5. Measures of potential at account level for customers AND prospects
Effectiveness starts with customer insight…
SALES FORCE
DESIGN
Effective & efficient
coverage of the full
target account
universe with a
structure and
deployment that best
fit the value
proposition and sales
process strategies
SALES
STRATEGY
Customer focused
strategy targeting
the best growth
opportunities
with differentiated
and mutually
valuable offerings
CUSTOMER
ENGAGEMENT
PROCESS
Customer focused
and expertly
executed sales
processes and
planning
that maximize
mutual value
and trust
PEOPLE
AND SKILLS
Sales managers
and sales people
with the knowledge,
skills and attributes
required to excel at
their respective
roles and
responsibilities
MOTIVATION
Highly motivated,
performance focused
and accountable
sales force
committed to
“getting it done” and
“doing it right”
SALES
OPERATIONS
Highly efficient support capabilities that provide the sales force with the information, expertise,
speed-to-market and efficiency needed to achieve superior performance
sfenavigator.com
SFE NavigatorTM
…and a granular & integrated perspective
Customers &
Prospects
• Firmographic & industry data
• Historical sales performance
• CRM profiling insights
• CX & buying process insights
• Engagement and position status
• Sales growth sources & priorities
• Customer segmentation
• Solution fit & value proposition
• GTM model
• Sales resource allocation
Sales Strategy
& Solutions
Opportunity insights drive sales strategy
Large Companies
>1,000 employees
# companies = 5k
Market = $22B
Medium Companies
>100 to <1,000 employees
# companies = 135k
Market = $37B
Small Companies
>5 to <100 employees
# companies = 3,057k
Market = $54B
Reach
Share of
Wallet
81% 15%
28% 26%
7% 54%
Acquisition
Cross-sell
Illustration
Poll question #2
For those of you who do not have confidence in your understanding of
account potential, what are the reasons? (Select all that apply)
1. Lack defined organizational roles to model potential
2. Lack of confidence in our data
3. Lack of systems and tools to model the potential
4. Lack of analytics to develop complex potentialization models
5. Other
Sales Potentials
Data Selection & Integration Clustering & Analytics
3 steps for measuring sales opportunity
 Account or geography-level
sales
 Account profile information
collected by the sales force
Internal data
 Account level potential proxies
/ firmoraphics
 Geography-level proxies
Secondary data
Segment
Potentialization
Analysis
 Determining data elements
most predictive of potential
 Grouping accounts into
‘like’ clusters
 Development of account
potential estimates
 Insights gathering
Integrating opportunity is transformational
2
Account assignments
3
Capacity planning
4
Territory design
5
Sales process execution
1
Sales force structure
6
Account targeting
7
Account planning
8
Coaching
10
Goals & incentives
9
Performance evaluation
Potentialization insights help focus sales effectiveness
improvement efforts
Sales Penetration by Territory
Oversized Territories
Implications for sales force
resourcing and territory design
Underpenetrated Territories
Implications for sales
engagement processes, talent
and motivation
0.0
1.0
2.0
3.0
4.0
5.0
0 50 100 150 200 250 300
TerritorySales($MM)
Territory Potential Index
Effectiveness Frontier
Account potentialization can start simple and provide
more value over time
Data integration
Descriptive analytics
Simple ‘points’ based account
scores based on history, industry,
and customer size
Addressable potential estimates
Propensity to buy / churn analytics
Machine-learning approaches
Real-time, cloud-based analytics
0.0
1.0
2.0
Where to start applying…
~5% revenue growth,
simply from balancing
workload & opportunity
Territory Design Account Targeting
Up to 10% revenue
growth, based on better
visibility and targeting
Quota Setting
Up to 5% performance,
motivation (fairness), &
financial predictability
How can you start the journey now?
1
Take an inventory of your customer and prospect level data to identify your most
accurate sources of sales history, firmographic, and segmentation2
Develop your hypothesis on what factors or attributes are likely to differentiate
potential3
4
Identify the tools you have to conduct the potential models (depending on the
size of your customer base it may need to be able to handle large volumes of
data!). Start modeling!
Gather a cross-functional team (sales, marketing, finance especially) to engage in
the potentialization process and define the key outcomes you plan to achieve
with your investment in this work
© Copyright 2016 The Sales Management Association. All rights reserved.
