SBI, The Growth Advisory

Our guest today is Tiffany Nels, the Chief Marketing Officer for Lifesize. With 20 years of Tech B2B marketing experience, Tiffany is one of the top B2B revenue growth marketers. Tiffany played a major role in the successful demand generation efforts at Solar Winds and has the right blend of strategy and execution that B2B companies need for success. Many B2B marketers have over-rotated to demand generation tactics without enough emphasis on brand. Tiffany is going to make the case for why branding and demand generation are not parallel paths, but rather should be intertwined to give you the highest probability of making your number. Tiffany is going to demonstrate how to create an inspiring brand that tells your strategic story through Brand Strategy and Planning. Why this topic? Your competitors are making the same claims and promises as you. They are even using the same words. Brands that are built on “who you are” and “what you do” do not result in above average revenue growth. Your brand impacts revenue growth when it gets activated by the sales force and becomes uniquely relevant to your customer and prospects. Most buyers are researching and building a consideration set without speaking with the sellers. Watch as Tiffany describes her company's brand approach. Listen closely as she articulates a brand that has a crisp emotional connection to the audience. Tiffany describes the process and steps to develop the brand story. Tiffany shares, "The art of storytelling is what enables brands to grow and win by setting themselves apart. When you develop that discipline and integrate all the way through the funnel to the customer experience, then you have an incredibly sticky experience."

Did you set the quotas right to drive revenue growth? The purpose of today's show is to demonstrate how to link the company objectives to sales targets through quota setting. Leverage this use-case to evaluate how you set your quotas. John has a proven record of accomplishment of increasing profitable recurring revenues faster than his industry and his competitors in a crowded SaaS market. Our guest today is John Young, the SVP of Global Sales at NetFortris. vJohn is uniquely qualified to speak on this topic with proven experience in quota setting to guide his sales team’s revenue attainment. Watch as John demonstrates how to link the company objectives to sales rep targets through quota setting. Why this topic? A company’s revenue goal needs to be intelligently allocated to divisions, regions, districts, territories, and sales reps. Unfortunately, it rarely is. Quota attainment, a metric tracked by most sales teams, often lies to executives. Reps who make quota do so because their quota expectation was based on the potential of a sales territory. Reps who miss quota do so because their quota expectation was not based on the potential of the assigned sales territory. In the first segment of the program John shares the process for quota setting, and how to link the company objectives to the individual sale rep revenue goals. The peanut butter spread approach is replaced with an intelligently allocated goal setting to achieve the company’s revenue goals across the sales team. Listen as John describes (10:53) the qualitative and quantitative inputs required to accurately assign quotas. John explains how to intelligently prioritize based on spend potential and a propensity to buy formulas play into your quota setting. We wrap up the show (18:32) by discussing how to gain buy-in internally with the sales reps and at the executive level for the quota plan. This involves also having a clear workload capacity model built indicating how many live deals, accounts, and prospects a sales rep can handle.

Joining us for today’s show is Jeff Harris, the Chief Business Development Officer for Millar. Today we are going to demonstrate how to drive revenue per sales head up and time to productivity for new sales hires down. Why is this an important topic? Getting an increase in sales head count is difficult. The expense cops expect all the current sales reps to be at quota before they agree to add any new heads. And when new sales people are hired there is little patience from the executive team members, who want each to generate revenue as quickly as possible. The sales enablement function exists to onboard new sales hires and to drive revenue per sales head up. Neglect sales enablement and forgo adding head count in the future. Our expert contributor is Jeff Harris, the Chief Business Development Officer for Millar, a medical device company. What makes today’s guest incredibly unique among sales leaders, is Jeff’s background as a former Chief Learning Officer. In the first segment we dive into the ideal the onboarding program for new hires. Jeff describes must-have elements of an onboarding program to quickly ramp new reps to full productivity. Jeff outlines in the second segment how to enable the sales field with tools such as use-cases and battle cards. The onboarding training walks through the essential elements required to enable new reps. These include items such as positioning statements, ideal customer profiles, marketing tools, and client references. Do you place them in a reps hands with the proper training? Driving accountability of your new hires requires a thoughtful certification program. You are investing in them, they need to reciprocate. What gets inspected gets retained, and Jeff describes the sales readiness program. The final segment of the show describes the design and delivery of an onboarding program. This includes your learning delivery process (blended learning, coaching, role playing, classroom, online) and curriculum design.

