Revenue Game powered by Revenue Circuit'2021- Full Video

Alrighty then. Welcome back. So this is group C, Correct. Group C, what's up? Hands up in the air. Wave and say hello. Y' all are back. This is good. Shane, I remember your name now. Shane. Y' all are going to take stage. Can we get them a mic please? Judges, quick roll call. Prakar Jain in the house. What's up? Archana Lokesh, you are here. Kasturidas Talukdar. See, I get the last name right. Do people mess up your name a lot? By the way, it seems like one of those names people mess up, right? All right, Mihir. Welcome Mihir. Welcome to the. Oh, Manushali. Come on, man. B H A N U. Banu. S H A L I. Shali. Banu. Shali. I said the same thing before. Okay, Sayanthan, you're also part of this, correct? Sayanthan. No, you're not part of this. So these are the judges. Okay, judges, just a very quick check of what's going to happen. Each team will be given only three minutes. Can we have that clock? Can we show them the clock team at the back? Gentlemen, what. What Alphabet are you're? A. Okay, can you pay attention to this? Guys in the front C. Attention to this please. There's going to be a clock that starts to count down. Rajiv is going to bring it up on screen. So that is your clock. Guys at the back. A, Alphabet, A. Can you get them to pay attention please? So this is how your clock will count down. And it goes down to three where you will hear this buzzer. That's not the buzzer. That's the buzzer. Okay? When you hear that buzzer, you will have to stop in your tracks. Okay. You will have to stop in your tracks. Buzzer once again if you can. That's the sound you'll have to stop. I like that sound very much. After which we go into questions. Questions are not open to the audience. Those of you joining online, unfortunately you cannot ask questions. The judges. You will have two minutes to ask questions. I will jump in then. Just in case you need any help. Okay, Mr. Banushali, let's go. Okay, the judge. The first team taking stage is Team C. Can we have you on stage? You can clap for yourselves. Make some noise. Can we get them a mic, please? Team number C. Yeah. Judges, your criteria sorted? Everything sorted. Do you need anything? No. Super. We're gonna get you a mic. Virtual attendees, you can vote for your favorite team online. Favorite team online. We're gonna. Your clock is up and your time. Music down. Starts now.

Okay, thank you for giving me this opportunity. Firstly, now, the question is regarding SDR transitions. How we, how a manager could help an SDR transition from just being an SDR to, to either an AE or an SDR manager. Now, what I'm going to present to you is a few competencies that we've mapped out which either an AE or an SDR manager would need. Now, this conversation had to be had with the SDR and the manager at a certain level and then there's a timeline mapped out within which the SDR would ideally like to be at the next step. Either one of those. All right, so I'm going to go straight to the competencies. So I am one year done with my role. I have been nailing my targets. This is when me and my manager have the conversation. Now, the competencies that me and my team have mapped for an AE would be negotiation, communication of the value prop, deeper discovery, level of qualifications, ability to pitch and use use cases, and lone wolf mentality when compared to a team player mentality. All right, and for an SDR manager, the ability to coach the size of one's network or the ability to network teaching the value prop, replicating skills and building frameworks for potential mentees managing teams and conflicts. Whether they're more of a team player or whether they're more of a lone wolf, they would have to lean towards team player and knowledge of potential tech stacks for their team to have. All right, now the timeline that we have evaluated for this thing for an SDR's whole cycle is three months to ramp, the next three months to hit targets and overachieve. That would be ideal. The next six months they would be a senior in the team. They would have to add value to the process and without it being a part of their kras still help their teammates to get accustomed to the process. Then this conversation happens where they map competencies with their manager and then lean towards either path. Now, if they're leaning towards an AE path, what they would need to do in the next three months is help in full deal closures. And if they were leaning towards an SDR manager's traits or tendencies, they would be responsible for two to three SDS targets as part of their official Kiaras. And if they are able to succeed in this without it affecting their pay as such, it's just a way for the manager to gauge whether they're actually going towards this path. So then they're able to succeed. Then they transition to either of the roles that they have decided. Yeah, that's, that's the presentation, I kept it short. Short and sweet. Open to questions.

Very nicely done. And with 26 on the clock, please, judges, do you have your microphones?

No.

Can we have. We're going to remember 2 minutes, 26 seconds. Yeah, yeah. Clap for him, Clap for him. Can we have microphones for the judges, please? Go on questions, please.

I have a quick question, especially around the trait that you mentioned, lone wolf attitude. So being an SDR yourself, have you seen your ace, having most of the traits that you mentioned there?

See, I would say that the traits that we put out there was a collaborative effort in a span of 10 minutes. So some of it is my input, but I definitely do see correlations between what I see among my AES and what this list holds.

Great. So cross collaboration is one of the important traits for SDRs, regardless of being leaders or individual contributors. So what do you think it is for the A's?

I'm sorry.

So cross collaboration working with different teams is important for SDRs. And how about AES? Do you think that is an important trait for them as well?

Absolutely. But where an SDR is helping an AE to meet their quota and AE is solely and fully responsible for their own. So I wouldn't say that they can be lone wolves entirely, but they need to manage their own stuff before they can collaborate as much as they would like.

Like to.

That's a great answer. Thank you.

Thank you.

