Data Driven Customer Engagement: Workflow and Feedback Systems

Jul 13, 2021Download as PPTX, PDF0 likes99 views

This document discusses making sales and marketing more data-driven. It notes that traditionally conversion rates are around 2-3% but increasing data capture and feedback allows for higher rates. Edison is introduced as a system that uses AI to integrate data sources and customer feedback to help salespeople make better decisions. It captures 1.3 billion datapoints from various sources to provide a single view of customers and territories. Edison's market feedback system helps identify what is and isn't working for winning deals. This integrated approach including short sprints of activity allows for quicker adjustments and has achieved lead conversion rates up to 18% compared to the industry baseline of 3%.

© 2020 Citrix | Summit | Content under NDA
Barry Magee
Director of Business Intelligence and Transformation, Citrix
Data Driven Customer Engagement
Workflow and Feedback systems to improve
customer engagement

2 © 2020 Citrix | Summit | Content under NDA
The Use-Case Journey : Perseverance
What happens if you try to make sales and marketing more data-driven?
Industry baseline 2-3%

A RAIN of lists
Average of 100 unique
“lists” per Europe mission
No DIRECTION
Only 5% of lists have prioritization and lists
at odds with each other
Quality => TIME
Each doubling of lead conversion rate
halves time taken to get pipeline
No FEEDBACK
Without ability to capture feedback we lose
customer insight on 98% of calls
Business As Usual
Ad-hoc list driven execution from multiple and hidden stakeholders
suppresses lead conversion and time to pipeline target.
1-2%
lead
conversion
1
integrated
process
1
client discussion
for all topics
13-20%
lead
conversion
Edison Pipeline
one integrated process in sales connect with management system and
market feedback allows sales sprints increasing speed to pipe
Weeks
to build
pipeline
A $1m sales target of $100k transactions and 20% Win Rate will take 50
weeks of activity to achieve with a 1% lead conversion rate.
A $1m sales target of $100k transactions and 20% Win Rate will take 9
weeks of outbound activity to achieve with a 5.5% lead conversion rate.
1
2
3
4
Months
to build
pipeline
What’s the problem – it’s hard to build pipeline
What happens if you try to make sales and marketing more data-driven?

observe &
adjust
observe &
adjust
observe &
adjust
observe &
adjust
2%
10%
Time
Lead
Conversion
1. create processes to capture the data to answer what you need to know
2. think agile marketing and sales with a data backbone
3. identify > execute > observe > adjust > repeat
4. short sprints of activity allow you course correct more quickly - eliminate waste & maximise conversion
How - integrated feedback allows you to pivot
What happens if you try to make sales and marketing more data-driven?

5 © 2020 Citrix | Summit | Content under NDA
Edison – what is it and how does it work?
Using A.I. to make sense of conflicting choices to help make better decisions
Workspace
Intelligence to
drive Employee
Experience
A
Use-Case Conversation ‘Models’
3
Control Data
Access across
all Data
sources
B
Simplified
Desktop
Delivery with
DaaS
C
Accelerate
migration to
Microservices
Apps
D
14
models
BI Integration of Data
Single Version of Truth
Integration of Data
2
1.3bn
datapoints
A B C D
Bank of Scotland Y N Y Y
First Midland Y Y N Y
British Airways Y N N Y
National Grid Y N Y Y
PSNI N Y Y Y
Lloyds TSB N N Y Y
Permanent TSB Y N N Y
1
2
3
4
5
6
7
8
One Integrated View of Territory
4
12
use-cases
1. How Many Prospects?
2. Are we Executing?
3. Are we Converting?
4. How Much Pipeline
5. How Much Won Revenue?
Market Feedback System
8
1. Where are we Winning and Why?
2. Where are we Not and Why?
Integrated Management System
7
Mix of Data Sources
1
1. Citrix Install, Spend, Seats
2. Competitive Hardware
3. Competitive Software and Apps
4. Competitive Services and Contracts
5. IT Budget by Topic & Location
6. Research & Buying Signals by Person
12k
signals
TAM
market
Net
New! Data Driven Reason of Call
Data Driven Reason of Call
5
Salesforce for Workflow
6

6 © 2020 Citrix | Summit | Content under NDA
The Use-Case Journey : Perseverance
What happens if you try to make sales and marketing more data-driven?
build ‘it’
Industry baseline 3%
AI baseline 13%
Sales Blitz 18%

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Combining Agile and Analytics to improve Next Best Customer selectionBarry Magee

This document discusses combining agile and analytics approaches to improve customer selection. It describes IBM's journey moving towards an agile analytics model with five elements: single version of truth from multiple data sources, interpreting data as insights not just reports, modeling multidimensional rather than simple linear problems, modeling with limited historic data, and incorporating feedback loops. The goal is to codify expertise into models that match customers with needs and prioritize customer engagement.

Organisational Transformation with Data-Driven PracticesBarry Magee

This document outlines an agenda for a workshop on organizational data transformation. The agenda includes exploring data transformation lessons learned through case studies, reviewing lessons learned, and discussing how to put the lessons into practice. The case studies will focus on challenges of introducing data-driven practices into a sales environment and critical success factors for technical, behavioral, and organizational change. The document provides context on one case study involving challenges of helping sales reps manage their territories using limited data and time. It summarizes findings and outcomes from three cycles of the case study work.