Joining us for today’s show is Mike Volpe, the Chief Marketing Officer for Cybereason. Today we are going to demonstrate how to replace leads with real opportunities for the sales team through Account Based Marketing. Why is this an important topic? Demand generation and lead management does not work for companies with business models dependent on a small number of accounts but who spend a lot. Waiting for dream accounts to come to you will result in you missing your revenue targets. If you live and die by the big deal, growing revenues faster than your industry, and your competitors requires a shift to account based marketing. The first segment will seek to answer the question: When does ABM make sense for your company? Mike provides an overview to validate that ABM is the right strategy for your company. Mike outlines in the second segment what a successful ABM program should look like. How should marketing implement ABM to support the sales reach to new buyers and influencers in targeted account. The types of roles are required for success are described for sales and marketing. Mike covers the key metrics to track and the time horizon to expect for results.

Joining us for today’s show is Bryan Adams, the co-founder and Managing Partner for Integrity Marketing Group. Matt and Bryan use the How to Make Your Number in 2018 Workbook to share emerging best practices. Access the latest Workbook and flip to the Objectives Phase of the Corporate Strategy section, found on pages 40-47. Today we are going to demonstrate how to create clarity throughout the entire company by getting everyone laser-focused on the real drivers of revenue growth. Why this topic? Organizations that have too many objectives and priorities have none. They risk accomplishing nothing of significance. A CEO’s strategy often goes unexecuted because the sales, marketing, and product leaders are in their silos pursuing what they feel is important. This causes strategic misalignment and results in sub-par revenue growth. Bryan is an executive leader who rose through the corporate ranks as one of the youngest VP’s in his industry, and then, as an entrepreneur, started his own thriving business. Bryan is an expert on building, growing, and scaling a business. In the first segment of the program (6:18) Bryan shares the top goals of his business and the greatest challenges they face. He explains (8:03) how different types of growth earn different returns on capital, revealing that not all growth is equally value-creating. And, he walks us through (9:23) the process of converting revenue growth into a proportional growth in cash flows. Watch as Bryan describes (12:57) the three sources of revenue growth: Market Expansion, Market Exposure, and Market Share Performance. Bryan reviews each source and how it applies to his business, in order to understand the drivers of revenue growth. We wrap up the show (26:48) by discussing what strategic trade-off decisions should be made to prioritize long-term value creation. And Bryan discloses his willingness to forgo short-term profits to earn better return for shareholders (27:00) in the long-term.

Joining us for today’s show is Randolph Carter, the VP of Marketing in North America for Rentokil. Randolph answers questions out of SBI’s 2018 Workbook to share his deep knowledge of campaign strategy and planning. To follow along flip to the Marketing Strategy section and turn to Phase 6, Campaign Planning found on pages 264-269. Today we are going to demonstrate how to capture the attention of customers and prospects through campaign strategy and planning. Why this topic? Every market has a “sweet spot.” Campaigns and campaign budgets generate revenues when focused directly at this “sweet spot.” Campaigns that are not hyper-targeted do not. To generate a return on marketing campaign dollars requires a clear objective, timeline, budget, accurate lists, correct media mix, and compelling calls to action. Randolph brings a wealth of experience from his role, heading Rentokil's expanded marketing efforts across all of North America. Listen as Randolph demonstrates how to build a marketing campaign model that will drive revenue growth and help you make your number year after year. In the first segment of the program, Randolph shares his own experiences and evolution in building marketing campaigns to demonstrate their significance in company expansion. We begin with discussing objectives and logistics for a new marketing campaign. This dialogue delves into specifics on the ideal objectives, timeline, budget, and results of a marketing campaign. Randolph gives specific and detailed advice on managing every aspect of the campaign, with examples from his years of experience. He discusses the importance of sales enablement for the campaign budget, and the importance of working alongside the sales team. Randolph then delves into the topic of addressable markets and methods for targeting those markets. He discusses the importance of focusing in on and monitoring addressable side markets that have the size and potential for growth. We're a company that's growing both organically and through acquisition but our key target, as I say, is growing organically. There are lots of ways of doing that and the marketing campaign is certainly one that's gaining in importance for us over the last couple of years. We do two to three campaigns a year, and they last three to four months each. The key is sitting down and working with the sales team, so that it goes in our plan and in their plan. The budget we break down into marketing and sales enablement. On the marketing side, we're looking at pay per click. We build that budget overall and we say to the sales team, "Okay, what do you think you can achieve in order to get sales growth?" and then we measure the return on investment on that incremental sales growth. We segment our markets by industry type, then we sit down and talk to the sales team. It's very much a process hand-in hand, but we look at which segments we've got a compelling offer from and where we think there's a sizable and big enough offer for us to go after. Once we've got that first segment identified, we think about the sub-segments or groups with in it. We focus in on an addressable side market that's got size, scope for growth and where we have a winning proposition.

