Saas bootcamp sales and marketing processes 2016

Exploit the SaaS window of opportunity. What are the barriers to moving to the cloud? Platform, Processes or People? Clearly at least to some degree all 3 play a role in a successful migration. As with any change initiative getting people fully on board and sharing a common vision of the future is vital and that means migrating mindsets and behaviours to ensure successful deployment and effective usage across the organsation.

The process to bring a stranger with lead generation, through a sales process, to a repeat customer with customer success: Sales operations, sales enablement, sales process.

The document provides guidance on developing an effective sales and marketing management strategy. It outlines key principles such as disciplined pipeline management, methodical client base growth, and a balanced compensation model. It also describes elements of an effective sales process such as defined sales stages, use of subject matter experts, and a unified multi-channel marketing strategy. The overall strategy aims to support scalable, profitable growth.

It's been a few months and I have improving my big sales process example, which includes marketing at the start and services at the end, since I believe a company should have the entire customer journey in mind when marketing, selling and servicing. Maybe one day I'll work in how product management and engineering overlays on this too. This version now includes a few more details, but also suggestions as to where this document can guide an employee for more information, tools, content or training.

The document discusses go-to-market strategies versus marketing strategies. It notes that go-to-market strategies specifically focus on product launches, while marketing strategies can apply to ongoing activities. Go-to-market strategies involve additional components to coordinate with product development. Once launched, the go-to-market strategy evolves into an overall marketing strategy. The document then provides details on developing effective go-to-market strategies, including defining target markets, sales processes, distribution channels, and product roadmaps.

The document outlines sales flowcharts for new and existing business in both B2B and B2C contexts. It shows the process from lead generation and assignment to follow up, qualifying leads, converting leads to prospects, creating opportunities, following up on opportunities, and whether deals are won or lost. It also includes using customer databases to generate sales for existing customers through campaigns and cross-selling or up-selling. Definitions of B2B and B2C are provided along with contact information.

Kapost has created an Account-Based Marketing (ABM) Center of Excellence to focus their marketing efforts. They developed a comprehensive ABM framework that includes defining ideal customer profiles, gathering account insights, developing high-value offers, campaign planning and execution, and maintaining an ABM database. Kapost conducted a large content building exercise and aligned their sales and marketing teams through personalized content marketing. Their next steps include intelligent lead routing, personalizing based on buying stage, and improving lead to account mapping visibility.

Bruce Jackson discusses using Callidus TrueAnalytics business intelligence technology to analyze sales incentive plan data and determine if plans are effectively meeting business objectives. Key factors that make plans effective include measuring performance metrics against strategic goals, analyzing earnings vs performance correlations, and understanding operating expenses and how the plan impacts them. Turnover, earnings demographics, and market competitiveness can also provide important insights.

The document discusses account-based marketing (ABM) which aims to identify companies most likely to buy and market directly to them. It outlines how ABM has evolved from a limited, analog approach targeting 25-50 accounts to a scalable approach targeting thousands of accounts using digital channels. Key aspects of implementing a successful ABM strategy include aligning sales and marketing, identifying target accounts, developing an ABM plan, and measuring business outcomes and campaign performance metrics.

The document discusses various topics related to B2B sales management and strategy. It addresses sales representatives profiles, strategic selling approaches, predicting the sales funnel and forecast, segmentation for profits, and shifting to a more consultative sales model. It also includes a case study on the sales process and phases for Groove Networks.

Are you getting the most out of your CRM and your marketing stack? Are you delivering personalized and tailored experiences that match your customer buying signals and conversion points? Does your Account Based Marketing end when the deal is signed or does it continue on through to Customer Success? Join Anastasia Valentine, CMO at Versature to learn how you can leverage marketing automation and artificial intelligence to scale, customize the client experience, and mine the hidden value laying dormant in your CRM data today. She will walk through the entire customer journey from the marketing experience through to customer success and advocacy, including investments in technology and people, measuring marketing and sales metrics and staying focused on delighting the customer using a powerful end to end technology stack.

This document outlines a playbook for scaling revenue from $1M to $100M, including: 1) 5 guiding principles for choosing technology, such as prioritizing process over tech and keeping sales simple; 2) Common mistakes like different teams prioritizing themselves over revenue; and 3) Recommendations for the right technology at different growth stages from start-up to established, emphasizing engagement, relationships, and personalization.

This document outlines an ABM (Account-Based Marketing) program that scales from targeting a few key accounts to many accounts. It discusses planning the program by defining target accounts and customer profiles. The execution involves gathering account intelligence, running personalized marketing and sales touches. The program is scaled up by increasing the number of targeted accounts and automating some marketing touches while keeping key accounts personalized. Metrics like opportunities generated, pipeline sourced and influenced are used to measure the program's success at different stages.

If I could solve just one problem for all founders and marketers, it would be this: Knowing exactly how much revenue you make from your leads compared to the cost per acquisition. I don't even care whether it is for B2B or B2C because if we knew that, we would see where we are making profits and losses. What's holding you back right now from confidently investing 1000€ per day, week, or month in lead generation is not knowing if you are wasting your money. Clarity is power, and a good tracking setup can give us just that. That's why we have created this "Lead Tracking Guide." What you will learn: 1. Track your leads from cost per acquisition to customer lifetime value. 2. Set up your tracking tools like Google Tag Manager and your CRM for lead tracking. 3. Build a weekly report with a clear action indicator based on our template.