So one question I have is you mentioned that an SDR leader needs to have network or the ability to network as one of the important aspects or competencies. Why is that so important?

I actually would like to call upon anyone from my team who'd like to answer that because that was a team effort.

Sure.

Yeah.

So that's a very great question, Prakhar. So the way it works is why do people get promoted with yours? Right. What is different between you guys and the people sitting behind you? Right. The difference is the network. They have a similar skill set that you have. You're more of a team player. And to your earlier question as well, all enterprise deals close with collaboration. Collaboration. You don't go into a single area and barge into a corporate ecosystem like Microsoft or something like that. You have your sales, the demo guy, the pre sales guy. You have yourself, which is a sales guy.

You have a couple of people from.

Support or your ecosystems and so on, so forth.

Right.

So networking is really important if you want to succeed anywhere in sales, you are as good as your network.

Got it.

Thanks. So we have time for one more question because there was. Was A little bit of a confusion with the microphones, with the judges. So we will give them one more question just to maintain the balance with all teams.

Okay, Just. Just to add on to what your team member said. Network, right. Don't you think networking is important for an ae? Because you did not mention that as a skill set to become. For an SDR to look when he wants to move to an AE's role.

Definitely it would be a prerequisite. But here it's totally comparative. We're not saying any absolutes. Like an AE should not network and a SDR manager should be, like, not a lone wolf in any, you know, sense. Just as a comparative statement, an SDR manager would need to have the ability to build relationships and build a network better than an ae. That's the team's opinion.

Yeah, got it.

Thank you.

Thank you. That was team number C. A big round of applause. Clap for them. Congratulations, sir. You can return the mic back to the console. We have team number A. Up next, representative from team number eight to the stage. The clock has been reset so you can pick up your mic from the console. For the sake of the presentation, only one person will be getting on stage for the sake of the presentation. Will that be okay with the judges? If the judges say yes, I will say yes. Okay. I will make my way off stage again. All right, can we take the music down? Check your mic very quickly. Yeah. It's on. Yeah. Your time starts now.

So, good evening, ladies and gentlemen. My name is Jay Anand. I'm working with a company called Das Gueld, which literally means the money in German.

Right.

And what we have for you today is a way by which our company, which has been working very well in the US and the UK markets, are planning a new foray into Germany. And I have my head of marketing right here to talk more about how we can start this and get this running.

Hi, everyone, this is Anil. I didn't know I had head of marketing title before this, so thanks. What's your name? Okay, so our problem statement is the company had some success in Italy and UK and we want to replicate that in Germany. So we have come up with. We have to come up with an outbound sales function and come up with a cadence which has to kind of align work in tandem with the objective for Germany market. So we have three things to cover, which is broadly around the icp, who are we going to go after, and the idle tech stack, which we would need to kind of tap into those accounts, those potential accounts. And how is it going to be like how is our plan look like for getting a certain amount of revenue? So I would like to start with the ISP part. So again our product is a CRO tool which is a conversion rate optimization tool and we are targeting the e commerce industry. Right. So that is pretty much a background around what we are going to do. So when it comes to E commerce we are mostly focusing on the CRO specialists and the digital marketing heads and the founders for the small startups and growth heads. Okay. And when it comes to tech stack we are looking at tools like SimilarWeb to kind of estimate what kind of traffic they're having and kind of prioritize their efforts and a tool called Built with to understand if they're using some technology which we can easily prioritize on. For example e commerce website use, Shopify, Magento, BigCommerce. So what you're going to use the tool is to identify who are the customers accounts, the e commerce companies who are using those and focus our efforts on that and replicate what we have been able to do in UK and Italy and get the success over to them and how we can do that in our value proposition. And we're going to use some data enrichment tools like Slintel or ZoomInfo and of course a sales engagement tool like Outplay or Salesloft or Outreach for that matter. And CRM tool, that's our tech stack and we have something else to cover which is the cadence. So we have kept as a pipe of annual pipe of 100k and just taking a random number here and for that to happen we need and our average deal value is let's say $1,000 one grand. And for that to happen we need 100 accounts as an opportunity and for.

That that is your time gentlemen.

Okay, first question. Tell me three top KPIs that your ICP is that you're targeting an ICP, what are their top three KPIs?

So how to convert the maximum from the footfall they're getting in the website to get more cart value and get more repeating customers want to take that?

Yeah.

Arvind want to take that?

Yeah.

So the first one would obviously be the conversions, Right. If someone's spending so much money in marketing getting those revenue, getting those conversions, the traffic to the basically the revenue is what the KPI would be.

Correct.

I'm just going to follow up on that.

So if there's a KPI, what do.

You think is a good hook or a bait? When you are running your cadence, how do you Want to target what's your content in the cadence. So being a small business there's often not, I mean like there are two different verticals that we're focusing on and for small businesses mainly if we talk about just give me. Yeah, yeah, they do spend a lot on marketing, but when it comes to leveraging the most out of the traffic that they're already getting, they need to spend on improving the conversions. Right. And that's where they've already done a good job with that is getting the footfall. But how to get the most ROI there. So first of all we want to find out what they've already done during the last Black Friday sale. We try to look at the traffic that they got on through similar web using that data. We compare them with the regular market standards and we congratulate them for this is the plus that you got or you say that you could have done a lot better. Give them a give, educate them about the traffic that they're already getting and then push them about, push more information about the case study that we have already achieved with similar market and then eventually say that imagine if you could have improved your CRO, I mean conversion ratios to 5% while you're doing 3% right now. This is the amount. It's an ROI based pitch.

