Sales Webinar | Account Planning in Salesforce - How to UnlockRevenue from your Big Customers
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Rockstar sales reps know how to unlock revenue in big customers. Account Planning in Salesforce teaches you their secrets, what they know and how they do it. Learn how to supercharge your account plans within Salesforce, maximize revenue from key accounts, shorten sales cycles and increase productivity, using just three core principles. Learn sales best practices to bring insights to your customers and build relationships that enable you to create, develop, pursue and win business that delivers mutual value.
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Sales Webinar | Account Planning in Salesforce - How to UnlockRevenue from your Big Customers
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- 31. Social Media Impact to businesses all sizes, all industries
- 45. 2 Integrate for Velocity Customer CompanyCompanySales System/CRM
- 46. Focus for Impact Marketplace 3 Segment to LeadCustomer
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Editor's Notes
- BenefitsITS, saw a huge improvement in so many sales variables:Numbers of Deals: Up 47% Average Deal Size: Up 26% Win Rate: Up 58% Sales Cycle Length: Down 27% ITS now has close to 90% user adoption, and 90% of managers are reviewing their deals through Dealmaker. ChallengesITS set aggressive growth targets and then developed strategic plans to meet its goals. One central objective was to improve its sales achievement, and the company decided to do this by investing in existing human capital rather than extending the sales teams. In addition, they embarked on a new action plan that included the adoption of a formal sales process and implementing Salesforce as their CRM. One year later, however, ITS executives found a series of problems. First, adoption of Salesforce had declined to unacceptable levels and it was increasingly difficult to convey to sales people the value of using the system. At the same time, there was a lack of understanding about the sales process, and consequently, it was not being followed consistently. Also, communication across teams was poor, especially in teams that were geographically dispersed. When they dug deeper, the executives found that these were symptoms of some underlying failures. The company had not carried out enough training on the sales process, so it was not well understood or adopted within the sales organization. In addition, they operated a range of unconnected systems and this made sharing of information troublesome. For example, while ITS had been very thorough in providing process guides and other tools, these were in paper and spreadsheet formats. SolutionDealMaker Smart PlaybookDealMaker Opportunity ManagerDeal Maker Account Manager+virtual learning
- BenefitsITS, saw a huge improvement in so many sales variables:Numbers of Deals: Up 47% Average Deal Size: Up 26% Win Rate: Up 58% Sales Cycle Length: Down 27% ITS now has close to 90% user adoption, and 90% of managers are reviewing their deals through Dealmaker. ChallengesITS set aggressive growth targets and then developed strategic plans to meet its goals. One central objective was to improve its sales achievement, and the company decided to do this by investing in existing human capital rather than extending the sales teams. In addition, they embarked on a new action plan that included the adoption of a formal sales process and implementing Salesforce as their CRM. One year later, however, ITS executives found a series of problems. First, adoption of Salesforce had declined to unacceptable levels and it was increasingly difficult to convey to sales people the value of using the system. At the same time, there was a lack of understanding about the sales process, and consequently, it was not being followed consistently. Also, communication across teams was poor, especially in teams that were geographically dispersed. When they dug deeper, the executives found that these were symptoms of some underlying failures. The company had not carried out enough training on the sales process, so it was not well understood or adopted within the sales organization. In addition, they operated a range of unconnected systems and this made sharing of information troublesome. For example, while ITS had been very thorough in providing process guides and other tools, these were in paper and spreadsheet formats. SolutionDealMaker Smart PlaybookDealMaker Opportunity ManagerDeal Maker Account Manager+virtual learning
- BenefitsITS, saw a huge improvement in so many sales variables:Numbers of Deals: Up 47% Average Deal Size: Up 26% Win Rate: Up 58% Sales Cycle Length: Down 27% ITS now has close to 90% user adoption, and 90% of managers are reviewing their deals through Dealmaker. ChallengesITS set aggressive growth targets and then developed strategic plans to meet its goals. One central objective was to improve its sales achievement, and the company decided to do this by investing in existing human capital rather than extending the sales teams. In addition, they embarked on a new action plan that included the adoption of a formal sales process and implementing Salesforce as their CRM. One year later, however, ITS executives found a series of problems. First, adoption of Salesforce had declined to unacceptable levels and it was increasingly difficult to convey to sales people the value of using the system. At the same time, there was a lack of understanding about the sales process, and consequently, it was not being followed consistently. Also, communication across teams was poor, especially in teams that were geographically dispersed. When they dug deeper, the executives found that these were symptoms of some underlying failures. The company had not carried out enough training on the sales process, so it was not well understood or adopted within the sales organization. In addition, they operated a range of unconnected systems and this made sharing of information troublesome. For example, while ITS had been very thorough in providing process guides and other tools, these were in paper and spreadsheet formats. SolutionDealMaker Smart PlaybookDealMaker Opportunity ManagerDeal Maker Account Manager+virtual learning
- We surveyed thousands of sales people and they shared what’s working and what’s not working for them. Sales people are struggling: -getting access to power-qualifying deals-uncovering compelling events-developing a competitive strategy.
