Sales Methodology Design Considerations

gabonesedestructionSoftware and s/w Development

Feb 17, 2014 (3 years and 3 months ago)

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www.salesforce.com/training

All rights reserved. Various trademarks held by their respective owners.

Implementing
Salesforce CRM Sales
Cloud

© Copyright 2011 salesforce.com, inc.

Course Objectives

By the end of this course, you will be able to:


Ask targeted discovery questions to uncover business
requirements.


Discuss the business processes and technology associated
with Salesforce CRM’s Sales Cloud.


Describe design tradeoffs.


Design a solution using a Salesforce CRM Sales Cloud.


Take on your first project with common customer scenarios.


2

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Course Agenda


Module 1: Introduction


Module 2: Sales Cloud

Overview


Module 3: Build a Strong Pipeline


Module 4: Manage the Funnel


Module 5: Improve Sales Rep Productivity


Module 6: Get Complete Visibility


Module 7: Application Enhancements


Appendix

3

© Copyright 2011 salesforce.com, inc.

Assumptions for this Course


You have working knowledge of configuring:


Accounts and Contacts


Activity Management


Security Settings (OWD, Profiles, Roles…)


You have personal or engagement experience
to relate to a sales organization.

4

© Copyright 2011 salesforce.com, inc.

www.salesforce.com/training

Various trademarks held by their respective owners.

Module 1:
Introduction to
Implementing
Salesforce CRM
Sales Cloud

5

© Copyright 2011 salesforce.com, inc.

Module Objectives

By the end of this module, you will be able to:


Explain the process for implementing
Sales Cloud


Describe the Universal Containers business requirements.




© Copyright 2011 salesforce.com, inc.

6

Module Agenda


Implementing Salesforce
Sales Cloud


Universal Containers Sales Overview


© Copyright 2011 salesforce.com, inc.

7

Course Framework

Business
Drivers

Business
Processes

Sales
Cloud
Solutions

Build a Strong
Pipeline

Lead
Generation

Automated
Lead Capture
and Import

Technology

Discovery
Questions

Design

Considerations

Exercise

Metrics
Reports

Lead
Qualification

Lead Scoring &
Routing

Lead
Conversion

Alerts &
Monitoring

Manage the
Funnel

Sales
Methodology

Opportunity
Mgmt

Visibility of the
Sales Forecast

Customizable
Forecasting

Improve Sales
Rep
Productivity

Account Mgmt

360 Degree
View

Approvals

Activity Sharing
& Tracking

Contact Mgmt

Activity Mgmt

Plan

Analyze

Design

Develop

Validate

8

© Copyright 2011 salesforce.com, inc.

Recall Universal Containers Incorporated (UCI)?

Sales at UCI:


Sales Organization Motto: Every sale moves us


Current Forecasting and Activity Tracking System: Outlook and Excel
reports


Sales Rep Turnover: 25% annually

UCI

9

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The Sales and Marketing Players at UCI

Frank Lewis

SVP of Sales
& Marketing

Mary Miles

VP of Sales

Dave O’Neil

VP of Sales
North America

Joan Brook

VP of
International
Sales

Larry Gordon

VP of
Marketing

Sally Hill

Web Site
Manager

Jerry Salem

BI / Analytics
Manager

Gary Lee

Campaign
Manager

10

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UCI Subscriptions for Sales Cloud


Enterprise Edition


60 End User Subscriptions


3 Executives


7 Sales Managers


50 Sales Reps

11

© Copyright 2011 salesforce.com, inc.

UCI Project Overview


Unilingual (English) and single currency (USD)


Data migration of existing account and contact records


Implement a Sales Cloud system to:


Improve and increase lead generation and qualification


Standardize sales processes


Increase sales reps’ efficiency


Provide visibility for executives and managers


Create a 360 degree view of customers

12

© Copyright 2011 salesforce.com, inc.

Universal Container’s Sales Objectives


Enable sales reps to spend more quality time in front of
customers and prospects:


Lessen the administrative burden consolidating forecast
and activity reports.


Improve lead routing and qualification so leads do not get
stale.


Implement a standard sales methodology and forecasting
process across all regions.


Standardize electronic communications from sales (inside
and field) to prospects and customers.


13

© Copyright 2011 salesforce.com, inc.

www.salesforce.com/training

Various trademarks held by their respective owners.

Module 2: Sales
Cloud Overview

14

© Copyright 2011 salesforce.com, inc.

Module Objectives

By the end of this module, you will be able to:


Discuss the point of sales strategies, sales methodologies,
funnels, and forecasts.


Describe the sales processes incorporated in the Sales Cloud
solution, using the Sales Process Map.


Describe key business challenges of Sales organizations.


Identify the key roles in a Sales Cloud project.


Explain the Salesforce Sales Cloud solution.


List the standard objects and features of a Sales Cloud
solution.

15

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Module Agenda


Overview of Sales Cloud Concepts


Sales Cloud Process Map


Client Project Roles


Challenges in a Sales Organization


The Salesforce CRM Sales Cloud Solution


Exercise: Planning for Requirements Gathering


16

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What is a Sales Strategy?

Company

Direct Sales

Sales Channel

Hybrid:

Direct Sales & Sales
Channel

17

© Copyright 2011 salesforce.com, inc.

Sales strategy is how an organization
takes its products and services to
market.

Example of a Hybrid Sales Strategy

UCI uses the Direct Sales Strategy.

18

© Copyright 2011 salesforce.com, inc.

Universal Networks

25% Direct Sales

75% Sales Channel

Europe Network Time

APAC NSI
-

Singapore

Example of a Hybrid Sales Strategy

UCI uses the Direct Sales Strategy.

“Used Books Are Us”

Direct Sales

Sales Channel

Partner A:

www.amazon.com

Partner B:

“We Sell Books”

In
Store

Online:

www.UsedBooksAreUs.com

19

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Direct Sales Strategy: Examples of Sales Models

Inside / Outside

Territory

UCI uses the Inside/Outside sales model.

20

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What is a Sales Methodology?

Sales methodology is a standard set of stages,
activities, and processes that an organization follows to
bring an opportunity to closure.

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Standardize the terms, steps, and processes
across the entire sales org.


Sales methodology examples


Strategic Selling


Conceptual Selling


Large Account Management Process (LAMP)

Pipeline vs. Funnel

Feed of leads from the known Universe


Which leads will
make it to my
funnel?

22

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Pipeline


Entry point from the universe of
known leads


Represents the entire universe of
opportunities


Focus on the highest probability

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Funnel


Manage opportunities

to standard set of sales
stages.


Apply a risk factor or
weighting to deals in each
stage.


Identify entrance and exit
criteria for each stage.



$

24

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Forecast

Forecast management


By opportunity stage
(e.g., Negotiating)


By forecast category
(e.g., Commitment)


© Copyright 2011 salesforce.com, inc.