Organisational Transformation with Data-Driven PracticesBarry Magee

This document outlines an agenda for a workshop on organizational data transformation. The agenda includes exploring data transformation lessons learned through case studies, reviewing lessons learned, and putting the lessons into practice. The case studies will focus on introducing data-driven practices into a sales environment at Citrix and the critical success factors for technical, behavioral, and organizational change. The document provides context on Citrix's sales environment and outlines evidence of problems from previous rounds of the case study.

Organisational Transformation with Data-Driven PracticesBarry Magee

The document summarizes Barry Magee's presentation on organizational data transformation. The presentation includes exploring data transformation lessons learned through case studies, with the goal of introducing data-driven practices into sales environments. It discusses challenges of transforming sales organizations and creating value through data, and focuses on three case studies examining critical success factors and outcomes of technical, behavioral, and organizational changes over time.

Organisational Transformation with Data-Driven PracticesBarry Magee

Data in Business - Lessons LearntBarry Magee

The document provides tips for developing a blueprint that focuses on problem-solving rather than solutions. It advises embracing failure through iteration, building a team of rivals with complementary skills, and organizing diverse information over time to spot connections. It also notes that understanding will develop gradually, with 40% of information making sense initially and 60% sinking in over time through a cathartic process of building capabilities.

Getting Strategic about Sales AccelerationBarry Magee

1. The document discusses using data more effectively across the sales funnel to maximize return on investment. 2. Currently, activities throughout the sales funnel are often siloed without integration, focusing on short term wins rather than market trends or customer feedback. 3. The document proposes taking a more strategic approach by codifying expertise into models to prioritize customer engagement, integrating data visualization across sales and marketing, and using an end-to-end management system to continually adjust efforts based on outcomes.

Introducing data driven practices into sales environmentsBarry Magee

1) The document examines the impact of introducing data visualization tools on user engagement and sales results in a complex sales environment over three cycles. 2) Key findings include that visualization drives discovery of new insights and uncovered organizational issues, while the right data delivery process is critical for adoption. Aggregating data into a central system had more impact initially than advanced analytics. 3) Over the three cycles, engagement and sales results improved as the tools evolved from basic spreadsheets to aggregated data views to interactive client profiles. This showed that data transformations impact organizations by uncovering inefficiencies and that visualization tools are effective early wins.

Evaluating data driven practices in a sales environment lightening talkBarry Magee

This document discusses introducing data-driven practices into sales environments. It describes a sales team with 1,000 sellers serving 80% of a company's volume across all product lines. The problem is that sellers have limited time and multiple client choices to decide who to call next. Traditionally, engagement focused only on renewal events, suppressing sales. The document outlines delivering two key things: actionable "next best customer" selection based on a 360-degree digital view of each client. It reports results of this new approach, finding low initial engagement but high yields, with better completion, conversion, and win rates than normal, resulting in $1.7 million in new business opportunities, most with clients not otherwise engaged. It

How to structure, implement and evaluate an innovation management programmeBarry Magee

This document outlines two programmes - Sales Collaboration and Client Value Innovation. For Sales Collaboration, the objectives were to ensure effective use of collaboration spaces, have a sustainable programme to prevent disengagement, and achieve quick wins. Lessons learned included maintaining attrition rates for ideas, breaking down silos between employees, and ensuring an ongoing innovation approach. For Client Value Innovation, the objectives were to create incubation blueprints resulting in client value, and present a collaborative cross-unit piece of work. The programme involved workshops, clinics, and developing a 1-page business plan validated against customer needs.

3 Things Framework : Sparse Networks and Cultivating InnovationBarry Magee

The document discusses developing a personal "wild duck" brand by focusing on three key things you want to be known for, demonstrating your expertise, and ensuring the right people are aware of your capabilities. It recommends identifying the three key things, researching requirements for your desired role, and conducting a skills audit to identify any gaps between current and required skills. The overall message is about strategically cultivating your professional brand by highlighting the right attributes and skills to others.

How to structure, implement and evaluate an innovation management programmeBarry Magee

This document summarizes lessons learned from two innovation programmes at IBM: 1. Sales Collaboration programme achieved 80% idea progression through implementation and identified barriers like employee silos and lack of business skills. It demonstrated the value of cultural assessment, quick wins, and a sustainable approach. 2. Client Value Innovation programme yielded 27% idea submissions over workshops/clinics and identified strengths like cross-division engagement but weaknesses in team formations, mentor selection, and showcase format. It provided lessons around innovation cycle timing and design thinking education.

Innovator StartUp Programme - Lessons LearntBarry Magee

Design and deliver a startup series across employees in all IBM Ireland business units within an accelerated 6-week timeframe to create client-centred value initiatives through design thinking approaches. Framework brought client-valued focussed initiatives through a series of stages from ideation, business and resource planning through to final pitch to a panel of executive 'dragons'. Widespread engagement throiughout IBM business units in Ireland brought the engineering and sales community together in a first-of-a-kind programme which saw 140 ideas propgress through the process. With 32% of 'ideas' making it through to formal submisison we improved attrition on previous start-up initiatoives and the process delivered over 12 fully fleshed project submissions that were executive reviewed for implementation across healthcare, human resources, big data and analytics and sales industry segments.

