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@

SALES WORKSHOP

Sales Pipeline

&

Sales Team

Sales Force

Segmentation

Date: 20th March 2018

Time: 6:00 pm till 8:00 pm

Place: The Great RoomCentennial Tower, Level 18,

3 Temasek Avenue Singapore 039190

AGENDA6:00 pm Registration

6:30 pm Workshop7:30 pm Networking

RSVP: contactus@vcapasia.com

By Vantage Capital

Customer

Success

Program

PARTNERS

Emmanuelle MeheustSenior Relationship Manager @ LinkedIn

Ex-Global Sol., Standard Chartered & UBS

Christophe RandyVP Sales APAC @ Linkfluence

Ex- Paypal , Microsoft, Musiwave (Sold to Microsoft), Tiscali (Sold to Telecom Italia)

Sébastien de PerettiBusiness Dev @ CMR Asia

Ex-Schneider Electric, CST/ Innovista (Sold to Sensata)

SPEAKERSSUBJECTS

Sales Segmentation

& Sales Teams

at LinkedIn

FOR OUR MEMBERS

ADVANCE MY CAREER

FOR OUR CUSTOMERS

WORK SMARTER

62Msenior-levelinfluencers 110M

APAC

7MC-level execs

2M+Singapore

53oMprofessionals are on LinkedIn

The largest global community of professionals

38,000Entrepreneurs in

Singapore

How much does each Revenue Stream contribute to overall revenues?

• Free offerings and Premium subscriptions > LinkedIn users can pay for advanced services

• Hiring & Talent Solutions > Recruiters and Corporations pay to access to the LinkedIn database of users’ profiles, for Brand awareness, Career listing pages, Targeted job ads and Pay per use basis Inmails

• Marketing Solutions > Advertisers pay for pay per click-through targeted ads

• Sales Solutions > For Sales Teams to win new clients and drive more sales via Social Selling

• Learning Solutions > Users can learn various skills related to their job function or personal learning goals

LinkedIn contributed revenue to Microsoft in 2017 : $2.3 billion

Microsoft revenue in 2017 : $89.95 billion

Sales Strategy to hit Revenue Plan

SALES DEVELOPERRELATIONSHIP

MANAGERSALES MANAGER

By GeosBy Size (SMB / Enterprise / Global)

By GeosBy Size (SMB / Enterprise)

By GeosBy Size (SMB / Enterprise / Global)

INBOUND + OUTBOUND

Sales Workshop Vantage Cap

How to manage your Sales Pipeline and

team to reach your targets

Christophe Randy

VP Sales APAC

20th March 2018

2

Quick personal intro 3

Pipeline Management 101 4

Pipeline Review 8

Appendix 14

WHO AM I

19 YEARS IN HIGH TECH SERVICES

Broadband (5Y) -> Digital Music (5Y) -> Digital Payment (5Y) ->

Social Media Intelligence (2.5 years & counting)

Product Marketing (7Y) -> Presales (2Y) -> Sales (7 Y)

Both in startups and Fortune 500 companies (Microsoft, PayPal)

LINKFLUENCE

Reboot of the APAC business of an acquisition in December 2015

From 1 to 8 sales in 2.5 years (and growing)

APAC with a core focus on China

3

PIPELINE MANAGEMENT 101

4

5

PIPELINE TRACKING

WHAT TO LOOK AT:- Total pipeline value vs. your yearly target (and evolution WoW in %)- Pipeline Shape (qualification vs. Proposition

vs. Negotiation) -> I am adding enough opportunities in my pipeline to sustain my growth?

- Pipeline split between 1/2/3- Pipeline velocity – how much time does an

opportunity need to go from qualification to closure (Transactional vs. consutativeapproach)?

- What is my closure rate (won/lost)?

If it’s not in the CRM, it does not exist

Pipeline Value split by stage

PIPELINE REVIEW

6

Type Sales Deal Status Steps to go to an agreement

Hot deals (80%) XXX Client + deal size Summary of the deal status – including procurement process description and where we are.Any compelling event described here

What needs to be done to sign (who wil sign, by when, is he/she available to sign…)

Proposition (65%)

YYY Client + deal size Summary of the deal status – including project scope, type of proposition, description of competitors if known, presence of a champion, deal committee..

Next steps in terms of deal closure: when/what/by whom

Note: 20% opportunities are reviewed during 1-1s

SALES MANAGEMENT

7

8

HOW TO MANAGE A SALES TEAM

RECRUITMENT &ONBOARDING

• You need hunters with good softskills– your experience will tell you who they are

• Onboarding is critical –make sure they have the right understanding of perf. Expectations, value proposition and tools

PERFORMANCE MANAGEMENT

• Set realistic expectations about performance take-off based on your industry & experience

• Set clear & measureable goals at the beginning

• Accountability is key: # ofmeetings/week is the output, you need to know how many inputs (cold call/cold emails) to generate that

• Performance = skills * attitude• SAAS – it’s a long game but

after 2 quarters you have enough evidence

FORECAST PRECISION IS KEY

• Your Sales qualification process must reflect how you do business

and how your buyers behave• A close can only be secured if you

have properly qualified the opportunity (MEDDPIC/BANT)

• Reverse engineer your total yearly target (average deal size x #of

deals + time to close) to define how many meetings your

team/each person needs to have every week + how many live

opportunities you need

RECOMMENDED READING

9

10

RECOMMENDED READING

READING

1. PREDICTABLE REVENUE – AARON ROSS & MARYLOU TYLER2. PREDICTABLE PROSPECTING - MARYLOU TYLER & JEREMEY DONOVAN3. THE CHALLENGER SALE – BRENT ADAMSON4. THE LOST ART OF CLOSING – ANTHONY IANNARINO5. PITCH ANYTHING – OREN KLAF

APPENDIX

11

12

GETTING IN THE BUYER MINDSET

SALES

We need to remember that a buyer will choose you and your company when they have answered the following 3 questions

1. Why should I change?Take into account the buyer emotional journey. He/she must be convinced that he/she is making the right choice for the organization and himself/herself.-> identify the underlying needs and pain points we can answer/fix-> provide a clear project schedule in our proposition to show “how success looks like”

2. Why you/us?Sales is about relationship – to be seen as a trusted business advisor, you need to build trust, based on credibility-> leverage our references in the same industry/market-> share success stories of other clients

3. Why now ? Link our products to the organization objectives and personal KPIs (cf. Compelling event)

Customer Service as a Sales

opportunity

Start-up Sales workshop

20th March 2018

Sebastien de Peretti

Business Development CMR Group

• General

Manager

• Sales Excellence

Expert Customer

Service

Unification

and

modernization

Sales Force

Effectiveness

Program

International

Sales

General

Management

Sales Excellence

VP

Why Customer Service is so important?

CUSTOMER FACING

CUSTOMER LOYALTY

CUSTOMER INTERACTIONS

SOURCE OF REVENUES

Reminder: Customer Journey

Confirm Inform Support Satisfy!

Customer CareSales Support

OrderConvinceAttract

Experience of implementation

CRM Development : 400 users in the same instance

Direct Management of Europe Customer Service

Tool Training Tracking

Image / CultureUnification &

IntegrationInside Sales

Outcomes: How to generate Revenues with

Customer Service?

Allow time and effort to

have a great sales

process

Ensure Customer

Satisfaction:

Ask your customer

Develop

Inside Sales!

What Offer for Inside Sales?

Dedicated specific resource(s) within Customer Service

Avoid competition with outside sales

Upsell/ Create dedicated offer