SE Operations Quarterly Review

Slides:



Advertisements
Similar presentations
S TREFFCO C ONSULTANTS, I NC. Quality Commitment Solutions Copyright(c) 2013 All Rights Reserved.
Advertisements

Position Title: Band: Location: Reports to: Supervises: Sales Manager / Regional Sales Manager AVP On Site General Manager, Sales Job overview Achieve.
Human Resource Management Lecture-25. Career (cont..)
Program Management Overview (An Introduction)
By Saurabh Sardesai October 2014.
Customer Relationship Management ANGLER Technologies Empowering e-Business by ANGLER TechnologiesANGLER Technologies.
Adding New Services making a difference! Lars Ahlgren Sales Lead Dynamics Services Microsoft Dynamics.
Release & Deployment ITIL Version 3
The Borregaard Way Corporate Culture and Core Values June 2014.
Project Portfolio Management Business Priorities Presentation.
I N N O V A T E. M O T I V A T E. D O M I N A T E Roles & Responsibilities 1.Responsible for the achievement of product sales targets in Asia Pacific,
Or How to Gain and Sustain a Competitive Advantage for Your Sales Team Key’s to Consistently High Performing Sales Organizations © by David R. Barnes Jr.
Management Information Systems Islamia University of Bahawalpur Delivered by: Tasawar Javed Lecture 3b.
Enterprise Resource Planning ESOLPK. INTRODUCTION  Enterprise resource planning (ERP) is business method management software package that permits a company.
Operational Plan Add your brand.
Business Management March 2, 2017, Marketing.
PA Techcon: Project management
CS 577b: Software Engineering II
Account Management Overview
Your Company Name [Note: Font size of your presentation should be the average age of your audience divided by 2] Copyright 2010 Venture Mechanics, LLC.
PMO Awareness and Support Presentation
Cloud University Live: 8 Steps to Build Your Cloud Go to Market Plan
Demonstrating the Value of the Legal Team:
IBM Tivoli Web Site Analyzer Training Document
Principles of Marketing - UNBSJ
HTG Overview Business and Personal Growth Driven by Execution
My Roles & Responsibilities 10/15/07 – 1/31/11
Eventuosity for Event Marketers
Sales Mentor Program Overview Steve Verrett – President
Getting Started with cPacket
Business – IT Alignment
Strategy implementation
Business Development Career Ladder | avitusgroup.com.
The L&D Portfolio Evaluation Model:
Co-Selling with your Microsoft Sales Team
VENDORS, CONSULTANTS AND USERS
Product Management Training
Sales Performance Definition Purpose Instructions
Subba Iyer Director – ICT Practice
© 2016, 2017 Change Healthcare Solutions, LLC. All Rights Reserved.
Automating Profitable Growth™
Business Strategy & Operations Manager
Understanding the Managed Services Model
Wellingtone PMO Practitioner
Where is Your Organization on the Accessibility Maturity Scale
Contents IT BALANCED SCORECARD AND BUSINESS BALANCED SCORECARD
Quynh Nguyen, Kristin Swope, Madison Reichling, Iris Yang
Customer Relationship Management (CRM) ATTF Luxemburg
Automating Profitable Growth™
12/8/2018 OFC-B270 Why Adoption Matters: Key Factors in Maximizing ROI and Customer Satisfaction in Your Lync Deployment Marc Sanders © 2014 Microsoft.
Automating Profitable Growth™
Project Management Process Groups
Automating Profitable Growth™
Indianapolis Life. Insurance Company. The Balanced Scorecard
Microsoft Project Past, Present and Future
A modern platform for Corporate Performance Management
Chapter 5: Step 6: Developing Your Program Design
How to Use this Slide Deck
KEY INITIATIVE Financial Data and Analytics
KEY INITIATIVE Finance Function Management
KEY INITIATIVE Shared Services Optimization
KEY INITIATIVE Financial Data and Analytics
KEY INITIATIVE Finance Function Management
Automating Profitable Growth
Metrics That Work for You
Value Proposition Celemi Sales Endeavour™ enables sales professionals, and their organizations, to learn and apply a repeatable process for developing.
Smart companies carefully track their investments in every part of their business. By carefully monitoring and managing their return on investment (ROI)
6 Business Benefits of Channel Marketing Automation
Automating Profitable Growth™
Presentation transcript:

SE Operations Quarterly Review By Eli Neumann To lead an efficient, highly productive and tenured team of Sales Engineers, it is necessary to track, measure and trend the Key Performance Indicators of the team. This approach ensures that each individual is relevant to the overall team performance and Corporate Revenue goals.

