Revenue Architecture Implementation Frameworks for B2B Growth

[00:00:00]welcome everybody thank you all for joining uh today is a wonderful session this is the second time we're doing this um Andre and I and Andre will introduce himself in just a second but we want to guide you or we want to share the our experience of how to take Revenue architect course uh what how do we take the principles from the revenue Architects course into your businesses right a lot of the students has come through um you know leave the course and okay what next how can we Implement that and we believe that uh this is a great example to learn from somebody who actually did this and uh yeah to hear to hear from his experience uh about me Royal 2 growth architect and a ROM course instructor at winning by Design uh that's about me Andre over to you yes Andre originally from Germany living in the Netherlands I'm VP sales here at chibal uh we're an integrator for um yeah e-commerce shops uh for all their channels um into different marketplaces advertising and so forth um yeah I'm living now already eight years here and I'm at chable for one and a half years and one of the biggest drivers I think for our insights into the business has been Revenue growth architecture and we're excited to speak you about that today cool uh give us a background on channal um what's chanal nine years old um yeah we're an like 25 to 50 million AR range um we have 260 employees uh primarily here in utre in the heart of the Netherlands um but we're active also in eight different markets um in Europe and around the globe um open you us around two years ago um and biggest Focus for us is to take all the learnings on the revenue side we had in our whole Market to actually make international a bigger part of the business than our home Market is um so that's uh what we're up to all right cool um let's talk about the the agenda for today so this is what we're going to cover um we're going to remind uh some of you that uh uh took the course some time ago the six models that we're talking about and then we're going to show you five steps on implementing that in your businesses and the way we're going to do it is I'm going to present maybe the the principle the theory behind this and then Andre is going to share from his experience so we're going to go back and forth back and forth summarize that and open it up for discussions uh by the way share your screen for everyone to uh follow along I did not share my screen not yet all right we enjoy the music all right enjoy your beautiful slide designment all right cool so this is my screen right now by the way Siri is uh Manning the the the chat so if you have any questions uh you can write in the chat and we'll pick that up cool six scientific models that govern recurring Revenue businesses so a quick reminder uh Revenue model Revenue model uh we have three major models ownership subscription or recurring and uh impact based usually most of us probably here are in the subscription recurring Revenue model um this is probably the first step that you want to do in your business to Define what is the revenue model that you're going for the data model is the classical bow TI this is a uh quantitative representation of your customer Journey this is where we measure meure three types of metrics uh volume metrics time metrics and conversion metrics the mathematical model is how actually the business the B the revenue Factory of recurring Revenue models actually operate we look into the data and the mathematics behind that growth hopefully com uh compound growth model number four is the go to market model uh how do we go to market between sales marketing and customer success what is the right structure for the company based on your ACV the growth model is how and what what to focus on as companies grow right starting from that we like to look from that 1 million ARR Point through the IPO all the way to becoming that Enterprise and reaching the total addressable market and the operating model this is where all the uh Frameworks the blueprints everything that spice being one of that uh those Frameworks a key core uh component of that that we're going to discuss this is all happening in the operating model six models the three on top more theoretical onetime thing the operational ones are the ones on the bottom cool so now let's dive into that F step approach uh usually we like to go through each one of them let's start off with understanding the business before you can Implement ROM principles and the models you need to first of all understand your business you need to see what makes sense and you we will talk exactly on the business model the revenue model and the go to market model to understand what you need to have in place in order for that Revenue factor to to actually be uh to work and be efficient then we need to have some sort of data model in place right we recommend the data model uh the bow tie but you need to have some sort of data model in place then once you have that let's define a Common Language across the different teams to be able to allow everybody to speak the same language and to look at customers in the same way which brings us to the next one activating customer Centric methodology where impact the customers impact are the Cor are the center of what we're looking uh uh to do and Achieve and after we build all that is how to drive that consisteny on an ongoing basis now let's dive deeper in here all right so understanding the business as uh uh I gave you um as I mentioned first of all we want to understand the the revenue model this is right most of us play in that mid part which is subscription recurring Revenue