- Customers Go Through 4 Stages
- Customers Go Through 4 Stages
- Customers Go Through 4 Stages
- Customers Go Through 4 Stages
- Things are moving more quickly than ever beforeSome stats around Twitter followers, facebook, iPhone 5 sales etc.
- Your account is a marketplace, and your job is to be …… market leader in your segment
- Selecting the right market, customer, opportunity is critical
- We need to start with research … see in here it says discover new facts
- CustomerOrganization- The Physical Implementation of StrategyBuying Process - Where do you want to engage? Business - Understand NOT DescribePeople - Who is important?BU & SULoRSuppliers, customers, competition, financail pressures, operational pressures, business partners, industry trendsPhase of business lifecycle, cultureCompetitionCompetitive Force: Anything that prevents me achieving my Goals and Objectives; External Companies; Internal ThreatsYou need to know Strengths / Weaknesses / Offerings, Products, ExpertiseHow do they compete? Ethically/ Individual or Team? How do they position themselves / us?Competitor’s LoRCompanyCapabilities = Product, Services, Expertise, People Processes
- When you lose a deal to a competitor in one of your key Accounts, not only have you lost the deal, the competitor also has grown in strength in the Account. Losing a deal is not an isolated event; it ripples through all of your efforts and weakens your position in the Account. Strengths & WeaknessesMapped to Decision CriteriaProduct Services CapabilitiesPositioningHistory & Relationship
- Would you buy from you?
- CustomerOrganization- The Physical Implementation of StrategyBuying Process - Where do you want to engage? Business - Understand NOT DescribePeople - Who is important?BU & SULoRSuppliers, customers, competition, financail pressures, operational pressures, business partners, industry trendsPhase of business lifecycle, cultureCompetitionCompetitive Force: Anything that prevents me achieving my Goals and Objectives; External Companies; Internal ThreatsYou need to know Strengths / Weaknesses / Offerings, Products, ExpertiseHow do they compete? Ethically/ Individual or Team? How do they position themselves / us?Competitor’s LoRCompanyCapabilities = Product, Services, Expertise, People Processes
- It starts with the customer
- We surveyed thousands of sales people and they shared what’s working and what’s not working for them. Sales people are struggling: -getting access to power-qualifying deals-uncovering compelling events-developing a competitive strategy.
- We surveyed thousands of sales people and they shared what’s working and what’s not working for them. Sales people are struggling: -getting access to power-qualifying deals-uncovering compelling events-developing a competitive strategy.
- Once I know about their goals, drivers, and initiatives I need to brainstorm and come up with ideas where I can find solutions to their problems
- I can begin to think about how I can Identify potential gems
- Buyers are getting smarter, sellers aren’t. As buyers get more sophisticated, sellers need to become more sophisticated too. The gap is widening.
- Part of the sales ecosystem, must be linked to market planning, account planning and opportunity management and sale process – integrate it in to your CRM, and how you work every day. Use a cloud based solution to enhance communication and make sure your are integrated into the customer’s business
- The nicest thing about not planning is that failure comes as a complete surprise and is not preceded by a period of worry and depressionJohn Prestpn – Boston College
- Ask for and address any final questions.