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WHY ANALYSE?
BOB APOLLO
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
13.2%
CAGR
$6.4b
2018
[IDC]
4
+58%
2015-16
[STATE OF SALES REPORT]
5
THE CASE FOR ANALYTICS
Compelling
6
72%
48%
37%
BEST-IN-CLASS AVERAGE LAGGARDS
ANALYTICS ADOPTION
% OF SALES PEOPLE ON QUOTA
[ABERDEEN GROUP]
7
166 Days
207 Days
ANALYTICS USERS NON-USERS
AVERAGE SALES CYCLE LENGTH
150
225
200
175
[ABERDEEN GROUP]
8
GUIDED SELLING TARGETED COACHING
BEST PRACTICE ADOPTION
60%
[ABERDEEN GROUP]
33%
53%
42%
9
PREDICTING WHICH
DEALS ARE MOST
LIKELY TO CLOSE
IDENTIFYING
OPPORTUNITIES
AND THREATS
45%
[ABERDEEN GROUP]
13%
37%
19%
SUPERIOR ABILITY TO FOCUS
10
RETAINING TOP
SALES TALENT
ON-BOARDING
NEW HIRES
53%
[ABERDEEN GROUP]
38%
44%
19%
BETTER PEOPLE MANAGEMENT
11
93%
BETTER AT
WALKING AWAY
FROM BAD DEALS
[ABERDEEN GROUP]
12
LAYING THE FOUNDATIONS
13
YOU CAN’T
ANALYSE IN
A VACUUM
BETTER DATA
BETTER PROCESS
15
CRITICAL DATA POINTS
 Opportunity size
 Opportunity stage
 Opportunity age
 Opportunity attributes
 Time in stage
 Level and type of activity
 History of change
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
ACTIVITY DATA
 Calls
 Conversations
 Meetings
 Demonstrations
 Proposals
 Frequency/recency
18
MACRO VARIABLES
Particularly for transactional/high-volume environments:
 Price points
 Promotions
 Competitive activity
 Market dynamics
 Seasonality
 Other external influences
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
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
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
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
CHOOSING THE RIGHT PLATFORM:
3 KEY PRINCIPLES
1. Avoid IT dependency
2. Tap into collective experience
3. Insist on intimate integration with CRM
24
AUDIENCES FOR ANALYTICS
25
SALES
PEOPLE
SALES
MANAGERS
SENIOR
EXECUTIVES
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
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
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
ANALYTICS IN ACTION
30
ANALYTICS
IN ACTION
TARGETED
ACTIONS
SKILLS
TRAINING
PROCESS
IMPROVEMENT
INDIVIDUAL
COACHING
31
HOW IS OUR PIPELINE
SHAPING UP?
32
Why Analyse? - an Introduction to Sales Analytics
Why Analyse? - an Introduction to Sales Analytics
35
WHAT ARE WE GOING TO
CLOSE?
Why Analyse? - an Introduction to Sales Analytics
37
IS TIME A FACTOR?
Why Analyse? - an Introduction to Sales Analytics
39
HOW DO PEOPLE COMPARE?
Why Analyse? - an Introduction to Sales Analytics
Why Analyse? - an Introduction to Sales Analytics
42
THE POWER OF VISUALISATION
Why Analyse? - an Introduction to Sales Analytics
44
PUTTING ANALYTICS TO WORK
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
SALES
ANALYTICS:
THE FINAL FRONTIER?
LESS
KIRK
MORE
SPOCK
IT’S TIME TO BOLDLY GO!
bob.apollo@inflexion-point.com
www.inflexion-point.com
07802 313300

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Why Analyse? - an Introduction to Sales Analytics