Baker Communications Inc.
A CCI Company

Win Revenue Race School

 

Complete the form below for a chance to win a seat in a high performance car at Revenue Race School, a $6,500 value.

 

Revenue Race School is a high-energy visceral experience designed to ignite fresh thinking around the ultimate race in business – the race for revenue. Participants will walk away from Revenue Race School with fresh ideas and experiences that will help them shape their sales and marketing strategy integrating best practices in process, technology and people management to create a high-performance revenue generation culture. You will experience:

  • Revenue Race School kick-off & keynote
  • Initial race car and world-class raceway track instructions
  • 4 hours of racing school, competition and fun!
  • 4 hours of high-performance sales and marketing roundtable discussions, expert guest speakers and workshop activities:
    • Building the Social Enterprise
    • Innovations, best practices and strategies in pipeline creation & revenue generation
    • Industry experts, customers, racing experts and instructors
    • High-value deliverables from workshop and roundtable activities
    • How to develop and enable high-performance selling athletes
  • 1-hour wrap up and action planning

Contact Info:
Name:
Title:
Company:
Phone:
Email:
Current CRM:

Effectiveness:
1. How would you describe your win/loss ratio?
We win everything we create as an opportunity
We win most of the opportunities we create (<70%)
We win around half of the opportunities we create
We win a third or less of the opportunities we create
We rigorously qualify leads and create opportunities for sales evaluation, so our ratio is <30%

2. How would you describe your forecast to actual ratio?
Very little/no forecasting
Sales figures are dramatically higher or lower than forecast
Sales forecasting is improving and variances are getting smaller
Sales figures are often close to the forecast, but not always
Sales figures are usually close to the forecast (±10%)

3. What is your lead conversion time?
We are unable to measure this
Marketing generates so few leads we do not bother to assess this
We have to assess each lead carefully - generally this takes around 3-5 days
1-3 days
We receive well qualified leads from marketing and always respond with 24 hours

4. What is your lead to quota ratio?
We are unable to measure this
1x to 2x the value of most sales makers quota
1x to 2x the value of all sales makers quota
3x or better the value of most sales makers quota
3x or better the value of all sales makers quota
 
5. How long does it take the sales organization to demonstrate competence selling new products and to hit sales targets?
We are unable to measure this
It varies and depends on when training takes place
Within 2 sales periods of launch
Most are competent within 1 sales period of launch
The process ensures all are properly equipped and ready ahead of any launch. Sales occur within 1 sales period
 
6. How is Demand Generation executed?
No demand generation campaigns, Sales develops their own leads
Marketing demand generation and sales demand generation happen separately
Marketing executes demand generation campaigns. Leads passed to sales & may/may not be followed up on
Marketing executes demand generation, qualified leads are passed on and sales follows up
Synchronized demand generation program managed dually by sales & marketing

Cadence:
7. Describe the new process for launching new products or services to sales
There is no consistent process for new product launches
There is a loosely applied process
There is a defined process, which is sometimes used
There is a defined process, but few clear objectives
Marketing, product management and sales have a rigorous process to ensure sales readiness
 
8. How often are new products / services launched?
Rarely
Annually
Quarterly
More often than one/quarter                                                                        
Constantly
 
9. How often are sales managers expected to have one-to one coaching sessions with their team members?
Impromptu sessions as required
Infrequent meetings, with no set agenda or outcomes
Regular informal meetings
Regular meetings occur with a set agenda and expectations
Regular meetings occur and are linked to performance and personal development processes
 
10. How often are sales managers expected to have sales teams best practices meetings?
Impromptu sessions as required
Infrequent meetings, with no set agenda or outcomes
Regular informal meetings
Regular meetings occur with a set agenda and expectations
Regular meetings occur and are linked to performance and personal development processes

Coaching:
11. How do first line sales managers report to senior management?
There are no regular upward forecast meetings
There are meetings when we need them if it looks like being a poor sales period
Forecast meetings occur regularly
Forecast meetings happen regularly, and there are occasional pipeline meetings
All managers are required to upwardly report forecasts on a regular cadence and this is enforced
 
12. How do sales managers manage their pipeline and forecast meetings
There are no regular upward forecast meetings
There are meetings when we need them if it looks like being a poor sales period
Forecast meetings occur regularly
Forecast meetings happen regularly, and there are occasional pipeline meetings
All managers are required to upwardly report forecasts on a regular cadence and this is enforced

Automation
13. How are leads processed?
No lead scoring or qualification - all leads get passed to sales
Leads are qualified by Marketing, but sales does not systematically work them
Improving lead qualification and pass-along process, but leads are not always worked
Formal shared lead definitions and processes for passing leads to sales
Optimized lead scoring & management process with formal processes in place
 
14. How are marketing processes managed?
No marketing automation, campaigns are ad hoc, project driven, or by request
Processes are becoming defined, technology is used sporadically
Technology is implemented to automate key marketing processes
Process metrics exist and are benchmarked and reviewed often
Real-time messaging, lead scoring & nurturing, closed loop systems
 
15. How does technology enable the sales force?
No sales automation system in place
Sales automation system in place but not widely/consistently used by sales
Sales automation system in place, use required - some data is inconsistent, missing, outdated
System in place, widely used by sales, data is reliable and current
Sales automation system is required by sales mgmt., drives pipeline reports and revenue projection
 
16. How integrated are your systems?
Systems are disparate and siloed. Access is ad hoc and manual
Systems are siloed. Standard reports are automated, but rarely used
Beginning to link systems to provide a shared view of customer & sales data
Major systems are integrated and key reports are automated & widely used for decision-making & forecasting
Shared view of customer for sales & marketing. Data is complete, current, and clean
 
17. How accurate and available is data?
Customer and prospect data resides in multiple places, difficult to access, ad hoc data pulling
Processes are becoming defined, technology is used sporadically
Technology is implemented to automate key marketing processes
Process metrics exists and are benchmarked and reviewed often
Sales & Marketing have a single, shared view of customer data and automated or formal processes

Messaging
18. How do you leverage marketing material?
Collateral from marketing is often thrown away by sales. Lots of home-grown rogue materials in the field
Marketing collateral is distributed by marketing, sometimes used
Marketing is beginning to seek sales input on marketing collateral, and rogue materials are diminishing
Sales has input on collateral, mostly satisfied -- collateral is consistently used
Sales and marketing collaborate on marketing materials. Collateral is highly valued and consistently used
 
19. How consistent and uniform is your messaging?
Sales messaging in the field is completely different than the official marketing messages
Sales is aware of the official marketing message, but often chooses different/old messages in the selling process
Sales is beginning to integrate marketing and brand messages into their sales discussions
Sales often echoes marketing messages, but not always
Sales and marketing messages are completely in sync

Social
20. Are your employees effectively communicating socially?
No social apps deployed
Social apps have been deployed but are not used
Spotty usage of social apps exists
Broad usage of social apps in some departments
Broad use of social apps across the enterprise, social app starting to replace email
 
21. Is your company leveraging CRM to communicate socially with customers, partners, and suppliers??
No social app deployed and no social interaction
Social app deployed but not yet used
Social app used to monitoring social communication
Social app used to respond to complaints or issues
Social app used to monitor, respond and collaborate