Analytics for Sales with Tableau and DataSelf

Good morning everyone. Thanks for joining the session. Today is turbocharge your sales with analytics. My name is Johnny Giorardi. I'm Data Sales founder and CEO. And the main idea of today's webinar is how to make your sales team's interactions with customers more educated, targeted and efficient. As you know, today clients are getting more educated. They're doing their research and they're busy. So if your sales team is not really educated about what's going on in the market, about what's going on with the client, if they're not targeted about specific things that matter for the client, they're not efficient doing the work, you might be losing some opportunities. So hopefully today's webinar will cover some ideas that can help you fulfill this concept, using analytics as one of the tools to get that part covered. So from an agenda standpoint, first of all, we'll talk about metrics for sales management. Analytics is about metrics measuring things. So we'll talk about powerful ones, we'll talk about the critical role of data for maximizing sales, and we'll talk about how to engage salespeople with analytics. And then at the end I will have a Q and A session. So let's start with powerful metrics for sales management. And there's a book called Cracking the sales management Code by Jason Jordan. If you are into sales, I highly recommend reading this book, especially for analytics. It has a lot of great information. It can help you also understand better the processes, kind of metrics that might relate to your business. So highly recommend. Anyhow, Mr. Jordan, he researched through several large organizations and the main idea was to learn from these organizations key metrics for effective sales management. And in this research he gathered more than 300 different kind of metrics, a lot of metrics, so a lot of people using a lot of different ways to look at data. But one of the things that he did, which I thought it was very insightful, that sometimes we don't really think hard about it, is can we manage this metric? Can you actually influence it? How much effort should we put into analyzing metrics? And it's a process. You know, quite often that when people start measuring in trying to managing things, they have an idea of what might work, they give it a shot, and quite often they realize it's not ready, it's not right, they have to twist it, tweak it, change it, and it's a journey, it's part of the process. But being able to measure something and act on that measure is critical. It is just information that nobody acts on. It's usually not that critical. So a big chunk of this book message was, you know, can we manage this metric? So he went through this whole research and then he found out out of those 300 plus type of sales metrics, there are three main types or buckets. The first are the sales activities like calls, emails, visit to clients, demos, things of that nature. Sales activities are usually things that are easy to measure, how many you are doing. And usually they are fully controllable in a way, make more calls, visit more clients, send more emails while you're not reaching the goals of those things. So sales activity is usually something kind of, you know, almost 100% within the measurement in the management of metrics in a sales organization. Now there are the sales objectives. Well, sales objectives is pretty much are you getting more opportunities open to, you know, push through the pipeline, are you being able to move them quickly or how long is taking to move from one step of the pipeline to the next one. So those things are your objective. You want to get more opportunities you want to get then moving forward and eventually to close them, of course. And these metrics are usually called or very useful for checking your sales process, how it's going and how can you tweak your different processes, your different interactions, the speed, the approach, what materials you should send, looking at different trends across the whole sales process to try to create more things in the sales objectives step of the metrics. So these things you don't control fully because to create an opportunity, the prospect say no, yes, send me a proposal. So in a way you don't control the full process, but by looking at the sales activities and how efficiently you're doing things, you start to find pattern between or among things you do and getting more of your sales objectives into the sales process. Finally, what's the ultimate goal is the actual business results, how many sales you're getting, how many new contracts have you closed? This is pretty much you're looking at lagging metrics. You know, it's what you did in the past. You have no more control of what happened in the past because you're closed opportunities. So it's great for reporting, it's great to learn what happened, to see how you can do better in the future. But it's something that has already passed. So these are the three main types of metrics. And the interesting thing if you check the book by Mr. Jordan is that there is no one size fits all, what you should do. It's great to learn what options are available, what other organizations are doing in and try to start to experiment in your own sales process to see which ones can actually help you and your sales team do better. Anyhow, I want to do a quick poll to ask your opinion or your feedback. So let me just launch this poll and if you please just tell which one of the following sales metrics you're actually measuring with your sales team and that you're actually trying to manage. So you're measuring and manage. So click all the ones that apply to you and be sure to click the submit button. 