businesses right but do we do that by itself do we focus on maybe um uh having a mix of subscription and maybe fixed cost on onboarding or Services Etc we need to understand how we want to uh get money from our customers and then validate go to market motions why do I say validate because usually when we come to Implement that we're not starting a company from scratch so we need to understand what makes that work what is currently uh uh what is currently being implemented and is it the right go to market motion for us so let's dive deeper into that go to market motion Let's uh uh remember ACV is the horizontal access and it jumps 515 50 150 uh 500 by the way we're probably going to change that from 150 to 250 we see a lot of uh field sales going into the bigger deals so that's that's a change that we're going to implement and then the number of deals that you need to close uh in a given year what you want to do is Mark down your ACV and where the line hits is is how you want to structure your go to market team right so in this example let's start off with sales um if you're around that 5 to 15,000 ACV what makes sense economically is to structure your team based on one stage so one seller doing a discovery and doing a proposal most probably in one meeting but it's one person not two sdrs and a just one seller it's more High Velocity more transactional kind of sales process you want marketing to generate inbounds right at below 15 it doesn't make sense to have another person meaning a bdr and paying their salaries in order to generate outbounds so we need to have an inbound motion this is where marketing comes into place that they create whether it's campaigns SEO digital advertisement Google whatnot this comes from inbound and then volume is where the services you have a pool of uh customer support that just we're talking about a few hundreds and they manag these accounts uh they don't know the accounts by name but this is how they serve this so so this is the go to market model yeah and uh you put us in there like quite straight in the middle you get your yellow line really well set with somewhere between uh five and 15K at shanable and I think when you look at these setups and also what we're going to talk about in the sack there's a lot of like best practice in here it's not always the definite truth you know I've also operated businesses where we had an SDR a emotion in this um ACV bucket uh in um basically and low ACV goto Market where we had to do a lot of enablement a lot of education so sometimes it helps of course you a longer lifetime then but um this is all like best practice we're seeing in the businesses so when we now looking at understanding um your business uh if you go one slide further um Rory then we have like four substeps uh defining the model adopting the framework crafting the data model and clear ownership and accountability here um so going uh forward like the one thing what raw also said is you don't operate in a new business in a new business there's a blue ocean you can just go wild on whatever you want to do but um if you come into an existing business and certainly it was for me like that um in chable there's a lot of different models either um like people use in different departments or even people use in the same department and in the end it comes down to what is what we really want to achieve and the three models you see here is always funnel based and I think when I look now again at Leoni in in the in the group here um she always sees me drawing funnels everywhere but it's not about a funnel it's not about AR or Pirates it's not about um just methodologies which create customers for us but on the next slide you have um the recurring Revenue side of it and this is the shift which is happening you need to get into um everybody's Minds um who's actually operating in uh SAS or Revenue teams for a longer time already it's not about just winning the deal it's about creating the recurring impact and this is the first principle of course um what we're talking about here so when I started at chal we basically had um grown our commercial departments to over 70 people um in the go-to market team across Marketing sales and customer success and since it was covid um until the time basically until I started everybody was also a little bit siloing out because we just didn't spend that much time with each other so it was very important for us to basically like first drill down what kind of framework do we want to use so here's what we did um we basically uh in the next slide um we had three different pieces which were important to that change and I can't thank my uh CEO Rob enough to basically enabling this because it has to happen with everybody buying in so first change management top down meant that um I had the buying of my CEO to say listen Rob um in order to make the next step step in our company growth um we need to understand better what actually drives our business might it be in Revenue growth or might it be in retention turn right in order to do that we have to talk about the same things and in order to do that I want everybody in the commercial leadership teams to do the revenue growth architecture school together with their wonderful instructor me so we basically had a commitment from um 11 different people in the goto Market leadership teams to go through this uh course and in a structured way over five weeks with every time people preparing the session listen to to yako and then a basically debriefing on it with the impact it has on our business that's the umbrella we first built to have a common understanding of what it actually means to us the second piece is the team buying bottom up