Sales & Revenue
Insight Summit
On 2-4 March 2020 at the wonderful Fairmont Mayakoba in Riviera Maya, Mexico, our RevGen Insight Summit will bring together senior sales and revenue business leaders from across North America to discuss current industry challenges – and how best to tackle them.
The summit will look at key topics such as: the buyer journey; productive and effective sales technologies; diversity and inclusion in the sales force; and aligning the sales and marketing functions.
From case studies that lift the lid on operations inside best-in-class organisations, to workshops, panels, oxford-style debates and other collaborative sessions that focus on real challenges and future technology innovations, to one-to-one meetings with industry peers offering practical advice tailored to your specific needs, the summit provides you with everything you need to implement your key projects more effectively.
The summit has given me exposure to a lot of interesting technologies that I would not have otherwise found out about.
I feel better equipped to approach these projects because I’ve come across some opportunities I didn’t know about before.
We have struck up many conversations and a couple of transformation projects with suppliers GDS have introduced us to.
Our Approach
Every GDS Summit has one stated aim: to help attending executives implement their key projects more effectively. We do this by developing an in-depth understanding of those executives' project needs, the business outcomes they want to achieve, and the challenges they face in terms of hitting those goals.
Who Attends
Attendees Include
6 Challenges in Revenue Generation
- The Modern Customer Journey: Enabling the Seller to Meet The Informed Buyer
- Digital vs. Social: Optimizing Selling Practices to Empower Your Reps
- Shiny Object Syndrome: Identifying and Implementing Transformative Sales Technologies
- Train and Retain: Building The Multi-Generational Sales Force
- Unlocking The Power Of Data In Sales
- The Silo Mentality: Breaking Down The Barriers Between Sales and Marketing
Summit Schedule
Join us at 12.00 pm when registration opens to collect your badge, check-in, meet the on-site team, and start your 2.5 day Summit experience.
Our VP of Sales will brief you on the next 2 ½ days at the summit, giving you all the information you’ll need for your 1-2-1 meetings, the networking sessions and what to expect to maximize your summit experience.
Our Master of Ceremonies will kick off the Summit with a welcome brief and orientation session, giving you all the information you need to maximize your Summit experience.
It’s easy to develop the tech stack when you’ve got a few key tools to work with, but what about when you completely overhaul your tech stack in a modern sales organization. We speak with Terry Coutsolioutsos to find out about the challenges he has faced as he builds out the tech stack within Siemens Healthineers.
a. What are the first considerations for building the tech stack?
b. What factors contribute to a worthwhile solution?
c. What areas of tooling are necessary for every organization?
d. What type of solution is the most important to include in the stack?
The SalesTech landscape now includes 950 participants, up from 830 just 12 months ago and we are constantly bombarded with new technologies being touted as the next best thing for your sales team’s success. Yet, with all these “shiny objects,” sales leaders considered their teams to be less effective at 15 of the 16 different activities undertaken by sellers than they were five years ago.
It’s time to get back to the basics.
At its heart, sales is about conversations. It’s how we learn. It’s how we decide. It’s what leads us to intention and action. This session will examine the current challenges facing revenue teams, the three fundamentals that drive growth, and the value of conversations.
One of the biggest challenges for sales in the 21st century is the informed buyer. With access to information being at the fingertips, sellers need to become more educated than the buyer. But how do you do that when the customers knowledge can range from being limited to expertise? What are the pitfalls? Where is the gap of knowledge for the customer? Using “People, Process and Technology”, how can we ensure real sales engagement?
a. How are we enabling our sellers currently?
b. What is your current engagement strategy, and what are you looking to change?
c. How to benchmark and improve sales engagement: people, process and technology.
d. How to provide personalized content of both digital strategy and sales engagement to your sellers in real-time.
Digital transformation has enabled the seller with multiple mediums of outreach. However, why are 53% of sales reps not cold calling, and 38% still not harnessing social media effectively? Three major challenges when it comes to lead generation and account relationships stems from the management of the pipeline and funnel. Whether it begins with the inability to reach the decision makers, a poor quality lead database or just being unable to reach your prospects, leveraging the right technology can simplify the process, enable your reps and set the foundation for effective sales.
a. What methods of outreach are you finding effective in your organization?
b. What main technology areas are necessary for pipeline management?
c. What solutions out there are best aligned to hitting these areas?
d. How can we stop the “telephobia” of the millennial generation?
Sales managers often pick the latest technology on the market and implement it into the organization without the consideration whether it is compatible to the organizations needs.
a. What key areas in your sales organization can be assisted with sales technologies?
b. What current technologies do you use in your tech stack?
c. What functionalities are essential to the sales process and what are not necessary?
d. What factors can be used to evaluate vendors?
e. What are the first steps we can take to improve the tech stack?
