Empower Your Sport Organisation with Sales Procedures in Operational Plan for Sport Organisations

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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 SalesBenchmarkIndex.com.