How to Build a Sales Operations Strategy That Works

because you can just imagine
how difficult it would be to try to do all that in-house. like transaction data that you
couldn’t get externally, but that information with
external databases enriches the data quite a bit. inside the sales organization
which links up to the executive team by providing dashboards. who are they for and how are
they used to enable effective decision-making. of doing a little evolution
here to help improve what we do. and distributed to those
individual reps on a weekly basis so they can see their standing
against their objectives to the next frontline management layer above that to the national managers and to the executive managers. and as well as what the from a
management perspective, but, really, from a rep
perspective as well is, when they get their objective
for the year, they leverage that information to help them in planning out
how they’re going to get from point A to point B to meet their objectives. real-time dashboards that
they’ll also be able to access via virtually any device here
in the field. and ways to improve their
attacks as well as for us internally just having to adapt to
organizational changes but I want to get your opinion
on it, a little off-script, if you will. would be utopia for many people
that are listening and watching this Podcast. the infrastructure that we have
to deliver on a weekly basis. our transformation to a more
advanced technology for a simple reason. they answer a tremendous number
of questions, but, almost invariably, they invite more questions. then that means somebody has to
update and recreate and go through and go through a
cycle. they’re able to see the
dashboard, ask a question and drill down
an get their answer. but going faster actually makes
it easier, which … a little while back with Bill
Sexton, who heads the sales ops at
Zebra Technologies by chance? where they took literally like
500 individual comp plans and narrowed them down to 5. to you are people who are
interested in sales ops inside of a very large
enterprise. so I wanted to make the
listeners and watchers of this show aware of that episode so that
they can get another perspective. aware of that particular
Podcast. into productive learning time
with a subscription to the SBI Podcast. sales and marketing issues
through interviews with your industry peers every
week. and subscribe today. succeed by developing a sales
ops strategy. sales analytics and dashboards. the QBR process, quarterly
business review process, and how it interfaces with the
rest of the company, which in an organization that
has over 40,000 employees is pretty important. because you just mentioned a
few things like real-time dashboards and, earlier, you told us about
your master customer database and maybe why you chose them. we’ve taken an enormous pride
over the years of developing a lot of our tools in-house
ourselves. to that client database is a
Web-based service that we’ve written in-house, as well as the related pipeline
and opportunity management system, which are Web-based
self-developed in-house. that we use for managing our
contract lifecycle management as we’ve evolved the
contracting process to become in the digital environment, and
that’s only been increasing for the past year since we’ve
rolled this out. about the real-time dashboard
is a Web … that allows us to access
multiple data structures in creating those real-time dashboards
regardless or separately going after
linked sales pipeline information or contract information or
maybe even separately a client loyalty information, that overlay has the ability to
assemble that information in real time, delivered via the
Web or tablet or mobile. but, primarily, at its core, it
is internally developed. that is helping the sales team
make their number. they’re struggling. in saying all packaged software
stinks. that support the sales force
are outperforming third parties. or software company, so you
have the internal resources to build, but that’s at the expense of
building products “buy versus build,” and you
decided to build. How come? and you’re growing the
business, the cost of some of these purchased applications and
purchased products, it becomes more challenging at that scale and then, of
course, as you grow and increase in size, because, once you have that
infrastructure established, it is much less costly to
maintain than it is to have the annual maintenance cost of
a purchased package. and the needs of the fields and
the needs of the business evolve, you should continue to ask
yourselves the question as to whether supporting the velocity of the
sales organization with the velocity our
infrastructure is able to support, per user basis is inexpensive,
and that’s true when you’re at 10 reps. because the QBRs, as you call
them, are really focused around the overall business
performance of our company. that occurs on a recurring
basis. That’s no secret. of our quarterly business
reviews. and the basis for which we’re
continuing to feed off of that recurring revenue and to answer to the portion of
the business that is not recurring and how we’re driving growth
with our business segments there. is working and progressing. and we’re going to be taking a
little quick break here, have some dependencies on other
departments, maybe it’s IT or finance or the
engineering team developing products, et cetera. which department inside the
company do you have to interface with the most? our finance organization and
within our centralized IT department because, as we are a huge user and
consumer of the master customer database
infrastructure, we are not the only ones
because sales ops and the selling process leverages that customer
information, but so does the billing department, we need to work with our
centralized IT department who actually lays the hands on
the code for us to get what we need at that
infrastructure. and new solutions are created. and represented as available or
unavailable to the sales team. insight into those definitions. through our ops infrastructure
that allows them to go in their marketplace to
compete and win with those solutions. that we’ve known each other is
there are dependencies, cross-functional dependencies,
and, at least from the outside, it looks like there’s harmony
from function to function. you’re getting what you need
from IT, and it sounds like they’re getting what they
need from you, which is great to hear. if you’re a sales ops leader
who’s working too many hours in need of some balance. to more peer-driven best
practices, I suggests you subscribe to our blog. countless telephone calls and
sit in too many meetings. only first-rate ideas to make
the number. and I asked you to give them 1
or 3 things that you would do immediately following this show
to go from an overworked, what would you tell them? and that is to challenge
inertia. there is a very good possibility that you’re
performing activities that are unnecessary. add capabilities, add
responsibilities to our world, but it’s very difficult to
determine when is the best time may not even be necessary
anymore, or you may be driving such a
small benefit from it that it’s constraining you from
delivering greater benefits in another area, so I would ask my colleagues as
well as I ask myself and my team on a regular basis
is to challenge inertia. to those 3 objectives we spoke
at the front end of this conversation, Greg? I love it just as a headline
for people and executed sales ops
strategy. the 2 people I co-founded it
with were my former sales ops leaders from my 2 previous employments. by making them nothing more
than report jockeys, then the revenue goals will get
missed. That is why you care. and you’re working 80 hours a
week, entitled How to Make Your
Number in 2016. literally, a how-to
step-by-step approach. and you want one, you can have
one of our experts lead you through a workshop which will
detail how to do this. and one of our experts will
come out and walk you, and whoever you want, through some exercises that
will help you craft a sales ops strategy. with that little role play
today. so thanks a bunch for being on
the show. Dave wouldn’t want to be on it,
so I want to thank you very much for being a watcher and a
listener. as you try to make your number. the SBI team and how we work,
or to subscribe to our other offerings, please visit us at

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