Forecast

Category

Opportunity Stage

Closed

Pipeline

Best Case

Commit

Sales Discovery Questions


What is your go to market
strategy?


How are your sales teams
organized?


What products do you sell?


How are leads generated and
qualified?


What is the lead volume?


How do your sales reps interact
with prospects and customers?


How do reps interact with each
other to share knowledge?


Can you walk me through your
Sales process?


Do you have a standardized
sales methodology?


Describe your forecasting
process.


What are the key pain points
facing the sales organization?


What metrics do you need to
measure your success this
year?

26

© Copyright 2011 salesforce.com, inc.

Knowledge Check: Understand the Processes

Based on what you currently know about Universal
Containers, generate a list of questions to ask to
understand their business processes.

27

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Process Map: Lead Generation

Web Form

Lead Capture

Import Data

Inbound Calls

Lists


Set up auto
-
response emails



”Thank you for your interest”



Your trial information



Event details


Set up lead assignment rules



Geography



Company size



Product of interest


• Use the import wizard or Excel
connector

• Purchased list

• Trade show

• Legacy data

• “Contact me” request

• Free trial

• Event registration


Organic Web traffic


AdWords

referrals


Email responses

• Yellow pages

• Google Maps

• Word
-
of
-
mouth referrals

Create New Leads



Search for the customer in Salesforce



If one doesn’t exist, create a new lead

Web Site Visitors

28

© Copyright 2011 salesforce.com, inc.

Process Map: Lead Qualification

Set up different
views to manage
your leads. For
example, today’s
leads or leads sorted
by lead type.

When you’re working a
lead, you’ll set up a
series of tasks, which
might vary based on
the type of lead. For
example:



Day 1:

Personalize
mass email

Day 2:

Call/voicemail

Day 4:

Call/voicemail

Day 7:

Personalize
mass email

My Open Leads

Duplicate Lead?

Working Leads

Yes



No



Use email
marketing and
call downs to
re
-
market to
your archived
leads.

Keep an archive of your
dead leads.

Create a set of
qualification
questions, such as
current situation,
product of interest,
timeframe, key
decision makers


If the lead is
qualified, convert it
into a contact, with
an associated
opportunity and
account.

Establish Contact?

Qualified?

Yes



No



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© Copyright 2011 salesforce.com, inc.

No



Use email
marketing and
call downs to
re
-
market to
your archived
leads.

Keep an archive of
your dead leads.

Process Map: Funnel Management

Presentation

Proposal

Negotiation

Won

Open Opportunities

You can monitor
your opportunities
reports and
dashboards to
keep track of your
top deals and
prioritize your time.

Customize
Salesforce

to fit your internal
sales methodologies and processes, making
it easier to monitor your sales pipeline.

Salesforce

gives your entire
company a 360
-
degree view of
your customers and facilitates
collaboration across your
organization, helping you build
strong, lasting customer
relationships.

Sales

Support

Marketing

New Customers

Yes



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© Copyright 2011 salesforce.com, inc.

Role

Interest

Why We Need Them

Sales Reps


Ease of Use


Provide Value


Time
-
saving solution


Usability feedback


(day
-
in
-
life)


Alternative perspective on the
business process


Identify pain points to address

Sales Manager /
Executives


Visibility


No surprises


System ROI



Be project champion/sponsor


Determine business process


ID key business metrics


Promote adoption

Marketing


Alignment of sales &
marketing


Website integration


Lead gen, qualification, and
distribution processes


Promote sales adoption of
marketing
-
generated leads

IT


Seamless migration


Data migration


Integration


Ongoing system ownership

Sales Project Roles

31

© Copyright 2011 salesforce.com, inc.

Ever heard someone in Sales Say…

“…my sales team generates their own leads. Marketing’s leads are old
and cold.”


Sales VP


“I spend too much time updating spreadsheets and activity reports when
I should be in front of the customer.”


Sales Rep


“…my forecast has changed by the time my reps end up getting theirs to
me and I consolidate them.”


Sales Manager


“I don’t know how I am doing against my target until I get a report from
Sales Operations each month.”


Sales Rep


“We invested in a Sales Methodology and training but not everyone is
following it…how do I get them to adhere to it?”


Sales VP




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Ineffective Selling

Weak Pipeline

Poor Predictability

Low Sales Rep Productivity

How do I get enough
quality leads to my reps?


How do I make every rep

as good as my best rep?

How do I get my reps to
spend more time selling?

How am I doing

against my target?

1

2

3

4

Sales Challenges Center on Growing Revenue

33

© Copyright 2011 salesforce.com, inc.

This Course Covers…

If the Business
Challenge is…

Design a Solution to…

Weak Pipeline

Lack of Trust in
Marketing’s Leads


Optimize lead management with


Lead scoring


Lead workflow and alerts

Low Sales Rep
Productivity


Lessen the sales rep’s data entry burden.


Streamline business processes via automation


Give sales reps 360
°
views of their customers

Poor Predictability


Enable real
-
time visibility into quota attainment


Give management real
-
time forecasts

Ineffective Selling


Standardize a selling methodology


Simplify activity tracking

User Adoption


Be easy
-
to
-
use


Give time back and value to sales and marketing


Keep data clean, hence trust
-
worthy

34

© Copyright 2011 salesforce.com, inc.

Exercise: Planning the Project Kickoff

Goal(s):

Prepare an agenda for the project requirements gathering
meetings

Scenario:

In this exercise, we will focus on structuring an agenda to be
reviewed at a project kickoff call. The agenda should be based
on what we currently know about Universal Containers, the
Industry and the Implementation approach.

Tasks:

In a group, create a HIGH LEVEL requirements gathering
agenda for a project kick off call, to include:


Requirement topics to be covered (group similar topics for a
total of 5
-
6 topic groups)


List of participants that should be included

20 min.

35

© Copyright 2011 salesforce.com, inc.

Module Review

1.
Discussed the point of sales strategies, sales methodologies,
funnels, and forecasts.

2.
Described the sales processes incorporated in the Sales
Cloud solution, using the Sales Process Map.

3.
Described key business challenges of Sales organizations?

4.
Identified the key roles in a Sales Cloud project.

5.
Explained the Salesforce Sales Cloud solution.

6.
Listed the standard objects and features of a Sales Cloud
solution.

36

© Copyright 2011 salesforce.com, inc.

www.salesforce.com/training

Various trademarks held by their respective owners.

Module 3: Build a
Strong Pipeline

37

© Copyright 2011 salesforce.com, inc.

Module Objectives

By the end of this module, you will be able to:


Identify key components that make a strong pipeline.


Identify common business challenges to each component.


Describe the lead generation and lead qualification
process using salesforce.com process maps.


List discovery questions to understand the lead generation
and lead qualification processes a customer uses.