The average turnover cost per sales rep is over $97,000 according to DePaul University, with the average time of replacing a rep between 4-6 months. Good sales reps leave for multiple reasons, but there are three main causes of bad retention: poor management, limited career growth and job boredom. How can you retain your investment in these reps, whilst also providing them enough room to grow in your organization?
a. What are the biggest causes for reps leaving your organization?
b. What are the positive and negatives of the multi-generational sales force?
c. What solutions and processes are you currently implementing for training and retention?
d. How can you use the multi-generational sales force as a positive for implementing change?
e. What are the immediate changes you can make in your organization to drive improvement in retaining and training your sales reps?
Research from McKinsey shows that 57% of sales organizations do not view themselves as effective users of analytics, and that most companies are struggling to benefit and utilize basic analytics. Successful use of data and analytics in fast-growing companies are focusing on four primary sales areas: lead generation, pipeline management, customer lifetime value and getting the right price.
a. How are you currently using data and analytics in your organization?
b. What technologies are in your tech stack to help manage your data, and what is currently missing to help you do this effectively?
c. Discuss methods of implementing and change our strategy towards the use of data in our organizations.
Silos: separate structures with few points of entry and difficult to access. Whilst vital to protect grain on a farm, the silo mentality damages the opportunity for collaboration, cuts off communication and destroys the remnants of trust between departments in business. Breaking down the resistance and building the bridge creates the first steps to aligning sales and marketing departments.
a. What are the biggest restrictions to aligning sales and marketing functions?
b. What key responsibilities does sales have that marketing can benefit, and vice versa?
c. You break down the silo, but what are the next steps to making impact in the business?
d. What can leadership do to build and manage new bridges?
e. What are the first changes we can make to implement an alignment strategy?
Choosing the right systems, solutions and technologies are important, but deciding what is there for the rep and what is there for management are two very different things. How do you find the balance between enabling the reps and communicating the metrics to management?
Executives are busy being executives, that is a fact. But it is vital that leaders spend time on the floor with their reps and keep an eye on what is happening. Spending significant personal time in the rank of your front-line reps can be eye-opening to managers and using these interactions can mobilize an entire organization.
A casual setting to network and meet the rest of the attendees and discuss relevant topics at your leisure.
Join us for our Gala Dinner & Keynote Speaker. An opportunity to network with your peers in a social environment with a three course dinner and wine whilst listening to an industry leader discuss a key topic.
Please come down and join us for breakfast and prepare for a day of workshops, keynotes, debates and panels.
Our Master of Ceremonies will brief you into the day 2 program to make sure you are in the right place at the right time.
Strategy and Execution are tightly linked. Too often sales leaders are weighed down by the ability of their operational teams to drive the productivity and effectiveness required by their latest go to market design.
In this session we will look at the evolution of the Sales Operations function. We will help you determine the maturity of your own operational capability, and what practical steps you can take to rapidly evolve that capability to meet the demands of your sales transformation.
Despite CRM adoption being virtually universal, the average sales rep achieves only 53% quota attainment! So we must ask—is CRM not the golden ticket we thought it would be?
Too many sales leaders know that CRM has maxed out its value-adding potential. CRM is a great system of record used to look at past data, but it can’t help your sales team look forward and prioritize how they achieve quota.
Join this session to hear how you can go beyond CRM to better qualify leads, build pipeline and achieve quota by focusing on revenue acceleration.
Employee and customer crowdsourcing is emerging as a core competency for change management in organizations around the world. In this interactive session we will meet Bugs and Elmer, discuss margaritas, ponder crowd wisdom and beta test cutting edge crowdsourcing software. Sound like fun? We think so too.
Sales quotas and commissions don’t align with the “customer-centric” approach that most businesses are claiming. Measuring and rewarding your sales performance with revenue attainment comes across as disingenuous and moving to non-commission sales teams can promote a healthier work environment, and no concern of the customer being overpromised and under-delivered just to make a sale.
Take a break and refuel whilst networking and socializing with your peers.
This session focuses on identifying and eliminating internal factors affecting sales growth for an organization. Various case studies will be presented highlighting roles played by internal functions in ensuring sales and execution readiness for the organization.
Get your sales team to master time, and they can master sales. But making the most of their precious selling time is impossible if you and they don’t know the time cost and information impact of the core Inside Sales activities that compete for their time: phone, email, social outreach, and online research.
a. Whose time matters most? The sales reps’ or their prospects’?
b. Time illusions and how they trick your reps into spinning their wheels when they could be making deals.
c. How to get your team to organize and sequence their selling day to break free of their time traps and make the most of their most powerful asset — selling time.
“You need to be data-driven, they say. You need to personalize your communications.”
