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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