Sorry, I still have one more question.

If the host is okay, technically it's left up to you all because we're keeping it equal, an equal time for them. Technically they should have been able to finish it within those two minutes. So trying to keep it equal for the teams, it's left up to the judges.

It's your call if other judges are okay. I just want to ask one question. So in your whole strategy, one piece that was missing for me is the problem statement itself for German market. Like would this strategy be any different if you were doing that in Belgium? Like I, I did not hear anything specific to the German market at all.

So if you look at the European market in general, right. You would see the culture across different states and cities is pretty similar. When you talk about Germany, they have very specific holidays and very specific culture when it comes to buying.

Right.

So what we want to cash in on is something like a Black Friday sale. Right. Something Oktoberfest for sure.

Right.

So they do have separate buying patterns in certain seasons that we really want to cash in on. Now I would say we haven't really included that as part of our strategy. Yes, that is a miss from our end. But I would say having the missionary we have in hand, right with all the tools that we have, with the structure we have in place, and also the vision of getting 100k in a year. Right. I would say that is a process we want to implement. And definitely, yes, we want to make it more customizable to Germany, but we would want to do more research inputs Right. Into what exactly is there culture on that? And then make a score on this.

Thanks a lot.

No worries.

Thank you. Team A, if you could make your way towards the right side of the stage, we need your information right here. Thank you very much. This way, this way, gentlemen. Just moving. Thank you. Just double checking. That was team A. Correct. And we had team C go up first. Correct. All right, super. Can we have the representative from that team? Do you have the team leader? You are the team leader. Can we have you all go up next? If you don't mind, Just pick up your microphone from the console. Is everyone coming up on stage? Yes. Or just one person? Your call. Just introduce your team. Which team are you from?

Yeah, Team D. E, Team D. D.

D. D for donkey. Team D. It's D for Delta.

For us, it's the D day.

Oh, D. Oh, okay. Can we take the music down? Can we have the clock up on the screen? Are you all good to go? Yes. One last person on stage. All right, I'm gonna get off the stage. And your time.

It's also team diversity.

Please come.

Your time starts now.

Okay, great. Our question was, will the predictive revenue model continue beyond 2021 or all the way up to 2025? If not, what will change? What are the pros and cons? Right. So if you think about how teams are run, how revenue organizations are run today, you need to have a way to predict revenue and grow your pipeline properly. And that's done by using people across various stages of your sales funnel. Top of the funnel, you have marketing, you have SDRs. Middle and bottom funnel, you have account executives. And to grow the accounts, you have customer success, account management, all of these. And typically, only people can take goals. Systems cannot take goals.

Right.

So the way your stack is also organized is based on how. How these people can deliver on those goals. Now, what is missing or what is inefficient is that the CRO and the CFO are going to rely on the team committing, making commits, and humans can only commit to a certain degree of granularity. But in deals, there is a lot more complexity. Every interaction with your prospect, every interaction, every mail exchange, every conversation might lead to a lot of insights. And the buying process has evolved To a point where any enterprise deal has got multiple stakeholders. 6, 7, 8, 10, whatever. It's literally like, I think Sandeep mentioned, it's like passing a bill in the Parliament right now. How do you read the insights in all those interactions? That's where new edge platforms are trying to understand the interactions at a very granular level in order to generate a view for the team and the management to figure out how to predict pipeline and revenue. Right. It started with top of the funnel reformation with outreach, Salesloft, our own outplay and so many other guys. And then came the people who analyze interactions like the gong, Wingman, Sales Ken, whoever else.

Right.

And now it's getting into the AE territory where companies are, you know, leveraging Clari, Nectar, Booster, Paviso, whoever else and so on.

Right.

And customer success also has got like Totango and Gainsight and so on. So we believe in the future there's going to be a hybrid of companies leveraging their team as well as having sophisticated platforms to provide those insights based on which they will kind of run their business. The other important part that has happened is consumer choice or customer choice. The markets exploded with products that are product led growth based revenue generators. Right. So on one side you have a complexity of selling across different spectrum of price points. So the high deals need humans. Right. People buy from people and people sell to people and the smaller deals are self served. Okay, so yeah, sorry. Yeah, so yeah. So we also realized that there could be some cons, right?

One is just hold on, we're going to keep this in mind. 1 minute, 49 seconds. Judges, are you okay with them going into this?

Because actually I was going to ask him that. Like you've not covered the cons. I want to know.

Okay, yes. But this will eat into their question and answer time. Okay. Okay.

What are the cons?

Right.

The first con is if you relate too much on data and systems, you lose the sensitivity of human touch and empathy, which can be a big problem because systems can make mistakes and data can be made to tell whatever story you want it to. The first, or rather probably the biggest con that you have. The second is people will just be reliant on a certain process and their own individual development might get limited. So you'll generally assume this is how it will be and therefore you're not thinking and pushing the boundary or thinking outside the box. The third is on innovation. How do you think beyond the solution that you are working with to say what new problems, what adjacent problems could be solved which might get missed? Out if people are just too reliant on the systems. Yeah, those were the three cons we had.