List salesforce.com features that help build a strong
pipeline.


Explain pros and cons of each feature.


Describe various design considerations when designing a
solution for a strong pipeline.



38

© Copyright 2011 salesforce.com, inc.

Module Agenda


Elements of Building a Strong Pipeline


Salesforce Processes and Features to Building a Strong
Pipeline


Trusted Data Quality


Faster Response


Marketing and Sales Alignment


Design Considerations and Tradeoffs


Exercise: Designing a Lead Management Process


Metrics & Reports


39

© Copyright 2011 salesforce.com, inc.

Sales Challenges Center on Growing Revenue

Ineffective Selling

Weak Pipeline

Poor Predictability

Low Sales Rep Productivity

How do I get enough
quality leads to my reps?


How do I make every rep

as good as my best rep?

How do I get my reps to
spend more time selling?

How am I doing

against my target?

1

2

3

4

40

© Copyright 2011 salesforce.com, inc.

What Makes a Strong Pipeline?

Trusted data

Faster response

Marketing and
Sales alignment

Greater visibility

41

© Copyright 2011 salesforce.com, inc.

What are the Common Business Challenges?


Trusted data


Sales reps do not trust leads.


Leads are passed in a qualified, “sales ready” status to a sales rep when
they are not “sales ready.”


Faster response


Leads are qualified but not passed to the right people


Lag time is created between a prospect’s initial contact and the follow up.


Marketing and Sales alignment


Campaigns are launched without a follow
-
up plan or communication.


Greater visibility


Leads are sent somewhere but not tracked.


Leads are tracked in separate systems than accounts, contacts, and
opportunities.

42

© Copyright 2011 salesforce.com, inc.

Process Map: Lead Generation

Web Form

Lead Capture

Import Data

Inbound Calls

Lists


Set up auto
-
response emails



”Thank you for your interest”



Your trial information



Event details


Set up lead assignment rules



Geography



Company size



Product of interest


• Use the import wizard or Excel
connector

• Purchased list

• Trade show

• Legacy data

• “Contact me” request

• Free trial

• Event registration


Organic Web traffic


AdWords

referrals


Email responses

• Yellow pages

• Google Maps

• Word
-
of
-
mouth referrals

Create New Leads



Search for the customer in Salesforce



If one doesn’t exist, create a new lead

Web Site Visitors

43

© Copyright 2011 salesforce.com, inc.

Process Map: Lead Qualification

Set up different
views to manage
your leads. For
example, today’s
leads or leads sorted
by lead type.

When you’re working a
lead, you’ll set up a
series of tasks, which
might vary based on
the type of lead. For
example:



Day 1:

Personalize
mass email

Day 2:

Call/voicemail

Day 4:

Call/voicemail

Day 7:

Personalize
mass email

My Open Leads

Duplicate Lead?

Working Leads

Yes



No



Use email
marketing and
call downs to
re
-
market to
your archived
leads.

Keep an archive of your
dead leads.

Create a set of
qualification
questions, such as
current situation,
product of interest,
timeframe, key
decision makers


If the lead is
qualified, convert it
into a contact, with
an associated
opportunity and
account.

Establish Contact?

Qualified?

Yes



No



44

© Copyright 2011 salesforce.com, inc.

Knowledge Check: Discovery Questions

1.
What type of discovery questions should you
ask to understand the lead generation and lead
qualification processes at UCI?

2.
Generate a list of questions.

45

© Copyright 2011 salesforce.com, inc.

Knowledge Check: Optimize the Process

From your Admin Certification or implementation experience, what
features can we leverage to optimize the lead capture and routing
processes?

46

© Copyright 2011 salesforce.com, inc.

Technology Used to Build a Strong Pipeline

Components

Features

Trusted data


Data validation rules


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Formula fields


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Lead queues


Lead assignment rules


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Marketing and Sales
alignment


Opportunity naming convention


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Greater visibility


Reports


Dashboards

47

© Copyright 2011 salesforce.com, inc.

Trusted Data Quality Design Considerations


Determine the need for leads.


Data validation rules run on import.


Data validation rules and lead de
-
duplication features can significantly
improve data quality.


Record delete permission is required for record merge.


Too many validation rules will frustrate the user.


Consider other features when creating data validations.


48

© Copyright 2011 salesforce.com, inc.

Using Leads vs. Accounts, Contacts, and Opportunities

Qualifiers for using leads


High lead volume


Separate unqualified data from qualified data


Validate lead quality

When to use leads


As a staging area for high volume of
unqualified data


Lead de
-
duplication


To capture leads from the Web


To create an account, contact, and
opportunity with relationships using one click

When not to use leads


Low volume of leads


Less administration required


Only sells to install base

49

© Copyright 2011 salesforce.com, inc.

Design Tradeoffs: Lead Creation

Features

Pros

Cons

Web
-
to
-
lead


Automatic website integration


Unlimited # of W2L forms


Customizable to client’s needs


Embeds field values into HTML


Automated lead response


Can deploy to external and
internal sites


Not automatically tied to
configuration changes


Web master (or other IT resource)
usually deploys and administers


Limited to 500 leads a day


Too many fields can turn away
prospects


No data quality enforcement


No automatic de
-
duplication

Lead Import
Wizard


Mass import


Enforces data quality


No installation


Limited duplication checking


No saved maps


No schedules


< 50K records

Data Loader


Mass import


Saved maps


Schedule imports


> 50K records


Requires installation


Some technical expertise required

NOTE:
Each tool can invoke active lead assignment rules.

50

© Copyright 2011 salesforce.com, inc.

Build a Strong Pipeline Design Considerations


Trusted Data Quality


Faster Response


Marketing and Sales Alignment

51

© Copyright 2011 salesforce.com, inc.

Lead Scoring Design Considerations


Factors to considers in scoring leads


# of qualifier fields completed


Lead source


Scoring range (e.g. 1
-
100; Hot/Warm/Cold)


Can be achieved Formula Field


Use an IF or CASE function


Enables score calculation without user interaction


Enables prioritization of leads thus more lead conversion of higher
quality leads

52

© Copyright 2011 salesforce.com, inc.

Lead Routing Design Considerations


Assignment rules impact record type assignment


Assignment criteria should factor in


Max size/complexity of a formula


Max # of rule entries


Max # of filters


Object limitations


Org Limitation


Only 1 lead assignment rule is active at any given time


Can be triggered by an import


No user interaction required

53

© Copyright 2011 salesforce.com, inc.

Lead Routing Design Considerations


Draw a decision tree to
ensure every lead gets
assigned.


Build in a specific to
generic order


Create a default

queue to capture

all “homeless leads”

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© Copyright 2011 salesforce.com, inc.

Assign to
EMEA

Queue

New Lead

Assign to
APAC

Queue

Landing
Page?