10 more seconds. Five more seconds. All right, I'm going to close the poll and just share the results. So most are measuring the results, a bunch of objectives and actually about half checking the activities. Pretty good. Thank you very much. All right, so this is actually what Mr. Jordan found on average among the organization that he was dealing with in as a guideline. These organizations are fairly, they have fairly efficient sales processes and he found that a good chunk of their metrics was around sales objectives, a small amount on sales activities and relatively well for business results. If you just remember what we just look at our own survey here, we got 80%, 86% for results, 71 for objectives, and 57 for activity. So we have a little different arrangement here. There's no right and wrong. I'm just conveying that for these organizations they found out that and you know, if your sales process is fairly mechanical, quite often there is less management of sales objectives and more kind of doing sales activities. If your sales like B2B is more complex, sometimes you have to work harder and get more things into the pipeline so they can move into your sales objectives. So those specific things of your own business, you have to see which one to apply better and then try to increase the buckets depending on those kind of needs. Now I want to show some examples of sales manager dashboard. So I'm not talking about the sales people but the people who manage sales people. And the examples I'm going to be showing here is actually some examples that some of our clients. Actually the example I'm going to be showing is for one of our clients that went through or constantly going through a process to analyze how they can make the management of the salespeople more efficient. How can sales managers understand what's going on and influence the salespeople to be more targeted, to be more efficient and to close my smart sales. So now I'm going to just switch to data self analytics. Could be this could be done in any tool, could be Excel, could be, you know, other BI solutions. I'm showing Data Self analytics because it's actually what we use to provide to our clients anyhow. So this company, when they started investing analytics, they want to have their sales managers and salespeople a lot more aligned with what was going on, trying to find trends among different salespeople and different clients that would be the good trends or the bad trends to help the whole sales team to learn from those successes and mistakes to be better next time. So they started as a journey, as I mentioned. You know, when you start, if you're not on top of your things, you don't know exactly where you're going. But it's an exciting process, you know, as you learn things and you help your sales team be more educated, you can improve a lot your efficiency. So this is a dashboard that a sales manager pretty much every week on Mondays he will look, we pretty much have the salespeople and then bars for each one of them telling how much the opportunities they have on the CRM system. He will see the whole opportunities and then he can filter these opportunities by if it's open and closed, what is the stage of the opportunity, what months expected to close. And at the bottom he has the actual opportunities in the CRM system. So it's a kind of a vanilla, obvious pipeline dashboard that usually you find in CRM systems that provide this kind of perspective. But the reason why they decided to use dataself to replace their CRM and ERP reporting was because they said, Johnny, we really need to be flexible, analyzing our trends, be able to change things and experiment. And what we've been trying to do for the past year and a half before Data self was working with it and some report writing that they have in pretty much every interaction that they want to change how things would look in the dashboard, how they would bring data together. It would take usually days or weeks for it to come back with the final modification. The way that the salespeople was working in something they would like to do like in three months, usually it takes six months to one year to get it done because just the whole reporting and analytics was just too cumbersome. They have to submit a request, wait for it to get it done. So say no, we need to become independent. We need to start slicing and dicing our data, putting these dashboards together, experimenting, discussing with salespeople. We need to get it out of this equation. Support us, yes, but let us be independent. Anyhow, when they started this process, they had pretty much the same kind of dashboard that they had in the CRM system. So like I said, kind of vanilla. But the cool thing is what I'm going to show you is the end result of about four months of interacting with the framework and customizing it. I'm going to show an example. So let's say the account manager would be talking with Ad, which is one of the salespeople. So start the meeting. He clicks on add and then right now he only sees ad opportunities. Right now I'm just looking at opening. I could discuss what he won, what he lost. You know, would be a very interactive discussion. Anyhow, he has control of filtering of different options. However, once they go into, okay, now what opportunities on the pipeline, how can I help you? What's going on with this client? Is it good? Is it bad? Then they realize there's several kind of, kind of questions or discussions that would be involved in salespeople that they should have in their fingertips to quickly go through those trends that are critical for the discussion. For instance, so talking with Ad and hey Ed, how about, you know, this client here is a big opportunity. Is it still early in the process? What's going on with this client? What, what else we have with them? So before data self they have to go and jump into different reports and go to the ERP system to look at what invoices they sold. Are there any sales order? Is the client with pending receivables? Usually a relationship with a client has so many different pieces connected with your business and sometimes some of those connections