I'll go ahead.

Thanks team.

Not done.

So, one question very quickly. So see the all the reason that the predictable revenue model became predictable is every company now knows it and is started adopting it. And that's where you know, the entire noise has been created in the market. And now people know how it works. Buyers have also become smarter that way. How do you think with the same, you know, set of pros that you have given for the time ahead, you can still create that differentiation.

Nimble where.

You change the product.

Could you use the mic please?

Playbook can change and your system can drive the entire sales process completely differently, which currently it's going to take a.

Lot of training, sales enablement and lot of activities.

No, my question is, in the future, let's say this gets implemented, most of the companies are going to adopt it. You would run into the same challenge that we are running today with the predictable revenue model. How, how do you differentiate or create that mark?

So I think what we're trying to say here is that the roles will not change. Okay. What will change is that how to do that role better. So these tools that we spoke about are all tools that are going to help people to do their job better, but they're not going to replace that. And hence the current revenue model will continue. Like the SDR to sales, like AE to customer success. They'll continue. You can't change the role because the only place it will change is based on the product which can sell itself. And that will always remain a very, you know, very less number of products that can do that. Right. Which are, which are easy to evaluate for the organization.

So on a simple note, you'll just.

Add more data points.

That's all.

You know, five years back, you just add CRM.

Now you have more tools, you're going.

To add more Data points. By 2025, you're going to add 100 more data points.

That's all.

You're going to figure out how to evaluate that.

No, this will stay more points.

Thank you very much. That was Team D. Can we have a big round of applause for them, please? Can we have the team to my left? Could we have you up on stage next, Madam B? Can we have team B up on stage? Yeah. Please pick up your microphone from the console. I'm gonna ask you all to give some space over there. If you're the gentleman in the blue T shirt. Thank you. You have your microphone. Just check It Check, check. Perfect. Can we cue five minutes on the clock? Music down please. Your time starts now.

Hey team. So we were given this enterprise deal that we need to my. Our team name is B and we were given this enterprise deal that we need to negotiate with the CFO where given a maximum of 15% discount when the CFO is expecting a 35% discount. So this is our under two minute pitch for the CFO. Based on what we have heard so far, we are predicting a 200k increase in revenue year on year within the next three years. If you are considering our solution and the systems that make revenue today.

The.

Cost of our solutions right now 100k. And within the next three years, if you're making 200k every year, you're essentially paying for the system is essentially paying for itself. And the other part is that we worked with chargebee who were moving to give you a little bit of context, the product that we have assumed is Salesforce. We are selling Salesforce and the deal worth is 100k. We recently helped Chargebeam move from HubSpot to Salesforce and they saw a very similar increase in revenue. And the fourth point that we want to highlight is the cost of doing nothing, where if we do not for some reason proceed with this deal or move forward with this deal, based on what we have heard on the operational end and the manual work that your team has been doing so far, you might be losing close to $1 million a year. So this is our pitch and we're opening up to questions. Okay, so I'm the CFO here. Okay. Okay. You've just made this pitch. Yeah, as I said, I understand all of that, but I need a 35% discount. Totally. So I understand you have. I understand that, you know, requirement, especially because the budget was not made, but these numbers that I just projected for you are from a 0% discount. And not to put any pressure on you, but within the last three years our prices have gone up a lot. And the last, the 100k deal that we are presenting to you now was 50k three years ago. So this is the investment that you would be making for the next years to come.

I have a question for you. You did mention about Charge B.

Yes.

And quoted that they moved from one system to another and what's the value they see? Has that worked? And I just want to get the poll from everyone here on the stage. Have they done name drops and has it worked when they're able to relate the story?

Has it worked?

Customer stories, dropping names.

Has very Similar microphone, please. Very similar. Okay. So basically we also assume that we are selling to what fix. So that's the reason for the name drop that we are looking at very similar user base, very similar growth pattern in terms of the organization growth. And that's why we try to relate it to another organization where they know and it's an established case study there because everyone knows that charge we actually shifted. So that's, you know, the thought process there.

That's a great thing. I just try to kind of hyper prioritize on the part of how important customer names is. And does every SDRA know who is their customers to do name drop?

Absolutely.

I mean it's always a good idea to go as relatable as possible. I mean if you are a manufacturing firm based in Louisiana, we would want to quote another customer who is in Louisiana doing the same thing. That always connects.

And secondly, I think when we are.

Discussing this with the cfo, we would have already had like multiple rounds of conversation with other team members and that's why we would have got all these.

Proof points to see like what are.

The other systems that they're using and also get the current numbers that they're having so that we understand the negative scenarios and the positive business outcomes that.

They can get out of.

When we are discussing this with the CEO, I think that's the time where we present all these things.

Yeah, I like the point around having all data points from various calls and utilizing it with the C level.

Yeah, that's the language that cfo.

Yeah.

Just one more quickly. So let's say you make the page and my objection is hey guys, I don't know how long have you sold this but the reality is we don't purchase softwares less than 50% discount. I am actually being generous asking just a 35% because that's the sort of budget our procurement team has assigned. This can easily move into the next quarter or there are competing, you know, projects that products that we have spoken to as well. Any thoughts on that? Do you realize the value of this opportunity for you?

