Date post: | 05-Dec-2014 |
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Sales |
Upload: | soumik-ganguly |
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Evolution of Sales and Marketing
Team, systems and processesCurrent and Future Opportunities
Continuous Research
Journey so far...
2008 2009 2010 2011 2012 2013
Early systems of selling ad campaigns
Establishing PG Apply
Over 60% Revenue growth
Sales Enablement Systems Phase 1
Over 70% Rev growth from 2010
Sales Enablement systems Phase 2
Inside Sales system + Official servicing guidelines
Publishing of Research Paper on Ad models & Mktg Mix designs
Publishing of Research paper on Higher Education Marketing tools
Sales Emablement Systems Phase 3
BIG Data Intel, Special Purpose Vehicles, Enrollment Management system
International Market Plan Phase 1
International Market Plan Phase 2: Larger revenue generation
Corporate Immersion Program (CIP)
3 Pillars of success
● Adaptability– Makes the team more agile, while being up against
one of the most dynamic markets● Meritocracy
– Selection, succession, and contribution is based on competency and proof of performance, rather than promises
● Legitimacy– To be a credible source for clients, with impeccable
domain knowledge based on Original research
Sales Enablement
● Information– Accessible and actionable, allowing for elevated
pitches and conversations● Frameworks
– For contribution to company, colleagues and self
● Integration– For integration of Sales and marketing intel,
allowing for super linear revenue generation
Sales Enablement & Growth Process
B2B SalesB2B Marketing
Servicing
Special Purpose Vehicles
BIG Data Intel
Sales & Marketing Research
Responsible for Revenue Generation for an Exclusive market
The Rotating Pyramid Structure
Phase 1
Phase 2
B2B Marketing
● Enable better prospecting for any market● Enable larger sales-accounts funnel● Reduce sales bottlenecks● Establish Case studies & buying pointers● Create Internal Champions & knowledge
exchange partners● Enables in continuing the account cycle for the
coming year
Inside Sales
● Why?– B2B Marketing, Remote selling, BIG Data intel based product
design & changes, Implement New product requirements, Servicing
● How?– Well Desgined service mapping process, B2B marketing
initiatives, remote-selling SPVs, training docs and automation of reports for clients, continuous innovation in client experience
● What next?– Capability of selling future B2B and B2C products, Design of
B2B and B2C marketing campaigns, Create business intel dashboards for products, Conversion for Key-accounts, servicing & training system development for clients
Special Purpose Vehicles
● Objective: To provide Sales and Marketing reps with tools to find answers to specific set of business problems that need thorough study and inspection , before being accepted as a future product
● Important factors:– Additional revenue streams can be created– Collaborative marketing practices at the core of
such SPVs– Allows for a better creative expression alongwith
sound business knowledge
BIG Data Intel
● Actionable Intelligence for Clients● Design of Marketing Content, Sales process,
Account management, and servicing process can all be based on this intel
● An immensely strong statement (through dashboarding) while selling for high ticket deals
Our Current Markets:Definitions, Scope, Challenges, Buyer Personas
and Buying Behavior
Current Market Segments
● MBA Institutions – India● MBA Institutions – Abroad● Coaching/Prep Companies/Study Abroad
Consultants/Student Loans/Banks● Ad Agencies
MBA Institutes in IndiaCritical Sucess Factors Pre 2012 Post 2012Perception of Pagalguy.com Category A: Let's use it for
digital advertising
Category B: Too “expensive” for our requirements
Category A: PG is at the core of student recruitment process & activities
Category B: Collaborative mktg events will allow for tangible demand generation
Usage of Pagalguy.com Visual Banners, mailers, etc. Almost “zero” usage of Pagalguy resources like the forum
Internally integrated Recruitment systems. The most optimized usage of all internal systems (every client is being trained for the same)
Scope of Revenues Only a part of digital budget A larger part of the overall recruitment/admission budget
Use of Actionable intelligence in marketing/sales/servicing
