Growing is not scaling. Here's a presentation by Mike Fedynyshyn at Zoom on how to scale your sales

1. Innosphere
July 18, 2019
Presented By Michael P. Fedynyshyn

2.  Michael P Fedynyshyn-michaelfedy@gmail.com
◦ Current Role-Sr. Manager, Sales Strategy, Zoom Video
Communications-leads the development and delivery of a best
practice environment around quota management, pipeline
management, forecasting, territory planning, quarterly
business reviews and GTM Planning
◦ 20 years in Sales Operations & Sales Enablement
◦ Companies Range from $10M to $15M in revenue
◦ Sales orgs from 10 reps to 1,000 reps
◦ Industry experience-UCaaS, Financial Services, Healthcare,
SaaS, Big Data
◦ International Experience-Europe, Asia, Middle East, LatAM
◦ Due Diligence, M&A & Integrations

3.  General Definition
 Critical Steps To Scale
 Go-To-Market Strategy
 Types of Sales Organizations
 Fast Growing & Productive Sales Organizations
 Alignment Drive Speed
 Best Practices To Scale
 Are you ready to Scale?
 How to get started?
 The End Result
 Questions?

4.  Building a successful company isn’t just about growth – it’s about scale!
 Growth means adding resources at the same rate that you’re adding revenue.
For example, a company that gains a customer, hires more people to service
them, and adds revenue at the same rate it is adding more cost. This is typical in
many professional services-driven business models. While the company is
technically growing, they’re not scaling.
 Scale is about adding revenue at a rapid rate while adding resources at an
incremental rate. Google, Salesforce.com, and Citrix are prime examples of
successfully scaled businesses. They have mastered the formula of quickly
adding customers while adding fewer additional resources; thus, driving
consistent growth and increasing margin over time.
Definition Courtesy of Mary Ford Buckley , a partner in Edison Partners, a leading
growth equity investment firm.

5. 1. Evaluate and Plan-take a hard look at your business-
best place to start-a detailed long-term sales forecast.
2. Do you have the money to scale? If not, what is the plan
to get that $?
3. Do you have the sales structure in place to secure your
long-term sales forecast?
4. Invest in Technology-automate and integrate your
systems to handle the scale.
5. Find the best people or, outsource what you can on a
short-term basis.

6. The first step for startups should take is to determine where they lie on the
spectrum by examining the variables. Examine each one and determine whether
your product lies on the left (marketing-intensive) or right (sales-intensive). To
determine the answer, ask yourself questions about each variable.
•What will the customer pay?
•How many customers are there?
•Easy sales or complex sale?
•Product out of the box?
•Is the sale just the start ?
•Consumer or direct to business?
•Focus on the cadence of the
relationship; do you measure by
transactions or loyalty?
• What touches does the product
require?

7. 1. Define The Market & Value It-TAM>SAM>SOM
2. Determine the Value Proposition
3. Define the Product Strategy
4. Discuss and Agree to your Sales Channels
5. Develop a Marketing Plan
6. Ensure you have a Customer Support/Success Plan
in place
7. Evaluate, Define and Agree to “Success
Important to note that Customer Acquisition Cost (CAC) is a critical
metric here. CAC is the cost to convince a customer to buy a
product or service. Investors will use this to analyze the scalability
of a company. How much $ can be extracted from customers
against the cost of extracting the $.

8. Structure Design
 Geographical Organization -low
cost, little duplication of sales
effort
 Product Sales Structure -higher
costs, due to duplication of sales
effort
 Market-Based Structure -reps
grouped by customer or industry-
closer to the customer-could result
in multiple reps in same customer
 Functional Structure -
responsibilities divided by people’s
place in the sales process

9. ◼ Lift field productivity
by unleashing
productivity
consumed by “lower
value” activities
◼ Shift lower
complexity activities
to New Resources
◼ Extend coverage to
drive incremental
sales revenue
(especially small
accounts)
◼ Integrate multiple
sales roles for
improved efficiency
and coverage
Shift, Lift, Extend,
and IntegrateSales Productivity Levers
Low High
Low Complexity
/ Value
High Complexity /
Value
Complexity/Valueof
Sale
Field
Sales
Inside
Sales
Proposal
Managers
Field
Sales
Shift
Lift
Cost of Resource
Demo
Capital
Executive
s
Selling a broader value proposition requires more selling time and more teamwork
9

10. •Data Driven
•Optimize
•Stay in Budget
•Hire Right
•Prioritize

11. 1. High performing teams rate the quality of their
sales organization higher than underperforming
organizations;
2. High performing teams deploy a more formal sales
structure;
3. High performing teams hold their team members to
a high degree of accountability;
4. High performing teams are not afraid to
aggressively raise year-over-year annual quotas;
and
5. High performing teams are quicker to terminate
underperforming people.
What Do Top Sales Teams Have in Common?
They don’t make excuses!!!!!!!!!!