are critical to for you to do better when you're dealing with a new opportunity. So what this organization did is they build this dashboard and when you click on this particular client, now we have these four different drill down or drill through options. They can go click AR aging and see if this client is current. If something delays, you know, because sometimes that's something important for their business. They can just email the prospect email right there, send an email to ask something so they don't have to go to the email, find the address of the person. So quick and easy. They use marketing automation tools that bring information from website visits, what page they visit, how many social media interactions. So they could go to the marketing automation tool specifically to see what this client is doing their website. And they also created this dashboard that shows information from their ERP system. I'm going to click right now, so I'm going to go into sales analysis for this particular customer. So right now just by clicking on this second option they go to a different, in this case is a different part of the Dashboard that shows year over year sales for that particular customer by brand and by product. So in this current month, they see last year and this year side by side by brand and by product. And if the sales is going down, it shows as this orange color. If it's going up, it's showing as blue. So the idea of for this business is because they have seasonal business and in this report, by the way, is month to date. So let's say if we have 15 days, if you're on the June 15, we're comparing how much they bought last year through June through the 15th compared to this year. So it's a true side by side comparison. And if you have declined, that can be a problem. So the idea here is, for instance, they look at this like in this case, of course, I pick a situation that could be a problem. We're seeing many declines with items. The total for the month, it is a decline versus last year for this brand. And is this a trend? Is this a problem? Is this just, you know, a hiccup? Well, let's see. Let's check what happened last month. So in this case, this is something that they do. They can select different months and sure enough, overall the business last month also declined. Well, that's two red flags. Some items are declining and last month comparing to the same month last year, it also declined. Well, maybe you need to dig further to see what's going on. Call the client to see those competitors if they're not happy. But making this kind of flow that you don't have to go to different reports or different systems call it to be right there on the spot is very informative. They have also the bottom here another section that shows open orders, what this client already has in the pipeline or actually in actual orders that are supposed to ship this month, next month in the. So the point is the idea of this interaction as make the meeting between the sales manager and the salesperson something that people can focus on the business issues and not jumping through loops and hoops in Excel sheets and complications. Oh, let me see. I don't have this information. Let's talk again next week. No, you need to fine tune your process. You need to learn your process and fine tune in a way that you can give these people tools that they can focus on the job and move forward and not being scrambling with the reporting analytics tools. And overall, you know, I have some other reports here in dashboards that are also being used by this organization. I thought this, this one was an interesting perspective. This one shows by salespeople These are how many weeks since the last contact with a particular lead or client. And then the color of each of these cells relates to how much an opportunity is into that particular bucket. So let's say if I click on this one for Dan, there's 12 opportunities that are here at the bottom with a total of $3 million. And then, hey, Dan, why you're not calling again? These people? You should call these people every week. You shouldn't wait for a full week to call these important leads. Salespeople are super busy usually, and sometimes they can lose track of what's important, or sometimes they're just handling the account because that's their job. But let's say a particular client might have some other issues with the business that the sales manager knows that the account, the sales people doesn't. And then having this kind of dashboards will help them have again, a more educated, a more targeted conversation among the opportunities to be more efficient when they tackle sales opportunities with clients. And again, all of these things are interactive. You click, you can drill down, you can go to the reports. The last one, which is also pretty popular, is having sales funnels that you can also filter by different ways. Interactive, that you can click, you can email, you can go to other dashboards. All very interactive and all very targeted specifically for procedures that will help the sales team be more efficient. Alrighty, let's move forward. I'm going to make a second quick poll, so let me just launch it. So just click in what are your main reporting challenges and be sure to check all the options and click the submit button. Don't forget to click the submit button. Ten more seconds. Five more seconds. All right, thank you very much. Just sharing quickly. So difficult to use is the top one and data consolidation, the second one. Thank you very much. Let's move forward. Let's talk about the critical role of data for maximizing sales. And now we're talking about the salesperson perspective. The first part was about the sales manager, the people who manage sales teams. Now we're going to talk specifically about salespeople. And it's a different perspective. It's a different kind of needs, a different kind of, you know, things they'll be interested from an