What are the components of an excellent sales enablement process that evolves the sales function into a much larger contributor to the strategic growth of an organization? This presentation will answer this effectively.

1. Evolution of Sales and Marketing
Team, systems and processes
Current and Future Opportunities
Continuous Research

2. Journey so far...
Sales
Enablement
Systems
Phase 1
Sales
Enablement
systems
Phase 2
Publishing of
Research
Paper on Ad
models & Mktg
Mix designs
BIG Data Intel,
Special Purpose
Vehicles, Enrollment
Management system
2008 2009 2010 2011 2012 2013
Early systems
of selling ad
campaigns
Establishing
PG Apply
Over 60%
Revenue growth
Over 70% Rev
growth from
2010
Inside Sales
system +
Official
servicing
guidelines
Publishing of
Research
paper on
Higher
Education
Marketing tools
Sales
Emablement
Systems
Phase 3
International
Market Plan
Phase 1
International Market
Plan Phase 2: Larger
revenue generation
Corporate
Immersion
Program (CIP)

3. 3 Pillars of success
● Adaptability
– Makes the team more agile, while being up against
one of the most dynamic markets
● Meritocracy
– Selection, succession, and contribution is based on
competency and proof of performance, rather
than promises
● Legitimacy
– To be a credible source for clients, with impeccable
domain knowledge based on Original research

4. Sales Enablement
● Information
– Accessible and actionable, allowing for elevated
pitches and conversations
● Frameworks
– For contribution to company, colleagues and
self
● Integration
– For integration of Sales and marketing intel,
allowing for super linear revenue generation

5. Sales Enablement & Growth
Process
Responsible for Revenue
Generation for an Exclusive
market
B2B Sales
B2B Marketing
Servicing
Special Purpose
Vehicles
BIG Data Intel
Sales &
Marketing
Research
Phase 2
Phase 1
The Rotating Pyramid Structure

6. B2B Marketing
● Enable better prospecting for any market
● Enable larger sales-accounts funnel
● Reduce sales bottlenecks
● Establish Case studies & buying pointers
● Create Internal Champions & knowledge
exchange partners
● Enables in continuing the account cycle for the
coming year

7. Inside Sales
● Why?
– B2B Marketing, Remote selling, BIG Data intel based product
design & changes, Implement New product requirements,
Servicing
● How?
– Well Desgined service mapping process, B2B marketing
initiatives, remote-selling SPVs, training docs and
automation of reports for clients, continuous innovation in
client experience
● What next?
– Capability of selling future B2B and B2C products, Design of
B2B and B2C marketing campaigns, Create business intel
dashboards for products, Conversion for Key-accounts,
servicing & training system development for clients

8. Special Purpose Vehicles
● Objective: To provide Sales and Marketing reps with
tools to find answers to specific set of business
problems that need thorough study and inspection ,
before being accepted as a future product
● Important factors:
– Additional revenue streams can be created
– Collaborative marketing practices at the core of
such SPVs
– Allows for a better creative expression alongwith
sound business knowledge

9. BIG Data Intel
● Actionable Intelligence for Clients
● Design of Marketing Content, Sales process,
Account management, and servicing process
can all be based on this intel
● An immensely strong statement (through
dashboarding) while selling for high ticket deals

10. Our Current Markets:
Definitions, Scope, Challenges, Buyer Personas
and Buying Behavior

11. Current Market Segments
● MBA Institutions – India
● MBA Institutions – Abroad
● Coaching/Prep Companies/Study Abroad
Consultants/Student Loans/Banks
● Ad Agencies

12. MBA Institutes in India
Critical Sucess Factors Pre 2012 Post 2012
Perception of Pagalguy.com Category A: Let's use it for
digital advertising
Category B: Too “expensive”
for our requirements
Category A: PG is at the core
of student recruitment process
& activities
Category B: Collaborative mktg
events will allow for tangible
demand generation
Usage of Pagalguy.com Visual Banners, mailers, etc.
Almost “zero” usage of
Pagalguy resources like the
forum
Internally integrated
Recruitment systems. The
most optimized usage of all
internal systems (every client is
being trained for the same)
Scope of Revenues Only a part of digital budget A larger part of the overall
recruitment/admission budget
Use of Actionable intelligence
in marketing/sales/servicing
Minimal Extensive. Special printed
reports sent to institutes have
created additional revenue
generation opp
Internal Champions Selected institutions Across all Key Accounts

