Selecting Marketing Automation and CRM Solutions

, , , , ,

 

Consider Revenue Architecture When Selecting Your Tech Stack

Face it, buyers don’t care whether they are interacting with your marketing or your sales organization, they follow their buying process – often in an unstructured and unpredictable way. They self-sell on the web,  research with influencers and engage 1:1 with sales people.   An effective buyer experience across a dynamic buyer lifecycle requires that your revenue architecture is designed with a coordinated closed-loop process supported by integrated technology stack.

 

We read a lot about Martech and SalesTech stacks. This is understandable because marketing and sales teams have traditionally pursued  distinct missions with different needs. Yet if your marketing, sales and service “front office”  needs to be more integrated to support dynamic buyer pathways, then you might need to re-think your technology stack.  An integrated revenue process supported by integrated revenue technology helps deliver a single view of the customer and becomes  more responsive and relevant as your buyers jig and jag along their dynamic buying processes.

Read more

SharpSpring Social Now Available

, , , , ,

SharpSpring users now have access to a new social media and calendar features.

  • Content Calendar: A bird’s-eye view of your social posts, email sends, and blog articles.
  • Social Posting: Post directly to Facebook, Twitter, and LinkedIn without leaving SharpSpring.
  • Social Listening: Monitor social media activity with customized listening feeds.
  • New Trigger/Filter: Create automations based on when leads interact with your social media accounts.

SharpSpring has updated Lead Scoring and the Life of the Lead to now include social interactions. SharpSpring will be releasing to all clients in a few days.

Ready to learn more? Contact us for a guided walkthrough of these new features.

Increase Revenue at a Lower Cost of Sales

, , ,

Many management experts remind us to find the most important element to manage and stay focused on it! What is that “one thing” for increasing revenue?

I would argue that most important factor is the difference in the amount of revenue produced by the top sales person compared to the average salesperson during the first years of a product’s introduction.

Frequently for new differentiated products the “top 10 percent” salespeople will sell more than 2x or 3x the amount that the average salesperson sells. The early sales are critical for gaining market share for new products while the differentiation is high.  Over time, as the market and the other salespeople learn more about the product and the customer value delivered, the size of the revenue gap will decrease…but by then the competitors will have started to catch up also and the differentiating advantage decreases.

What does the average salesperson learn after the introduction and a couple of sales cycles that enables them to increase the amount of revenue produced, approaching closer to the sales levels of the top salespeople? If the firm provided that information earlier, would the average salesperson be able to produce higher sales levels earlier? The answer is yes!

Firms really can’t get much more revenue out of the “top 10%” salespeople, and trying to save the “bottom 10%” is a waste of time. But we can provide the information needed by the average salesperson to impact their revenue production by almost 2X.

Revenue Systems: Your Platform for Sustainable Revenue Performance

, , , , , ,
Revenue Systems

Revenue SystemsWe define Revenue Systems as the foundation for sustainable revenue execution. Revenue Systems include brand, people, process, and technology that enable marketing and sales. These core capabilities help attract, capture, deepen and expand relationships. Assuming the right strategies are in place, your revenue system provides the platform you need to execute marketing and sales programs and achieve marketing and sales performance metrics.

Some B2B organizations still view marketing and sales as distinct organizations with different skills, and requiring different technologies and processes. While there are distinctions in the role of marketing and sales, today’s buyer lifecycle experience is fluid and must drive the marketing and sales process.  Leading businesses recognize that in order to attract and engage these self-directed buyers, marketing and sales teams need integrated branding, technologies and processes.  With a Revenue Systems approach, leaders can architect an integrated platform and manage continuous and non-linear buyer journeys.

Read more

Good Selling Checklist: Activities and Competencies

, , , ,

There is a continuum of different B2B business models – from luminary consultants to commodity products – and each model needs to have a distinct structure for marketing and sales.  Before we assess sales team readiness, we begin by ensuring that the right revenue architecture (the product and process of marketing and sales) is in place and aligned with the target business architecture.

For businesses with a complex, solution sale or consulting sale, there are sales effectiveness attributes that we look for. Below, we’ve outlined competencies, activities, and attributes for good selling. Sales executives, client managers and account reps that sell complex products, business solutions or consultative services should possess the following:

Chief Revenue Officer Role Description

, , , , , ,

What we do as a firm is highly consistent with the role of “Chief Revenue Officer” (CRO). Over the last 10 years, the CRO role has emerged as a critical hire. Companies recognize the need for a single revenue focus and an integrated approach to marketing and sales which is embodied in the CRO role. The CRO combines traditional responsibilities of the VP of Sales and the Chief Marketing Officer. This member of the senior team oversees the entire revenue value chain and is responsible for the firm’s go-to-market strategies and revenue performance.

If you are recruiting for the CRO position, we recommend that the Chief Revenue Officer role description / job description should be organized around three layers of a Revenue Architecture. These are:

Revenue Strategy: Align revenue architecture with business architecture and differentiate go-to-market strategies.
Revenue Systems: Define sales and marketing processes, integrate technologies, and engage teams.
Revenue Programs: Engage the market and acquire customers with inbound and outbound marketing and sales programs.