so now you have the next layer um below the management team where a lot of people are operating in a daily basis and managing teams they all operating on different set of goals alignment definitions and so forth so we need to understand first um how these people operate and what drives their day to-day to then get them bought in to the methodology of recurring impact recurring revenue and how this aligns in the revenue motion and then it's literally to the last person um operating something um uh for example putting a mural board together how the pirate funnel Works which you have to take along and help them understand how this creates impact for them by the way I can really that lately when we're going and working with companies and we're talking about uh large transformation like let's go in and adopt uh the bow tie and adopt the processes and spiced and all of that uh we add in and insist that the leadership some of them we we asked them to take the the wrom course and when we're talking about big companies big CEOs that you know don't have time for this we do an executive workshop just to talk about the basic elements about the bota about spiced all this yeah and that top down approach because for those of you who are familiar with change management principles this is very important to get every everybody on board and it starts at the top yeah and um I think you also told me one time that in some cases you would even get bored by in because it is so fundamentally changing uh your business like in a good way but it's also a change management process which takes you time to understand what's actually going on so you need that buy in from everyone in order to go through this transformation that's right so with that in mind we now can go again top down bottom up and Define the data model and what you see here is a result we were wrestling with actually quite some time um and we had some realizations in here uh so first of all you see of course the volume metrix you see the time metrix and you also see the conversion metric um all along the biggest struggle for us has been to align what an mql actually means or an SQL and an s and it's not necessarily that it only means one thing but the data model explains what it or can be as just one example for us this could be somebody coming from the website and signing up for our um tool that is an mql this then has a certain um path and journey forward but it could also be a demo request somebody um fills out on the website and it can be um um uh in a in the sales motion after some uh seller outbound it a reply from um that specific Prospect doesn't have to be positive or negative but it's a reply which basically moves that to the mql stage this whole alignment was pretty important for us and took a little bit of time um but we have now everything in place in one view so everybody exactly knows on what kind of motions you also see this uh yellow and red which part of the customer life cycle uh means by the way this is one of the the more attractive bow ties that we've seen around and I really like what Andre and team had uh were able to do that they add another dimension that we don't always talk about the different colors Andre do you wna explain the the top red color is basically all marketing l so this would be um a sign up on our website which then goes uh basically through like activating in our platform to selecting a plan and retaining so it's a complete no touch motion and here it's very difficult just to work with deals and such right so we added definitions of what does it mean that an no touch uh Prospect becomes pipeline or an S right and for us that means they have a web shop they have 100,000 items and they import these to our platform that's for pipeline because they're very close to actually um committing and the yellow uh piece is the sales motion where we have structured account lists based on our ICP um our sales organization goes after in an outbound um uh way or they get pipeline over marketing over an inbound motion and what is nice to see is that the red meaning marketing also appears on the right side of the b t right this is mature companies already understand that marketing is not just the top of the funnel or midf funnel activity it happens across the customer journey across the bow tie and I really like that you guys added this Dimension to the bow tie Yes actually this is a really good point is this something um which we heavily working on I think especially I think yako always says like when you're like 10 20 million in AR right this is the moment you want to focus more on on right side of the bow tie and in order for of course like turn uh but also expansion and since our base is vastly uh Self Serve um marketing has to have a huge Focus here to actually drive um yeah recurring impact I think we added um a quick overview on how how how this looks like um on a slide we will share that afterwards um and the last step in this is basically uh looking at how does data model um relate to ownership so who owns that piece of Revenue which was uh for us also something where like other handovers were not clear or um you see like on the commit when it wasn't clear is then now marketing ownership are they driving the expansion here for no touch is it actually CS or support driving pieces what part is um like sales having an ability to be involved and actually adds value so we're segmenting with on the left side the size of the accounts and also who owns these accounts and who drives either the acquisition or the expansion side of the business yeah Andre question from Whitney do your company hire additional marketing people to support that right side activities