Yes, so I totally understand that. And my response to that would be in a year, if you are losing 1 million, your loss for the next 1 quarter will be.

No, my point is I'm not going to lose. I'm going to buy a competing product because that's what our budget says. So you have to also understand the potential of how you would grow with us, right?

Totally.

I'm asking a discount because we'll give you that potential to grow and that's where I'm coming from.

Totally. So if you're choosing another product, yes, on paper it will be lesser, it will be cost effective and might even fit into your budget. But something that you need to also think about is if you do partner up with a solution and you scale out of it, you grow out of that solution in the next three years or four years, you're going to be moving out of them, which is again to, you know, increase to total cost of ownership that we might not be foreseeing today. So the total cost of ownership is actually increasing when we do go up with something less costly.

Sure.

Thanks.

The second factor that I would like to highlight is the fact that, okay, discount is a primitive factor, like at least at this decision making process. But like we have highlighted in the first times where if you are implementing our system every year you're going to see like 100k revenue increase. That's where like the systems are going to take care of itself in terms.

Of the revenue that you're going to generate. Like that is competing compensating with the.

Discount that we are looking for. I'm also going to just, you know, like, microphone, please. I'm also going to, you know, like I will say the same thing, but I'll just wrap it around the fact that we absolutely honor this opportunity and at nothing we would not want to lose this and especially not on price. But it is, you know, the idea is not to make money out of it. The idea is to grow with you. I mean, that's how I would position it along with what was already said.

He basically took what you said, turned it around, gave it back to you. He's like, take it. Congratulations to the team on stage. Guys, unfortunately you're way over time. I'm gonna have to stop you all right there. Big congratulations. A. Team B. Team B, please make your way towards the right hand side of the stage. Can we have the next team on stage? Would you all like to go? Yeah. Team, if you could please pick up your microphone from the console while you walk, make your way to the stage. Could you enter from the center if you don't mind, because the people tuning in online will be disturbed just from the middle. Please just move towards the console and pick up your mic. That's the most complicated route we've seen to the stage this evening. It was like one of those Snake games, you know, you just keep going in and out. Okay, the Alphabet please, of your team E. E for elephant. Super. Can we bring up five minutes on the Clock. Five minutes on the clock. Take the music down all the way. Okay. I'm gonna make a request to everyone who's in the audience, because I'm sitting next to the judges, and it's very, very distracting. Yeah, it's extremely distracting. I'm asking you to take your volumes down in between. Rahul. Rahul at the back, I'm gonna request you to also just make sure everyone at the back takes their volumes down because the sound is traveling. Hey, don't come all the way here, man.

Hello.

You're going to fire me now, aren't you? He's going to be. I own this. You're fired. Okay, gentlemen, at the back, I'm going to ask you all to please take your volumes down because I'm sitting next to the judges. It's extremely distracting.

Yep.

Thank you very much. We're trying to keep this equal for all the teams. Gentlemen on stage. Lady, five minutes on the clock. Your time starts now.

Good evening, ladies and gentlemen. So the question that we've got is.

How is pitching to CXOs different from.

Selling to other Personas?

So we're gonna try this differently. We're gonna do a small role play. So I am the sales rep, and I belong to Alpha company, and Rajesh here is the CRO or cxo, and he belongs to Beta company. Right. So we are on a call. We've had multiple conversations. So I've been talking to the sales reps, the rev ops team, and the sales operations team, and also the VP sales. We've got my. I have my own set of questions and my own bit of research. Now we are on the call with the cxo, right?

Yeah.

So we are also selling a conversational AI tool. Hey, Rajesh, thanks a lot for taking the time to join us. I know for a cxo, you. You are pretty very tightly scheduled. So thanks a lot for taking the time to join us today. So, first of all, I would like to give you a lot of kudos for the growth that Beta is seeing. You've grown 2x this quarter, and from all the conversations that I've had with your reps previously and Srinivas here being your VP sales, you told me that you're gonna grow 3x in the next 3 quarters, which is phenomenal. So, you know, I would like to keep this conversation really brief because I know you're tightly scheduled. So there are two major problems that we uncovered while having those conversations. Keeping in mind that you're growing aggressively. I understand that as a cxo, or, you know, keeping the entire team and the functions in mind, you would love to reduce the RAM time of your reps. And the second problem that you're currently facing would be you have a very big pipeline. I know your marketing is operating phenomenally well, so you have a hell of a lot of deals in your pipeline, but you actually don't know what's actually happening on the call or what's happening with the deals is my assumption.

Right, yeah.

Fairly covers our two major issues right now. Yes.

Awesome. Got it. So, like I promised, it's not going to be a boring demo. I'm definitely not going to do that. So, interestingly, we recently onboarded a very similar company in your space and they've been going through the exact same problem. So I'm going to tell you how they solved these two major problems using Alpha. And you can see the value there. And any questions from your side after that, I would love to answer them.

Sure.

Awesome. So a similar company, let's name it xyz, they had a very similar problem. So they've been growing extremely fast. So the problem with them was they were hiring a lot of SDRs and AES and they wanted to reduce their RAM time.

Right.