Thank You
Thank You

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Sales ops webinar series: Part 1 — Tips for improving account segmentation and scoring to drive sales performance

  • 1. Presented by © Copyright 2016 The Sales Management Association. All rights reserved. Sales Management Association Webcast 2 November 2016 Account Segmentation and Scoring 2016 Sales Performance Management Webcast Series, Session 1 Rowan Tonkin Practice Lead, Sales and Marketing Applications Anaplan rowan.tonkin@anaplan.com Tony Yeung Principal ZS Associates tony.yeung@zsassociates.com
  • 2. © Copyright 2016 The Sales Management Association. All rights reserved. Today’s Speakers 2 Rowan Tonkin Practice Lead, Sales and Marketing Applications Anaplan rowan.tonkin@anaplan.com Tony Yeung Principal ZS Associates tony.yeung@zsassociates.com
  • 3. Presented by © Copyright 2016 The Sales Management Association. All rights reserved. Sales Management Association Webcast 2 November 2016 Account Segmentation and Scoring 2016 Sales Performance Management Webcast Series, Session 1 Rowan Tonkin Practice Lead, Sales and Marketing Applications Anaplan rowan.tonkin@anaplan.com Tony Yeung Principal ZS Associates tony.yeung@zsassociates.com
  • 4. Capacity Planning and Management Deal Desk Pathway from planning to performance
  • 5. Account Segmentation and Scoring Capacity Planning and Management Marketing Budget Allocation Marketing Campaign Planning Compensation Planning Deal Desk Commissions Marketing Attribution Territory Planning and Management Quota Planning and Management Forecasting Crediting Campaign Performance Management Marketing Spend Management Account Planning Pathway from planning to performance
  • 6. In B2B, often you don’t see the full picture What you see: Internal data, Systems, Intuition, Experience etc. Everything else
  • 7. Poll question #1 How well do you understand your customer level potential today? 1. Don’t understand where our growth potential is at all 2. Know what markets have potential but don’t know at customer level 3. Measure potential at account level but are untrustworthy estimates 4. Measure of potential at account level for customers, but NOT prospects 5. Measures of potential at account level for customers AND prospects
  • 8. Effectiveness starts with customer insight… SALES FORCE DESIGN Effective & efficient coverage of the full target account universe with a structure and deployment that best fit the value proposition and sales process strategies SALES STRATEGY Customer focused strategy targeting the best growth opportunities with differentiated and mutually valuable offerings CUSTOMER ENGAGEMENT PROCESS Customer focused and expertly executed sales processes and planning that maximize mutual value and trust PEOPLE AND SKILLS Sales managers and sales people with the knowledge, skills and attributes required to excel at their respective roles and responsibilities MOTIVATION Highly motivated, performance focused and accountable sales force committed to “getting it done” and “doing it right” SALES OPERATIONS Highly efficient support capabilities that provide the sales force with the information, expertise, speed-to-market and efficiency needed to achieve superior performance sfenavigator.com SFE NavigatorTM
  • 9. …and a granular & integrated perspective Customers & Prospects • Firmographic & industry data • Historical sales performance • CRM profiling insights • CX & buying process insights • Engagement and position status • Sales growth sources & priorities • Customer segmentation • Solution fit & value proposition • GTM model • Sales resource allocation Sales Strategy & Solutions
  • 10. Opportunity insights drive sales strategy Large Companies >1,000 employees # companies = 5k Market = $22B Medium Companies >100 to <1,000 employees # companies = 135k Market = $37B Small Companies >5 to <100 employees # companies = 3,057k Market = $54B Reach Share of Wallet 81% 15% 28% 26% 7% 54% Acquisition Cross-sell Illustration
  • 11. Poll question #2 For those of you who do not have confidence in your understanding of account potential, what are the reasons? (Select all that apply) 1. Lack defined organizational roles to model potential 2. Lack of confidence in our data 3. Lack of systems and tools to model the potential 4. Lack of analytics to develop complex potentialization models 5. Other
  • 12. Sales Potentials Data Selection & Integration Clustering & Analytics 3 steps for measuring sales opportunity  Account or geography-level sales  Account profile information collected by the sales force Internal data  Account level potential proxies / firmoraphics  Geography-level proxies Secondary data Segment Potentialization Analysis  Determining data elements most predictive of potential  Grouping accounts into ‘like’ clusters  Development of account potential estimates  Insights gathering
  • 13. Integrating opportunity is transformational 2 Account assignments 3 Capacity planning 4 Territory design 5 Sales process execution 1 Sales force structure 6 Account targeting 7 Account planning 8 Coaching 10 Goals & incentives 9 Performance evaluation
  • 14. Potentialization insights help focus sales effectiveness improvement efforts Sales Penetration by Territory Oversized Territories Implications for sales force resourcing and territory design Underpenetrated Territories Implications for sales engagement processes, talent and motivation 0.0 1.0 2.0 3.0 4.0 5.0 0 50 100 150 200 250 300 TerritorySales($MM) Territory Potential Index Effectiveness Frontier
  • 15. Account potentialization can start simple and provide more value over time Data integration Descriptive analytics Simple ‘points’ based account scores based on history, industry, and customer size Addressable potential estimates Propensity to buy / churn analytics Machine-learning approaches Real-time, cloud-based analytics 0.0 1.0 2.0
  • 16. Where to start applying… ~5% revenue growth, simply from balancing workload & opportunity Territory Design Account Targeting Up to 10% revenue growth, based on better visibility and targeting Quota Setting Up to 5% performance, motivation (fairness), & financial predictability
  • 17. How can you start the journey now? 1 Take an inventory of your customer and prospect level data to identify your most accurate sources of sales history, firmographic, and segmentation2 Develop your hypothesis on what factors or attributes are likely to differentiate potential3 4 Identify the tools you have to conduct the potential models (depending on the size of your customer base it may need to be able to handle large volumes of data!). Start modeling! Gather a cross-functional team (sales, marketing, finance especially) to engage in the potentialization process and define the key outcomes you plan to achieve with your investment in this work
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