Data Strategy for Digital Sales : Case Study & Best Practice

Data Strategy for Digital Sales
1. Case Study – IBM Digital Sales
2. Lessons Learnt for Best Practice
3. Discussion on Indeed Questions
Why and What? How?
1
Case Study Best Practice
Barry Magee – WW Data Strategy Leader, IBM Digital Sales

Executive Summary
2
1. Case Study – IBM Digital Sales
◦ Distinguishing INBOUND from OUTBOUND
◦ Challenges with Outbound
◦ How to systemise Outbound
◦ Agile Sales Sprints and Performance Impact
◦ KPIs – Lead Conversion and Market Feedback
2. Lessons Learnt for Best Practice
◦ 20% Technology 80% Behaviour!
◦ What are the 5 Questions for Sales?
◦ What are the Jobs To Be Done Epics?
◦ What are the 5 CSFs for Data-led Transformation?
3. Indeed Q&A Session

What if?
4
We tried to ‘inject’ data into the sales process to improve outcomes?
* =
?

Inbound vs Outbound
5
Data Driven approach to Outbound
5
marketplace
driven inbound
“insight”
driven outbound
You’ve got to
work the Queue!
You select who
you serve!
Can you ‘learn’ from outbound
experiences to improve Inbound?

Issues with DemandGen
6
A RAIN of lists
Average of 100 unique
“lists” per Europe mission
No DIRECTION
Only 5% of lists have prioritization and lists
at odds with each other
Quality => TIME
Each doubling of lead conversion rate
halves time taken to get pipeline
No FEEDBACK
Without ability to capture feedback we lose
customer insight on 98% of calls
Business As Usual
Ad-hoc list driven execution from multiple and hidden stakeholders
suppresses lead conversion and time to pipeline target.
100
different
lists without
prioritization
52
days to
complete
each list
1-2%
lead
conversion
1
integrated
outbound
funnel
1
client
conversation
covering all
Reasons of Call
8-10%
lead
conversion
SMART DemandGen
one integrated process in sales connect with management system and
market feedback allows sales sprints increasing speed to pipe
Months
to build
pipeline
Weeks
to build
pipeline
A $1m sales target of $100k transactions and 20% Win Rate will take 50
weeks of outbound activity to achieve with a 1% lead conversion rate.
A $1m sales target of $100k transactions and 20% Win Rate will take 9
weeks of outbound activity to achieve with a 5.5% lead conversion rate.
1
2
3
4

Brand not addressing full
available Market of Clients
Only 3% of addressable
Market is targeted
Almost half of Prospects
are duplicated
Sales Plays are re-targeting
the same clients
How does this manifest?
7
YTD Sales Play Analysis
1 2 3 4

Inside Out : Where we think clients are….
Outside In : Where clients actually are…
How to Deliver – an agile end-to-end process
8
integrate &
simplify
observe &
adjust
aggregate &
analyse
marketplace
targeting
engage &
codify
1 3 4 5 6
All things considered,
who is best customer to
engage next and why?
What is the data trail
captured by each client
engagement?
What are the best lead
indicators of client
need?
Where are the clusters
of best opportunity
found
What is the data-driven
reason of call to aid
seller insight?
Who and where is our
target market for inbound
market spend?
identify &
prioritise
2
new ‘intent’ data
structured
Un-structured
internal external
The
99%
market product

How to Deliver – improved targeting
9
observe &
adjust
observe &
adjust
observe &
adjust
“inside-out” model
“outside-in” model
2%
10%
Time
Lead
Conversion
Lead Conversion
1
1% 2% 6%
1
Year
6
Mths
2
Mths
lead conversion rate
time to achieve target
Speed to Pipeline
2

Sizing the Addressable Market Opportunity
How Big Is the Market?
1
What’s the Sales Strategy?
2
Are there more scalable plays
we can run cross-GEO for
volume space?
Prospecting Funnel
A single, centralized prospecting funnel across all Markets
and GEOs to optimize client engagement and maximise
yield from across multiple lists and sales plays

Sizing the Addressable Market Opportunity
What’s the Sales Play strategy and How does it Fit Market Needs?
What does the resulting set of Prospects look like?
What does the resulting set of Prospects look like?
5
4
3
How do we increase reach and volume of
client engagement?
How do we decrease amount of seller time on non growth activities to increase call capacity?