Minimal Extensive. Special printed reports sent to institutes have created additional revenue generation opp
Internal Champions Selected institutions Across all Key Accounts
Challenges: Selling to Indian B-schools
● Incorrect understanding of higher education marketing● Incorrect Marketing measurability, therefore● Incorrect media buys and plans● Not much actionable intelligence available● Low “vision” w.r.t growth and top-grading amongst
office bearers● Low commitment to “non traditional” admission work
Evolution of sales pitching
40-2
-RStatus Quo
Redefining The Market
● Changing Definitions: – From Advertising to Recruitment
● Designing a new product based on the definition
● Changing Measurability● Changing perceptions via knowledge/thought
exchanges● Creating internal champions across the domain
Higher Education Marketing Research: Highlights
● Higher Education Marketing follows the rules of Integrated marketing engagement
● While dealing with a Buyer2.0, the HEM process becomes a reflection of B2B decision matrix
● Consistent “demand” generation for the brand is necessary for larger user-acquisition numbers and a positive graph (for growth)
● Traditional Marketing errors plague HEM, and therefore HEM needs its own frameworks and measurability metrics
Our Product – Designed based on the HEM research
● Enrollment Management System:– It enables: “Integrating the Aspirants-life-cycle
into the institution's Application Funnel, by optimizing engagement channels in the ALC, generating consistent demand for the institution in a given recruitment period”
Discovery Networking Conversations Conversions
New Definition: “Demand Generation”
● “Demand Generation” measured by overall “Pageviews” has a positive correlation of 0.4 to “Application Numbers” when studied across all major clients of Pagalguy.com
● “Demand” Generation is the best measurable metric available for HEM
Critical Success Factors for EMS
● Internal Integration of all systems● BIG Data Intel● Measurable “Demand”● ALC analysis and relevant design● Tracking and Monitoring DG for deviations and
corrections
Current EMS implementations
● SIIB Pune● IMI New Delhi● SPM Gandhinagar● GreatLakes Institute of Management/IEMR● AIIM Ahnedabad
– On an average, about 70-80% increase in revenues from these accounts through EMS
Building B2B Products
● Find out limiting definitions● Redefine if possible, and create a new framework that
enables for:● Better measurability● Better returns on marketing investments
● Understand Product-function v/s Brand-function relationships across the domain and their derivatives
● Design components based on the derivatives and test run the final product
How are we going to get bigger numbers?
● Redefined product and market: Contributing to larger deals from existing key accounts and mid-level accounts
● New B2B products/solutions (like the Application Synergy System a.k.a LIVEAdmissionDesk) meant for the mass market
● New Markets (International, and Ad Agencies), which would have their own SPVs
– Series of International Events lined up for the coming quarters
– Special innovations for Agencies have been pitched
Future Markets
● Prep (Bank PO, Other entrance tests)● Requirements:
– Who would be the target clients?– Why would they buy? What would they buy?
Limiting definitions?– Short term buys/Long term buys?– Automated Ad products/ Special domain based
products?– Pre-defined budgets/ New budget allocations?
Continuous Research
● Advertising Models and Marketing Mix– User Acquisition formula, and relevant
deductions on exponential marketing returns– Marketing mix design, and mathematical
deductions of allocating marketing badwidth in a multi-channel/integrated marketing environment
● Paper Published at ICCA 2012
Continuous Research
● Higher Education Marketing Frameworks– Aspirants-Life-Cycle design framework for HEM– Measurable metrics for HEM– Important tools for HEM and Admission teams
● Paper published at QS-APPLE conference
Continuous Research
● Enrollment Management System– Internal Integration of components and resultant
effects on “Demand Generation”– Relating BIG Data analytics along with
“predicted” DG maps– Improving Measurability
Continuous Research
● Special Purpose Vehicles:– International MBA recruitment market– Ad Agencies and brands– Channel partners (Princeton review, IDP, etc)
Going Ahead
“Disrupt” by “design” through “data”...
Thanks!