yeah it's quite interesting so I think two pieces in our marketing organization um add value here number one we have like company country marketing so for each country there's a certain amount of uh like support for marketing um and they are organizing what I would call like demand activities so we have like dinners showdowns we have games we're playing with people we're doing roundtables and we're just making sure that these activities transition more also to the right side of the bow tie to involve more customers to get so so to almost mix these two um and the second thing is uh we had quite some life cycle marketing already heavily focused on the left side of the ball tie this we actually transitioned in the role to the full B tie where we're currently focusing especially on the co4 so SQL to commit and then the renewal part of that bottom part of the Velocity uh segment which you see here all right one more question oh PJ how do you decide what department manages what part of the Bai yeah I think um it starts with ICP and how we can add value as an organization right on the left side um I have actually more detail on that but we couldn't bring it today at the velocity part is um basically until um 5K ACV so in that segment a seller cannot really add value and we see that the biggest part of people going uh through that motion can convert automatically so it's it's almost in in plg motion um so this was already clear and then we needed to decide a little bit how do we focus in midmarket and Enterprise for us these are not crazy Enterprise Motions like Ro um uh introduced in the beginning for us like an Enterprise means top 100K midm Market starts at five so we Subs segmenting a little bit the complexity of the account SE year which we're then either handling um uh from different seller experiences or on the right side you see a little bit shade of red again in the expansion uh where um we would basically pair up csms um with the AE again to drive uh cross cell um into these accounts and this we have done and you need to do that with head of Cs head of marketing head of sales um uh in in collaboration because otherwise it doesn't work so this is not possible to just push top down remember when we're talking about the go to market Mo motion we separate by by segments right that's the ACV the segments what I liked is what they did here and also important we don't say that enough in the ROM course but you need to create a different data model per segment because that will drive the growth formula and all an additional decision that you will you need to make based on the specific segments right so a win rate for an Enterprise is different than a win rate for the velocity kind of segments this is a really good one just one sentence about this our velocity segment um recording B also like it's all no touch the midm market and up is sales touch and for all we have different conversion metrics so uh like like coming back to you conversion metric look very different for us and um they are separated bu this no touch and the upper sale touch segment yeah all right uh let's get moving a bit faster here Andre you you touched on this but yeah I think this is just a quick overview of and how we then basically broke it down and also align this with um our data team so all data comes together in in a data dump and um we're running this then uh in inbi tool also towards uh management and the teams all right and now back to me in terms of the growth formula right remember this is once you have once you have uh the data model in place this is where and you have a repeatable process you want to create and design the growth formula and once you have that growth formula you can understand how this machine that Revenue Factory is actually working this is the algorithm the footprint or or the the machine specification right so you plug in 114 leads that uh uh eventually end up as one commit which adds 18,000 over or the first year and then over five years $15,000 so you want to create this once you create this perir segment you can now start plan because you know what is the input you need to generate in order to get the output that you committed to the CEO or to the board so do that grow formula Andre you did it quite similar appro like similar outcome but a different approach here yeah so we have like see this one View for the leadership uh Team where we have all these conversion rates and you see in that it's sales touch marketing generated sales touch sales generated and then also no touch so this is exactly that uh differentiation we just talked about but we also need to bring it down to the seller um level right right you as a seller with your um with your target like what does it mean to you and how can you bring it back right this is your ASP this is your personal conversion rates uh cr1 to4 um and this is what it basically means for you uh breaking down per month per quarter and per year in activities and for your metrics all right once we Define and we got the data right then we can start planning and we have the formula in place let's make sure that we all speak the same language speaking the same language is between the marketing and maybe the bdrs the sellers the customer success right when we transform transfer an account from sales to CS or from a lead from a bdr to an AE we want to have the same framework and that the tool and and what we have in place is Spiced Right once we define spice and integrate that into our workflows and get everybody educated on that we want to really understand what are the common impact and critical events that our customers have when we meet them and what is the impact that they achieve together