sales ops webinar series: part 1 — tips for improving account segmentation and scoring to drive...

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© Copyright 2016 The Sales Management Association. All rights reserved.

Sales Management Association Webcast

2 November 2016

Account Segmentation and Scoring2016 Sales Performance Management Webcast Series, Session 1

Rowan TonkinPractice Lead, Sales and Marketing [email protected]

Tony YeungPrincipalZS [email protected]

mailto:[email protected]




Today’s Speakers

2



Presented by


Sales Management Association Webcast

2 November 2016

Account Segmentation and Scoring2016 Sales Performance Management Webcast Series, Session 1






Account

Segmentation

and Scoring Capacity Planning and Management

Marketing

Budget

Allocation Marketing

Campaign

Planning

Compensation Planning

Deal Desk Commissions

Marketing

Attribution

Territory Planning and ManagementQuota Planning and Management

Forecasting Crediting

Campaign

Performance

ManagementMarketing

Spend

Management

Account

Planning

Pathway from planning to performance

Account Segmentation and Scoring

Capacity Planning and Management

Marketing Budget

Allocation

Marketing Campaign Planning

Compensation Planning

Deal Desk Commissions

Marketing Attribution

Territory Planning and Management

Quota Planning and

ManagementForecasting Crediting

Campaign Performance Management

Marketing Spend

Management

Account Planning

Pathway from planning to performance

In B2B, often you don’t see the full pictureWhat you see:Internal data, Systems, Intuition, Experience etc.

Everything else

Poll question #1

How well do you understand your customer level potential today?

1. Don’t understand where our growth potential is at all2. Know what markets have potential but don’t know at customer level3. Measure potential at account level but are untrustworthy estimates4. Measure of potential at account level for customers, but NOT prospects5. Measures of potential at account level for customers AND prospects

Effectiveness starts with customer insight…

SALES FORCE DESIGN

Effective & efficient coverage of the full target account universe with a structure and deployment that best fit the

value proposition and sales process

strategies

SALES STRATEGY

Customer focused strategy targeting the best growth opportunities

with differentiated and mutually

valuable offerings

CUSTOMER ENGAGEMENT

PROCESS

Customer focused and expertly

executed sales processes and

planning that maximize mutual value

and trust

PEOPLE AND SKILLS

Sales managers and sales people

with the knowledge, skills

and attributes required to excel

at their respective roles and

responsibilities

MOTIVATION

Highly motivated, performance focused and

accountable sales force committed to “getting it done”

and “doing it right”

SALES OPERATIONS Highly efficient support capabilities that provide the sales force with the information, expertise,

speed-to-market and efficiency needed to achieve superior performance

sfenavigator.com

SFE NavigatorTM

…and a granular & integrated perspectiveCustomers &

Prospects

• Firmographic & industry data

• Historical sales performance

• CRM profiling insights

• CX & buying process insights

• Engagement and position status

• Sales growth sources & priorities

• Customer segmentation

• Solution fit & value proposition

• GTM model

• Sales resource allocation

Sales Strategy & Solutions

Opportunity insights drive sales strategy

Large Companies>1,000 employees# companies = 5k

Market = $22B

Medium Companies>100 to <1,000 employees

# companies = 135kMarket = $37B

Small Companies>5 to <100 employees# companies = 3,057k

Market = $54B

Reach Share of Wallet

81% 15%

28% 26%

7% 54%

Acquisition

Cross-sell

Illustration

Poll question #2

For those of you who do not have confidence in your understanding of account potential, what are the reasons? (Select all that apply)

1. Lack defined organizational roles to model potential2. Lack of confidence in our data3. Lack of systems and tools to model the potential4. Lack of analytics to develop complex potentialization models5. Other

Sales Potentials

Data Selection & Integration Clustering & Analytics

3 steps for measuring sales opportunity

Account or geography-level sales

Account profile information collected by the sales force

Internal data

Account level potential proxies / firmoraphics

Geography-level proxies

Secondary data

Segment Potentialization Analysis Determining data

elements most predictive of potential

Grouping accounts into ‘like’ clusters

Development of account potential estimates

Insights gathering

Integrating opportunity is transformational

2Account assignments

3Capacity planning

4Territory design

5 Sales process execution

1Sales force structure

6Account targeting

7Account planning

8Coaching

10Goals & incentives

9 Performance evaluation

Potentialization insights help focus sales effectiveness improvement efforts

Sales Penetration by Territory

Oversized TerritoriesImplications for sales force resourcing and territory design

Underpenetrated TerritoriesImplications for sales engagement processes, talent and motivation

0 50 100 150 200 250 3000.0

1.0

2.0

3.0

4.0

5.0

Territory Potential Index

Terri

tory

Sal

es ($

MM

)

Effectiveness Frontier

Account potentialization can start simple and provide more value over time

Data integration

Descriptive analytics

Simple ‘points’ based account scores based on history, industry, and customer size

Addressable potential estimates

Propensity to buy / churn analytics

Machine-learning approaches

Real-time, cloud-based analytics

0.0

1.0

2.0

Where to start applying…

~5% revenue growth, simply from balancing

workload & opportunity

Territory Design Account Targeting

Up to 10% revenue growth, based on

better visibility and targeting

Quota SettingUp to 5%

performance, motivation (fairness),

& financial predictability

How can you start the journey now?

1

Take an inventory of your customer and prospect level data to identify your most accurate sources of sales history, firmographic, and segmentation

2

Develop your hypothesis on what factors or attributes are likely to differentiate potential3

4Identify the tools you have to conduct the potential models (depending on the size of your customer base it may need to be able to handle large volumes of data!). Start modeling!

Gather a cross-functional team (sales, marketing, finance especially) to engage in the potentialization process and define the key outcomes you plan to achieve with your investment in this work


Thank You

Thank You

sales ops webinar series: part 1 — tips for improving account segmentation and scoring to drive...

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