NEW YORK CITY - 11TH AND 12TH OCTOBER 2021

THE ESELLAS SOLUTION FRAMEWORK AND BLUEPRINT

DOWNLOAD ALL IMAGES

THE AIM

To work collaboratively over the course of the two days to achieve a number of valuable results.

• Everyone headed in the same direction with the first draft of a strategy, vision and blueprint for the future.

• Establishing the fundamental guide rails within which to operate and deploy the products and solutions we are building.

• Create alignment as a team and develop the focus to enable us to ship 

• A plan to allow the business to communicate an inspiring solution (in line with the roadmap)

• Feel confident that we will deliver on that roadmap

• Develop a unified trajectory to solve the biggest challenges in enterprise selling operations.

“We are fixing the insane and broken sales models that exist in many enterprises. Creating a safe and simple path for our clients to transform - guiding them towards a properly managed and high performing operation - making the whole process enjoyabe for the sales professional, a rewarding journey and partnership that’s built on integrity.” - Chris Donato CEO & Founder Esellas

DOWNLOAD ALL IMAGES

THE SESSION

The team began with a discussion around the exam question -

“What is the solution to achieve market leadership and sustainability in our chosen markets - for the future”?

The subtext: 

• Achieve integrity both for our business and for our clients

• Align ourselves and organise our approach to be able to communicate and engage with our stakeholders

• Develop a clear roadmap for the future

• Recognising that the buyer-seller dynamic has changed the marketplace forever.

After this, we started to answer the question by working through each framework module above.

In two days, the expectation wasn’t that we would have everything nailed in full detail but would create the framework - a shared blueprint upon which we can evolve and move forward together. 

Therefore what follows is an initial summary and will always be a work in progress. The logic of the framework itself will remain valid forever. 

THE EXAM QUESTION 

The Challenge Is Never Fully Solved - There will always be the need to reinvent for the challenges that will arise as the world changes dynamically, which means we need the agility to stay ahead - constantly solving the most complex challenges that the businesses have. Perpetual Reinvention 

Our Solution Goes Well Beyond Solutions - The word solution (in the exam question) felt very specific and just about the products, where we meant it to mean everything - from the approach, the answer, the ‘how-to’ and what our absolute position would be if we were to solve the question around achieve market leadership and sustainability correctly.

“We want to make an enjoyable sales process and that sales professionals can be proud to work within…”

Mechanisms To ‘Stay Ahead Of The Gap’ - the marketplace and the demands of buyers and clients will always cause new challenges to be addressed. The discussion around tools and technologies noted that the focus must always be on mechanisms we can create that will keep us well ahead of the competition.

These are the complex challenges that we need to tackle - the remedies that address the formidable challenges of a broken sales process between our clients and their buyers.

“Clients don’t want more software, platforms, apps and techniques - they need meaningful solutions to their problems…”

Each Client Case Has Its Unique Context - Every case we are asked to solve will be unique to the specific context and circumstance of that client, that leadership team, in their market and at that moment in time. Whatever solution and approach we develop will demand a tailored response. It will always be a significant part human and part technology and tools. 

Defining Integrity - We began with an initial definition of integrity. This has been a constant discussion. At this point in the session, we described it as - completeness - a wholeness - a confident, systematic and systemised view of what it will take to drive efficiency, sustainability, performance and growth (results) through a demystified sales system.

THE ESELLAS STRATEGIC SOLUTION FRAMEWORK 

The framework we applied consisted of a sequence of conversations that addressed the exam question. 

The logic of it forces a tension that ensures we emerge from the conversations with a structured and robust consideration of everyone’s perspective.

The main framework discussion began with a deep dive into the goals, objectives and ambitions we have as a business:

MODULE F - THE OUTCOMES WE WANT 

A high-energy discussion around the following. 

• We will be the brand leader and recognised as such - associated with the revolution we will have caused in the sales industry. (Revenue Growth And Performance) 

• We will achieve this by changing the mindset, attitude and behaviour of our clients and as needed to be a successful sales operation - one that’s fit for the future

• We will be the ‘Pioneer’ - the category leader in this new world. 