Data Driven Transformation for Sales - 7 PillarsBarry Magee

Data Driven Transformation for Sales - The 5 QuestionsBarry Magee

This document discusses implementing a data-driven approach to engage clients in a more effective manner. It involves using data to select the best sales resources, understand the client's needs and priorities, and provide the right information through the right channels. The goal is to increase client engagements, conversions, pipeline growth and ultimately revenue through a personalized, optimized system driven by marketing and customer data.

DataBergs - Data Driven Digital Transformation for Sales - 7 Page Exec SummaryBarry Magee

This document discusses strategies for improving client engagement, especially with smaller customers. It identifies that salespeople often do not invest much time with smaller clients unless a renewal is approaching. The document proposes two strategies: 1) Developing a territory management approach using client data to identify opportunities for upselling and engaging clients at optimal times. 2) Creating an alternate engagement cycle to interact with clients for reasons beyond typical sales calls like renewals. It discusses using various data sources to develop a 360 degree view of clients and identify the "next best customer" to target for increased engagement and sales.

Julia Heary remembers Oriel Temple in Collon. Louth, IrelandBarry Magee

Data Strategy for Digital SalesBarry Magee

Using analytics to drive client engagement and find the market sweetspots Barry Magee

Using Analytics to improve Prospecting and reduce time to Pipeline targetsBarry Magee

Combining Agile and Analytics to improve Next Best Customer selectionBarry Magee

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Data in Business - Lessons LearntBarry Magee

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Data Driven Transformation for Sales - 7 PillarsBarry Magee

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1. © 2020 Citrix | Summit | Content under NDA Barry Magee Director of Business Intelligence and Transformation, Citrix Data Driven Customer Engagement Workflow and Feedback systems to improve customer engagement

3. A RAIN of lists Average of 100 unique “lists” per Europe mission No DIRECTION Only 5% of lists have prioritization and lists at odds with each other Quality => TIME Each doubling of lead conversion rate halves time taken to get pipeline No FEEDBACK Without ability to capture feedback we lose customer insight on 98% of calls Business As Usual Ad-hoc list driven execution from multiple and hidden stakeholders suppresses lead conversion and time to pipeline target. 1-2% lead conversion 1 integrated process 1 client discussion for all topics 13-20% lead conversion Edison Pipeline one integrated process in sales connect with management system and market feedback allows sales sprints increasing speed to pipe Weeks to build pipeline A $1m sales target of $100k transactions and 20% Win Rate will take 50 weeks of activity to achieve with a 1% lead conversion rate. A $1m sales target of $100k transactions and 20% Win Rate will take 9 weeks of outbound activity to achieve with a 5.5% lead conversion rate. 1 2 3 4 Months to build pipeline What’s the problem – it’s hard to build pipeline What happens if you try to make sales and marketing more data-driven?

4. observe & adjust observe & adjust observe & adjust observe & adjust 2% 10% Time Lead Conversion 1. create processes to capture the data to answer what you need to know 2. think agile marketing and sales with a data backbone 3. identify > execute > observe > adjust > repeat 4. short sprints of activity allow you course correct more quickly - eliminate waste & maximise conversion How - integrated feedback allows you to pivot What happens if you try to make sales and marketing more data-driven?

5. 5 © 2020 Citrix | Summit | Content under NDA Edison – what is it and how does it work? Using A.I. to make sense of conflicting choices to help make better decisions Workspace Intelligence to drive Employee Experience A Use-Case Conversation ‘Models’ 3 Control Data Access across all Data sources B Simplified Desktop Delivery with DaaS C Accelerate migration to Microservices Apps D 14 models BI Integration of Data Single Version of Truth Integration of Data 2 1.3bn datapoints A B C D Bank of Scotland Y N Y Y First Midland Y Y N Y British Airways Y N N Y National Grid Y N Y Y PSNI N Y Y Y Lloyds TSB N N Y Y Permanent TSB Y N N Y 1 2 3 4 5 6 7 8 One Integrated View of Territory 4 12 use-cases 1. How Many Prospects? 2. Are we Executing? 3. Are we Converting? 4. How Much Pipeline 5. How Much Won Revenue? Market Feedback System 8 1. Where are we Winning and Why? 2. Where are we Not and Why? Integrated Management System 7 Mix of Data Sources 1 1. Citrix Install, Spend, Seats 2. Competitive Hardware 3. Competitive Software and Apps 4. Competitive Services and Contracts 5. IT Budget by Topic & Location 6. Research & Buying Signals by Person 12k signals TAM market Net New! Data Driven Reason of Call Data Driven Reason of Call 5 Salesforce for Workflow 6

6. 6 © 2020 Citrix | Summit | Content under NDA The Use-Case Journey : Perseverance What happens if you try to make sales and marketing more data-driven? build ‘it’ Industry baseline 3% AI baseline 13% Sales Blitz 18%

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