Joining us for today’s show is Steve Bonvissuto, the Executive Director for Innovation at MarketSource. Today, we're going to demonstrate how to improve the productivity rates of the sales team with smart sales systems design. Why this topic? Too much technology and the reps never ever meet with customers because they become data entry clerks. Too little technology and the reps waste countless hours administrative tasks that could have been automated. You kind of think about revenue growth, it sits between these two extremes. Steve is uniquely qualified to speak on this topic with 30 years of experience transforming strategy and translating into results for Fortune 500 companies. Listen as Steve demonstrates how to build a sales technology strategy that will drive revenue growth and help you consistently make your number. In the first segment of the program, Steve shares the use-case of his company to illustrate the demonstration. We begin with discussing the extent to which technology is changing sales performance. This dialogue delves into three different lenses of sales enablement. One lens being about the process in which people work, and the importance of an efficient and streamlined process to ensure the effectiveness of any technology. Another lens being the focus on driving productivity using the skills of the sales teams. This lens hones in on the strengths and weaknesses of sales teams and identifying where instructional design needs to be applied to increase the team’s skills and acumen. The final lens is about technology and making sure technical productivity is as high as possible. Making sure that when we look at sales enablement technologies we’re increasing our productivity, reducing time, and increasing quality. Steve explains how to deal with the confusion that the proliferation of technologies poses to a sales force: It's typical that see customers in this analysis paralysis phase, and for us, it's all about learning. We look at where in the funnel are we trying to have an impact; is it the top of the funnel, middle of the funnel, bottom of the funnel? Then, what is exactly we're trying to accomplish? Are we increasing the skill or acumen? We like this idea of failing fast and developing a use case and trying something quickly. So, for us it's about testing as many products as we can, developing those use cases, and seeing what the outcome is. Within 30 days, we can determine whether something fits in our environment or a customer environment. The second segment of the show focuses on demonstrating how to improve the productivity rates of your sales team and the usefulness of sales outsourcing using smart sales system designs. Steve addresses sales tech integration and importance of a company’s CRM. If you think about the customer life cycle all the way from creating demand to servicing a customer for life, your CRM is a key component of that. You want your sales force or CRM to be a tool that your people want to use to do their job, not just another task they need to do at the end of the day in order to get credit for an activity. I would suggest that most companies look at their CRM and make sure that they're designing it in a way that serves the needs of each individual role in the sales organization. Then, bolt on tools are going to serve each of the areas of the funnel: predictive analytics on the front end, lead scoring tools front end, so that you have the highest possible quality leads and you're focusing on the right prospects and the right personas. We end the show discussing the question, “What is the best approach for the audience to determine the budget for sales technology?” Steve provides guidance on how to reduce the cost of sales enablement technology to further increase profit and sales efficiency.

Joining the SBI podcast show is Nick Mehta, the CEO of software company Gainsight, the global leader in the customer success category. Many CEOs are moving their revenue models to recurring revenue as this type of revenue creates more enterprise value than transactional revenue. As a result CEOs have become strategically focused on revenue retention, customer renewal rates, and customer life time value. Nick literally wrote the book on customer success and with his company Gainsight, created the category. If generating more revenue that is recurring is on your strategic priority list, this show is for you. Why this topic? Business models are changing from transaction-based revenue models to subscription-based revenue models. Companies dependent on recurring revenue must pay special attention to customer renewal rates, revenue retention, and customer lifetime value. As a result, reactive customer service approaches, built to lower the cost to serve, are being replaced with proactive customer success approaches, built to increase the revenue per customer. When your customer becomes more successful as a result of using your product, they buy more of it. And when your customer is unaware of how you have contributed to their success, they attrite. Greg and Nick leverage the How to Make Your Number in 2018 Workbook. Turn to the Sales Strategy section and flip to Phase 15, Customer Success found on pages 411 – 416. Listen to the first segment as Nick describes what is customer success, what type of businesses should be investing in it and what value customer success promises to create. The second segment of the show is focused on how customer success lowers the cost to serve customers and increase the lifetime value of a customer. Also, how do companies fund a customer success department. Our final segment of the show explains what is the profile of the leader of the customer success department, who should this person report to and how should this person be measured and compensated.

