TEAMWORK MAKES THE DREAM WORK: CROSS-FUNCTIONAL STRATEGIES TO FUEL YOUR REVENUE ENGINE

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‣ This webinar will be recorded‣ Links will be distributed‣ Please use chat to send questions‣We’ll have time for Q&A

TeamworkMakestheDreamWork:Cross-FunctionalStrategiestoFuelYourRevenueEngine

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INTRODUCTIONS

DarioPrioloCMOSalesPerformanceInternational

EmilyWingroveDirectorofMarketingSynthio

AboutSPI• Globaltechnology,trainingand

analyticscompany• OwnersofSolutionSelling®

methodology• Specialistsinhigh-valueB2Bsales

AboutSynthio• Innovativecontactdatamanagement

solutionwithaccesstoover200MMglobalcontacts

• Expertsindataqualityandenrichment• TheonlydataproviderwithABM

functionality

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INTRODUCTIONS

TeamworkMakestheDreamWork:Cross-FunctionalStrategiestoFuelYourRevenueEngine

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4 MAJOR FUNCTIONS IMPACTING REVENUE

Sales

MarketingProduct

CustomerSuccess

$

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4 MAJOR FUNCTIONS IMPACTING REVENUE

Sales

MarketingProduct

CustomerSuccess

$

NotEnoughDemand

X

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4 MAJOR FUNCTIONS IMPACTING REVENUE

Sales

Product

CustomerSuccess

NotEnoughWins

X

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4 MAJOR FUNCTIONS IMPACTING REVENUE

Sales

Marketing

Product

CustomerSuccess$

NotEnoughRenewalsorGrowth

X

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4 MAJOR FUNCTIONS IMPACTING REVENUE

Sales

Marketing Product

CustomerSuccess

NotEnoughDemand,Winsor

Renewals!

X

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ENHANCING TEAMWORK TO MAKE THE DREAM WORK

Sales

MarketingProduct

CustomerSuccess

$

1. Understanding the buyer2. Agreeing on basic planning assumptions3. Aligning solutions with buyer needs4. Aligning message with buyer needs5. Aligning demand gen with organizational

needs and buyer preferences6. Measuring and managing what matters7. Closing the loop through win-loss analysis

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1. UNDERSTANDING THE BUYER

Challenges‣ Limited customer contact – bias perspective ‣ Collection of incomplete information‣ No customer insight process owner‣ Inconsistent sharing of insight‣ “Loudest Voice” syndrome

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1. UNDERSTANDING THE BUYER

Voice of the Buyer / Win-Loss Interviews‣ Why did they choose you, or not?‣ Triggers - Why now?‣ Who funded the investment?‣ How did they source providers?‣ How did they make their decision?‣ Who influenced the decision?‣ What factors mattered most?‣ What advice do you have for us?

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1. UNDERSTANDING THE BUYER

Understanding your buyer means understanding your database‣ Whitespace?‣ Gaps?‣ Areas of inaccuracy‣ High performing fields‣ Test your data! ‣ Inventory known fields‣ Create a wish list

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1. UNDERSTANDING THE BUYER

TitleBreakdown IndustryBreakdown SICBreakdown CompanyTypeBreakdown

EmployeeSizeBreakdown

Togrow youraudienceyouneedtoknow youraudience

ColinDayMarketingCTO

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2. AGREEMENT ON BASIC PLANNING ASSUMPTIONS

RevenueGoalSet

RevenueGoalAchieved

Only20% ofcompaniesreportcompletealignment!(anaplan)

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2. AGREEMENT ON BASIC PLANNING ASSUMPTIONS

RevenueGoal

Renewals/RunRateExistingCustomer-ExistingBusiness

Cross-sell/UpsellExistingCustomer-NewBusiness

NetNewNewCustomer-NewBusiness

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2. AGREEMENT ON BASIC PLANNING ASSUMPTIONS

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2. AGREEMENT ON BASIC PLANNING ASSUMPTIONS

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2. AGREEMENT ON BASIC PLANNING ASSUMPTIONS

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2. AGREEMENT ON BASIC PLANNING ASSUMPTIONS

RevenueGoal

Renewals/RunRateExistingCustomer-ExistingBusiness

Cross-sell/UpsellExistingCustomer-NewBusiness

NetNewNewCustomer-NewBusiness

• Objectives• Strategies&Plans• Resources&Budgets

• Objectives• Strategies&Plans• Resources&Budgets

• Objectives• Strategies&Plans• Resources&Budgets

• Product&ProcessEnhancements• CustomerExperience/Satisfaction• ValuePropositionRealization