Assign to
Default

Lead

Queue

Lead
Source?

Assign to
Vertical
Solutions
Queue

Assign to
Products
Queue

North
America

Assign to

North
American

Queue

Assign to
Homeless

Queue

No Geo

Lead
Location?

Trade

Show

Unknown

Vertical

Solutions

Web

APAC

EMEA

Products

Build a Strong Pipeline Design Considerations


Trusted Data Quality


Faster Response


Marketing and Sales Alignment

55

© Copyright 2011 salesforce.com, inc.

Lead Qualification Design Considerations

Concepts

Considerations

Definition


Sales should significantly influence how to qualify a lead


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Product interest


Budget


Timing or urgency


Decision making power / budget authority

Status

Values


Define each step of the qualification process


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Activities


Define the activities suggested/required per ste
p in lead process.


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.

Email Templates


Leverage email templates.

Workflow Rules


Design workflow rules to create tasks when a status value
changes

Lead Conversion


Leverage custom help to clarify naming conventions.


Map lead fields to account, contact, opportunity (ACO) fields.


The new owner’s record types are applied to the ACO records
upon conversion.

56

© Copyright 2011 salesforce.com, inc.

Lead Qualification Design Considerations

* If there are metrics tracking an action, make
sure the process (who, what, when) supports
those metrics.

Draw a process map
to identify:


Status values


Next step and
owner


Information needed
to qualify the lead

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57

© Copyright 2011 salesforce.com, inc.

Real
-
Time Alerts & Monitoring Considerations

Concepts

Considerations

to Safeguard Against Losing Leads

Neglected Leads


Create alerts to notify user and/or manager


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Converted

&
Qualified

Leads


Alert sales rep or manager when a new lead is qualified or
converted

Monitoring

Reports


Make sure no leads have fallen into “Homeless Leads”
queue


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Dashboards


Monitor activity vs. thresholds


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58

© Copyright 2011 salesforce.com, inc.

Exercise: Design a Lead Management Process

Goal:

Design a Lead Management Process

Scenario:

Larry, UCI’s VP of Marketing, is launching a web site, where
business prospects can configure the optimal number and sizes of
containers by entering volumes they need to be contained.

For pricing, prospects must submit contact information to be
contacted by a Sales Rep. UCI has 5 US sales reps aligned by
states in a region: 1 covers the East, 1 covers the West, 1 covers
the Midwest, 1 covers the South and there is one inside sales rep.
How would you design a solution for fast lead processing and
visibility to both Sales and management on website inquiries?

Tasks:


List criteria to use for creating fields on a lead form.


Draw a lead assignment process map.


Draw a lead qualification process map ensuring no leads get lost.


20 min.

59

© Copyright 2011 salesforce.com, inc.

Metrics & Reports



60

© Copyright 2011 salesforce.com, inc.


Provide visibility into the lead lifecycle for sales and marketing


Build trust between sales and marketing


Build strong pipeline for sales reps

Components

Reports

Trusted Data


Converted leads by lead qualifier category


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Faster Response


Open leads by lead ages


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Sales

and
Marketing
alignment


Lead conversion reports (e.g., by percentage, by
campaign, by lead source, by lead qualifier)

Greater Visibility


Leads by status values (including average age)


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Review

1.
Described how unqualified leads can get from the universe
into a qualified state.

2.
Identified key business drivers for optimizing lead
management.

3.
Explained advantages of using the lead object.

4.
Described what goes into qualifying a lead.

5.
Explained how to manage unqualified leads.

6.
Described safeguards to avoid losing leads.

7.
Explained design tradeoffs to consider with lead
management.

61

© Copyright 2011 salesforce.com, inc.

www.salesforce.com/training

Various trademarks held by their respective owners.

Module 4: Manage
the Funnel

62

© Copyright 2011 salesforce.com, inc.

Module Objectives

By the end of this module, you will be able to:


Describe how converted leads flow


through the funnel of stages to deal closure.


Identify the business drivers for managing a sales funnel.


Explain the advantages of standardizing a sales methodology.


Describe a forecast and how forecasts can be used in
salesforce.com


Describe design trade
-
off considerations for implementing
opportunity management.


Identify reports and metrics that are commonly used to manage
the funnel.


63

© Copyright 2011 salesforce.com, inc.

Module Agenda


Elements of Managing the Funnel


Salesforce Processes and Features to Manage the Funnel


Sales Methodology


Visibility of Sales Forecast


Design Considerations and Tradeoffs


Exercise: Designing a Sales Funnel


Exercise: Designing a Solution to Manage the Forecast


Metrics & Reports


64

© Copyright 2011 salesforce.com, inc.

Sales Challenges Center on Growing Revenue

Ineffective Selling

Weak Pipeline

Poor Predictability

Low Sales Rep Productivity

How do I get enough
quality leads to my reps?


How do I make every rep

as good as my best rep?

How do I get my reps to
spend more time selling?

How am I doing

against my target?

1

2

3

4

65

© Copyright 2011 salesforce.com, inc.

Process Map: Opportunity Management

66

© Copyright 2011 salesforce.com, inc.

A Sales Methodology
will help manage
the process with common language and
predictability.

No



Presentation

Proposal

Negotiation

Won

Open

Opportunities

Sales

Support

Marketing

New Customers

Yes



Elements of Managing the Funnel



Sales methodology





Visibility of the Sales forecast

67

© Copyright 2011 salesforce.com, inc.

Elements of Managing the Funnel: Sales Methodology


Drive toward standardization (industry recognized or custom, home
grown)



Business challenges include:


Sales Cloud does not reinforce the methodology


Sales and marketing not aligned on definition of a qualified lead


Forecast categories/sales stages are not well defined


Compliance to methodology is not conducive to sales rep motivation
and workload (sticks and carrots)


“Sandbagging” and “Blue Birds”

68

© Copyright 2011 salesforce.com, inc.

Elements of Managing the Funnel: Forecast Visibility


A Sales organization needs to:


View and monitor data/process in real time.


Input data once.


Primary business driver is accurate forecasting.


A good sales methodology can create accurate forecasting, which
helps:


Manage revenue.


Sales management and company executives close business


Business challenges include:


Not having access to the sales system.


Not getting all data.


69

© Copyright 2011 salesforce.com, inc.

Knowledge Check: Identify the Requirements

1.
What type of questions should you ask to identify the requirements of
the Sales organization? (i.e., You should ask about…)

2.
Generate a list of questions.

70

© Copyright 2011 salesforce.com, inc.

Discovery Questions


Quotas


Do your sales reps have quotas? What type of quotas?


For each quote type, what time periods are measured

annual, quarter,
month?


Are Sales Managers’ (SMs’) quotas the sum of their sales reps or are they
calculated differently?


Do SMs have a personal quota in addition to their sales reps?


How do your sales reps track quota attainment today?