• We will do this through a partnership with our clients - becoming embedded into the fabric of the operation - welcomed as a trusted player with a seat at the table - advising and guiding our clients at every step and as required

• We will be helping to deliver the outcomes our clients want and doing it sustainably and efficiently for the long run

• We will be the benchmark in B2B sales providing evidence/reference that the esellas ‘system of sales’ is required to drive sustainable revenue and growth - assessments, health checks, indexes - tools

• We will do this by designing and deploying the tools, technologies, capability and resources to deliver when needed.

• We will change the industry mindset creating an entirely new consciousness and enlightenment about sales in the minds of the leaders and the organisations that are our chosen clients.

• We will develop a community of advocates, ambassadors and fans for this new way of thinking and working.

• We will see sustained growth - year-on-year profitability.

• We will create a high degree of interest awareness and referral towards the esellas toolset, methodology and philosophy.

• We will avoid the criticism of being just another silver bullet and remedy that doesn’t tackle the challenge.

• We will have an inspiring culture - attracting new talent by being the place and environment where people feel they can do their best work, truly belong and thrive.

• We will be a high integrity business just like the integrity of the revenue system we deliver to clients - through the way we think and work and the delivery of a high integrity system of sales.

• We will be aligned as a team. Our OKRs are aligned to outcomes, and we are passionate and obsessed about maintaining this distinct leadership position over the long term.

• We will have overcome the insanity of the current sales systems. 

• We will deliver a streamlined, fully integrated, high-integrity revenue operation through the deployment of RPM. (Revenue Performance Management)

The chosen audiences and targets that we need to understand intimately for us to deliver a high-integrity solution.

MODULE A - STANDING IN THE SHOES OF THE BUYERS.

We discussed the needs, wants, hopes, aspirations and expectations of the typical buyers of our clients, and we will develop more clarity and insight by continuing to collect these insights. 

These are the influencers, decision-makers, functional leaders, business stakeholders, the emerging shadow leaders and the c-suite.

The buyers don’t want to be sold to - they want to work with people they trust - they want to be advised proactively and have access to anticipatory insight - they want to be left alone when they want to be left alone - they want to be made to look good - they need the business case - they want the support and the guidance - they want to be able to self guide their journey, and they want transparency.

They want to see the big picture - they want insight - they don’t want all the sales pressure - they want a great deal - they want options and choices - they want the promises made to be kept - they don’t want surprises - they need (and are often very knowledgeable about) the solutions in the market - they want to make a smart purchase - they want a great experience - they want their decision-making needs to be informed - fundamentally they want a great deal - they do not want to work with the willfully ignorant - they need to be in control.

MODULE B - STANDING IN THE SHOES OF THE SELLERS.

The insights of the sellers - typically the sales leaders, strategists, the sellers themselves, the revenue leaders, the CRO and the C-Suites - are our traditional customers.

I want to know my competitive advantage against the competition at all times. We want transparency into the buyer’s decision-making process. We want the respect and reward that we deserve. We want access to the buyers and their needs. We want to do the least amount of work with the best outcome.

I want accurate predictions of my revenue. We want tools that work for us. We don’t want another sticking plaster solution. The sellers want far less frustration, fewer meetings and a reduced burden in the process. We need the things we need just to do our job. We want to be the most effective we can be.

We want to feel passionate about what we do. We want to be doing purposeful work. We don’t like heavy and outdated processes. We need it to be simpler to do what’s valued. We don’t want more tools and technologies that stop us from being on the frontline doing what we do best.

We want engagement with buyers. I want a frictionless flow to allow me to be better at what I’m doing and less spending time on what I’m not interested in or good at. We want qualified leads. We want marketing that works. We need awareness.

We want more time to sell. We want to be appreciated. We want the whole process to be less burdened and more enjoyable. We need leaders to understand what we do and what we need to do our job. We want to be part of or influence the strategy. We often know what we want, but we also don’t know what we need.

