Presentation delivered by Bob Apollo of Inflexion-Point to the MyCustomer Sales Analytics Breakfast Briefing on 30th September 2015.

1. WHY ANALYSE?
BOB APOLLO

2. 2 [GARTNER]
“Analytics are the key that enables the VP of sales, sales
operations and front-end sales organizations to move from a
culture based only on gut feeling and perception-based decision
making to one based on factual data supporting tactical and
strategic decision making”

3. 3
13.2%
CAGR
$6.4b
2018
[IDC]

4. 4
+58%
2015-16
[STATE OF SALES REPORT]

5. 5
THE CASE FOR ANALYTICS
Compelling

6. 6
72%
48%
37%
BEST-IN-CLASS AVERAGE LAGGARDS
ANALYTICS ADOPTION
% OF SALES PEOPLE ON QUOTA
[ABERDEEN GROUP]

7. 7
166 Days
207 Days
ANALYTICS USERS NON-USERS
AVERAGE SALES CYCLE LENGTH
150
225
200
175
[ABERDEEN GROUP]

8. 8
GUIDED SELLING TARGETED COACHING
BEST PRACTICE ADOPTION
60%
[ABERDEEN GROUP]
33%
53%
42%

9. 9
PREDICTING WHICH
DEALS ARE MOST
LIKELY TO CLOSE
IDENTIFYING
OPPORTUNITIES
AND THREATS
45%
[ABERDEEN GROUP]
13%
37%
19%
SUPERIOR ABILITY TO FOCUS

10. 10
RETAINING TOP
SALES TALENT
ON-BOARDING
NEW HIRES
53%
[ABERDEEN GROUP]
38%
44%
19%
BETTER PEOPLE MANAGEMENT

11. 11
93%
BETTER AT
WALKING AWAY
FROM BAD DEALS
[ABERDEEN GROUP]

12. 12
LAYING THE FOUNDATIONS

13. 13
YOU CAN’T
ANALYSE IN
A VACUUM

14. BETTER DATA
BETTER PROCESS

15. 15
CRITICAL DATA POINTS
 Opportunity size
 Opportunity stage
 Opportunity age
 Opportunity attributes
 Time in stage
 Level and type of activity
 History of change

16. 16
POTENTIAL OPPORTUNITY ATTRIBUTES
 Opportunity owner/team etc.
 Organisational size, sector, location, etc.
 Lead source
 Product/service type
 “Fit factors”: structural, behavioural, situational
 Compelling event
 Formal budget
 Momentum
 Other factors that influence your chances of winning

17. 17
ACTIVITY DATA
 Calls
 Conversations
 Meetings
 Demonstrations
 Proposals
 Frequency/recency

18. 18
MACRO VARIABLES
Particularly for transactional/high-volume environments:
 Price points
 Promotions
 Competitive activity
 Market dynamics
 Seasonality
 Other external influences

19. 19
78%
WORLD-CLASS
SALES ORGANISATIONS
30%
ALL
SALES ORGANISATIONS
“Our sales management team is
highly confident in the data available
from our CRM system.”
[MHI]

20. 20
DEFINING YOUR SALES PROCESS
The critical foundation:
 Clear, universally applied stage definitions
 Unambiguous milestones between stages
 Accurate assignment of deals to stage
 Minimise opportunity for error
 Key fields completed
 Embedded in CRM

21. 21
ACTIONABLE ANALYTICS
Assess your priorities:
 Effectiveness vs. Efficiency
 Opportunity Management
 Pipeline Management
 Forecast Accuracy
 New Hire Onboarding
 People Development
 Winning Habits vs. Losing Behaviours

22. 22
SOME INTRIGUING QUESTIONS
 What percentage of opportunities by volume and value convert to a sale
from this stage?
 How does this opportunity’s value compare to our average won deal size?
 How does this opportunity’s age compare to our average won deal
duration?
 How many times has this opportunity’s value changed?
 How many times has the opportunity's close date changed?
 How has the volume and value of our pipeline evolved over time?
 What are the common characteristics of won and lost deals?

23. 23
CHOOSING THE RIGHT PLATFORM:
3 KEY PRINCIPLES
1. Avoid IT dependency
2. Tap into collective experience
3. Insist on intimate integration with CRM

24. 24
AUDIENCES FOR ANALYTICS

25. 25
SALES
PEOPLE
SALES
MANAGERS
SENIOR
EXECUTIVES

26. 26
SALES PEOPLE
Tool
Sales Opportunity Dashboard
Application
 Lead/opportunity scoring
 Target/prioritise opportunities
 Identify/prioritise actions
 Guided selling (know and do)
Benefits
 More effective selling
 Improved quota performance

27. 27
SALES MANAGERS
Tool
Team Performance Dashboard
Application
 Patterns of success and failure
 Proactive pipeline management
 Identify opportunities at risk
 Identify coaching/training needs
Benefits
 More accurate revenue forecasting
 Progressively improve team performance

28. 28
SENIOR EXECUTIVES
Tool
Executive Dashboard
Application
 Establish/monitor KPIs
 Reliable revenue forecasting
 Identification of risk factors
 Enhanced market planning/segmentation
Benefits
 Greater confidence in results
 Improved return on resources

29. 29
ANALYTICS IN ACTION

30. 30
ANALYTICS
IN ACTION
TARGETED
ACTIONS
SKILLS
TRAINING
PROCESS
IMPROVEMENT
INDIVIDUAL
COACHING

31. 31
HOW IS OUR PIPELINE
SHAPING UP?

32. 32

35. 35
WHAT ARE WE GOING TO
CLOSE?

37. 37
IS TIME A FACTOR?

39. 39
HOW DO PEOPLE COMPARE?

42. 42
THE POWER OF VISUALISATION

44. 44
PUTTING ANALYTICS TO WORK

45. 45
PUTTING ANALYTICS TO WORK
 Sales analytics breaking through into mainstream
 Best-in-class sales organisations already highly engaged
 Impact on short and long-term performance
 Critical foundations: data and process
 Avoid IT dependency
 Tap into collective experience
 Insist on intimate CRM integration
 Establish buy-in by aligning with the needs of your audiences
 Ask intelligent questions: why and what-if
 Focus on patterns of success and failure

46. SALES
ANALYTICS:
THE FINAL FRONTIER?

47. LESS
KIRK
MORE
SPOCK

48. IT’S TIME TO BOLDLY GO!
bob.apollo@inflexion-point.com
www.inflexion-point.com
07802 313300