analytics standpoint to do their job better. So let's talk about the sales rep perspective. So first of all, what are the main traits of great sales sales reps? First of all, they're very competitive. They want to do more, they want to sell more. They are excited. Usually. They're numbers driven, of course, commission driven. I would say, but they like to hit quotas, they like to see numbers to do better. And overall they are curious. They're curious about what's going to market, they're curious about what's going with the clients, what you're doing so they can do better. So these are three great traits of salespeople. And the idea is by understanding their traits, see what kind of metrics, analytics information you can create to help them be more competitive, more numbers driven and more curious. So let's take a look at some of those ideas. So what is important for a rep? What can motivated them from a analytics or data standpoint? So first of all, one thing that I always tell people, usually you have to pay attention to the high performers. There's always a small number of them that are so ahead of everyone else and you have to do your best to learn from them. Sometimes they don't like to share much their secret sauce, but you should overall try to learn from them and try to share with others whatever you learn. And it's a process. Again, you know, many people don't like to give away the kind of special trick that they have. Sometimes they don't even know why they're so efficient. But if you talk with them, cool. Usually you learn certain things that some other people are not doing. I also found in our client base one thing that has helped a lot these organizations learn from reps to help the other reps to be more efficient is be sure that a commission component is based on team performance or company performance. So the more that the team sells, the more that the company sells, anyone will make better. So high performers, sometimes if they get nothing from other people selling more, they're going to say why I'm going to be sharing what I know, it's working for me, I'm great. But if you do this kind of commission component base from other people, they'll be more inclined to say, wow, I'm one. There's another, I don't know, 50 reps, if I get 5% from their sales, that makes big difference. So it's a soft approach that will help you get your team as a whole more to share things. And you don't even need to be the person or the managers doing the actual sharing. You can actually influence them to talk with each other. Hey, the high performer or whatever the person is, you're doing so great. And as a team we can do so much better if we learn from things, talk with other people, give them some tips, try to influence positively with a soft approach. To get them to be sharing what they know and help other people to do better. From an analytics standpoint, make it very easy for them to monitor their progress against their goals. This kind of looks like obvious, but quite often as you learn what metrics are important for your sales process, you know the activities, objectives and the results. Make it easy for those metrics to be in a place in a way that managers and salespeople will find them right there. They don't have to dig it through, they don't have to go to different complicated places. Just make it easy. Check what other companies are doing. Try to learn from your peers, same industry, sometimes you learn from the competitors, pay attention to them. That can help you, your sales team to do better. So that's also very important. And we have been working or we have worked with hundreds of organizations doing analytics. A lot of them, they use our solution for sales. So we have learned a lot from these organizations. We have built a lot of out of the box reports that look at different sales metrics. Like Mr. Jordan mentioned that, you know, 300 metrics that he found in these large organizations, we have 3,000. Of course, many of these 3,000 are variations of the same thing. But there's a lot of things to look in our out of the box to get inspiration to see if some of these metrics would be really relevant to your own sales process. So let me show some examples of dashboard that have proven to be valuable. This is another one of our clients that they found out that they want to make it easy for their sales team to see how the whole company and the whole teams are doing from a sales standpoint. So there's a very simple quota dashboard that they see the company total, the bar, the line is the actual goal and the bar is the actual. And if it knows if it's green is above the goal, if it's not, green is below the goal of the target, then they have the same information by region and then they have information by individual sales reps and some other overall metrics. Now one of the reasons why they did this quota dashboard, and it's actually a big screen on the sales team room, is because they understand that, you know, salespeople are competitive and they're curious. So if someone else is doing better than them, they'll be pressured to do better. They'll be pressured to talk with other people. They'll be pressured in a way to just see why they're not doing as well as the others. So sharing high level numbers, if it's not something Proprietary for each individual overall works great towards those competitive and curious traits of great salespeople. And right here you can tell, you know, some people are doing really below the goal, some are doing really great. So it's good to share that information. Now, not only that for this organization, they also allowed each salesperson of the same region to be able to see someone else's second layer of metrics. So let me show the next dashboard. This dashboard is to show more like details about the kind of opportunities they're working on, how many activities they're doing last week, this week, this month, this quarter, and some other