Product


What products do you sell?


Do you have a product price book or catalog? More than one?


Can products be discounted?


Sales methodology


What are the stages of your sales process?


How does a sales rep move from one stage to the next?


Can you skip sales stages or should you follow them in order?


Do you have the same sales stages for all sales cycles? How do they differ?

71

© Copyright 2011 salesforce.com, inc.

Knowledge Check: Recommend Features

From your Admin Certification or implementation experience, what
features can we leverage for opportunity management?

72

© Copyright 2011 salesforce.com, inc.

Technology Used to Manage the Funnel:

Sales Methodology

Business Drivers

Features

Standard Selling Process


Sales Processes


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Activities


Data Validation


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兵Q瑥猠慮搠兵Q瑥⁓t湣

73

© Copyright 2011 salesforce.com, inc.

Example: Sales Process

Stage

Probability

Type

Prospecting

10%

Open

Qualification

20%

Open

Needs Analysis

30%

Open

Value Proposition

50%

Open

ID Decision Makers

60%

Open

Perception

Analysis

70%

Open

Proposal / Price

Quote

80%

Open

Negotiation

/ Review

90%

Open

Closed
-

Won

100%

Closed/Won

Closed
-

Lost

0%

Closed/Lost

74

© Copyright 2011 salesforce.com, inc.

Sales Methodology Design Considerations

Feature / Concept

Consideration

Sales Processes


Map to sales methodology


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“Delivered a proposal” versus “proposing” stage


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Sales Teams


Identify and auto
-
notify sales team members up front.


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Contact

Roles


Identify key contacts for the particular deal.


Consider adding validations to ensure the decision
makers are added during the sales process.

Data Validation


Avoid using too many rules and required fields.


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75

© Copyright 2011 salesforce.com, inc.

Sales Methodology Design Considerations (cont.)

Feature / Concept

Consideration

Record Types


Don’t create too many.


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Workflow and
Approval Automation


Automation and approvals are two huge WIIFM for sales
reps


Workflow automation rules allow sales reps to truly
work on the sale.

76

© Copyright 2011 salesforce.com, inc.

Sales Methodology Design Considerations (cont.)

Feature / Concept

Consideration

Products


Product prices can be set per region.


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Balance between too much and too little
granularity.


Products should be customer
-
centric if using
quotes.


Consider product bundles versus line item
SKUs.


Arbitrary price may translate to no price in design.


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Quotes & Quote Sync


Quotes streamline the sales process.


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湥n
.

77

© Copyright 2011 salesforce.com, inc.

Exercise: Design a Sales Funnel

Goal:

Design a Sales Funnel

Scenario:

As UCI’s business has matured, the sales model has changed
from order taking into a consultative selling strategy. Mary, VP of
Sales, invested in a sales methodology that she wants to deploy
it in conjunction with salesforce.com’s Sales Cloud application.
The sales cycles are taking longer to close and more people from
UCI are involved.

Task:


Create a Sales Methodology table with Stage, %, Entrance &
Exit Criteria, Who’s Involved


Draw a funnel that includes stages, %, and forecast categories

15 min.

78

© Copyright 2011 salesforce.com, inc.

Exercise: Design a Sales Funnel (cont.)

Detailed business requirements:


After a lead is converted it goes into the opportunity pipeline as a “New” opportunity


Sales Reps have set up a first meeting and present our product suite


In the first meeting or through follow up meetings Sales Reps and their Pre
-
Sales Consultant
must determine their prospects product needs so they can generate a proposal and some
pricing options.


A Sales Rep must create at least 3 proposals and pricing options


Bare Minimum to meet their needs


Incentive to extend a little further but with more commitment and cost


Reach proposal that engages into a partnership with significant discounts but includes more
product and services


Proposals by Inventory, Sales Ops, and their Sales Manager


If there is a discount >20% the Sales VP must approve it


Once the Prospect agrees to a proposal then a contract is drawn up (options include)


Standard Contract for common purchases


Custom Contract for complex agreements (requires Legal)


Once a Contract is signed and a PO is issued the deal can be marked closed.


Analysis indicates that 10% of new opportunities close. 50% of opportunities where we’ve
presented three proposal options close. 90% of the deals where we negotiate on price close.


Sales Reps get commissioned on the Won deal after the product has shipped to the client.


For deals that are lost we like to track why they were lost in particular if it was because of price,
deal complexity, references, market share, competition, or some other reason.

15 min.

79

© Copyright 2011 salesforce.com, inc.

Designing a Sales Funnel

Stage

Probability

Type

Open

Open

Open

Open

Open

Open

Open

Open

Open

Closed
-

Won

100%

Closed/Won

Closed
-

Lost

0%

Closed/Lost

80

© Copyright 2011 salesforce.com, inc.

Common Funnel Metrics & Reports:

Sales Methodology



81

© Copyright 2011 salesforce.com, inc.

Component

Reports

Standard

Selling Process


Deals by stage


Activity reports by stage


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Closed deals by lead source

Common Business Drivers of Managing a Funnel


Sales methodology



Visibility of the Sales forecast

82

© Copyright 2011 salesforce.com, inc.

Forecast Categories

Closed:

all opportunities with a
forecast category of
“closed”

Commit:

all opportunities with a
forecast category of
“commit”
+
“closed”

Best Case:

all opportunities with a
forecast category of
“best
case”
+
“commit”
+
“closed”

Pipeline:

all opportunities with a
forecast category other than
“closed”

83

© Copyright 2011 salesforce.com, inc.

Forecast Categories


Definitions

Forecast categories are not mutually exclusive; they are additive. A
forecast of
“Best Case”
Opportunities contains all the Opportunities in
the
“Best Case”
category AND
“Commit”.


Closed:
Closed and Won Deals. Amounts are reflected in “Commit”
and “Best Case”.


Commit:
Almost Closed. Amounts are reflected in “Pipeline” and “Best
Case” categories.


Best Case:
Likely to Commit.


Pipeline
: Open Opps in the beginning

stages of the Sales Process.


Omitted:
Does not contribute to

your forecast.



84

© Copyright 2011 salesforce.com, inc.

Who is Involved in Forecasting?

VP of Sales

Sales Manager 2

Account
Executive 3

Account
Executive 4

Sales Manager 1

Account
Executive 1

Account
Executive 2

CEO/CFO

85

© Copyright 2011 salesforce.com, inc.

Knowledge Check: Forecasting

List forecast
-
related discovery questions.

86

© Copyright 2011 salesforce.com, inc.

Discovery Questions


Forecasting


How do you forecast today?


What do you forecast?


Who forecasts?


What is the relationship between the
opportunity stage and the forecast
commitment?



87

© Copyright 2011 salesforce.com, inc.