• ProductRoadmap• AccountManagementProcesses

• Go-to-Market• DemandGeneration• SalesProcessandSkills• SalesCoverage

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3. ALIGNING SOLUTIONS WITH BUYER NEEDS

ThePainChain®

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3. ALIGNING SOLUTIONS WITH BUYER NEEDS

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3. ALIGNING SOLUTIONS WITH BUYER NEEDS

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3. ALIGNING SOLUTIONS WITH BUYER NEEDS

True Story:‣ SPI was a named account in

Synthio’s ABM approach‣ SPI in our TAM

‣ SPI had a need around Account Based Marketing‣ Needed to identify target personas at

target accounts

‣ Syntho had a solution that fit the need‣ Synthio’s ABM search platform

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4. ALIGNING MESSAGE WITH BUYER NEEDS

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4. ALIGNING MESSAGE WITH BUYER NEEDS

• Understandingsegments– Market,Accounts,BuyingCenters,

BuyingGroups,Personas• Showmeyouknowme

– FormarketingANDsalesefforts– doyourhomework

• Personalization– Increasesengagement

https://www.drip.co/blog/tips-and-tactics/b2b-email-marketing/

AccordingtoJupiterResearch,relevantemailsdrive18xmorerevenuethanbroadcastemails.

E n g a g i n g A c c o u n t s R e q u i r e s E n g a g i n g C o n t e n t

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4. ALIGNING MESSAGE WITH BUYER NEEDS

• Interactivity– Morecaptivating– Moreengaging

• IncorporatingVideo– Personalizedvideo

• Automatedynamiccontentworkflows– Saveyourselfwork

• Smarketing– Leverageyoursalescounterpartstopushsimilar

messagingout,tocomplementyourefforts– BDR/SDRteams

88%ofB2Bmarketerssaidatleast10-30%oftheircontentwouldbeinteractiveby2018.

- DemandGen Report

E n g a g i n g A c c o u n t s R e q u i r e s E n g a g i n g C o n t e n t

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5. ALIGNING DEMAND GEN WITH BUYER BEHAVIOR1.Inbound 2.Mass

Outbound3.TargetedOutbound

Examples

• Organic Search(SEO)• PaidSearch(PPC)• DigitalAdvertising

• EmailBlasts• SocialMedia• TradeShows• Webinars

• BizDevCalls• ABM• Trigger-eventdriven• Liveevents

Approach

• CreateContent• ResearchKeywords• OptimizeContent• CreateAds• Convert AdstoLeads

• Build Lists• CreateContent• CreateMessaging• Create“CallstoAction”• Pullthetrigger

• IdentifyTarget Companies• ResearchProspects• BuildLists• CreateMessaging• EngageProspects

Advantages

• PeoplemorebuyerReady• Salescyclesmaybeshorter• Salesresourcesareusedto

convertratherthantohunt

• Lowcost• Easytoexecuteatscale• Highlytrackable

• Proactivevs.Reactive• Focuscanbeongrowing

existingaswellaslandingnet-newaccounts

Disadvantages

• Canbeveryexpensiveandcompetitive

• Littlecontrolover“quality”ofprospect

• Reactivevs.Proactive

• “Spammy”/Annoying• Passive• Responserateslowand

declining• Heavilyregulated,especially

outsideoftheUSA

• Traditionallyverylaborintensiveanddifficulttoexecute

• Requirescarefulcoordinationandalignmentofmarketingandsalesresources

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5. ALIGNING DEMAND GEN WITH BUYER BEHAVIOR

A.OrganizationalReadiness

B.AccountSelection

C.AccountQualification

D.EngagementStrategy

E.EngagementExecution

F.AccountReviews

1.Assessreadiness2.Draftbusinesscase3. Establishcharter4. EstablishABMprocessesandpolicies

5.Defineroles&responsibilities

6. Clarifysolutionmessaging&valueprop

7. Identifyandclosekeycontentgaps

8. Implementtechnology9. Setmetricsandgoals10.HostABMkick-offmeetingandworkingsession

1.Define“IdealAccountProfiles”(IAP)

2.Definebuyingprocessandkeyplayers

3. Selectpreliminaryaccounts(neworexisting)byaccountmanager

1. Reviewprioraccountactivity

2. Researchaccountstoidentifypotentialneeds&triggers

3. Conductwhitespaceanalysistoidentifypotentialopportunities

4. Conductrelationshipanalysistoidentifykeyplayers

5. DetermineifaccountstillfitsIAP,andreplaceifnecessary

1. IdentifyandprioritizepotentialABM/Splays(Opportunisticvs.Strategic;Buyer-aligned)

2.DesignandtestABM/Splays

1. Establishpilotgroup2.Re-setexpectations(Whodoeswhatandwhen)

3.Deployandtrainpilotusersonenablementtechnology

4.Runpilot,capturelessonslearned

5.RefineABMapproach6.Deployacrossadditionalgroupsandenterprise

1. PeriodicallyreportABMKPIs

2. Establishaccountandpipelinereviewcadence

3.Conductreviews4.Revisestrategyasneeded

SPIABMSuccessFramework

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6. MEASURING AND MANAGING WHAT MATTERS