What they don’t say, though, is how your teams can act on these initiatives without first aligning their processes and workflows. In today’s digital era, being data-driven takes data accuracy across all omni-channel initiatives (including email, digital, analytics, direct mail, trade shows, etc.). Similarly, truly personalized strategies involve knowing and understanding “the who” of your target audience to drive successful campaigns, at the right time.
In this presentation, you’ll learn what it takes to build a world-class, transformative sales and marketing organization from those who’ve done it with tactics that work in the digital era.
Join us for a sit-down lunch, and a chance to catch up on emails and get ready for the afternoon.
- The Modern Buyer Journey: Enabling the Seller to Meet The Informed Buyer
- The Omnichannel Approach: Optimizing Selling Practices to Empower Your Reps
- The Tech Stack: Identifying and Implementing Transformative Sales Technologies
- Train and Retain: Building The Multi-Generational Sales Force
- Unlocking The Power Of Data In Sales
- The Silo Mentality: Breaking Down The Barriers Between Sales and Marketing
Today’s informed buyer wants insight and guidance on how best to transform their business – however according to buyers, only 20% of sellers are able to do this. In this session we’ll run through an interactive exercise demonstrating how leading Enterprise Sales teams are scaling customer-centric selling to transform their sales performance e.g.:
- Prioritizing accounts on the highest propensity to buy customers
- Identifying stakeholders within these accounts with money, power and urgency
- Creating a point of view to bring insights to each stakeholder – why us? why now?
- Solidifying the point of view with a business case and customer stories
Today’s buyers are no longer waiting to be educated by sellers. They do their own homework, understand the market and what’s being offered. According to Highspot, 74% of buyers choose the sales rep that was first to add value and insight. Walk through the three important steps to start creating, developing and delivering that strategy.
a. Defining the buyer’s journey and what point the seller needs to meet them.
b. What technologies and tools to harness to understand the modern buyer.
c. Define what content is needed for each stage fo the buyer’s journey and how this can be curated and delivered.
d. How to use analytics to learn the effectiveness and engagement of that content.
Take a break and refuel whilst networking and socializing with your peers.
76% of business leaders surveyed by Accenture in the US agree that current business models will be unrecognizable in the next 5 years & that ecosystems will be the main change event. By 2025, almost a third of total global sales will come from ecosystems. So how do we create a sales ecosystem to maximise performance?
A needed break after a content filled day. Please use this time as you wish prior to joining us for our night 2 seated dinner.
A casual setting to network and meet the rest of the attendees and discuss relevant topics at your leisure.
Join us for our night two Gala Dinner, which will be in a casual and inviting setting.
Please come down and join us for breakfast and prepare for a day of workshops, keynotes, debates and panels.
Our Master of Ceremonies will brief you into the day 3 program to make sure you are in the right place at the right time.
In 2019, spending on CRM reached an estimated $42 billion, but to fit the needs to sales management, not the salespeople. As prevalent as they’ve become today, most CRM systems are being implemented in the wrong direction. To get true ROI on a system, reps need to implement this into their daily lives, and not just general compliance with company directives for inputting data. Using three key dimensions: people, place and process, find detailed solutions that will allow sales managers to help focus on getting the results.
Get your sales team to master time, and they can master sales. Making the most of their precious selling time is impossible if you and they don’t know the time cost and information impact of the core sales activities that compete for their time: phone, email, social outreach, and online research.
- Whose time matters most? The sales reps’ or their prospects’?
- Time illusions and how they trick your reps into spinning their wheels when they could be making deals.
- How to get your team to organize and sequence their selling day to break free of their time traps and make the most of their most powerful asset — selling time.
Revenue Operations is considered the latest directive for B2B companies to accelerate growth. This new go-to-market approach bridges the silos between sales, marketing and customer success. But what does this model look like? Where do we start?
- The Modern Buyer Journey: Enabling the Seller to Meet The Informed Buyer
- The Omnichannel Approach: Optimizing Selling Practices to Empower Your Reps
- The Tech Stack: Identifying and Implementing Transformative Sales Technologies
- Train and Retain: Building The Multi-Generational Sales Force
- Unlocking The Power Of Data In Sales
- The Silo Mentality: Breaking Down The Barriers Between Sales and Marketing
Encompassing the 6 challenges of the summit, we finish the event with looking at what we can take away today. How can we begin to implement change in our organizations once we leave the summit?
Before you head home, make sure you grab something from our buffet-style lunch for your journey ahead.
Summit Location
Our events take place at some of the most prestigious venues in the world. Five-star accommodation, dining and amenities make attending one of our summits both business and pleasure. Being productive has never been so much fun.
Popular content from our Sales and Revenue Summits
GDS Summits host experts to help experts. Our speakers are leading executives willing to share their insight to change the industry and the world in critical ways.
To discuss how GDS Summits can help you solve your project challenges contact us on: 0117 921 4000 or email sayhello@gdsgroup.com.
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