with us and then Workshop coach uh internalized this is where we want that impact discussion to be second nature so just a quick reminder on on spice for those of you who uh haven't been with us for a while so spice is an acronym for situation pain impact critical events and decision process in the middle is impact this creates that entire when when you adopt spiced you become customer Centric because impact is the goal right is in the center of what we're trying to achieve all right so we start off with situation questions how many team members do they have what are the tools that they ly using what are the pains that they're trying to solve by the way most sellers stop at that level they know they were taught let's ask the problems what's what are the pain points but they usually stop there but good sellers go further than that so what are you actually trying to achieve right maybe you know you can achieve it other ways or let me see if you actually are expressing the right pains because you have certain impacts that you want to achieve what are the critical events right and when we get educated on that we start to see common critical events that's creating that urgency and most of our sellers right most of what we see is that it's hard especially when you're selling a product that is nice to have or you're just launching and you need to educate the market a critical event is not always uh visible so we need to get better at this and if we understand the common critical events we can actually drive the conversation toward that and make the prospect aware of possible critical events that they might have and of course the decision processes the decision process the buying process uh that are the classical who is signing the check who who owns the who has the budget Etc so this is where we focus so this is spiced Andre what did you do in order to corporate spice and you didn't you didn't send all your team members to our uh training courses so I'm I'm curious to see what you did I did not but the online content you guys are putting out is just insane so I really um appreciate that because I think it's it's super valuable to also do these courses with you guys because I've also be part of one um and for no matter if I do it or somebody else does it like we need to have the these recurring conversations about it right and I think this is a really big learning for us here and like I love freaky numbers right but now going from data model basically to Spiced it is going to the content and now we have to find okay how do we actually identify that we can deliver impact to customers right exactly what you said like first pain point for us was how to move actually from just pure like fit to pain so we believe we can help them to actually identify the pain they have second piece is to then differentiate also emotional and rational impact we were often really feature selling and feature selling was all almost always about like rational impact um you save x amount of time or you will have this piece of Roi and we didn't discover anything else and then to architect the critical event um how did we do this um on the next slide you see that we are um basically doing like recurring um uh trainings with the team and then doing recurring learning huddles what we call our Wednesday meeting where we basically come together and learn as a whole team um in implenting the spice methodology um how how how's that like how how do you do that like I I think it's pretty difficult because if you just look at medic and then you fill something out out um in the in the CRM is not really the purpose the purpose is to really understand what happens here for the customer and how does the impact look like and this was the biggest struggle for us um because the impact is not your feature and the impact is also not the pain they have the impact is the feeling they get after they used your your tool and they articulate um what actually the solution did for them right and this is what we did here and then we basically trade uh life within for example the 101s and in these learning huddles and asynchronous and also then with um as feedback and role play in the meetings this is what we usually uh do when we come in and support our clients um this is a simple thing that you guys could also do right let's focus on the top five impacts and critical events so what are the five top rational impacts emotional impacts and critical event this is a this is a quick exercise that you can do in one of those uh uh Friday team hotles or Wednesday in Andre's uh case uh you bring everybody together and each one is supposed to add additional impacts you choose the F top five and yeah you're halfway there and understanding better your customers the next thing is once you collect that you start to create Persona cards right because impact and we talked about this in class impact changes especially emotional impact changes from one Persona to the other and even within different uh the same company when you talk to different people different Persona different stakeholders they might have emotional impact so the users are looking for one emotional impact the executive is looking for another emotional impact right so we want to break it down and create those enablement materials for our team members to actually understand their customers better using the spiced framework Andre I love this what did you guys do here yeah I was just asking uh Lena quickly if this is also answering her questions around how do you um identify these different things across uh like users and so forth and it is so we go forward so we did this like for a month or so and we saw our CRM being richer and