Increasing Lead Quality & Conversion by Building a Sales Intelligence Culture

Your Presenters

• Ralf VonSosen – InsideView, VP of Marketing

• Richard Terry-Lloyd – Zuora, VP for Emerging Markets

• Brian Falkner – Big Machines, Regional VP – West

• Paul Jones – FranklinCovey Sales Performance Practice, Senior

Director, Business Development

AgendaIncreasing Lead Quality & Conversion by Building a Sales Intelligence Culture

• Prospecting – Finding the RIGHT person.– Richard Terry-Lloyd, Zuora

• Converting – Having the RIGHT message, at the RIGHT time.– Brian Falkner, Big Machines

• Culture/Methodology – Making it part of the culture.– Paul Jones, FranklinCovey

• Discussion with Question & Answers

AgendaIncreasing Lead Quality & Conversion by Building a Sales Intelligence Culture

• Prospecting – Finding the RIGHT person.– Richard Terry-Lloyd, Zuora

• Converting – Having the RIGHT message, at the RIGHT time.– Brian Falkner, Big Machines

• Culture/Methodology – Making it part of the culture.– Paul Jones, FranklinCovey

• Discussion with Question & Answers

Feeling Squeezed Out?

Framework for Territory Alignment

Equitable Territory Distribution through: Lead Flow Closed Deals Contacts in the Data Base TAM = Total Available Market

Territory Framework

• Implemented Model for Territory Coverage

• Measured across multiple attributes • (Lead Flow, Closed Deals, Contacts, TAM)

• TAM = mapped this from• Propensity to buy – SKU – Verticals• InsideView – data up load - contacts

• Rep level execution• Add key contacts through InsideView • Follow Brian’s processes

AgendaIncreasing Lead Quality & Conversion by Building a Sales Intelligence Culture

• Prospecting – Finding the RIGHT person.– Richard Terry-Lloyd, Zuora

• Converting – Having the RIGHT message, at the RIGHT time.– Brian Falkner, Big Machines

• Culture/Methodology – Making it part of the culture.– Paul Jones, FranklinCovey

• Discussion with Question & Answers

Challenging Sales Environment

“Instead of bludgeoning customers with endless facts and features about their company and products, Challengers approach customers with unique insights about how they can save or make money. They tailor their sales message to the customer's specific needs and objectives. Rather than acquiescing to the customer's every demand or objection, they are assertive, pushing back when necessary and taking control of the sale.” The Challenger Sale – Dixon/Anderson

• Professional Interactions

• Building Champions

• Uniquely Differentiated

• Taking Control of the Sale

Converting Leads Through Intelligence• Every Interaction is Critical

• Right Messages• Industry• Competitive• Corporate

• Right Time• Funding• Leadership• Acquisitions

• Empowered to Tailor the Message

AgendaIncreasing Lead Quality & Conversion by Building a Sales Intelligence Culture

• Prospecting – Finding the RIGHT person.– Richard Terry-Lloyd, Zuora

• Converting – Having the RIGHT message, at the RIGHT time.– Brian Falkner, Big Machines

• Culture/Methodology – Making it part of the culture.– Paul Jones, FranklinCovey

• Discussion with Question & Answers

The Next 7 Minutes of Your Life…

• What I am going to discuss is mostly “common sense”….and yet it is rarely common practice

• It’s easy to understand…and not easy to do– How’s your golf swing?

• Don’t try and boil the ocean…incremental changes can produce impressive returns

What Color is a Yield Sign?

• Unless you live in Greece, Sweden, Croatia, Finland, or Poland, a yield sign is Red!

• It’s not what you don’t know that is the problem…it’s what you are sure you know, but actually don’t….

Key Takeaways

1. A successful sales intelligence culture comes from a disciplined approach to EQ/IQ/XQ

2. Implementing a sales intelligence culture requires commitment from sales leadership….AND can be influenced by individual contributors

What the Top 3% Do

Criti

cal T

hink

ing S

kills

Comm

unication Skills

Execution Skills

IQ EQ

XQ

EffectiveCulture

• Successful sales intelligence cultures contain three core components:

• It’s not enough to just tell people what they need to do

• Most organizations are lacking in at least one area

Key Takeaways

1. A successful sales intelligence culture comes from a disciplined approach to EQ/IQ/XQ

2. Implementing a sales intelligence culture requires demonstrated commitment from sales leadership….AND can be influenced by individual contributors

Are Your People Getting Mixed Messages?

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“We must all inevitably suffer from one of two pains: either the pain of discipline or the pain of regret!”

— Jim Rohn

Implementing a Sales Intelligence Culture

• Sales Leaders are the fulcrum• Focus on what’s most important

– Strategy is the intentional elimination of alternatives…and there will always be more good ideas than there is capacity to execute

• Establish and act upon the lead measures– Is it just dials? Is it just conversations?

• Keep a compelling scoreboard– People play differently when you keep score

• Create a cadence of accountability– Commitments to be made and followed up on

Tools

• Tools can be used to help reinforce culture

• They can increase the likelihood of a sales intelligence culture becoming “sticky”

• They should be as valuable to individual sales contributors as they are to sales leaders

• They should be easy to understand and easy to use!

Key Takeaways

1. A successful sales intelligence culture comes from a disciplined approach to EQ/IQ/XQ

2. Implementing a sales intelligence culture requires demonstrated commitment from sales leadership….AND can be influenced by individual contributors

AgendaIncreasing Lead Quality & Conversion by Building a Sales Intelligence Culture

• Prospecting – Finding the RIGHT person.– Richard Terry-Lloyd, Zuora

• Converting – Having the RIGHT message, at the RIGHT time.– Brian Falkner, Big Machines

• Culture/Methodology – Making it part of the culture.– Paul Jones, FranklinCovey

• Discussion with Question & Answers