Technology Used to Manage the Funnel:

Visibility of the Sales Forecast

Business Drivers

Features

Visibility of the Sales forecast


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Forecast Hierarchy


Quota


Forecast Categories


Forecast Overrides


剥灯牴r

88

© Copyright 2011 salesforce.com, inc.

Forecast Design Considerations

Feature /Concept

Consideration

Customizable

Forecasting


Not on by default: submit a case to support to have it enabled


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Enables subjectivity to forecasting without compromising the
rigidity of the sales methodology

Forecast Hierarchy
(FH)


Must check the “allow forecasting” to make user available in FH


Only users in the FH can access the forecast data


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Forecast

Categories


Aligns Sales Stages with Forecast categories

89

© Copyright 2011 salesforce.com, inc.

Exercise: Design a Timeline for Submitting Sales
Forecasts

Goal:

Design a timeline for submitting Sales forecasts

Scenario:

The CEO/CFO at UCI asks his VP of Sales for weekly forecasts
by Monday morning 9:00am. The VP of Sales has 3 Sales
Managers working for him, each of who manages between 5
-
7
Account Executives.

Task:

Draw a timeline to show when each player must submit his/her
forecast to ensure that the CEO/CFO gets it weekly by Monday
9:00am.


15 min.

90

© Copyright 2011 salesforce.com, inc.

Common Funnel Metrics & Reports:

Visibility of the Sales Forecast

Business Driver

Reports

Better Visibility



Pipeline (as a function of some time interval)



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Top X Reasons for Lost Deals



Average Deal Size



T潰

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Accurate
Forecasting



Forecast (as a function of some time interval)



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奔䐠癳⸠T慲a整

91

© Copyright 2011 salesforce.com, inc.

Module Review

1.
Described how qualified leads flow through the funnel of
stages to deal closure.

2.
Identified the business drivers for managing a sales funnel.

3.
Explained the advantages of standardizing a sales
methodology.

4.
Described a forecast and how forecasts can be used in
salesforce.com.

5.
Described design trade
-
off considerations for implementing
opportunity management.

6.
Identified reports and metrics that are commonly used to
manage the funnel.

92

© Copyright 2011 salesforce.com, inc.

www.salesforce.com/training

Various trademarks held by their respective owners.

Module 5: Improve
Sales Rep
Productivity

93

© Copyright 2011 salesforce.com, inc.

Module Objectives

By the end of this module, you will be able to:


Identify common business challenges impacting sales rep
productivity.


Identify discover questions that can be used in a requirements
gathering session.


Identify design considerations to save sales reps time.


Identify design considerations for Account, Contact, and
Activity management.


List some common reports used to track sales rep productivity.

94

© Copyright 2011 salesforce.com, inc.

Module Agenda


Components of Improving Sales Rep Productivity


Exercise: Generate a List of Discovery Questions


Salesforce Processes and Features for Improving Sales Rep
Productivity


Objects


Features


Design Considerations and Tradeoffs


Exercise: Designing a Solution to Improve Sales Rep
Productivity


Metrics & Reports


95

© Copyright 2011 salesforce.com, inc.

Sales Challenges Center on Growing Revenue

Ineffective Selling

Weak Pipeline

Poor Predictability

Low Sales Rep Productivity

How do I get enough
quality leads to my reps?


How do I make every rep

as good as my best rep?

How do I get my reps to
spend more time selling?

How am I doing

against my target?

1

2

3

4

96

© Copyright 2011 salesforce.com, inc.

Sales Rep Productivity Challenges

Keeping Client
Data Current

Data

Entry

Creating

Reports

Finding
Information


Data is stored in
multiple systems.


Many forms and
systems to update:


Too much time
spent entering data


Data entry not
happening


Sales Reps do not:


Perceive value in
entering data


Customer
activities and
purchase histories
are in disparate
departmental
systems.


Current status of
a client requires
multiple phone
calls or emails to
other
departments.



Client data exists
in many other
systems.


Common industry
tools are not
integrated into

the Sales Force
Automation
application.



Sales Reps have to
recap and update
reports manually.

97

© Copyright 2011 salesforce.com, inc.

Ways to Improve Sales Rep Productivity

More Selling Time


Automate or
streamline a process


Reduce data entry


Minimize research
time


Faster New Hire Ramp


Ramping new

hires is costly


Minimizing ramp

time is valuable

Better Visibility


Real time reporting


Save reps time

while providing visibility

to management

360
°

View of a
Customer


Everything in

one place


No need to search

for information

Knowledge Check: Increase Productivity

From your Admin Certification or implementation experience, what
features can you leverage to increase Sales Rep productivity?

99

© Copyright 2011 salesforce.com, inc.

Exercise: Generate a List of Discovery Question

Goal:

Prepare for a requirements gathering session

Scenario:

Mary, VP of Sales, did an analysis that resulted in a correlation between number
of face
-
to
-
face visits with prospects and clients and probability of deals closing.
After surveying the sales organization, she found that two full days each week
were spent:


Researching prospects


1:1 and Team meetings to review # of calls made, visits, and deal reviews


Following up on their internal requests to Sales Operations and Marketing


Calling into Customer Service to see if there are any issues with their clients


Creating activity reports and updating forecasts

Mary wants to streamline these activities to give the Sales Reps more face time
with prospects and clients.

Task:

As a group, generate a list of questions that will help identify the requirements of
the Sales Organization.

10 min.

100

© Copyright 2011 salesforce.com, inc.

Discovery Questions


Sales Organization


How are the Sales Reps organized?


Geography


Vertical


Product


Client Size (Revenue, Employees)


What is the company size by revenue and/or employees?


Are there Sales Teams? If so, who?


Account Manager, Customer Success Manager, Sales Engineer,
Services Manager


What is the reporting structure of the Sales Organization?

101

© Copyright 2011 salesforce.com, inc.

Discovery Questions


360
°
View of a Customer


What are all of the pieces of information that
would give a Sales Rep a 360
°
View of a
Customer?


Who (what job functions) can see and update
each piece of information?


What relationships are important to see and
maintain from an account perspective?


Contacts, Partners, Competitors, Activities,
Support Cases, Opportunities, etc.

102

© Copyright 2011 salesforce.com, inc.

Discovery Questions


Account Responsibilities


What types of accounts do Sales Reps manage?


How are accounts assigned to Sales Reps?


What and how much research is done on each
account?


What type of relationship do Sales Reps have
with their accounts?


Transactional (low touch, high volume)


Relationship Management (high touch, low
volume)


Where do they track account information today?


What depth of Account planning is done? What
is tracked?

103

© Copyright 2011 salesforce.com, inc.

Discovery Questions


Activity Responsibilities


How do Sales Reps interact with the contacts at their accounts?


Phone calls, emails, face
-
to
-
face meetings, etc.


Where do they track these interactions?


How do Sales Reps track their appointments,

tasks, meeting notes, and client emails?