And they were having their managers. But you know, four hours for a manager on a one on one conversation every week is going to be extremely difficult. So getting sales reps answered, I mean, answering their own questions is going to be the best thing. So we have a feature called real time queues wherein new reps can have their, you know, sales deck or everything handy and it could come to them on a real time basis. So real time coaching has been offered by Alpha. And the second thing, what do you know? I mean, what?

Sure, just I know people have questions, but that was the sweetest CEO ever in my team. Sell to you like every single day.

It's more like a cameo. You guys are the CROs now.

Okay, one quick question. Did you say CIO or CEO if he was the CIO?

No, CRO or CRO.

Yeah. Okay. CXO.

Cool.

So when you're selling a conversational AI tool to a CXO, you've done your preparation, you've done, but he hasn't given you any inputs in terms of the metrics and you took a lot of numbers into consideration. Did you assume that, how did you reach that number? What was your preparation? What were the questions that you prepared for to have this conversation beforehand?

Got it. So I think the end users of a conversational intelligence tool would be the sales operations Team and predominantly the VP of sales. So, like I established, we already had the call with the VP sales. So we find. We actually found the problems that they were going through. So this is more of a call with a CXO for a signing. Right. They want. I mean, the VP Sales wanted to have a conversation with the sales rep before, you know, going ahead and purchasing the tool. So that's how I uncover the problems.

Okay, cool.

From the real stakeholder.

Right. Thank you. Y' all can take the remaining time to finish the conversation.

So. Yeah, I mean, if you want to understand the deals, then, yeah, you have to. My alpha. Yeah.

Come on. Okay. Just double checking the num. The Alphabet. Your team Alphabet.

Raesh is not going to buy any tools for Hubilo, I think.

Okay, that was Team E. Can we have the next team up on stage, please? Okay. By the way, don't leave in case some of your colleagues have left. In case some of your friends have left. Just give them a call, yell at them, tell them they don't know what's up, because we having an after party after this. It's happening at Bangalore Brew Works. Yes. So that's happening right after this event. We're not going to wait around. Yeah. So do not leave. Call your friends back, call your colleagues back, and we'll see you all back at Bangalore Brew Works. That's all. Okay. We're going to take five minutes for the judges to actually tally those results. Do you all. Can I do a little performance for you all? Would you like that? Only beatboxing, not the singing. Because I'm a crap musician. Correct. I mean, okay, so for those of you joining us online, we have a poll that's happening for you all. You get to choose one of your favorites from A all the way to E. That's A, B, C, D, E. Just in case the Alphabet confuses you, you choose which you think is your best team. Which team do you think deserves to walk away as the winner from this pitch? That is left up to you. That is the People's Choice Award. That's for those of you all who are online. Once again, you have the chance to choose who walks away as the winner in the People's Choice Award. That is anywhere between team A, B, C, D or E. That's completely left up to those of you joining us online. Also, we're slowly coming to an end of this event. So make sure you do all of those little interactions online. Take up the number of points that you have accumulated so far. We're going to give the Judges, a few minutes. I have a feeling if I start beatboxing, they're going to be very, very distracted. I'll probably keep that towards the end, so I'm just going to have a few more conversations with you all while all of them. That happens. The teams, for those of you all who have just presented on stage, you are being judged on five different criteria. First being clarity. Second being how accurate you are to your problem statement. Third is the idea that you've come up with. Fourth, the innovation in your plan, the innovation in your execution. And five is measurable impact. Those were the five parameters criteria on which you were judged on. We have the five. Four judges deliberating. You have your winner. That's amazing. Okay, so we'll have y' all call out the winner. Yes. Okay. Requesting the judges to please come up onto the stage, please. All right, ladies and gentlemen, you have your microphones. Can you turn the microphone on? Push it on. Check your microphone. Just say hello. Hello. Perfect. It's working. Can we have all of you please settle down. Those of you all in the front, please settle down. Thank you very much. Can we hear a big round of applause to the judges on stage? Big round of applause. Judges, before I ask you to tell us who the winners are, can you talk to us about what you just experienced from your point of view, please? I'll be on stage with you all.

Yeah, sure. Guys, attention. Probably you guys are seeing us for one last time on the stage, so a little bit more before we, you know, really get into the mode of crazy partying. I think quarter is over for a few and we definitely deserve to party, so, yes, we will do that.

Yeah.

On the experience bit, I think it was really good. A lot of good ideas came in. People were innovative about their thought process of how a particular problem could be solved. There was a lot of clarity, I could see, in the way this problem was being approached upon, which means the solutions came out in that direction. Overall, I think I personally enjoyed the experience a lot. See, these are daily scenarios that we face in our roles, and you guys have had some creative approaches to it. But I'll pass on to some of the others to share theirs as well.

I think what you all did over the course of 20 minutes, you all were able to achieve a lot. Right. Given how people work these days in remote and stuff, when you are working towards a goal, I think that was very important. So some of you all did very well, some were up there. So what you could control was the process, and I think that's What a lot of you all did very well collaborating, making sure sure more people are involved. That's our biggest takeaway because I hope that everybody's like learned something from this exercise. And I think that's happened because of what everybody brought to the table, whether it's a CFO conversation or a revenue model. So we covered a wide spectrum. That was what was like very exciting for me and, you know, everybody. Nobody came up here without a very concrete plan or an idea. Right. Which shows your dedication to doing something right as well. So.