richer with spice notes which was pretty cool but we also went back to the team and ask hey what like how do you actually apply it and what do you like most what do you struggle with um and this really helped us to steer out then um our coaching and Adoption of spice as specifically in um critic event and uh impact again because a lot of times CRI key event was for compelling event it's like a nice thing you know like it comes up but it will not drive that urgency or that driver it's not hurting my business um if if I don't uh change now um and this really helped us to double down on what kind of questions do we actually ask per step right what kind of objections can you um pull out um here and um of course how do you structure the conversation to get to the bottom of it I think you guys calling it unpeeling the onion the onion exactly yeah and and then in the end that's you this is me yeah can also like we like in the end you need to have that all stuff together or in the end as a result you have all stuff together to basically bring this to the website copy product releases outo messaging Discovery calls email SEC personal development plans everything like it's so easy than when you really hold down on spice because you understand the impact th this is fantastic this is this is a like a summary of that part once you you truly understand spice then you are able to to create those Persona cards like what is the impact what is the critical the common critical events for specific icps specific personas you want to have that across everything that you do so a lot of the assets that we create for our customers they are focused around SP so marketing team any email campaign any website Landing pageo white papers they all have those common spiced uh elements in them when bdrs they call up and uh do cold outreaches creative messages it's around that so if they're talk if they're reaching out to a certain Persona they just look at the common impacts that other personas or other customers similar personas uh have uh been achieving with our product sellers the same thing I do Discovery based on spice I hand it o i hand over the account to CS using spice and when I onboard or complete the onboarding process I make sure that they are able to achieve that the impact that they wanted when it when we're it's time to renew I revisit the joint impact plan and review spice were you were we able to get that impact do you have any other impacts new impacts that I can uncover so as you can see spice is being used across the different teams yeah it's not a sales methodology it's your common language across all go marketings and this is super important also here because in the end the impact occurs with your customer not with what what you sell to people but actually in the end why they uh like um what they achieve um with your solution um or why they actually stay and um like give you money currently right um what we've done um is we wanted to discover this more what does actually impact mean for our our customers because if we're able to identify that then we can bring it to the front um of the ballar and actually educate our our messaging but we also can educate our product development we can educate our product marketing and we can um educate basically all different pieces of the goto market organization um on next slide you see like a short like um one second we usually see that we usually see that uh in larger companies like the customer Advisory Board this is where we have a chance to really listen in to customers to our customers and feed it back to again the beginning of the bow tie so we're actually closing a loop there yeah definitely um I'm not sure how you see this Ro um in a lot of companies I think this then sits quite a lot in CS and sometimes it doesn't find their way out of Cs you know um because it it's still a little bit side out off so you miss that opportunity to actually bring it to the front of the bow tie m um for us for example product marketing was very close to this um as well so really early they already started getting these insights out and then we have roundtables focused on this on the customer side we call our like quality reviews with customers impact reviews so I think there's a lot in the mindset um uh changing one from what are you doing there and second how can you um make it fluid between all the different uh departments um so what we did is on this slide and the next one is we're basically running customer impact surveys in the tool because we have over 10,000 customers so we have have a good base and we used this opportunity really hold down on rational impact um and emotional impact and we had these different choices and there was also free text which then basically translated into um the next slide our ability uh to bring all these different uh pieces of impact very early in our messaging it's an incremental part of handing over an account to Cs and then of course the renewal as Rose said in um the last piece of spice once we know that again we can go into even deeper and implementing Spice in the different processes that we have so this is an example of a winning by Design blueprint uh again I think most of you will find this familiar but this is an example of a Discovery meeting blueprint and how we can incorporate spiced along that so again if we captured spiced correctly we can enable our Sellers and also CS right CS also do Discovery uh uh meetings but we can enable them to actually guide the discussion throughout different elements of spice so this is um uh a discovery example once we do that let's take even further and let's activate the different methodologies in the tool in the tools one