SALES WORKSHOP - vcapasia.comvcapasia.com/wp-content/uploads/2018/03/Sales-Workshop-Vantag… · SALES WORKSHOP Sales Pipeline & Sales Team Sales Force Segmentation Date: 20th March
Post on 21-May-2020
12 Views
Preview:
Transcript
@
SALES WORKSHOP
Sales Pipeline
&
Sales Team
Sales Force
Segmentation
Date: 20th March 2018
Time: 6:00 pm till 8:00 pm
Place: The Great RoomCentennial Tower, Level 18,
3 Temasek Avenue Singapore 039190
AGENDA6:00 pm Registration
6:30 pm Workshop7:30 pm Networking
RSVP: contactus@vcapasia.com
By Vantage Capital
Customer
Success
Program
PARTNERS
Emmanuelle MeheustSenior Relationship Manager @ LinkedIn
Ex-Global Sol., Standard Chartered & UBS
Christophe RandyVP Sales APAC @ Linkfluence
Ex- Paypal , Microsoft, Musiwave (Sold to Microsoft), Tiscali (Sold to Telecom Italia)
Sébastien de PerettiBusiness Dev @ CMR Asia
Ex-Schneider Electric, CST/ Innovista (Sold to Sensata)
SPEAKERSSUBJECTS
Sales Segmentation
& Sales Teams
at LinkedIn
FOR OUR MEMBERS
ADVANCE MY CAREER
FOR OUR CUSTOMERS
WORK SMARTER
62Msenior-levelinfluencers 110M
APAC
7MC-level execs
2M+Singapore
53oMprofessionals are on LinkedIn
The largest global community of professionals
38,000Entrepreneurs in
Singapore
How much does each Revenue Stream contribute to overall revenues?
• Free offerings and Premium subscriptions > LinkedIn users can pay for advanced services
• Hiring & Talent Solutions > Recruiters and Corporations pay to access to the LinkedIn database of users’ profiles, for Brand awareness, Career listing pages, Targeted job ads and Pay per use basis Inmails
• Marketing Solutions > Advertisers pay for pay per click-through targeted ads
• Sales Solutions > For Sales Teams to win new clients and drive more sales via Social Selling
• Learning Solutions > Users can learn various skills related to their job function or personal learning goals
LinkedIn contributed revenue to Microsoft in 2017 : $2.3 billion
Microsoft revenue in 2017 : $89.95 billion
Sales Strategy to hit Revenue Plan
SALES DEVELOPERRELATIONSHIP
MANAGERSALES MANAGER
By GeosBy Size (SMB / Enterprise / Global)
By GeosBy Size (SMB / Enterprise)
By GeosBy Size (SMB / Enterprise / Global)
INBOUND + OUTBOUND
Sales Workshop Vantage Cap
How to manage your Sales Pipeline and
team to reach your targets
Christophe Randy
VP Sales APAC
20th March 2018
2
Quick personal intro 3
Pipeline Management 101 4
Pipeline Review 8
Appendix 14
WHO AM I
19 YEARS IN HIGH TECH SERVICES
Broadband (5Y) -> Digital Music (5Y) -> Digital Payment (5Y) ->
Social Media Intelligence (2.5 years & counting)
Product Marketing (7Y) -> Presales (2Y) -> Sales (7 Y)
Both in startups and Fortune 500 companies (Microsoft, PayPal)
LINKFLUENCE
Reboot of the APAC business of an acquisition in December 2015
From 1 to 8 sales in 2.5 years (and growing)
APAC with a core focus on China
3
PIPELINE MANAGEMENT 101
4
5
PIPELINE TRACKING
WHAT TO LOOK AT:- Total pipeline value vs. your yearly target (and evolution WoW in %)- Pipeline Shape (qualification vs. Proposition
vs. Negotiation) -> I am adding enough opportunities in my pipeline to sustain my growth?
- Pipeline split between 1/2/3- Pipeline velocity – how much time does an
opportunity need to go from qualification to closure (Transactional vs. consutativeapproach)?