When Account planning what types of activities are included?


What activities are the Sales Reps responsible for reporting on,

by stage
?


What is the focus during Sales Reps and Managers 1:1 meetings?


Is there a template or report format used to review numbers?


What effort is involved in creating these reports?


104

© Copyright 2011 salesforce.com, inc.

Discovery Questions


Account Management


What is the client system of record (SOR)? Is there more than one SOR for
different pieces of information?


Is there a need for integration between Salesforce

and back
-
office SOR?


What information in the client SOR needs to be

made visible to the sales rep?

(e.g., fields, data types, and values)


What are the different life phases of an account?

When does a…


Prospect become a client? Vice versa?


Partner becomes a client? Vice versa?


If sales reps update account or contact information, how many systems do
they need to update?


What systems are they?


Is there a pool of unassigned accounts available for prospecting?

105

© Copyright 2011 salesforce.com, inc.

Discovery Questions


Contact Management


How do your sales reps manage their contacts today?


Systems


Processes


If contacts are migrated into salesforce.com, do

they need to be synchronized with any other system


Email client such as Outlook or Lotus


Mobile device


What types of contacts do sales reps keep track of?


What information about the contact is important?

106

© Copyright 2011 salesforce.com, inc.

Discovery Questions


Sales Organization Structure


Defining 360 degree view


Account Responsibilities


Activity Responsibilities


Account Management


Contact Management




107

© Copyright 2011 salesforce.com, inc.

Features


Account Record Types


Formula Fields


Custom Links & Simple Mash
-
ups


Contact Synchronization


Outlook/Lotus Integration


Workflow & Approvals


Email & Merge Templates


Home Page


Tags

Technology Used to Increase Sales Rep Productivity

Objects


Accounts


Contacts


Opportunities


Activities


Reports


Dashboards

*
Salesforce

Mobile enables highly mobile, remote sales reps to harness
the power of salesforce.com while not in front of a web browser

108

© Copyright 2011 salesforce.com, inc.

Design Considerations


Overall design considerations


Design considerations to save time


Account design considerations


Account integration design considerations


Account management design considerations


Contact design considerations


Contact management design considerations


Activity management design considerations


Activity design considerations


Report design considerations


109

© Copyright 2011 salesforce.com, inc.

Overall Design Considerations

110

© Copyright 2011 salesforce.com, inc.


Information should be entered only
once.


Leverage the application to
automatically update field values.


Leverage hierarchies and
relationships to organize data.



Finding information should be only a few
clicks away.


Embed links to common reports and
views.


Leverage AppExchange mash
-
ups
to provide updates from external
sources.

Design Considerations to Save Time

Time Saver

Example

Auto
-
populating
fields

Auto
-
populate the Opportunity name with the Account Name
as a prefix:






Automatically
creating tasks

When Account Record Types changes from “Prospect” to
“Client” assign the following tasks


Marketing to send welcome gift immediately


Sales Rep to follow up in seven days


Sales Rep to call 30 days prior to contract expiration date

Real
-
time updated
reports

Metrics: # of Calls Made/Week

Report Type: Activity Report

Filter: Date = Last Week; Type = Call

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Design Considerations to Save Time (cont.)

Time

Saver

Example

Scheduled

refreshed
Dashboards

Report:

# of Calls Made / Week

Display:
Gauge Report

Thresholds:
Red 0
-
10; Yellow 10
-
15; Green >15

Put actionable

links on
reports

Create formula

field that invokes the

“edit”
url

and put that on reports so that

users can update records from reports

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Account Design Considerations

Create a spreadsheet of Account fields.


Identify the field name, data type, and potential values.


Specify job functions and permissions to access the field.


For each field, determine:


Calculated?


Used in a merge template?


Naming convention needs data validation or custom help?


Link to an integration? How?


Trigger or updated by a workflow rule?

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Account Design Considerations

Feature

Considerations

Account
Teams

Expand visibility in a restricted model to allow relevant team members
help update the account profile

Enables the use of “My” and “My Teams’” standard filters which are
incredibly helpful in the deployment of common or standardize
reports to all Sales

Record
Types and
Page
Layouts

Use Record Types to differentiate the account type and its lifecycle
phase (e.g. Prospect, Client, Prospect Partner, Partner).

Use Page Layouts to control which fields and related objects to
display for each job function.

Org Wide
Default
Sharing

In a private model, there is risk of duplicate account creation.

If duplicate accounts are owned by Sales Reps then those above
those Sales Reps in the Role Hierarchy will see duplicate accounts,
while the Sales Reps only see their one.

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Account Design Considerations

Feature

Considerations

Tab name

Rename Account Tab and standard fields to ease change
management.

Account
Name

Usability should determine how this field is deployed.



If Integration exists, it is commonly included.



Define who has permission to update and impact the back office
system if it is modified by Sales Reps.



You can create other fields (displayed or hidden) that interact with
the back office system.



Cannot be removed from Search Layouts; Must be the first field in
the search layout.

Hierarchies

When reporting it is challenging to display data more than one level
above or below in the hierarchy.

Leverage mini page layouts to display data from parent records.

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Leverage Mash
-
ups and Native
Connectors to…


Improve account intelligence


Minimize research efforts


Give Sales visibility into other
departments’ interactions with
their clients (e.g., Billing,
Invoicing)

Account Integration Design Considerations

Integration with back office
systems:


Account type (Record Type)


Customer IDs


Billing address


Credit rating/amount


Credit status


Account balance


Maintenance agreement status

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Account Management Design Consideration



Map out the lifecycle
of each account type.



Is approval needed?

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Dead

Lead

Qualified
Lead?

Suspect

(Lead)

New Prospect
(Account)

Suspect Pool
(Account)

Prospect with
Client History
(Account)

Client
(Account)

Purchase
History?

Closed
Deal?

Named
Account?

Contract
Expire?

NO

YES

NO

NO

NO

YES

YES

YES

NO

YES
-

Convert

Contact Design Considerations

Feature

Considerations

Contact
Synchronization

Contact and Activities are commonly synchronized.


If 獥s異u慮搠摥灬潹敤e灲潰敲汹


huge WIIFM for users.


If not done correctly


can delete important data.

Contact
Creation

When creating Contacts, consider how the following features
impact synchronization:


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Salesforce for Outlook / Connect

for

Lotus

Notes


Mobile / Mobile
Lite


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T桩湫nt桲潵杨h桯h t漠捯湶敲c l敡摳⁦潲⁥oi獴i湧n慣捯畮瑳a

Partner
Contacts

Create a partner account to host partner contacts

Leverage Contact Roles on accounts to associate partner
contacts to an account.

This minimizes duplicate contact entries and enables tracking the
impact a person or partner has clients.