We want more strategic sales. We want certainty around our sales cycles. We want it to be easier to do everything we have to do. We want to know who our highest probability buyers are.

MODULE C - THE SOLUTION.

This discussion created the vision and blueprint of the future model.

It’s a shared collaborative representation of the vision for the esellas solution. It’s what the team feels will deliver the objectives (Module F) and answers the questions/challenges posed by the target audiences. (Modules A and B) 

The Top Panel

At the very top** of the representation, the panel itself will vary depending on the persona and nature of the stakeholder journey. At this level, the customer experience is simple, easy, seamless and a highly valued experience.

Built For Configuration 

1. Imagine the top image altering to display a series of journeys containing the specific buyer life cycles - the deals and the sales motions required. 

2. In response, all the ‘mechanisms’ in the bottom panel reconfigure according to the requirement - providing what’s needed to optimise the performance of the sales and revenue operation. 

Realisation Based On Intelligence - The digital lens in the top left corner picks up the signals - the markers, inputs and characteristics that will be identified - to understand the buying motion and the required sales activity fully. The Trigger.

The picture shows (at this high-level) propensity, intent, maturity, and appetite - the right people, the correct mode, the right moment, the right market, the right customers - at the right time. 

A Dynamic Understanding - As the lens moves along the journey, the input and output would change - it would be analysed and, as required, augmented by other data/feeds and visualised in an aggregated and valuable form in the dynamic decision dashboard.

Informational Intelligence - Information is fundamental to successful sales, so this input data continuously informs what is known and what might be needed to feed to salespeople as insight, suggesting action and responding to stimulus as needed - mirroring the buying motion of our customers and the stage the sales operation is at with each deal. 

Dynamic Decision Making - This meaningful, intelligent and dynamic flow of information will also feed the dashboard* (pictured) in real-time, giving the decision-makers the correct data to base decisions, make course corrections or take action. 

*This is a complete picture of how the revenue operations are performing and need to perform in order to win and sustain deals and grow.

**The top line shows the simplified sequence of both the buyer and the sales lifecycles.

Conversational Intelligence - We intersect the top panel and the bottom panel with smart technology and tools built for the modern era. Ella, the critical interface, translates the critical information needed by sales teams delivering higher utility insight in real-time as required - all along the journey.

A human avatar using a natural voice brings meaningful information for the benefit of the sales professionals on the front line throughout the entire life cycle.

The Bottom Panel.

Showing Our Strength And Depth Of Capability

Realising Opportunity - Consideration is given to every channel, (the Omnichannel) and the data necessary to maximise/optimise performance within the sales operation. We focus on getting access to the data that identifies the insights needed to inform/reinforce every decision and underpin the entire sales strategy. 

Instrumental To Success - Right at the heart of the representation are the cogs of the engine. They are instrumental - they are at the core of the system and contain data, substance, processes and systems. They need to work most effectively and efficiently and fully configured in each case to achieve a high integrity ‘system of sales’. The stack combines everything proven to be essential to a high-performing sales and revenue operation.

Defining The Stack - The process workflows.  The incentivisation that’s needed for the people in the operation. The opportunity health checks and the necessary scorecards. The coaching that may be required for the teams. Gamification and smarts can be applied to opportunity. The analysis and evaluation. Learning and development that’s necessary to create a culture of growth and revenue performance. 

Defining The Layers - Underneath this sits the traditional technology and process layers that need to be leveraged and optimised. Forecasting and reporting, activity analysis, marketing automation, conversational intelligence, email intelligence, calendar intelligence and customer relationship management. The processes and systems exist in most enterprises today. 

Engineering Integrity - We know how to aggregate and systemise the data that’s inherent in the systems and processes. We are able to score variability and plan for better how to make the sales operation deliver with increased effectiveness and efficiency for the long-term. 

Realising Improvements - As a result of understanding the maturity and conditions of these activities and systems, we can refocus the existing tools and technologies to optimise them to recommend whether they need to be changed.

