Sales 2.0: Greg Brush, Vice President Of Sales And Customer Success, InsideView, San Francisco (Part 5)

By Sramana Mitra and guest author Sudhindra Chada

Sramana Mitra: So, the enterprise cycle may be 146 days. During that time, all those people who have been identified as influencers in the decision-making process have been touched and sold to and demoed and their interactions logged to everything in Salesforce.com. At this point, you are getting close to a deal, yes?

Greg Brush: Yes, we are doing our best to move things forward. >>>

Sales 2.0: Greg Brush, Vice President Of Sales And Customer Success, InsideView, San Francisco (Part 4)

By Sramana Mitra and guest author Sudhindra Chada

Sramana Mitra: So, basically, on the transactional side you have fairly well-defined and simple process The number of stakeholders who are going to be making the buying decisions are fewer, and at this point, the assumption is you have identified that buyer. Then somebody from the sales team is just going to go and finish the sales cycle with that particular buyer, right? >>>

Sales 2.0: Greg Brush, Vice President Of Sales And Customer Success, InsideView, San Francisco (Part 3)

By Sramana Mitra and guest author Sudhindra Chada

Sramana Mitra: Could we talk a bit more about what you measure in that process? Let’s say you have a qualified lead and that qualified lead goes down the funnel. What are the next few steps, how do you measure them, and what happens at each of them?

Greg Brush: The primary things we look for are the business need, the setup of the company, and the contacts. So, the basics of what would represent a sales opportunity. We are even willing to educate prospects if they are not savvy about what the application is. But if we sense there is a business need, if they have an outbound campaign or they have customer initiatives that are promoting a higher level of intimacy, then that represents a viable prospect for us. So, what we see is based on a certain set of attributes about the business opportunities that could exist. Then the LeadQual person will turn that into an opportunity promote it to the account executive, who will then have the conversation [with the prospect] and treat it as an opportunity. >>>

Sales 2.0: Greg Brush, Vice President Of Sales And Customer Success, InsideView, San Francisco (Part 2)

By Sramana Mitra and guest author Sudhindra Chada

Sramana Mitra: Would you talk more about scoring process, the scoring algorithm?

Greg Brush: You know, I don’t know all the nuances. I work with the director of demand generation, Rob Richardson, on that. Here is what he says about it: “InsideView uses a fairly sophisticated lead scoring methodology. Cutting across two different vectors, we evaluate both the explicit details of a particular contact (title, company size, location, etc.) and the implicit activities (downloaded white paper, attended webinar, chatted at a trade show, etc.) – rolling this up into a aggregate score.” >>>

Sales 2.0: Greg Brush, Vice President Of Sales And Customer Success, InsideView, San Francisco (Part 1)

By Sramana Mitra and guest author Sudhindra Chada

About Greg Brush
Greg leads the sales and customer success teams for InsideView. He is a proven sales executive and team leader who brings more than 21 years of software sales experience. Prior to joining InsideView, Greg served as vice president of sales at Movaris, where he restored sales growth that contributed to the company’s acquisition. He was the director of sales at Hyperion Solutions (now Oracle) in both national and strategic regional roles and has served in various sales executive and management positions at Siebel Systems. Greg also held senior sales positions with Pure Software, where he was a contributor to the rapid revenue growth that led to a successful IPO in 1995 and subsequent acquisition to Rational Software (now IBM). Greg began his sales career with Oracle Corporation, where he was consistently a top revenue contributor in the Oracle Direct team. >>>

Thought Leaders In Sales 2.0: Kevin Suitor, VP Of Marketing, Exinda (Part 6)

By Sramana Mitra and guest author Sudhindra Chada

SM: If you were to look at the funnel from a holistic point of view, where you are bringing in leads from the top all the way down to where your fields sales or channel sales teams are closing deals, would you step me through how many steps you break the funnel into and how the metrics perform throughout that process? >>>

Thought Leaders In Sales 2.0: Kevin Suitor, VP Of Marketing, Exinda (Part 5)

By Sramana Mitra and guest author Sudhindra Chada

SM: What kinds of questions did your customers have?

KS: For example, we had questions about the impact of mobile devices on corporate networks. We had questions about that, and earlier in February we blogged about IPv6, so a few people raised questions about this. It was an issue that was raised by European customers for few weeks, so we blogged on what our strategy is, our statement of direction on IPv6 is, and we blogged about when customers can expect to see that technology integrated into our product. >>>

Thought Leaders In Sales 2.0: Kevin Suitor, VP of Marketing, Exinda (Part 4)

By Sramana Mitra and guest author Sudhindra Chada

SM: So, when a partner channel is selling to an account, they don’t have visibility into what has been going on in that account prior to their involvement?

KS: They get a record export of prior activity from the channel manager, and once we hand it over they are the sales manager of record. We continue to update based upon our field sales team and channels sales team interaction with that partner or internal records to track what is going on in the account, but the channel is using its own internal CRM systems as opposed to ours. >>>