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Contact Design Considerations

Feature

Considerations

Email & Merge
Templates

Leverage data validation, workflow field updates, picklists, and
formula fields to improve the data quality of fields e used in
email and merge templates (same applies for Account fields).

Job Title vs.
Job Role

Job Title:


Use when converting leads, scanning in business cards, or
entering job titles.


Can be anything the contact's company comes up with.

Job Role:


Groups creative Job Titles into categories.


Should be a picklist of values used in reports or lists.

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Map out the lifecycle of
a contact.

Contact Management Design Considerations

C

o

n

t

a

c

t

L

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f

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,

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c

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v

e

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t

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a

t

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c

c

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n

t

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u

a

l

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f

i

e

d

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e

a

d

?

D

e

a

d

L

e

a

d

A

c

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i

v

e

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o

n

t

a

c

t

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a

t

A

c

c

o

u

n

t

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)

S

t

i

l

l

a

t

A

c

c

o

u

n

t

?

A

t

N

e

w

A

c

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o

u

n

t

?

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r

e

a

t

e

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e

w

C

o

n

t

a

c

t

(

a

t

A

c

c

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u

n

t

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)

Y

E

S

N

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t

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a

t

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)

NO

NO

YES

YES, Convert

120

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Map out the lifecycle of a
Contact.

Qualified
Lead?

Create New
Contact

Dead

Lead

Lead

Active
Contact


Inactive
Contact

Active
Contact

Still at
Account?

At New
Account?

NO

NO

NO

YES

YES

YES
-

Convert

Contact Management Design Considerations

121

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Activity Management Design Considerations

Calendar

Events


Tasks



Approvals


Logging

Notes


Sending

Emails



Calendar
Events
determine the
easiest
calendaring
system of
choice for a
Sales Rep.

Tasks reduce
administrative
burden and ease
follow up.

Approvals can be
automated,
reducing sales
cycle time.

Logging notes
enables Sales
Reps to view
interactions with
prospects and
clients.

Leveraging
templates to
send and
syncing with
Outlook can
contribute to
client memory
and help with
relationship
building.

122

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Activity Design Considerations

Feature

Considerations

Tracking
Activities

Should we change how users record activities, or should we
synchronize the current way of recording activities?

Focus on relevant or important activities only.

Monitor duplicate data.

Activity
Reports

Design Activities (record types) based on:


Sales Managers’ preference


Sales Reps’ ease of use

Point out:


Sales Reps: No need to retype or submit activity reports


Sales Managers: 1:1 can move from administrative to strategic
conversation.

123

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Activity Design Considerations

Feature

Considerations

Productivity
Enhancements

Leverage workflow rules to automate task assignment or record
when an action takes place.

Design Approvals to streamline common requests requiring a
response from leadership or other departments (e.g. inventory,
operations, legal).

Check out AppExchange productivity Add
-
on tools

Email Template
and Merge
Fields

Leverage Marketing or personal templates to communicate
common messages to clients or prospects while automatically
tracking them.

Example:
welcome letters, thank you letters, marketing event
invites, etc.

Merge fields expedite creation and delivery of Quotes, Proposals
and Pricing documents.

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Report Design Considerations

125

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Sales Rep productivity reports should eliminate the need to
create reports of completed or scheduled activities.



Set up Activity reports using the “my” and “my team” standard
filters.



Account design

Automation

Contact Design

Activity design

What are the reporting
requirements?

Exercise: Improve Sales Rep Productivity

Goal:

Prepare for a requirements gathering session and design a solution to
to

give Sales
Reps more time with their prospects

Scenario:


Mary, VP of Sales, did an analysis that resulted in a correlation between number of
face
-
to
-
face visits with prospects and clients and probability of deals closing. After
surveying the sales organization, she found that two full days each week were
spent:


Researching prospects


1:1 and Team meetings to review # of calls made, visits, and deal reviews


Following up on their internal requests to Sales Operations and Marketing


Calling into Customer Service to see if there are any issues with their clients


Creating activity reports


Updating forecasts


Mary wants to streamline these activities to give the Sales Reps more face time with
prospects and clients.

Task:


Identify the features and describe how you would design them to enable Sales
Reps, Marketing, and Sales Operations to collaborate more efficiently and have
better tracking.


Design a solution to save the Sales Reps time with their activity and forecasting
process using salesforce.com.

30 min.

126

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Exercise Requirements


During the Proposal Creation stage


Sales Reps submit a word document via email to Marketing’s proposal
generation team and it includes product interest and pricing options


Marketing generates three proposals for the Sales Rep to present and
posts them to a shared drive


If there is a discount greater than 20% on any of the proposals the Sales
Rep must send the proposal to Sales Operations for discount approval


Sales Operations approves or rejects the discount via email


Sales Reps are required to record the number of calls made, face
-
to
-
face
visits, and deals reviews and the contents of each call, visit, and review


Sales Reps are required to have their forecast up
-
to
-
date by Monday
morning 9 AM local time and posted to a shared drive where an analyst
consolidates them

127

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Metrics & Reports



These reports and metrics serve three purposes:

1.
Visibility to Sales Rep Activities and identify coaching opportunities

2.
Returns time to Sales Reps

3.
Allows Sales Reps and Managers to have strategic conversations

Business Driver

Reports

More Selling Time


# of Face
-
To
-
Face meetings


⌠潦 摥慬猠w潮Ⱐl潳o, in
-
灲潧p敳e

360
°
View of a Customer


Activities by Account and Role


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U灣潭楮朠R敮敷慬s

Better Visibility


Neglected Accounts


䅣瑩癩ty R数潲es


䅰灲潶慬 却慴畳

Faster New Hire Ramp


Activities Completed by Type (calls made, emails
sent)


偩灥pi湥

128

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Module Review

1.
Identified common business challenges impacting sales rep
productivity.

2.
Identified discover questions that can be used in a
requirements gathering session.

3.
Identified design considerations to save sales reps time.

4.
Identified design considerations for Account, Contact, and
Activity management.

5.
Listed some common reports used to track sales rep
productivity.

129

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www.salesforce.com/training

Various trademarks held by their respective owners.

Module 6: Get
Complete Visibility

130

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Module Objectives

By the end of this module, you will be able to:


Explain benefits of reports to the sales organization.


List common business reports in a sales organization.


Identify users of reports in the sales organization.


Match user groups with the reports they are most likely to use.


Explain how each user group would use each report.


Describe how to get to the right report in the Sales Cloud
application.


131

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Module Agenda


Benefits of Reporting to a Sales Organization


Consumers of Reports in a Sales Organization


Typical Reports by Role


Recommended Placement of Reports by Role


Design Considerations and Tradeoffs


Exercise: Identification of Reporting Requirements


132

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Common Business Reports in a Sales Organization

To Build a Stronger Pipeline:


Closed Opportunities by Lead Source


Reasons for Lead Disqualification