of the biggest things that we're now focusing with our clients is let's see gong for example like can we Implement for those of you who are familiar gong triggers and can we automate that to be able to see if our sellers the bdrs are actually asking and going through that spiced question SPI questions right so this is an example of of uh Andre I think this is this is you guys right yeah this is this is us and and I think you're breaking it down excellently there because even though you have like a spice note in in HubSpot and then you're using it maybe with your team but you want to go you want to go deeper and make it more transparent for everyone right so we could say um hey there's an competitor call with one of our competitors and here's the uh impact pains and even critic EV we have discovered right because we have have these trackers in gong and then we can also provide this information to the product team or product marketing team who then uh can actually shape our messaging again so it is it is all around but this is I think quite an quite an advanced use of it um I haven't seen so many companies uh like like drive it um to that depth but it helps us a lot to again train because you then have all the conversations where hm there is no pain you see for example here right there there's no no pain identified um as an example so like what does it actually mean what happens in these conversations and how can we um build that in a different way yeah this is what it means uh this is an example of where we implemented spiced in gong for one of our clients or actually gong implemented spiced for one of our clients uh I'm sorry for the bad Graphics here but what you can see where impact based question were asked mentioned sorry you can see the win rate is 40% and unlike the graphics here this is like a real snapshot of gong so they still have some work to do so when they do mention impact and which means that they asked impact based questions their win rate is 40% whether where there's where there are no mentions and the win rate is only 33% so we implemented spiced in our tools and are able to have not only build and Coach as Andre said but also Monitor and see the effects and do some AB testing around that um I think you have to click one more time I think there there's a picture on there um the the the thing is that it doesn't doesn't work if it's just okay we're buying this tool or we're implementing this methodology or we're doing this once right it's really a recurring thing um and I think this is a really good example um out of our own HubSpot in instance where we are then using every Tuesday Morning where we have nine teams right so not everybody can can speak but two uh people present basically deals they're working on right now present the spice and then basically ask the team back uh for help on either how they identified it or um things they can do to move it forward or they're struggling with um defining critical key event and then we basically brainstorming as a team um on these stories to one learn and use the methodology Day Day in day out and also then discuss of course how you apply it and how you um help your customers how you can unravel this with your customers yes and again all recording uh for Asun uh learning all right last topic how do we drive consistency right how do we build and work with rare Ops to analyze that on an ongoing basis so the way that we implement it we call it an impact office as you can see here this is an illustration of what we actually do so once we Define and build that data model we can start tracking different elements and different metrics there right in this specific examples we identified three not two three areas that those are the areas that we want to improve so it depend depend on how mature the company is and their change management principles we can decide every month or every quarter we're focusing on one or three areas that we want to improve and this is on an ongoing basis we meet with our clients once a month check the metrics and see how we are going to correct them whether it's by training by processes by technology whatever it is and then we continue to support them along that change management process we call that we call this an impact office and we call each one of those project Sprint and we really focus see Improvement finish that and go and focus on another metric to improve right and and you know how complex it is right sometimes you fix one thing and another affects another number so you need to go and fix that and so on and so on and so on this is uh what we do and again operating Cadence we meet month a month look at the metrics look at the pipelines quarterly we focus on what Sprints what areas we want to focus and fix in the next quarter and yearly this is where we report up what we uh were able to achieve yeah hey Ro um like going back to to your impact um review like how how do you then look at for example uh channels or markets like how do you go one one level deep I think this is um what also a lot of people might be struggling with in in the data model or um like surfacing this data because it's often quite easy to have this on on the higher level right and say hey our C4 is broken because um uh in the in in the sales motion for example um but how how do you how do you slice this with your customer an entire webinar just to talk or a course yeah I know I thought so right you're you're you're building it is up so we recently launched a new course which which is uh how to implement uh the data model so it's a three session course on how to do that which will go really de deep in how to implement that how to how do you look at different