RevenueGoal

Renewals/RunRateExistingCustomer-ExistingBusiness

Cross-sell/UpsellExistingCustomer-NewBusiness

NetNewNewCustomer-NewBusiness

• Objectives• Strategies&Plans• Resources&Budgets

• Objectives• Strategies&Plans• Resources&Budgets

• Objectives• Strategies&Plans• Resources&Budgets

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6. MEASURING AND MANAGING WHAT MATTERS

KPI Qx-17Goal Q2-17Actual Q1-17Actual YTDTotals

SALs 83 97 86 183

NewOpportunities(NC:NB) 75 75 99 174

NewOpportunities(EC:NB) 28 43 58 101

NewPipe(NC:NB) 6,000,000 29,412,678 17,892,559 47,305,237

NewPipe(EC:NB) 3,750,000 4,364,814 3,471,786 7,836,600

R12MPipe(NC:NB) 24,000,000 48,772,213 30,160,001 48,772,213

R12MPipe(EC:NB) 15,000,000 9,574,372 8,505,768 9,574,372

Wins(NC:NB) 22 11 13 24

Wins(EC:NB) 16 29 22 51

Bookings(NC:NB) 2,000,000 318,820 727,807 1,046,627

Bookings(EC:NB) 1,265,000 563,718 750,425 1,314,143

SPI-1

NewSPI-1Optys 11 21 32

NewSPI-1Pipe 5,451,200 7,391,651 12,842,851

CumSPI-1Pipe 15,312,927 9,595,250 15,312,927

LargeOptys

New$250KOptys 5 22 22 44

New$250KOptys(D+) 20 14 34

New$250KPipe(D+) 2,500,000 23,773,242 9,699,811 33,473,053

Cum$250KPipe(D+) 22,500,000 40,185,456 15,740,833 40,185,456

NewABMOptys 6 3 6 6

NewABMPipe 1,500,000 475,000 1,450,750 1,450,750

CumABMOptys 24 3 6 9

CumABMPipe 6,000,000 475,000 1,450,750 1,925,750

PlanningAssumptions

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6. MEASURING AND MANAGING WHAT MATTERS

Identificationandmeasurementofrole-basedsalescompetencies

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6. MEASURING AND MANAGING WHAT MATTERS

SPI Sales Process Playbooks‣ CRM-integrated, guide the seller’s journey, and

ensure buyer and seller alignment

Situational “Smart Apps”‣ “Just-in-Time” performance

support tools

Situational “Nano Lessons”‣ “Just-in-Time” knowledge

reinforcement‣ 2-5 Minute video-based

segments

Development,enablementandre-measurementofsalescompetencies

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6. MEASURING AND MANAGING WHAT MATTERS

• Velocityreporting• Campaignperformance• Engagementacrosstarget

accounts• Channelperformance• Leadsourceperformance• Segmentperformance• Conversionsthruentire

funnel• ROIacrossallinvestments• Rejectionreasons• ACVbychannel/lead

source/campaign

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7. CLOSING THE LOOP THROUGH WIN-LOSS ANALYSIS

Win-Loss Interviews‣ Why did they choose you, or not?‣ Triggers - Why now?‣ Who funded the investment?‣ How did they source providers?‣ How did they make their decision?‣ Who influenced the decision?‣ What factors mattered most?‣ What advice do you have for us?

Sales

MarketingProduct

CustomerSuccess

$

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ENHANCING TEAMWORK TO MAKE THE DREAM WORK

Sales

MarketingProduct

CustomerSuccess

$

1. Understanding the buyer2. Agreeing on basic planning assumptions3. Aligning solutions with buyer needs4. Aligning message with buyer needs5. Aligning demand gen with organizational

needs and buyer preferences6. Measuring and managing what matters7. Closing the loop through win-loss analysis

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THANK YOU!SPIOffer:

SynthioOffer:MatchyourtargetedtitlestoyourtargetaccountsintheSynthio platformfor500highlytargetedcontacts…forFREEEmail:sales@synthio.com

ComplementarycopyofSPI’s2018SalesPlanningResearchandGuide,toidentifyandprioritize2018performanceimprovementinvestments.Email:dpriolo@spisales.com