Most software today is migrating to SaaS (Software as a Service), a vastly different business model. So how will you navigate its complexities? This presentation will give you a detailed look at key metrics for understanding and optimizing a SaaS business, and how these metrics can be used to drive SaaS success.

1. The document outlines 5 stages of sales management: motivate, execute, coach, align, and manage actions that lead to results. 2. At the initial stage, managers watch sales numbers and use incentives like contests to motivate reps. 3. At later stages, managers implement disciplined sales processes, provide consistent coaching, and align metrics from executives to reps to manage performance in real time using data.

In this prescriptive breakout session learn what successful Solution Providers are doing to build their Cloud/Mobility business. This workshop is designed for Solution Provider new to cloud/mobility marketplace or have not yet seen success. Success in the new marketplace starts with a Practice Statement, entails new ideas on building marketing savvy and better sales execution. We will cover a variety of tools, tips and techniques partners are using to drive Cloud /Mobility success. Topics: • Why you need to create a Practice Statement • Aligning your marketing message to fit your Cloud strategy • Building your Cloud marketing program that is unique and is active • Creating a sales mentality and compensation program that works • Developing a Business Guidance sales mentality http://www.ingrammicrocloud.com

Our first Leeds Online Seller Meetup held on 7th April in Leeds Beckett University was really successful. We had attendance of 20 online businesses and a representative from local chamber of commerce. There was an interesting mix of businesses selling fancy clothes, books to kitchen doors.

Watch This Free Webinar On-Demand: http://dg-r.co/2fuk0LO - Maximize Customer Lifetime Value In 2017 by Leveraging Your 2016 Wins Learn why Customer Lifetime Value is a critical metric that can improve your ABM plan & shape your 2017 budget You worked hard in 2016 to target and convert the accounts and prospects with the highest propensity to buy. Now you need to keep those new customers happy while continuing to expand those relationships. Join Matt Zelen, SVP of Customer Success at Act-On Software, and learn how you can maximize your customer lifetime value in 2017, including: • Why customer lifetime value is a vital strategic metric for your business; • How both customer lifetime value and customer acquisition can help determine marketing budget in 2017; • Tips and tricks to creating a long-term, strategic approach to defining customer lifetime value; and • How CLV positively impacts account-based marketing initiatives.

The document discusses sales compensation strategies for SaaS companies. It covers aligning comp plans with business goals and stage, metrics like ARR and MRR, handling both SaaS and on-premise sales, lessons from Hubspot's experience evolving their comp plan through different growth stages. Key topics include balancing short-term quotas with long-term customer value, adjusting plans based on product adoption lifecycle, and using metrics and clawbacks appropriately.

This document summarizes a presentation on using incentive programs to accelerate partners' digital transformation. It discusses assessing the current state of partners' demand generation and skills, aligning incentive programs to partners' sales processes and the buyers' journey, and developing a framework to incentivize key partner activities and behaviors at individual and company levels. The framework involves identifying target activities, tagging them as influencing individuals or companies, selecting appropriate incentive types, applying benchmark incentive rates, and measuring programs. The goal is to use incentives to drive partners' marketing certification, demand creation, opportunity registration, deal closing, and renewals behaviors.

This document provides an overview of a workshop on using Smart Bidding to align business goals with Google ads. The workshop covers: - Why value-based bidding is important for businesses to optimize based on the true value of conversions rather than just volume or cost. - Different options for Smart Bidding, including both non-predictive and predictive approaches, to maximize results based on business metrics like revenue, profit or lifetime value. - Examples and case studies of how to implement value-based bidding for different business types like online retailers, lead generators, and agencies. This includes integrating first-party data signals into bidding to improve performance.

This presentation is from Affiliate Summit West 2017 (January 15-17, 2017 in Las Vegas, Nevada). Session description: For bottom line clarity, learn the hidden internal metrics of the 4C’s – Clickthrough, Conversion, Cancellation and Commission – that can produce flawless results.

The summary provides an overview of key topics discussed in the document: 1) The document discusses challenges with traditional benchmark surveys and how a transactional, cloud-based approach can provide more actionable insights. 2) It outlines 10 must-measure metrics and KPIs related to procurement efficiency and effectiveness that organizations should track, including approval cycle times, spend under management, and cost savings. 3) The document provides examples of how Williams-Sonoma can develop a benchmarking strategy, such as identifying key KPIs, establishing a baseline, and aligning processes and technology with measurement.

The document discusses measuring return on investment (ROI) for customer experience (CX) transformation programs. It outlines a 4-step process for CX ROI simulation: 1) scoping CX projects and mapping them to touchpoints, 2) benchmarking touchpoint impacts on overall satisfaction, 3) simulating program impacts using an interactive model, and 4) projecting ROI at the project and program level. The simulator allows estimating impacts over time for operational planning and optimization. It facilitates monitoring progress, recalibrating forecasts, and re-optimizing CX programs.

Get your Customer Experience program at the top of the C-suite agenda by using the CX ROI simulator to build your business case in just a few weeks.

1) The document outlines Salesforce's six-step approach to building a business case for implementing their social enterprise solution at Customer X, including identifying key value drivers, defining metrics, benchmarking, and validating assumptions. 2) It provides an overview of Customer X's value drivers around visibility, collaboration, and IT rationalization, and how Salesforce's solution could help achieve benefits in areas like revenue, costs, and productivity. 3) Metrics are defined to measure potential improvements and benchmarks from other companies are presented showing significant gains, with Customer X expected to validate the opportunity.