13. Challenges:
Selling to Indian B-schools
● Incorrect understanding of higher education marketing
● Incorrect Marketing measurability, therefore
● Incorrect media buys and plans
● Not much actionable intelligence available
● Low “vision” w.r.t growth and top-grading amongst
office bearers
● Low commitment to “non traditional” admission work

14. Evolution of sales pitching
40-2-R
Status Quo

15. Redefining The Market
● Changing Definitions:
– From Advertising to Recruitment
● Designing a new product based on the
definition
● Changing Measurability
● Changing perceptions via knowledge/thought
exchanges
● Creating internal champions across the domain

16. Higher Education Marketing
Research: Highlights
● Higher Education Marketing follows the rules of
Integrated marketing engagement
● While dealing with a Buyer2.0, the HEM process
becomes a reflection of B2B decision matrix
● Consistent “demand” generation for the brand is
necessary for larger user-acquisition numbers and a
positive graph (for growth)
● Traditional Marketing errors plague HEM, and
therefore HEM needs its own frameworks and
measurability metrics

17. Our Product – Designed based on
the HEM research
● Enrollment Management System:
– It enables: “Integrating the Aspirants-life-cycle
into the institution's Application Funnel, by
optimizing engagement channels in the ALC,
generating consistent demand for the
institution in a given recruitment period”
Discovery Networking Conversations Conversions

18. New Definition:
“Demand Generation”
● “Demand Generation” measured by overall
“Pageviews” has a positive correlation of 0.4 to
“Application Numbers” when studied across all
major clients of Pagalguy.com
● “Demand” Generation is the best measurable
metric available for HEM

19. Critical Success Factors for EMS
● Internal Integration of all systems
● BIG Data Intel
● Measurable “Demand”
● ALC analysis and relevant design
● Tracking and Monitoring DG for deviations and
corrections

20. Current EMS implementations
● SIIB Pune
● IMI New Delhi
● SPM Gandhinagar
● GreatLakes Institute of Management/IEMR
● AIIM Ahnedabad
– On an average, about 70-80% increase in revenues
from these accounts through EMS

21. Building B2B Products
● Find out limiting definitions
● Redefine if possible, and create a new framework that
enables for:
● Better measurability
● Better returns on marketing investments
● Understand Product-function v/s Brand-function
relationships across the domain and their derivatives
● Design components based on the derivatives and test
run the final product

22. How are we going to get bigger
numbers?
● Redefined product and market: Contributing to
larger deals from existing key accounts and mid-level
accounts
● New B2B products/solutions (like the Application
Synergy System a.k.a LIVEAdmissionDesk) meant for
the mass market
● New Markets (International, and Ad Agencies), which
would have their own SPVs
– Series of International Events lined up for the
coming quarters
– Special innovations for Agencies have been pitched

23. Future Markets
● Prep (Bank PO, Other entrance tests)
● Requirements:
– Who would be the target clients?
– Why would they buy? What would they buy?
Limiting definitions?
– Short term buys/Long term buys?
– Automated Ad products/ Special domain based
products?
– Pre-defined budgets/ New budget allocations?

24. Continuous Research
● Advertising Models and Marketing Mix
– User Acquisition formula, and relevant
deductions on exponential marketing returns
– Marketing mix design, and mathematical
deductions of allocating marketing badwidth in
a multi-channel/integrated marketing
environment
● Paper Published at ICCA 2012

25. Continuous Research
● Higher Education Marketing Frameworks
– Aspirants-Life-Cycle design framework for HEM
– Measurable metrics for HEM
– Important tools for HEM and Admission teams
● Paper published at QS-APPLE
conference

26. Continuous Research
● Enrollment Management System
– Internal Integration of components and resultant
effects on “Demand Generation”
– Relating BIG Data analytics along with
“predicted” DG maps
– Improving Measurability

27. Continuous Research
● Special Purpose Vehicles:
– International MBA recruitment market
– Ad Agencies and brands
– Channel partners (Princeton review, IDP, etc)

28. Going Ahead
“Disrupt” by “design” through “data”...
Thanks!