Growing the Top Line without Growing the Sales Force

1
Growing the Top Line without Growing the Sales
Force
Track Sales Executive

• Dave Roberts, The TAS Group
• York Baur, Zango

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• The risks and uncertainties referred to above
  include - but are not limited to - risks
  associated with the integration of Sendia
  Corporations technology, operations,
  infrastructure and personnel with ours
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  integrating Sendia with salesforce.com, which
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Agenda
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2006 - Issues facing Sales Companies

• Fill the Pipeline Create New Business
• Drive adoption of installed CRM
• Achieve sustainable Competitive Advantage
• Demonstrate ROI to the buyer Prove Value
• Win Profitable, Predictable (Visible) Business
• Maximize the Effectiveness of the GTM strategy
  coverage and cost
• Leverage internal (silod) functions
• Standardize on sales process(es) and language

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2006 - Issues facing Sales Companies

• Fill the Pipeline Create New Business
• Drive adoption of installed CRM
• Achieve sustainable Competitive Advantage
• Demonstrate ROI to the buyer Prove Value
• Win Profitable, Predictable (Visible) Business
• Maximize the Effectiveness of the GTM strategy
  coverage and cost
• Leverage internal (silod) functions
• Standardize on sales process(es) and language
• and Grow !!

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People are focused on Growth again!
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Growth Strategy
WHERE
WHAT
HOW
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Growth Strategy
WHERE
WHAT

• Exists / Defined
• Communicated
• Acted Upon

HOW
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Limited Strategic Growth Options

• Develop and Sell New Products
• Move into New Markets
• Generate Pull via Marketing achieve more
  self-selection
• Form Strategic Partnerships
• Change the sales organization
• Recruit LOTS of new people
• Improve Sales Productivity
• Coverage
• Effectiveness

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Agenda
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Achieving Growth
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Knowledge Components

• Sales Methodology
• Time
• Say
• Sales Process
• Map to Buyers Process
• Where am I?
• How am I doing?
• Sales Skills
• Execute the Plan
• Language
• Coaching
• Predictability

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Technology Platform Components

• Encapsulates Best Practice
• Value to the sales person/manager
• Sales Coach/Recommendations
• Just-in-time just-enough just-for-me
• Real-time Analytics
• Actionable Insight
• Enterprisewide
• Easy to adopt / use / share
• Systems Integration

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TAS Assessment View
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Qualifier Assessment View
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Political Relationship Strategy
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PRIME Activities
What needs to be done, by when, by whom, with
whom to progress the opportunity?
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Forecast Foresight
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Pipeline Insight
Identify gaps in future pipeline, for each stage,
for each sales executive, sales process or
division
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Experience Components
Measuring Results
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Agenda
22
The Sales Equation


(Opportunities)
(Deal Size)
(Win Rate)

(Length of Sales Cycle)
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The Environment
Potential Customers
Opportunities
TIME
Sales Cycle
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The Power of 0.1


1.1
1.1
1.1

0.9
25
The Power of 0.1


1.1
1.1
1.1

0.9
48 increase
26
The Sales Equation Impact of Create


(Opportunities)
(Deal Size)
(Win Rate)

(Length of Sales Cycle)
Create
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The Sales Equation Impact of Win


(Opportunities)
(Deal Size)
(Win Rate)

(Length of Sales Cycle)
Win
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The Intelligent Sales Effectiveness Platform
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Agenda
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Zango
York Baur
EVP, Business Development
yorkb_at_zango.com
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Zango Company Overview

• Founded in 1999
• 70M annual revenue
• 200 employees in 5 offices (Seattle, New York,
  Montreal, London, Tel Aviv)
• 16 straight quarters of profitability
• Pioneers and market leaders in the desktop
  advertising market
• Two major acquisitions in the last 18 months

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Zango Situational Analysis

• 45 total sales heads
• 15 Business Development
• 30 Advertising Sales
• Sales challenges
• Merger integration sales heads in 4 locations
• Lack of defined market segments
• Sales process transmitted by lore and osmosis
• Existing MS CRM implementation
• Low adoption due to poor UI and no sales process
  integration or reinforcement
• High internal soft-dollar cost due to dev and ops
  maintenance and enhancement resources

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Zango Solution/Implementation

• Define and implement sales process
• Institutionalize knowledge from the best players
• Segment market clearly
• Give sales people authority over and
  accountability for their own segment of our
  business
• Switch to salesforce.com
• Internal dev and ops resources freed up
• Vastly improved usability and adoption
• Remote access
• Implementation of Dealmaker
• Sales process in software daily reinforcement
• Granularity minimizes sales IC arm-waving
• Forecasting accuracy dramatically improved
• Results
• Monthly revenue doubled in 6 months, install rate
  tripled in 6 months
• Sales headcount reduced by 20

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Zango what to do differently

• Dont fall prey to fix and forget
• Sales process is never static
• Implementation needs to be updated to remain
  relevant
• Do it sooner
• Internal decision-making process was cumbersome
• Let the data speak louder than the emotion
• While gut-level assessment is necessary,
  consistently poor numeric performance is
  undeniable
• Remember that automation is no substitute for
  good sales management

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The Sales Equation


(Opportunities)
(Deal Size)
(Win Rate)

(Length of Sales Cycle)
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The Intelligent Sales Effectiveness Platform
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Agenda
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Making it Happen
Stick andCarrot
?
External
30-35
Train
Coach
Self
10-15
30-35
Difficult
Easy
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QUESTION ANSWER SESSION
Dave Roberts
The TAS Group
Director, Customer Solutions
York Baur
Zango
EVP, Business Development
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