metrics. So these are not proprietary information. They're not showing which clients they're working with because that's individual for each salesperson, but it's showing metrics that show activities and objectives of each salesperson that can give hints to other salespeople of why they're doing so well or why they're not doing so well. And this is a journey, this is a process. You know, it's interesting that sometimes some people with lower number of calls and emails get higher sales than others, right? Because it's not only throwing a bunch of emails, calling a lot of people, it's actually a matter of calling and leaving the right message, being contextual in the message that you leave in your email that you send. And then as you see those trends, you say, hey, this junior salesperson is doing so many activities, but he's not getting much sales. Well, you see those trends early on and you go talk with them and start with her explaining, you know, it's not just a matter of, you know, getting more is about a balance of quality and quantity. And look, you know, then you can look at no, show examples of the top performers of how much they're doing how many activities, but how much they're getting the job done and getting sales. So it's a process that the account manager and the salesperson can go through discussions to learn from others so the salesperson will be more efficient. Let's take a quick look at some examples of sales rep dashboards that some of our clients are taking advantage of. I'm going to go back to data self and I'm going to show this particular dashboard. So this particular dashboard is from another organization is a very interesting story. They have a large number of clients, they have a large number of salespeople. I mean, 50 or 60 salespeople. And one of the things that they realize over time is that there is a certain number, number of opportunities on each salesperson. Account that they are calling frequently and it's moving forward and it's awesome. But each salesperson has a big chunk of other opportunities or other prospects in their account that they're not with hard opportunities or they have nothing in the pipeline or little things and they want to help the account manager to decide who is going to call next. So once you call all the ones you know that you have to call and now you go call someone else is who should you call. So it took them a while to come up with this idea of who's hot dashboard. And the way that they found out is they have a marketing automation tool that gives them the amount of contacts. Actually the marketer automation tool, which looks at how many website visits they have as well as information from the CRM system, number of calls, number of emails that this organization is exchanging with your business. And they put it on this dashboard, on this chart on a descending order. So the more contacts a company is doing with your company, the more likely you can sell them more if you're not already trying to sell them more. So as an account manager, suppose I'm, you know, this 11:00am is a great time to call a few states. So I come here, I select the state I'm going to be calling and then I look at this top list here. Yes, I already called Michael. Yes, we're talking with this other client, Frederick. Wow. Yeah. Frederic. I haven't called Fredrick for, I don't know, for a month or so and he's been doing a lot of website visits and been talking with a lot of people. I don't know who they are. So I'm going to call Frederick. But the other thing that the organization also did in the business process is what should you do before you call a prospect? So usually notice this person goes through a certain process before they call a prospect. But the company decided what you have to do is you have to go to the customer trends. This is almost like an obligation. If you're going to call someone, come here, choose the customer, which in this case I already have selected. But it's Frederick. It's already here. Frederick. So he picked the Frederick client. And then it shows last year and this year, side by side sales by product line. This company is really driven by product line sales. And the idea was if you see declines like in this case, that might be a red flag and they could have even more detail. So the point is he would see how they're selling over by month. This year, last year, it's growing or declining as an Accumulated perspective. So he would get educated about important things that could matter for this client. And then he would call Frederic, Hey Frederick, how is it going? He would ask a bunch of questions and once the chit chat would be over, he'd say, hey Frederick, last year in April as well, you bought quite a bit of dairy products. Dairy products, sorry, why is this year you're just buying just a little bit. So now you're having a targeted and educated conversation. And what this client told me is that sometimes when the salespeople are talking with clients, sometimes clients don't even know of that particular problem. Sometimes a problem in the client and they were not, they were busy, they didn't even know something was not selling as well. Sometimes it's a competitor, sometimes it's something that the client knows a problem, but sometimes it's not. But by helping your account manager, your salespeople to know important things to have in conversation before they call, this is part of the sales knowledge of the organization. Again, by learning from the high performers, by learning from salespeople how they're doing better. Quite often many of those learning things are applicable to everyone else. And when you learn those things and you incorporate into the analytics solution and you do things like this, you kind of help the salespeople to go through these things and more effectively, be more educated, be more targeted. Now in this particular example of this company, they also, let's say, hey, I'm going to call