Founded On Experience - Underneath this, we bring the sales intelligence that we have experienced over many decades and apply that to the sales operation accordingly.

Revenue Reimagined - If the sales strategy needs changing we are on hand to help re-imagine that and collaborate with clients to design how that needs to work for the modern era.

To the left of the central architecture.

The Dynamic Decision Dashboard - On the left at the top - the critical interface, the console, and the pane of glass through which all information is brought together. This enables senior sales and revenue leaders dynamic decision-making right along the entire life cycle. 

Realising What’s What - Through evaluation and assessment tools we examine the performance and maturity of everything that’s critical to delivering revenue and growth with integrity. And what might be getting in the way?

This includes the Revenue Integrity Index (RII)  the Buyer Propensity Test (BPT) and the Deal Health Check (DHC) - necessary throughout the life-cycle of the deal.

In combination, this all allows for progress and performance tracking in real-time for the benefit of the sales leaders and the decisions that they need to make. It is through these automation and visual displays that we can realise everything that matters - all in one place. 

It enables the deductions and personalisations empowered by experienced opinions, contrasted against proven principles and benchmarks, and the prediction and probability of outcomes can be recognised and calculated.

Decision Quality- Making high-quality decisions (these days powered by data) is the role of every leader in every business. Having high-quality data and information allows senior decision-makers to make the case for change. Our approach gives them direct access to the information needed to appreciate the quality of performance in a visible and visual manner.

This means it is rapid and effective and able to be communicated quickly throughout the enterprise to prove and support change and transformation or generate impact and cause value creation.

It gives the senior leaders in the sales operations powerful ammunition to influence wider enterprise strategy and allows them to accelerate thinking and to understand ahead of time what needs to be done and how to reallocate resources as required and as things change.

Marketing Redefined - Underneath the DDD is the need to focus on how modern-day marketing works in the real world. This demands the business invests in order to influence the micro-community - the shadow leaders,  the dark social. 

• Creating genuine influence demands that we identify the peer groups, the industry experts,  the trusted advisors and channels, and the digital communities where we can listen actively and engage in conversation.

• By this method, the operation begins to propagate opinions and ideas - form more trusted relationships, develop a meaningful reputation and create increased engagement. 

• Such strategies have to become the way sales operations must think and work.

• Sales operations have to create a culture where this kind of marketing behaviour becomes second nature if it is to utilise marketing that will work within the client system. 

• In this area, we promote the concepts of diversity and creativity and ethics and morality so that truth and transparency are maintained at all times and by doing so promote a much healthier environment.

On the right-hand side of the architecture.

Revenue Operations -  At the top sits the Revenue Operations Center combining all dimensions of operational intelligence and management. This is where everything that moves is managed and orchestrated. It is the daily operations hub and where all activity is integrated and managed.

It is at the critical intersection of every aspect of how the deal is being managed - and at every single step of the way throughout the identification (I), development (D) evaluation (E)  and agreement (A) of the enterprise contracts and deal.

Partnership Mastery - Below this is the integration of partners and understanding of how to manage the performance of the existing systems and processes in the most efficient way in delivering the required performance.

Most of our clients have a significant number of existing relationships and our obligation and recommendation is always to work with what works, identify what is suboptimal and work with the client together with those partners to make the changes necessary to deliver the outcome - a truly high integrity system of sales in the revenue and growth operations.

We will bring our own points of view and perspectives and experiences on this but help the client and the team at every step to transform and evolve what works into what matters for the future.

The Channels - Throughout everything, there is this new ecosystem of channels represented at the very top of the stack in the phrase Omnichannel. These are the critical routes to market that allow us to understand what the integrated demand model looks like and understand what should be coming through the channels - digital sales - distribution - e-commerce - direct sales - self-service - business commerce - inside sales and others.

This entire architecture is how revenue and growth can be improved in the modern era system of sales. We call this Revenue Performance Management (RPM) because that’s what it is.