Our SE Model – “We Clear the Road” Platform Technology Foundation Presentation/Articulation Skills Unique Business Value “Mechanics” Business Technologists Customer Satisfaction Technology Leadership Operational Excellence Vertical Industry Leaders Customer Life Cycle This “Growth Ladder” represents the path we follow in SE skill development. We have been following this path over the past 8 years in our efforts to raise the bar. Step 1 – Each SE gains the technical knowledge of the entire platform, Manager and Workflow (Mainframe reserved for a select group). This includes Demo, Presentation, installation, POV capability, etc. Step 2 – Development of Presentation Skills. Speaking, body language, usage of media, handling objections, controlling the audience, proper demo etiquette, etc Step 3 – Unique Business Value (UBV). Understand the Solution in terms of Product, People, Process and Partners (the 4 P’s). This solution defines a set of capabilities and differentiators. Our Customers and Prospects have a Business Profile which dictates a set of Business Drivers and Business Initiatives. Mapping our Differentiators to their Business Drivers produces UBV. Step 4 – Learn to use the 10K and 10Q, to derive the Biz Drivers, risk factors and financial situation of our prospects, map these to our capabilities (People, Process, Product and Partners) and differentiators to produce UBV for that specific Customer/Prospect. Step 5 – Maintaining a continuous focus on the customer relationship, trusted advisor capacity, reference growth, and wrapping all of the other steps up into a package that produces, not simply SEs, but SEs that are Business Technologists. All of this is done to project, with complete confidence, the fact that we are Technology Leaders. All steps are also done with a focus on our Business Drivers of Customer Satisfaction, Technology Leadership and Operational Excellence. We measure and manage to these Drivers, to ultimately produce the best Systems Engineering Organization in the Integration space, if not in the Software Industry as a whole. Accomplishment of these levels results in a lower cost of sale, since the knowledge and skill sets allow the SEs to work in small teams or even independently with our Customers and Prospects. The goal is to take each Sales Engineer and move them up the pyramid of skills to ultimately become Business Technologists with a Vertical focus relevant to their sales region. As the skills of the overall regional team combined move up, we see improved efficiencies.

Total Earnings to Date To track the risk of attrition we track YTD earnings against OTE (SE Managers in green)

Activity Distribution by Type The goal is to have the top 5 activity type be customer facing to increase revenue productivity

SE Utilization Who are the most utilized SEs SE Utilization Who are the most utilized SEs? What are they doing different than the others? Do they have higher rev production?

Activity by Region Normalized by the SE headcount in each region and typically mapped to the YTD revenue by region

SE Time by Tier Are we spending time on the most profitable accounts?

Personal Rev Attainment Which SEs are producing the most revenue and therefore capture their best practices?

POC/Custom Demos What is the efficiency of the POC qualification against average deal sizes? POC = Higher Cost of Sales   Custom Demo POC Avg Deal Size Canada 5 $378,000 Government 3 $870,000 North 4 $370,000 Central 2 6 $315,000 East $1,260,000 South $490,000 West 8 $535,000

Count of POC/Demo YTD Which regions are doing more POCs & Custom Demos?

Year-Over-Year POC/Pilot/Custom Demo Generally, more POCs produce more revenue…

POV Techwin/Close Rates The goal is to maintain a 75-80% Techwin rate and a 65% Deal Close rate when a POC is performed “Close rate” – Where we did a POV and have a closed contract Techwin denotes that one of two things happened: We performed a POV with no competition and completed all of the stated objectives in the SOW We competed and were told by the customer that we executed better than all of the competitors from a technical perspective on the POV Note that this Techwin is different than the CRM deal probability of 50% “Techwin”. NOTE: Typically 2 quarters to get Techwin notifications and stabilize result

POC Count (with Rev Trend) Typically an increase in POC count will result in higher revenues 1-2 quarters out. This is a strong KPI.

Days from POC completion to Deal Win “Proof-to-Close” If the POCs are well qualified and used as a closing tool, a contract should happen in no more than 90 days Goal: 90

SE’s POC Count Performance Tracking which SEs are more skilled to perform POCs and which SEs require additional hands-on training.

Attrition Q1 Q2 Q3 Canada 1 Central Government Partner Group North South West YTD Total 6

Competitive POC statistics 90 POCs w/Competitive Data 330 POCs in the past 4½ years "During the POC, the SE was able to complete 100% of their objectives with 50% fewer resources. During the same exercise, the competition was only able to complete 20% of the task list.“ John Berry Director of IT ACME We have combined the # of SEs and the # of days to chart out “Man Days”. Another proof point in regards to delivering the shortest time to ROI can be found in the metrics associated with what we like to call “Proof of Value” efforts with prospects and customers. Our system engineers in the field track these numbers carefully as they directly reflect our ability to align our products with the needs of our customers, and then deliver the technical proof points that represent our ability to meet those needs. The graphs represent over 90 POV’s conducted over the past 4 years. The graph on the left represents the # of person days (number of people X the number of days) needed to complete the POV. The graph on the right represents the percent to which the customers list of requirements and functions were delivered during the POV’s. As you can see, we outperformed the competition against both metrics. In fact we like to encourage prospects to request a POV from the integration vendors they are considering. Because we are very confident that we will be able to not only deliver, but clearly differentiate ourselves in the process.

Travel Expense – Actual vs. Budget