now Mason, another client. And then once I choose Mason here and I see the trends, I see what's going on and oh, look at this, it's red. Something is not good in this case for this organization. They also have internal goals that profitability should be a certain percentage and the client shouldn't be too passed to. So in this case, by clicking here, you go to a different part of the dashboard showing in this case the profitability of this client by different product line. You have the color showing how profitable those sales are. So the idea is for the account manager, hey, not only does it have to sell more, but you have to be sure the profitability is above a certain percentage. If it's not, you got to do a better job, call the manager or try to do something else. But again, you have your obligation with your clients and you have obligation with your manager and company. And then allowing all these metrics to be easy are very helpful. The last thing about account managers is also you're going to be creating a framework of analytics reports and dashboard that they can easily navigate and have these Answers these questions answered quickly. But you also want to give them freedom to make different things to change the slice and dice. What I'm going to show you now is an example that now we have enabled or released in our product that is being very helpful for some organizations. This particular view is just showing orders that were shipped this week. So it shows for account manager, in this case this one by customer, how much was shipped this week. And in this particular business, quite often you would be just shipped and job done, you got your commission, no problem. But sometimes some account managers say, hey, actually I want to be notified when shipments are above a certain threshold because I want to call the client, say thank you for your business. So by having something like this, an account manager could come here and say, hey, I want to create an alert. And every time that this, that any of these customers have a shipment above, let's say $500,000, I want to receive an email in my inbox and I'll give them a call. So as a salesperson I come here, I click on this axis. I still want to create an alert. So let me just click here. Revert. Okay, sorry. When I click on alert, sorry, I click the bar, I click alert and then I say, hey, when the order ships, go above $500,000, I want to send an email to myself with this subject. I want to send this every day. I want to send to myself plus Joe, who is my, I don't know, my manager. And I click the alert. That's it. Now I don't have to worry about this thing anymore. I don't care. But if or when a customer goes above $500,000, what happens is I get an email in my inbox showing exactly what happened and then I can call the client, I can send them an email to thank. So it's completely self service. I did it by myself. Suppose eventually I decide, hey, you know, actually I want to call people that are, you know, over $400,000. I want to lower the threshold. Do I need to call it to ask the change? Nope. I come here and I say edit this alert. I go right back into the product. I just change 400, I click save and that's it. Or maybe I forward this email to someone else. Oh, check this out. Suppose I'm another salesperson. Wow, this is awesome. I also want to receive this alert. I just come here and click add me to this alert by myself. Don't need to call it. I'm added to the alert or I'm removed to the alert or I can Edit the alert. Very straightforward and very empowering for salespeople. All right, let's move forward. I'm going to make my last quick poll, so if you don't mind anything quickly. How engaged is your salespeople with data analysis? Please check all the options that apply to your business and click the submit button. Ten more seconds. Five more seconds. Thank you very much. All right, so let's talk about how to engage salespeople with analytics. Many of my clients, they say, johnny, you know, my salespeople, they are great. They're very sales, they're very people, people, people. And I'm having challenges getting them to look at data, to look at reports and analytics the way that they should. I hear this quite often. And reality is salespeople are people, people. And many of them are not very data driven per se. At least there are many reasons why they might not be data driven. And usually by hearing our clients listen to their story, giving some suggestions, we learn some of the things that usually help them become better, better at engaging their sales force or their sales team with more data. The first thing is focus first on your reps that are excited about analytics. If you have several reps, usually a fraction of them are very excited. They want data, they want more reports, more dashboards. They understand the benefit, they're excited to help you figure it out. Focus on them. The reality is, until you turn this process around, usually for months, not even weeks, it's for months. And working with these people who are excited, until you do that for months, you don't even know exactly yet what's going to make a difference. And if you start pushing things that don't make a difference to everyone else, boy, you're going to lose the interest even more. So do not push things that are not proven yet before you get them validated. And focus first on the reps that want to be part of it. Some of them, they just, they want it. You know, you're going to tell, yes, call me, I love it. And some of the people are like, yeah, you know, let me know, whatever, so don't bother. Focus first on the people who are excited. Second, learn with these excited people what makes a really real difference. And it's not a feeling difference, it's an actual numbers. You know, you see a difference because I did this, we see this better result. So try to learn from the process, the things that actually make a difference in the whole