I just would like to call out two things that I experienced. One, lot of talent in this room. Number two, tons of teamwork. So pretty much for every leader, the takeaway here is, you have a problem, go to your team, be transparent. Take opinions and feedback from them. I think nothing is gonna be a challenge after that. Thank you. Yeah, I think I totally resonate with everything that all of these folks have said. Just one more thing. I think I want to congratulate each one of you. 20 minutes in one room, 10 people, everyone coming from different backgrounds. To agree to one idea, to agree to one solution is a big thing in 20 minutes.

Right.

And kudos to all the teams for doing that brilliantly. There were very, very innovative ideas that came out. So congratulations to everyone. I think all of you all are winners today. Thank you.

Okay, super. Now this is how we're going to do this. Do you want to add anything else or can we go into the announcements?

One more point.

One more point. Yes.

Siri's point. See, I think if I were you, probably the teams that you worked with today, stay in touch with them. Make that team help you in your real life roles as well. That would be a great way to solve some of your real life job related problems as well. That would be the only takeaway I would give you or just post.

Okay. On this moment, I would like to request you all to just move a little towards that side. We're gonna let the teams come to main stage. I'm going to join you on the other side. Who is going to announce the second runner up?

I can do it.

You can do the second runner up. Ladies and gentlemen, it's time to announce the second runner up. Make some noise for all the participants. Make some noise for all the participants. Mr. Rajiv, you have the honors. Okay, there's going to be a tiny little change. Give me a moment. It some last minute changes. Apparently someone paid them off. They're wondering if someone has paid off the judges just once again. Let me, let me get you a mic.

I'm sorry. It's the MC's fault.

We just picked a winner and they said you need a second runner up as well.

So it's your fault.

It's my fault. It's my fault. It's always my fault. Okay, ladies and gentlemen, it's time. Can Mr. Raji please cue the screen? This, ladies and gentlemen is revenue game powered by revenue circuit. Your first runner up is.

Guesses. There were five teams only should be easy. Okay, so the team that spoke about the SDR to a promotion and the competencies needed for the same, that was.

The first team on stage. Congratulations to the first team on stage. You can just stand there for a picture and so that those of you online can also see who the winners are. Congratulations. This is your first runner up. This is team C. Ladies and gentlemen, a big round of applause.

Louder, louder.

Wave to the people online.

Wave to the people online.

This is your winner. Team C, congratulations. Request you to take your seat in the audience. We'll send you your goodie bags once this event is done. Remember, you have to see the faces of the people that won. All right, it is time, ladies and gentlemen, to announce the person on the team leader along with their team that walks away as the winner. Mr. Rajiv, if you could do us the honors. And cue the screen. Push up the music because your winner is.

Ready. Guesses again. Audience is just so silent. Give it a shot.

They just want to party after this.

I think we're talking about the winners, guys. I think everybody's just in the mood for partying. Okay, so it is team. It says INJ here, but it's the predictable revenue model team. Please welcome you guys on the stage.

On stage. Predictable revenue.

Part of the team.

I said it the do. Just going to get a picture and a video with all of you all on stage. Ladies and gentlemen, walking away as the winner of the revenue game in 2021. This is team D for Delta, not for donkey. Come on, make some noise for them. Clap for them.

Please.

Clap for them.

A quick wave into the camera for those of them joining us online. This is your winner. Congratulations. Requesting you all to please have a seat in the audience. You all can have a seat in the audience. Thank you very much. Congratulations once again. A little bit of endorsement for outplay. He's carried it on stage. Judges, anything else before? We thank you very much for your time.

Not at all. Thank you guys for being an awesome audience and thanks for attending all the sessions.

Thank you all for being phenomenal judges. Thank you for those little jokes in between. Looking at you. Looking at you. Okay, on that note, I'm gonna request one last poll. Oh, we have a poll. Eyes to the screen. Phones, do they get to vote on this poll? Sabika, do they get to vote on this poll? Yes. Okay, quickly, phones out. One last poll for the evening. We're gonna pull that up on stage. What topics do you want to cover in revenue game 2.0? Okay. Sales operations. Sales enablement. I'm assuming customer experience. Sales and marketing alignment. Alright, the voting is live. If you all can quickly open up your apps or on your phones. For those of you joining in, please once again go to the polling section and leave your answers. Thank you. We're giving you all a few seconds to do that. It's relatively simple. It's super fast. Super fast. Also, for those of you all who won this evening, the goodies will get to you all a little later. We wanted to do the entire COVID protocol bit, so we didn't want to do a hand exchange at this point in time. So that will come to you all a little later. We have all of your information, quite obviously. All right, we're gonna leave this open for a while, but as of now, it seems like you all want sales and marketing alignment. Currently the vote is at 62.5%. That is what you want to be covered in revenue game 2.0. Gentlemen, it's time for y' all to take over the stage, please. Ladies and gentlemen, the guys who made it happen. Make some noise for them. Rahul and Deepak. Gentlemen, on stage for one last time. Wrapping up 2021 in absolute style. Thank you. Thank you. Before I let you all take over, this was a phenomenal event. Let's give it up to the two of them. Please make some noise for them. Come on. What a way to end the year. Super good job, guys. Super good job.