MODULE D - THE OPERATIONAL MODEL AND IMPLICATIONS

Having developed the solution architecture we started to identify the key pieces that would need focus and investment over time to establish.

The Holy Grail - At the heart of this is the dashboard. (DDD) We describe this as the ‘dynamic decision dashboard’ - in many ways the Holy Grail for us and our clients because it is such a challenge.

So far, this has not been solved by anybody in the current market although there have been many attempts. There’s such a high level of complexity to the challenge but we are up for it.

Revised Engagement Model - Beyond this, we need to upgrade the client engagement model, the pricing and contractual models, the sales enablement collateral and the marketing collateral that mirrors this new vision and architecture for Esellas.

Critical Dependencies - The sub-components that are important to get in place and are dependent on much on the above - 

• Defining the RSI formula

• The data architecture for ingestion, consolidation and visualisation

• Digitise existing assets transform them into a coherent set and make them a highly inspiring experience for clients.

• Establish the client persona and sales engagement protocols

• Build the RSI reference model establishing the rules for repeatable and codifiable steps through which everything must align. 

MODULE E - THE ROADMAP AND ACTION PLAN

As our time was coming to a close we decided to pick one key operational implication and develop a roadmap for this as an example of how we would tackle each other.

We chose the dynamic decision dashboard as something mission-critical. Important to be able to discuss with clients as an entry point. 

During the conversation, we decided that finding a friendly client who would be prepared to allow us to prototype this in situ would be a smart move.

It became clear during the discussion that although this is hard and a complex challenge it is precisely what we should do to distinguish ourselves, achieve our objectives and see through our vision.

The plan now is to identify how this needs to be considered and logic it out as a conceptual model that can be mocked up to show to a client the art and science that’s involved, and the prize that this would deliver as an outcome. 

The discussion went through the idea that this would be a proxy for the future digitalisation of intelligence in helping clients realise the opportunity and the gap.

As a vision, the DDD is an essential component of the Revenue Performance Management proposition as it is the portal into the entire system of sales that will deliver the high-performing revenue operation of the future.

REVISED DEFINITIONS EMERGING

Revenue Performance Management (RPM) - Esellas complete approach, a full system of sales built to transform how revenue and sales effectiveness is delivered with integrity in the modern era. 

Revenue Systems Integrity (RSI) - To create sustainable sales growth and performance (RSI) the business must get the results it has declared, create a positive buying experience, have unrestricted access to reliable and the right data, and design a conducive employee experience and have a properly integrated operation. 

High-Performance Revenue Operation (HPRO) - the outcome of applying RPM and RSI. 

The System Of Sales (SOS) - An end to end complete and properly integrated systems, processes, people and culture optimised to achieve the aims and objectives of the sales operation and the wider enterprise. 

The RPM Suite (RPMS) - The comprehensive set of components designed by esellas to respond to the challenges and opportunities within revenue and sales growth operations.

• Dynamic Decision Dashboard (DDD) - The single portal to all the selling insight and information needed for sales and revenue leaders. 

• Revenue Operations Center (ROC) - The central hub responsible for trafficking and the progress of deals. The orchestration of real-time changes of priority and the dissemination of support, insight and information for the sales teams. RevCenter.

• Revenue Intelligence Toolkit (RIT) - A growing set of evaluation and assessment tools that gather intelligence, insight and dynamic reports on the opportunities and state of all sales activities. Revenue Integrity Test (RII), Buyer Propensity Test (BPT) and Deal/Opportunity Health Check (DHC), The Ella Conversational Interface (ECI) 

• Esellas Consult (EC) - Working closely with leaders to tackle complex challenges and opportunities. Including a rapid collaborative approach to rethinking strategy where needed. A proven structured visual and practical solution for leaders needing to create the blueprint for a high-performance revenue and sales operation for the future. 

• Esellas Institute (EI) - The home of all our learning and development and the place where best practices and insights can be found and applied by practitioners and client teams alike.