process. Nurture team performance culture. So, as I mentioned before, try to come up with ways that you encourage people to share with other people. You know, put a component of your commission based on the team performance so everyone will win as you sell more. This is very important also to get these first reps excited and actually talking with other people in helping the other guys to engage as well. One thing that I've said a lot and I've seen a lot with my clients is don't push analytics to everyone. Focus first on the reps that are excited and just run with it. And what happens is the other reps that are not so excited, that don't care much about this new initiative, but in every meeting you talk a little bit about it and you're dealing with these reps that are engaging with you. And what will happen is many of the other reps will be, I want to be part of it as well. The guys become more successful and start talking with them and eventually they're going to be part of it. So let them come to you. Don't push them down the throat. Focus first on the ones that would be excited and naturally the others will come. The ones that want to engage, they will come to you. And when they ask you, give me, give me this as well. Give me more access. Boy, now they want it, now they will use it. Now they'll be actively engaging with the process. So keep that in mind. Try to incorporate only the relevant metrics into the sales process. Don't put too much, don't put too little. Try to find the right balance of critical metrics that will make a difference. Make it easy to access analytics. Some people are always sitting on the desktop. Some people are visiting clients. So find ways that they can find it anytime, anywhere using their desktops or notebooks, their mobile devices. Make it easy. This is one example that I usually tell people. It's very, very effective is put analytics inside of the salespeople processes. So if they use CRM, it can be any CRM system. You should overall insert dashboards and reports inside of the CRM process. So when they go from looking at the pipeline, looking at the accounts, the contacts on one of these pages that they're going through all the time, find contextual reports and dashboards that can be inserted into these sections that are interactive so the salesperson will be able to see the data on their, on their face, even if they don't want to, it's going to be right there. So inserting in their sales process is usually a great way to get more traction. By the way, when I was talking before that I showed a dashboard. Let me just go back to that dashboard, I think it's an interesting story. This dashboard here, when I showed you this dashboard that you can click here and you can go to a client and go to all of these different options. I see many organizations with CRM system, any CRM system that they want to have more information for salespeople in, what they do is they start to bring data from their other systems, you know, from the ERP system, from market automation inside of the CRM. So they go through a very complex technical data synchronization process to bring sales and whatnot into the CRM and then they start building reports inside of the CRM system and it's unreliable, it's slow and it's complex. What I showed you here is you could have a dashboard like this inside of your CRM and then inside of this dashboard, because you're using a flexible analytics tool, you can create all of these other reports and data points together without changing the CRM, without bringing data from other data sources into the CRM, without synchronization, without slowing down. If you want to change this report, you don't need to call it, you don't need to call the CRM company. You just come, you change the report, you slice and dice it, you save it, and now you have a new modified perspective inside of your CRM. Bringing data from financials, from purchasing, payables, whatever it is. So being able to use an analytics tool that is flexible and incorporating those reports and dashboards into the workflow of the salesperson can dramatically expedite the time that's going to take your business to figure out what metrics and what variation of metrics will help your sales team to be more efficient. My last part is just talk a little bit about data self. For those of you who are not very familiar with us, we've been doing analytics for organizations in the mid market for 12 years now. We have what is called an enterprise grade BI solution. We use data warehousing to bring together data from the ERP system, from the CRM, Google Analytics, market automation tools, payroll, Excel sheets. So we combine all this data together, quick and easy. It's all your data, is all your business data. Doesn't matter where it comes from. So we bring them together. We use Tableau as the tool to show data. And Tableau for the last five years in a row has been considered by Gartner as the gold standard for analytics in reporting. Very easy to use, run things very fast. You can access your reports, your dashboards, your alerts in desktop, web, mobile devices and it's very easy to slice and dice the reports, to drill down and even build new ones from scratch. We've been doing this for 12 years and we have been slowly but surely adding more and more metrics into our out of the box solution. Today we have more than 5,000 reports, dashboards and KPIs out of the box. There's more than 3,000 total. Looking at sales metrics, specifically sales and sales order in CRM metrics. So if you're trying to get a better understanding of how manage salespeople in looking what kind of metrics can help you, our library can be inspirational in that perspective. I'm going to jump the last product demo because we're running almost out of time here. What will be next? So I encourage you to learn more about analytics for Sales Data Cell. We have a lot of experience and my main goal as a professional first