cohort how do you look at channels versus IND direct sales Etc to I need three hours just to answer that uh that's that's a really good Cliffhanger but like you're right so like on a monthly basis on on the next slide you said like we're really looking more high level in the markets and then quarterly we would uh break out some kind of Trends and channels to slice that up a bit um and now we we just uh we're just done with the yearly planning for 2024 we now have a really good set of all the conversion time um and volume metrics to basically then break this down into the revenue budget for next year all right final thoughts guys um when I interact when we interact with the wrong gradu grates uh what we hear is that most people actually uh fail to implement the scientific principles why because it's easy on paper but it's really hard and difficult in real life right because at the end of the day we know how corporates and companies work we're dealing with people and it's all about change management and the change management part is the hard part right and we don't have enough time to think it through and to really this is the hard part um but it's doable and I brought in Andre to show you guys that it is possible to do it by yourself um don't underestimate the amount of change manager that is required to get your go to market team aligned this is our biggest challenge and when we work with companies and how to align everybody on the new processes how to activate everything that we're talking about that we want to improve and and my tip here is you know stick to proven Frameworks and implementation focus on that high level get things get Spiced Right get impact uh right get the data model right before you dive into a more advanced uh specific use cases your company might have Ry I have a quick question from one of the attendees here um it's for Andre how long did it take you to implement all of these things um I think we did it in around like five months so we wanted to have uh like clean data 1 of January 2023 so we did first like so I started first of June and was done and end of December um but we started with like July August is with these courses and then we worked basically through these different steps and and I think why we were in the end faster and didn't take longer is the last Point here on Ro's slide stick to the framework this there there there's this this nice honeypots out there which which tell you then hey maybe there's another stage above awareness where all the marketing magic happens or maybe there's different definitions for mql and we're mixing sln SQL because we did it different another way just stick to the thing um like keep keep discussing you will fit it in there or actually realize that it shouldn't be your focus or it's an motion you shouldn't do or it's an like like whatever is in there but like use the proven Frameworks because you can also go out then and go to wining by Design's website do the Benchmark and see how other people in your uh cohort Revenue growth and so forth compare to you um I think if if we have opened this up to more we l discussion but to to bending uh we would still not be done with it because the moment it's done and Leoni can attest to that you also have to educate everybody on the commercial definitions and people will forget new people start it's an ongoing process I'm I'm I'm training every month new people in the commercial team or we coach on the bow tie on this framework it's super super important yeah I wanted to answer it's it's never done right it's an ongoing yeah um guys uh thank you very much uh for your time uh get in touch with me or Andre if you have H further questions um it is difficult um if you need more help that's what we do at winning by Design help companies we have different solutions for different uh sizes of companies or different stages of companies uh we have half do do it yourself half us or full hey we do it for you the entire process that we talked about uh so if you need our help please reach out and yeah it's important to mention uh for those of you who are interested to learn learn more we are launching a new data model implementation course it's a three session course uh Siri happening in q1 do we have I don't know if we have dates for that but it's a fantastic course um we did it and internally and now we're launching it so s for the date ah there you go um I was in really good position here um this is incredibly hard to do on your own and this is actually not to pet myself on the back but just help everyone understand that this is freaking hard so I'm coming from revs background therefore like I like I have the revs view which really helps and was in a position um in my role to actually have influence on all Marketing sales and customer success and I think both of that together really helped me drive that with the amazing work um uh of of my teams here but just to do this like go to wining by Design get help either for the implantation and the top thing or actually driving change through your organization which is the second piece because if I wouldn't have the experienced leader in the marketing and CS team or my um leaders in the sales team to actually coach and train and do all these things on spice it is not working right and all these enablement pieces you have to bring together and I'm just super happy and super glad that I'm in a position here where we have all these amazing uh people around me um which which can drive this together uh for the business thank you very much any further questions comments all right hey greets to Belgium Greg I hope to see you for some dinner in Amsterdam um everyone enjoy and see you all later