Joining us for today’s show is Jason Close, a key member of the team working behind the scenes of the successful Global Payments growth story. Global Payments literally doubled their revenue growth in a short period of time. Jason is here to share the story of how the sales leadership team made that happen. Jason has a unique approach to enabling the sales team to outpace the competition. Jason shares his story by answering questions from the How to Make Your Number in 2018 Workbook to share emerging best practices. Access the latest Workbook to review the Sales Enablement phase starting on page 407 of the Sales Strategy section. [p] Our guest today is Jason Close, the Senior Vice President of Global Sales Excellence for Global Payments. The leader in merchant credit card processing, Global Payments is a technology-driven company serving business owners. Jason will demonstrate how to drive revenue per sales head up and time to productivity for new sales hires down. Why this topic? Getting an increase in sales head count is difficult. The expense cops expect all the current sales reps to be at quota before they agree to add any new heads. And when new sales people are hired there is little patience from the executive team members, who want each to generate revenue as quickly as possible. The sales enablement function exists to onboard new sales hires and to drive revenue per sales head up. Neglect sales enablement and forgo adding head count in the future. Jason is uniquely qualified to speak on this topic as the sales enablement leader for a highly successful growth company. Listen as Jason demonstrates how to drive revenue per sales head up and time to productivity for new sales hires down. In the first segment of the show, Jason describes the business outcomes he strives to accomplish with sales enablement. He then ladders this down to the strategic focus areas of the sales enablement team to accomplish the business outcomes. And to give you context, Jason describes his sales enablement team and the relationship with the overall sales force. Jason shares below: As my team starts, we step into each of these regions, it's an assessment period of three to four months. We're looking at a myriad of different areas like their current sales processes, methodologies. Do they have a methodology? Quota setting, channel optimization, buyer segmentation, market segmentation, six or seven others. We're approaching this from as much of a holistic standpoint as we can. And we're looking for, where are we thriving? Where are we strong? Where do we have gaps? Where are we starting from scratch? And with that assessment period, we're going to be looking for those initiatives that are going to help us, again, really start piling on with the organic revenue growth. At the end of the assessment, we end up with 10 or 15 different initiatives. And we're going to whittle that down and hopefully create a two, three, four, five-year trajectory. So, are of the two or three things that we need to start today? What might we stagger to the beginning of next year and the year after that? But again, we're looking for that steady, upward climb as we develop more scalable systems. Jason starts with an assessment to understand what everybody's doing. This helps the corporate office make sure not to miss pockets of excellence and understand what everybody's doing in the field and across the company.

Joining us for today’s show is David Ciccarelli, the CEO of Voices.com, who specializes in content marketing. This is an area David has developed deep expertise in, so his business is fueled with great content. David answers questions from the How to Make Your Number in 2018 Workbook, to access emerging best practices for content marketing. Turn to the Marketing Strategy section and flip to the Content Strategy and Planning phase on page 270. Today we're going to be discussing how to earn brand preference by satisfying the information needs of your target customers and prospects. Why this topic? Producing and distributing content for everyone means you're really doing it for no one. For content marketing to generate revenue, you have to know exactly what your customers need, where they need it, how often they need it, and in what form they need to consume it. Miss any of these items and others like them, and your content marketing efforts will fail to contribute to revenue growth in any meaningful way. David is uniquely qualified to speak on this topic as a CEO who understands the power of content marketing to drive his corporate growth strategy. Listen as David illustrates how to manage your content marketing team to maximize your business’s productivity and increase its profit. If you'd prefer to watch a full video of the interview, click here. In your business, what reasons do you have for creating content and how does it help your business? Well I think one of the first things every executive needs to consider is really the buying cycle that a prospect will go through. We've all probably heard the times where a customer would say to us after they've made a purchase, “I wish I knew about you five years ago!” So, really the disconnect there is that there is no awareness. They may not have even known that your company existed. The first phase of that buying cycle is generating awareness, and content feeds right into that. From there, you're moving to the acquisition of a lead and the conversion of that lead into a customer.