of all is education. I want to share a little bit of what I learned. I want to learn from you what you've been doing, what's been successful, what's not. And I can point different things you might do to do better. If you did BI analytics, I can point to competitors. If I'm not a good fit for you, if my framework is a good fit for you, boy we'll have fun. We'll help you a lot. We know our stuff really, really well. So we can dramatically accelerate the time that it takes for you to get analytics in the hands of your salespeople in other parts of the organization to do better. If you want to learn more about dataself, see a demo, do proof of concept, contact me. I'm here to assist. So those are two potential next steps at the end of the webinar when to leave. Don't forget to answer the questionnaire. That's going to pop asking a few questions because we always appreciate feedback. I'm going to skip this poll as well. I'm going to open the finally a Q and A. If you have questions, please use the GoToWebinar panel and I'm going to be answering questions right now. So let's see if we have any questions. Yes, we have questions. So first question is from Laura. So Laura is saying that we synchronize our recent sales from our ERP into Salesforce. It's unreliable and hard to maintain. It's an unreliable, hard minting process. Can you explain again about using analytics inside of Salesforce? Okay Lara, it's an awesome question. So I see a lot of organizations that as they try to do better with the sales team, they need to have several pieces of data from different systems like the ERP and whatnot, inside of the salesperson process. And many organizations use CRM like Salesforce for that purpose. So if you're talking with the consultants, the CRM consultants, the ERP consultants, a very natural approach that they will take is sure, we're going to bring your data, let's say, as you said, your sales data from your ERP into your CRM, in your case, Salesforce, and then we can build reports inside of looks great, it actually works. And as you said, sometimes it's unreliable because it's a lot of data and synchronizing data from one system to another, as you said, is unreliable, is slow. The other thing that I also see many companies doing this is once they get the data inside of the CRM, they start to have more ideas, hey, what if we do something else? We need to add more this extra piece of information and it becomes another weeks, sometimes months of you know, it process to bring more data inside of the CRM and eventually they got another report out of the CRM. It's a slow, complex, inexpensive process. And I tell people, if you need data from the ERP inside of CRM for transactions, yes, you have to do that. But if it's for reporting and for data analysis, which a lot of the cases is, do not do that, do not try, let's say try to avoid, to bring data from one system to another. If it's for reporting and data visualization purposes, it's the wrong tool. It's going to be complex, it's going to be expensive and potentially unreliable. If you use a tool like Data Self, a tool that can bring the data together in a data warehouse. So you have your erp, your CRM and you have a front end tool like ours, which is tableau, that allows you, the salespeople, to easily slice and dice the data, change reports, dashboards, inside of any tool inside of the CRM. So the erp, you become empowered, you can change and you're not synchronizing data like you're saying that you're only bringing recent sales into your CRM. What if you decide to bring more than recent sales? If you're using this process that you're doing today is going to be even more unreliable, even slower. With a tool like Data Self, you do it yourself right there. You just select a few more months, maybe two years on the report per se, you just click edit, you change the filter and you're done. So much more efficient. Laura, I highly recommend to have a conversation the two of us. Quite often when I hear this kind of question from people, I say you might be doing the wrong procedure, the wrong approach. If it's for reporting in the data analysis, do not bring data from one system to another. Use an analytics tool. If you need for transactions, then yes, like you know, you need an order, you are in CRM and you need to copy something from the ERP inside of the new order inside of the erp. Now you need inside to move data from one bucket to another to push an order. Then as a transaction it's not for data analysis, then yes, you need it. So let's talk. I can go in more details, understand your case, give some more ideas and see if you know, I can be of any assistance. Laura, thank you very much for your question. Let's see one more question because we're running out of time. Question from Max. Does data self support Sage X3? Yes, Max, we support Sage X3. Actually. If you want to see what products we support any of you, you come to dataself.com on the homepage. Just scroll down a little bit until you find these buttons. You click this button, you're going to see the list of ERP and CRM we support. There's more than a dozen. You know, Dynamics, Microsoft Dynamics, most Edge products, Acumatica, Salesforce, Infor, Sales Logic and whatnot. If you want to learn about what reports are available out of the box, what are our 3,000 plus KPIs for sales and sales order? Then you click this 5,000 reports. That's for the KPIs button. Let me click on it just to go quickly to that page. Here you can have a little description of what's available. You can see some samples and you can download the full list of reports and KPIs we have available. So I encourage you to do that. Folks, we're running out of time, so my last comment here is first of all, thank you for your time today. I hope you found informative. Let me know in the comments, send me an email, feedback what you liked, what you didn't like. This session is being recorded so we're going to.