Back to Basics: How to Use CRM to Grow Sales

• JASON JORDAN • Partner • Vantage Point • @JasonRJordan

A Sales Management Innovator

Assigned Territories Defined Sales Processes

Assigned Quotas Paid Commissions

Held Sales Contests Held National Sales

Meetings Trained Salespeople

John Henry Patterson in 1893

The National Cash Register Company

Then in 1993

Then in 2013 !

The Golden Age of Reporting

Key Question

How should we use all that data?

First, 4 Things about Vantage Point

Focus On Sales Management

First, 4 Things about Vantage Point

Focus On Sales Management

Advancement through Research

Sales Methodology Neutral

SPIN Selling

Miller Heiman TAS

Holden

Richardson

Home Grown

Challenger

ü  ü 

ü  ü 

ü  ü  ü 

First, 4 Things about Vantage Point First, 4 Things about Vantage Point

Sales Methodology Neutral

SPIN Selling

Miller Heiman TAS

Holden

Richardson

Home Grown

Challenger

ü  ü 

ü  ü 

ü  ü  ü 

First, 4 Things about Vantage Point

We Simplify “I can remember when it felt like I was constantly on fire. Now I have a better

grasp on which activities will lead us to the results we need."

First, 4 Things about Vantage Point

Early Adopters

The Unanswered Question

How should we use all that data?

Answer: To Improve the Data

Answer: To Improve the Data

Can We Manage Data?

A Little Investigation

The Frustrating Search for a ‘Best Practice’

Slide 17

Revenue

Customer Satisfaction

Market Share

Pipeline Size Volume

Ramp-Up Time

IT Investment Coaching

Account Plan Completion

Tool Usage

Segment of Customer

Call Volume Up/Cross-Selling

Number of Accounts Time Allocation

Quota Achievement

Share-of-Wallet

Process Usage

Skill Level Territory Coverage

New/Existing Customers Call Outcomes

Customer Retention

Deal Size

Prospect Type

New/Existing Product

Starting from Scratch... 306 Pieces of Chaos

Revenue

Customer Satisfaction

Market Share

Pipeline Size Volume

Ramp-Up Time

IT Investment Coaching

Account Plan Completion

Tool Usage

Segment of Customer

Call Volume Up/Cross-Selling

Number of Accounts Time Allocation

Quota Achievement

Share-of-Wallet

Process Usage

Skill Level Territory Coverage

New/Existing Customers Call Outcomes

Customer Retention

Deal Size

Prospect Type

New/Existing Product Can We Manage this Metric?

Guiding Question….

Some….Yes

Revenue

Customer Satisfaction

Market Share

Pipeline Size Volume

Ramp-Up Time

IT Investment Coaching

Call Type

Tool Usage

Segment of Customer

Call Volume Up/Cross-Selling

Number of Accounts Time Allocation

Quota Achievement

Share-of-Wallet

Process Usage

Skill Level Territory Coverage

New/Existing Customers Call Outcomes

Customer Retention

Deal Size

Prospect Type

New/Existing Product

Some….No

Revenue

Customer Satisfaction

Market Share

Pipeline Size Volume

Ramp-Up Time

IT Investment Coaching

Call Type

Tool Usage

Segment of Customer

Call Volume Up/Cross-Selling

Number of Accounts Time Allocation

Quota Achievement

Share-of-Wallet

Process Usage

Skill Level Territory Coverage

New/Existing Customers Call Outcomes

Customer Retention

Deal Size

Prospect Type

New/Existing Product

Some….Maybe?

Revenue

Customer Satisfaction

Market Share

Pipeline Size Volume

Ramp-Up Time

IT Investment Coaching

Call Type

Tool Usage

Segment of Customer

Call Volume Up/Cross-Selling

Number of Accounts Time Allocation

Quota Achievement

Share-of-Wallet

Process Usage

Skill Level Territory Coverage

New/Existing Customers Call Outcomes

Customer Retention

Deal Size

Prospect Type

New/Existing Product

Our Eventual Metrics Framework

Organizational outcomes that can not be ‘managed’ whatsoever

Our Eventual Metrics Framework

Objectives that require ‘consent’ but can be influenced

Organizational outcomes that can not be ‘managed’ whatsoever

Our Eventual Metrics Framework

Salesperson and manager activities that can be proactively

managed

Objectives that require ‘consent’ but can be influenced

Organizational outcomes that can not be ‘managed’ whatsoever

Aha : We Can Only Manage Activities !