Thank you.

Thanks, everyone. So.

Right, first of all, thank you everyone for coming in. I think I have a long list of people to thank, so give me one minute. I don't want to miss anyone. And if I miss anybody, please forgive me. I'm just getting old.

Seriously.

That's true. Okay, I'd like to thank a few people who really made this possible. First of all, thank you so much, Deepak, for taking a leap of faith in me. I honestly do not know how I could have done this without you. I mean, I could have, but.

Yeah.

All righty.

All right.

Okay. I'd like to thank you, Webhav Gen CEO of Hubilo Lakshman Papineni CEO Outplay Our speakers today, Kasturi Das Talukdar, Archana Lokesh Prakhar Jain, Deepak Lamba again for being here and share their knowledge with the rest of us. Thank you so much for giving those endless hours guys, you know to prepare and rehearse. Mihir Banu Shali for being a great friend. Thank you so much for coming today. Being a judge today some of you actually won because of him. Santan Mukherjee for planning the entire activity plan. So if you want to give him some credit. Yeah please do. You might want to thank him and maybe treat him with a worth a shando for all I know. Ahan Anirudh entire team of Outplay if they're here. Raj Saurabh Jitesh from Hubilo team. Raheel Sabika, Karthik Praveen Akhil Bhagwant Raj from the Tesseract team. I'm so sorry if I'm forgetting somebody. Abhin and Srinivas for tirelessly following up with all the attendees and making sure you guys are here. Surya, Srinivas and Kundan for volunteering at the event and ensuring a smooth registration experience. And last, not the least my wife for bearing with me who sacrificed the personal time for this. So thank you so much everybody.

Wow.

Aw Movement of the last. I also want to thank Akash, Abhinav and Rohan. They came down with me as well. They flew down from Ahmedabad to help me out with the event. Javitesh, you spent almost a month in getting this done. So kudos to you and great job. And above all I want to thank each one of you who joined us virtually as well as physically over here for than. Thank you for coming in here, supporting us and supporting all of us. So with this we would say that we kind of say we're launching our own India SaaS Salesforce community by the name of Revenue Circuit. This is all of us guys. This is not us, this is all of you. So this community will post out new things, next things and for the next event or for what do you want us to do next, we'll be coming forward to you and asking for for suggestions and polls. We'll also be launching a slack community. Soon we'll have a dedicated LinkedIn page, the Hubilo platform through which everybody logged in. Stay logged in there. You will see a lot of information being posted there. So that is going to be our house. The Revenue Circuit would be hosted on Hubilius platform. We'll convert that into community as well. Well we'll do webinars, we'll do presentations, and whatever you guys want us to do. We can hang out and chill in the lounge area as well.

Right.

We'd also like to thank me and Rahul would like to thank Prakar Jain, Archana, and Kasturi for spending endless hours with us and spending an entire day with us as well. So we'd like to call you guys one by one on the stage. And a token of appreciation from our end.

Let's start with Archana, if that's okay.

Yeah.

And our own favorite, Prakarjan. All right, guys, now it's party time. We headed to Bangalore. Brew works. Okay. Few more winners. Everybody's a winner today.

We told the people online that they could vote for the favorite team that presented. As of now, we had Team C win. Correct. Team C was a runner up and Team D was the winner. Yes. It turns out that the people's choice was also Team D. So you were away with another winner this evening. So congratulations to Team D. Those guys.

Are like, what.

37.5. So that was the poll that happened. So Team D walks away. These guys. Are you happy? Are you not happy? They're like, what's that? Oh, your team. Team C, A. Oh, that's because we didn't want to hurt your feelings. Oh. But okay. Sorry about that, guys. Also, the leaderboard for today. The winner walking away is. Anil Patra. Anil Patra, are you here? There you are. So we'll be sending that to you. So, yeah, we're. Congratulations. Make some noise to that man, please. Make some noise for that gentleman.

Absolutely.

This man has been the most active on the app. He's been having coffee, conversations, chats, clicking on absolutely everything like an absolute boss. So make some noise for him, please. Come on. Your faces. No. They're in such disbelief right now. Oh, gosh. Okay. And then the person with the most interactive post on LinkedIn was. I'm not too sure what the first name is. I'm gonna get double check. Jayakumar is his last name. Jayanand. Jaya. Anand. Jayakumar. I'm guessing. Okay. Jaya Anand. Jaya Kumar. He's left. Hi, man. What about the party? Guys, Come on. After party is happening. Okay. Should give gifts to people who show up at parties. I think that's the next. You show up at the party and you win something. Oh, correct. Okay, ladies and gentlemen, those are your winners. Big round of applause for all of them. Can we. Is it possible to turn the camera and just show everyone in the audience? Because we'd like to do that. People online. Thank you so much for being with us from the beginning to the end. Can you all just. The camera is going to pan to you all. Just wave and say bye bye to everyone online. Wave and say bye bye to everyone. Guys, guys, camera. Come on wave. Smile and wave boys. Smile and wave. Alright ladies and gentlemen. This was revenue game powered by revenue circuit with our diamond and event partner Hobilo and gold partner Outplay. These are the two men that made it happen. Thank you so much for being with us today. We're heading over to the after party. The after party is happening at Bangalore Brew world.