13. *Courtesy of CSO Insights 2019 World Class
Sales Practices Study

14. One thing is clear, if you want to scale, you need to bring on
the best possible team. In order to do that you need to:
1. Build an Ideal/Target Customer Profile-to ensure you are
going after the right prospects;
2. Define an Ideal Rep Profile-to ensure you are hiring the
right rep, not just the best rep on paper;
3. Offer the Right Sales Tools-even great reps will struggle
if they are not properly enabled;
4. Build an incentive compensation plan that will attract the
best talent in your industry; and
5. Provide effective leadership and coaching at all levels,
especially at the sales manager level.
6. Rely on Sales Operations and Sales Enablement for
insights and ramping your reps-FAST!

16. •Sales Operations is a strategic function, designed to provide
a platform for sales productivity and sales performance by
providing integrated methods, processes, tools, technologies
and analytics, for the entire sales force and senior
executives.* (A platform)
•Sales Enablement is a strategic, collaborative discipline,
designed to increase predictable sales results by providing
consistent, scalable enablement services that allow customer
facing professionals and their managers to add value to
every customer interaction.* (A discipline)
*Courtesy of CSO Insights 2018 Sales
Operations Optimization Study and
2017 CSO Insights Sales Enablement Report

17. Sales Operations Sales Enablement
 Sales Technology
 CRM Administration
 Forecast/Pipeline
 Sales Support/Tools
 Sales Metrics & Analytics
 Sales Process
 Job Design
 Sales Compensation
 Territory Alignment
 Content Management
 Education/Coaching
 Training-Skills, Product,
Process
 Process Alignment to
Customer Journey
 Sales Tools
 Account Planning
 Competitive Intelligence
 Integration to go live and
customer success

19. Data provided from CSO Insights 2018 Sales Operations Optimization Study

20. •Time To Double
Down on Scaling
•Formal charter
brings clarity to
scaling
•Priorities allows
for transparency-
the company
knows you are
serious
•Protects limited
resources from
being
pulled in away-
keeps your focus
on the scale

21. •Even smaller
companies are
dedicating Sales Ops
resources
•The bigger the
company, the
more dedication
•Expecting smaller
companies % to
increase their
investment

22. •Formal charter
leads to much
higher Sales
Success
•Priorities Are
Known
•Clarity
descends down
through the
Sales ranks
•Doing More
With the Same

23. •300% increase in
dedicated growth
in 5years
•80% increase from
16 to 17
•Leveling Out a Bit

24. Enablement
Provides A
Shopping Cart
For The Sales
Org That Is
Looking to Scale
If You Are
Hitting ½ Of the
Goals In The
Chart, You Are
Well On Your
Way To Scaling

25. Win rates go up 12% and quota attainment increases by 22% with
dedicated Sales enablement personnel. Increases here will help you scale!

26. •Regardless of Size-
Invest In Formal
Training and Coaching
Programs
•Programs Need To
Include Sales
Managers At All
Levels-CRITICAL!
•Formal and Dynamic
programs deliver the
biggest lift
•Ensure There Is
Collaboration Between
Sales, Product &
Marketing

27. •The End result
of dedicated
resources and
coaching ss
increased sales
•Efficiency Up
•Effectiveness Up
•Sales Hits #’s
•Company Hits #’s
A Sales person is only as productive
as the time they spend selling!

28.  Understand your market-put a # on it!
 Ensure you have the $ to scale
 Build Sales around the market-not the other way!
 Build a bullet proof Sales & Revenue plan!
 Make Sales productive immediately-move fast!
 Promote best practices only!
 Operationalize and measure everything!
 Enable Sales Managers and all Sales Reps!
 Don’t take your foot off the gas!

29. E mail me at michaelfedy@gmail.com
Call me at 303.931.7766