sales enablement and evolution

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”...

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