mimiran deal manager 2009

32
Leave Less Money on the Table (while selling faster) Reuben Swartz President [email protected]

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Interesting price optimization mash-up into Salesforce

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Page 1: Mimiran Deal Manager 2009

Leave Less Money on the Table(while selling faster)

Reuben [email protected]

Page 2: Mimiran Deal Manager 2009

Agenda

• The importance of pricing in the sales cycle• Why past attempts have failed• What you can do now• Demo

Page 3: Mimiran Deal Manager 2009

About Us

• Founded in 2001• Focus on applying technology to improve

pricing performance

Page 4: Mimiran Deal Manager 2009

Times are tough

Page 5: Mimiran Deal Manager 2009

So what’s the plan for 2009?

Plan A:Take corporate jet to ask Congress for taxpayer’s money.

What’s Plan B?

Page 6: Mimiran Deal Manager 2009

Where can we find water?

Page 7: Mimiran Deal Manager 2009

The critical part of the sale

• The price!– Each 1% of discount has a 10% impact on profit– Buyer is armed and prepared to negotiate– Many sales teams only have a list price and a

“minimum price”

Page 8: Mimiran Deal Manager 2009

“We’re leaving $ on the table!”

• Where?• How can we get it?

Page 9: Mimiran Deal Manager 2009

First attempt: approval process

Sales Rep

Customer

Negotiations

Finance/Sales OpsMarketin

g

Email Spreadsheet

Follow-up phone calls

#&@#!!! I just wanted a price!I thought they were a premium service provider, but are they worth the price? #&@#!!!

Sales Prevention!#&@#!!!

Excel

ERP

Legacy

Contract DB

StickyNotes

+ Limits low margin deals+ May encourage accountability- Slows down sales cycles- Lost sales may outweigh margin gain- “Approval” can become “rubber-stamping”- Data may be useless for analysis- Perverse results from cost-cutting- “Floor” becomes the target price

Page 10: Mimiran Deal Manager 2009

“Sales prevention”

Prospecti

ng

Qualificati

on

Needs

Analysis

Value

Proposition

Perceptio

n Analysis

Price Quot

e

Internal

Negotiatio

n

Negotiatio

nWon

?

Page 11: Mimiran Deal Manager 2009

The old tradeoff

Velocity

Profitability

Page 12: Mimiran Deal Manager 2009

The basic math

LengthSalesCycle

%Close$iesOpportunitvenueRe

Page 13: Mimiran Deal Manager 2009

Example

M75$

days30

%25000,10$000,10

M72$

days32

%20300,10$000,10

This isn’t worth the effort!

Page 14: Mimiran Deal Manager 2009

Can we make sales faster?

• Credible, context-specific pricing guidance– Not just a “minimum price”– Before the quote

• Automate the approval process for true exceptions

Page 15: Mimiran Deal Manager 2009

Automated approval process

Automated Workflow (if required)

Sales Rep

Customer

Needs

Finance/Sales OpsMarketin

g

Proposal Document

• Improve deal velocity AND margin.

Sales Pricing Guidance(based on actual sales)

On Demand, Embedded Analytics

Page 16: Mimiran Deal Manager 2009

How can we increase profit?

Page 17: Mimiran Deal Manager 2009

Manage price portfolios

Distribution of related price points.

Target Price

Page 18: Mimiran Deal Manager 2009

Traditional sales support

Prospecti

ng

Qualificati

on

Needs

Analysis

Value

Proposition

Perceptio

n Analysis

Price Quot

e

Internal

Negotiatio

n

Negotiatio

nWon

Price Books

Page 19: Mimiran Deal Manager 2009

Who are the right prospects?

Prospecti

ng

Qualificati

on

Needs

Analysis

Value

Proposition

Perceptio

n Analysis

Price Quot

e

Internal

Negotiatio

n

Negotiatio

nWon

Who are the wrong customers?

How fast do they buy?How much price erosion is there?What is the win rate?Do they order the proposed amount?

Page 20: Mimiran Deal Manager 2009

What do they need?

Prospecti

ng

Qualificati

on

Needs

Analysis

Value

Proposition

Perceptio

n Analysis

Price Quot

e

Internal

Negotiatio

n

Negotiatio

nWon

What products to these types of customers buy?What options or services?What pricing programs will have the best ROI?

Page 21: Mimiran Deal Manager 2009

What’s the right price?

Prospecti

ng

Qualificati

on

Needs

Analysis

Value

Proposition

Perceptio

n Analysis

Price Quot

e

Internal

Negotiatio

n

Negotiatio

nWon

What is the appropriate discount?What form should it take? (Invoice/off-invoice)What should we get in return?What constraints might impact the situation?(Don’t give away the farm when the factory is full.)

Page 22: Mimiran Deal Manager 2009

What can we do?

M154$

days27

%30300,10$000,15

M72$

days32

%20300,10$000,10

Page 23: Mimiran Deal Manager 2009

Case Study: Semiconductors

Month 1

• Develop quantitative model of problem

• Outline solution and get executive approval

Month 2

• Implement solution and tweak analytics

• Train sales team and approval team

Page 24: Mimiran Deal Manager 2009

Demonstration

• Sales rep quoting guidance• Sales manager discount approval and

dashboards

Page 25: Mimiran Deal Manager 2009

Get started with a 30 Day Free Trial

Subscriptions start from $99/month.Contact [email protected] to start your Free Trial.

Page 26: Mimiran Deal Manager 2009

Appendix: Screenshot Tour

Page 27: Mimiran Deal Manager 2009

Real pricing guidance

• Mimiran Deal Managers provides real target pricing based on deal context.• Target pricing guidance that reps can believe.

Pricing guidance for theopportunity right insidesalesforce.com.

Fully configurable analyticsinclude target pricing,incentive estimates,average customer prices,and more.Immediately see target

price and approval status.

Create a PDF quote.

Page 28: Mimiran Deal Manager 2009

What about exceptions?

• Most companies have manual approval processes that slow down sales cycles and still fail to optimize prices.

• Mimiran Deal Manager provides electronic workflow to deal approvers, and provides analytics so they can make a fast, profitable decision.

Some products are notwithin pricing guidelines.

Approval status

Opportunity is now locked while awaiting approval.

Page 29: Mimiran Deal Manager 2009

Information where you need it• No more struggling with Excel.

Configurable analyticsat your fingertips.

See details on marginnot available in salesrep view.

See how this order compares to other orders by this customer or in this segment.

Page 30: Mimiran Deal Manager 2009

How am I doing?

• Dashboards provide insight into performance for sales reps.

See you how you perform compared to other reps.

Dashboards, configurable by role.

See who is driving yourrevenue and commission.

See how you’re trackingagainst your goals.

Page 31: Mimiran Deal Manager 2009

Executive dashboards

• Dashboards are configurable. Here are some examples.

See which reps driverevenue and profit.

See which accounts drivethe top and bottom line.

Which reps are most improved?

Which accounts are at risk?

Page 32: Mimiran Deal Manager 2009

MIMIRAN Deal Manager

Take the guesswork out of pricing.