Deep Dive
12
Did we execute?
1
What Outcomes?
2
27%
Lead
conversion
102
Leads
31
Opps
What Pipeline?
3
$2.9m
Est. Future
Pipe
What Patterns?
4
Why? - % of Positive Outcomes by Reason of Call What? - % Positive Outcomes by
Matched Offering
< SS4
Future Pipe
% of Outcomes by Customers by CQ Renewal
% of Outcomes by Customers by Contract Type
% of Outcomes by Customers by Channel
September Sprint Tasks by Status
Completed September Sprint Tasks by Outcome
September Sprint Tasks by Industry
As likely to get a lead or
Oppty OFF-cycle as IN-
cycle.
Most upsell on FTCs but
13% Leads/Oppties on
AR/EG.
Larger proportion of
positive outcomes came
from Indirect prospects
What were the shared ‘traits’ of
customers with Positive outcomes?
Not interested in what
IBM has to offer
Roadblocks preventing
further nurturing of Lead
An interested response
from client
8%
Oppty
conversion
$881k
Pipe
$28k
Avg Opp
SS4
Current Pipe
Note – only Tasks with identifiable Outcomes included – 29 ambiguous Outcomes
Where were we most successful?
5
% Completed Client Engagements to SS4 Oppties
% Completed Client Engagements to ‘Nurturing’ stage

Results on KPIs
13
BAU = 1-2%
1
Market Feedback
4
OppConv @ 10%
2
Lead Conv Pipe
3

Be Ready for What You Find ;-)
15
What is/was expected....
The data ‘tool’ would make us rich....
What actually happens.....
Increased transparency highlights structural impediments to progress

20% Technology – 80% Behaviour & Process!
16
Behavioural DIMENSIONS
Decision Bias Cultural Bias
Business Transformation ASPECTS
Strategic Coherence Operational Consistency Agile/Feedback Loops
Technical Solution ARTEFACTS
Visualizations
Models BI Reports

What are the 5 Questions for Sales?
◦ Show me the quickest way to achieve my sales target with optimized territory management!
◦ Give me sufficient insight to allow me prioritize, prepare and engage my client set effectively!
17
Am I talking to the right
PERSON at the right
ORGANISATION?
Who
do I call next?
What do we KNOW about
client and what’s the right
TOPIC to lead with?
What
do I talk about?
Where do I get TIME TO
CALL and when is best to
ENGAGE?
When
do I call?
How do I provide my
customer with RIGHT
INFO the RIGHT WAY
How
should I engage?
Which is BEST SALES
RESOURCE to use for
client set?
Which
resource do I use?
1 2 3 4 5
focus area focus area focus area
long term strategic objective
focus area

What are the Jobs To Be Done Epics?
18
SMART is a data-driven workflow process that provides transparency and management system to optimise sales effort. It
gives managers and sellers the ability to see where market potential exists and helps them compliment renewals and account
management with business development activity to optimise pipeline build and target achievement. It helps aligns sales effort
towards market opportunity and avoid unproductive workload in non revenue generating activity.
show where the market and client
needs a.re for any given territory/region
and where product 'fits' for any territory
prioritize clients for me across entire
territory and all reasons of
call/product fits
allow me to create sales connect
'tasks' to build a prospecting
'funnel'
show me an execution view
so I can prioritize
engagement activity
show me a pipeline view so I can
see what opportunity is
generated or left behind
show me market feedback so I
can see what is working and
what is not
show me a revised view of
market to identify next best
prospects
Identify persona/client
'clusters' to feed into
marketing org
Market Need & Product Fit
Next Best Customer
Prospecting Funnel
Are we Executing?
pipeline
created
pipe
left behind
Market Feedback
Are we Converting? Revise Next Best Customer
Marketing Personae
7
1 3 5
6 8
2 4

Critical Success Factors
1. You need End-To-End Business process Transformation
It’s about workflow not just analytics deliverables
2. Split Execution from Outcome Analysis
You can only determine what’s working if you know where you engaged
3. Create a Structured Feedback Loop for all Engagement
Obsess about capturing structured outcomes and commentary from clients
4. Switch Off Before You Switch On!
You MUST have your upline stakeholders bought in or sellers will continue to follow old ways
5. Implement Agile Sprints in Sales
It’s the key to addressing both productivity issues AND improving targetting
19

1. Is sales rep prospecting within a CRM database more or less valuable than an algorithm
prospecting the same leads?
2. What are the indicators that IBM uses to differentiate between a Hot and a Cold lead? Based
on your existing knowledge of Indeed, how could this be applied to the company?
3. We leverage several channels to acquire SMB leads but it can be challenging to identify & reach
all companies who have jobs - what other acquisition channels would you consider for SMB
lead acquisition?
4. If we wanted to think about how to predict when companies will post a job, how would you
approach this type of predictive modeling?
5. How do you approach customer segmentation and identifying seasonality of spending
patterns?
6. What would be, according to you, the 3 most important things Indeed should be doing to
generate leads
7. What would be the most effective way to get all companies in a market as leads and identify
quality?
8. What similar challenges that you have solved in the past, might also apply to Indeed? And how
did you solve them?
20
Indeed Q&A

What do we know?
22
Alliance
Data
End of
Support
Multi-
Vendor Install
Base
Call
Data
Leasing
@ IGF
Channel
Data
Contact
Info
Pipeline
Account
Profile
Email
Data
Account
Penetration
Persona
Data
Spend
Info
Sales
Enablement
Account
Activity
Competitive
Profile
Applications
Data
Propensity
Profiles
A
aggregate &
analyse
SC Task
Outcomes
Market
Feedback
Lead
Indicator
Weighting
Industry
Weighting
Cross-
Sell
Matrices
MSP
/CSP
New
vs.
Old
Prospect
Reach

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