Salesperson and manager activities that can be proactively

managed

Objectives that require ‘consent’ but can be influenced

Organizational outcomes that can not be ‘managed’ whatsoever

Another Aha : Cause-and-Effect

Examples of Cause-and-Effect

Revenue Market Share

Quota Achievement

Sales Activities

Business Results

Sales Objectives

Volume

New/Existing Product

Share-of-Wallet Territory Coverage New/Existing Customers

Customer Retention

Coaching Account Plan Completion Call Volume

Call Type Training

Customer Satisfaction

Examples of Cause-and-Effect

Revenue Market Share

Quota Achievement

Sales Activities

Business Results

Sales Objectives

Volume

New/Existing Product

Share-of-Wallet Territory Coverage New/Existing Customers

Customer Retention

Coaching Account Plan Completion Call Volume

Call Type Training

Customer Satisfaction

Examples of Cause-and-Effect

Revenue Market Share

Quota Achievement

Sales Activities

Business Results

Sales Objectives

Volume

New/Existing Product

Share-of-Wallet Territory Coverage New/Existing Customers

Customer Retention

Coaching Account Plan Completion Call Volume

Call Type Training

Customer Satisfaction

Examples of Cause-and-Effect

Revenue Market Share

Quota Achievement

Sales Activities

Business Results

Sales Objectives

Volume

New/Existing Product

Share-of-Wallet Territory Coverage New Customer Acquisition

Customer Retention

Coaching Account Plan Completion Call Volume

Call Type Training

Customer Satisfaction

Examples of Cause-and-Effect

Revenue Market Share

Quota Achievement

Sales Activities

Business Results

Sales Objectives

Volume

New/Existing Product

Share-of-Wallet Territory Coverage New Customer Acquisition

Customer Retention

Coaching Account Plan Completion Call Volume

Call Type Training

Customer Satisfaction

Examples of Cause-and-Effect

Revenue Market Share

Quota Achievement

Sales Activities

Business Results

Sales Objectives

Volume

New/Existing Product

Share-of-Wallet Territory Coverage New Customer Acquisition

Customer Retention

Coaching Account Plan Completion Call Volume

Call Type Training

Customer Satisfaction

Aha #3 : You Reverse-Engineer Success

Link the Objectives to relevant Activities, and manage them relentlessly

Select and quantify the BEST Objectives that will lead to those Results

Identify the Results you want to achieve

Reverse-Engineering Success

Revenue Market Share

Quota Achievement

Sales Activities

Business Results

Sales Objectives

Volume

New/Existing Product

Share-of-Wallet Territory Coverage New Customer Acquisition

Customer Retention

Coaching Account Plan Completion Call Volume

Call Type Training

Customer Satisfaction 5%

Reverse-Engineering Success

Revenue Market Share

Quota Achievement

Sales Activities

Business Results

Sales Objectives

Volume

New/Existing Product

Share-of-Wallet Territory Coverage New Customer Acquisition

Customer Retention

Coaching Account Plan Completion Call Volume

Call Type Training

Customer Satisfaction 5%

15%

Reverse-Engineering Success

Revenue Market Share

Quota Achievement

Sales Activities

Business Results

Sales Objectives

Volume

New/Existing Product

Share-of-Wallet Territory Coverage New Customer Acquisition

Customer Retention

Coaching Account Plan Completion Call Volume

Call Type Training

Customer Satisfaction 5%

15%

Review Qtrly

Then Focus on Execution of the Activity

Revenue Market Share

Quota Achievement

Sales Activities

Business Results

Sales Objectives

Volume

New/Existing Product

Share-of-Wallet Territory Coverage New Customer Acquisition

Customer Retention

Coaching Account Plan Completion Call Volume

Call Type Training

Customer Satisfaction

Review Qtrly

Why Is This Important?

Sales Activities

Coaching Account Plan Completion Call Volume

Call Type Training

Review Qtrly

Yet…

Slide 40

Punch Lines...

Reverse- Engineer

These

Punch Lines...

Reverse- Engineer

These

Manage These

Punch Lines...

Reverse- Engineer

These

Measure It All

Manage These

Better Sales Results = Better Decision-Making

?

Suddenly, It Makes Sense

FINALLY, Operating Instructions for the Sales Force

In Summary...

Instead of an Avalanche of Disorganized Data…

There Can Be Order and Manageability

Instead of Just Decision-Making Tools…

?

A Decision-Making Framework

www.VantagePointPerformance.com/Salesforce

JJordan@VantagePointPerformance.com

QUESTIONS?