- What is my closure rate (won/lost)?
If it’s not in the CRM, it does not exist
Pipeline Value split by stage
PIPELINE REVIEW
6
Type Sales Deal Status Steps to go to an agreement
Hot deals (80%) XXX Client + deal size Summary of the deal status – including procurement process description and where we are.Any compelling event described here
What needs to be done to sign (who wil sign, by when, is he/she available to sign…)
Proposition (65%)
YYY Client + deal size Summary of the deal status – including project scope, type of proposition, description of competitors if known, presence of a champion, deal committee..
Next steps in terms of deal closure: when/what/by whom
Note: 20% opportunities are reviewed during 1-1s
SALES MANAGEMENT
7
8
HOW TO MANAGE A SALES TEAM
RECRUITMENT &ONBOARDING
• You need hunters with good softskills– your experience will tell you who they are
• Onboarding is critical –make sure they have the right understanding of perf. Expectations, value proposition and tools
PERFORMANCE MANAGEMENT
• Set realistic expectations about performance take-off based on your industry & experience
• Set clear & measureable goals at the beginning
• Accountability is key: # ofmeetings/week is the output, you need to know how many inputs (cold call/cold emails) to generate that
• Performance = skills * attitude• SAAS – it’s a long game but
after 2 quarters you have enough evidence
FORECAST PRECISION IS KEY
• Your Sales qualification process must reflect how you do business
and how your buyers behave• A close can only be secured if you
have properly qualified the opportunity (MEDDPIC/BANT)
• Reverse engineer your total yearly target (average deal size x #of
deals + time to close) to define how many meetings your
team/each person needs to have every week + how many live
opportunities you need
RECOMMENDED READING
9
10
RECOMMENDED READING
READING
1. PREDICTABLE REVENUE – AARON ROSS & MARYLOU TYLER2. PREDICTABLE PROSPECTING - MARYLOU TYLER & JEREMEY DONOVAN3. THE CHALLENGER SALE – BRENT ADAMSON4. THE LOST ART OF CLOSING – ANTHONY IANNARINO5. PITCH ANYTHING – OREN KLAF
APPENDIX
11
12
GETTING IN THE BUYER MINDSET
SALES
We need to remember that a buyer will choose you and your company when they have answered the following 3 questions
1. Why should I change?Take into account the buyer emotional journey. He/she must be convinced that he/she is making the right choice for the organization and himself/herself.-> identify the underlying needs and pain points we can answer/fix-> provide a clear project schedule in our proposition to show “how success looks like”
2. Why you/us?Sales is about relationship – to be seen as a trusted business advisor, you need to build trust, based on credibility-> leverage our references in the same industry/market-> share success stories of other clients
3. Why now ? Link our products to the organization objectives and personal KPIs (cf. Compelling event)
Customer Service as a Sales
opportunity
Start-up Sales workshop
20th March 2018
Sebastien de Peretti
Business Development CMR Group
• General
Manager
• Sales Excellence
Expert Customer
Service
Unification
and
modernization
Sales Force
Effectiveness
Program
International
Sales
General
Management
Sales Excellence
VP
Why Customer Service is so important?
CUSTOMER FACING
CUSTOMER LOYALTY
CUSTOMER INTERACTIONS
SOURCE OF REVENUES
Reminder: Customer Journey
Confirm Inform Support Satisfy!
Customer CareSales Support
OrderConvinceAttract
Experience of implementation
CRM Development : 400 users in the same instance
Direct Management of Europe Customer Service
Tool Training Tracking
Image / CultureUnification &
IntegrationInside Sales
Outcomes: How to generate Revenues with
Customer Service?
Allow time and effort to
have a great sales
process
Ensure Customer
Satisfaction:
Ask your customer
Develop
Inside Sales!
What Offer for Inside Sales?
Dedicated specific resource(s) within Customer Service
Avoid competition with outside sales
Upsell/ Create dedicated offer
top related