Eugene Lemesh – CHRO, Board member, Terrasoft An expert in the development and implementation of CRM and BPM solutions for marketing, loyalty programs, sales, and client service. Eugene managed sales teams up to 100 people. Client portfolio: Rozetka, Citrus, Velika Kyshenya, Head Hunter. Currently Eugene is engaged in the building of HR-processes in the CIS and Global markets.

1. Team, product, sales & marketing –
how to align, plan and execute
entering global markets?
Evgeniy Lemesh
CHRO, Terrasoft

2. THE MISSION of bpm’online
is to help companies
ACCELERATE
Highly recognized by
key industry analysts,
included in
and
of organic growth
Bootstrapped
17
550
employees
500+partners
THOUSANDS
of customers
5around the globe

3. 500+partners
OUR GTM STRATEGY IS FOCUSED ON DIRECT SALES IN KEY REGIONS
(AMERICAS, EMEA, APAC) & EXPANDING A GLOBAL CHANNEL NETWORK
Business growth:
• Depending on the geography, the company is demonstrating
different double digit growth numbers, with the largest growth
rate in the US market.
• Growing customer base in target segment – midsize and large
enterprises.
• Growing the number of implementations
in complex service environments:
Growing partner channel:
• Channel partners generate 49% of revenue
• A new partner is joining bpm’online channel network every single day
• Forming strategic alliances with largest regional SIs
RECENT ACCOMPLISHMENTS AND BUSINESS GROWTH

4. 16 years on CIS market
Growth phase
2003 2013
6 years on Global market
Startup phase
TWO
STORIES

5. PRODUCT TEAM
SALES &
MARKETING

6. OWN EVENTS
PPC
DIRECT MAIL
BANNER NETWORK
SPECIALIZED
ONLINE RESOURCES
TELEMARKETING
RECOMMENDATIONS
CONTENT
MARKETING
EMAIL
MARKETING
SEARCH
ENGINES
PROFESSIONAL
COMMUNITIES
SOCIAL MEDIA

7. 450
unique
materials
and demos
180briefings
FOR 2 YEARS
60 ANALYSTS

8. Bpm’online has named
a Challenger in the Gartner
Magic Quadrant for Sales
Force Automation, 2017
Bpm’online has been
included in the Gartner
Magic Quadrant for
Intelligent Business
Process Management
Suites, 2017
Bpm’online has been
named a Challenger
in the Gartner Magic
Quadrant for CRM Lead
Management, 2017
Bpm’online has been
included in the Gartner
Magic Quadrant for the
CRM Customer
Engagement Center, 2017
Bpm’online has been included
in the Gartner Magic Quadrant
for Enterprise High-
Productivity Application
Platform as a Service, 2018
ANALYST RECOGNITION

9. Bpm’online named a Strong
Performer in the Forrester
Wave™: Sales Force
Automation Solutions,
2017
Bpm’online named a Strong
Performer in the Forrester
Wave™: Customer Service
Solutions For Midsize
Teams, 2017
Bpm’online named a Strong
Performer in the Forrester
Wave™: Lead-To-Revenue
Management Platform
Vendors, 2016
Bpm’online named
a Leader in the Forrester
Wave™: CRM Suites, 2016
Bpm’online recognized as a
Strong Performer in The
Forrester Wave™: Cloud-
Based Dynamic Case
Management, Q1 2018
ANALYST RECOGNITION

10. MIAMI
KIEV
JAKARTA
DUBAI
LONDON
ALMATY
MOSCOW
PARIS
MINSK
MELBOURNE
MÉXICO
BERLIN
BOSTON
CHICAGO
GLOBAL TOUR
2019

11. Photos
150% INCREASE OF EVENT AUDIENCE

12. Photos
150% INCREASE OF EVENT AUDIENCE

13. Photos
150% INCREASE OF EVENT AUDIENCE

14. 150% INCREASE OF EVENT AUDIENCE

15. Photos
150% INCREASE OF EVENT AUDIENCE

16. Photos
95% OF EVENT ATTENDEES WERE EXTREMELY LIKELY TO RECOMMEND
THE EVENT TO THEIR COLLEAGUES, CUSTOMERS AND PARTNERS

17. Photos
95% OF EVENT ATTENDEES WERE EXTREMELY LIKELY TO RECOMMEND
THE EVENT TO THEIR COLLEAGUES, CUSTOMERS AND PARTNERS

18. Photos
95% OF EVENT ATTENDEES WERE EXTREMELY LIKELY TO RECOMMEND
THE EVENT TO THEIR COLLEAGUES, CUSTOMERS AND PARTNERS

19. Photos
95% OF EVENT ATTENDEES WERE EXTREMELY LIKELY TO RECOMMEND
THE EVENT TO THEIR COLLEAGUES, CUSTOMERS AND PARTNERS

20. Photos
95% OF EVENT ATTENDEES WERE EXTREMELY LIKELY TO RECOMMEND
THE EVENT TO THEIR COLLEAGUES, CUSTOMERS AND PARTNERS

21. Photos
95% OF EVENT ATTENDEES WERE EXTREMELY LIKELY TO RECOMMEND
THE EVENT TO THEIR COLLEAGUES, CUSTOMERS AND PARTNERS

22. COMMUNICATING OUR MESSAGES
THROUGH THOUGHT LEADERSHIP CONTENT

23. HOW CAN WE DEFINE
A SCALABLE SALES
MACHINE?

24. SALES MODEL
MESSAGING
AND PROCESS
TRAINING
MEASUREMENT
OF SUCCESS
CADENCE
CRITICAL PILLARS

25. SALES
MODEL

26. SALES
MODEL
Forecast
Approach
Pipeline
Definition
Deals
Segmentation
Key
Conversions
Quota Definition

27. Revenue
• Number of leads
• Conversions
Number of dealsARPA based on
customer segments
BASIC COMPONENTS

28. 80%
40%
90%
45%
90%
Presentation
BANT*
Proposal
Contract
Closure
SQL
Enterprise
12%
Stage
100%
SQL Pipeline
BANT Pipeline
BANT – budget, authority, need, time
PIPELINE SEGMENTATION

29. Medium Small
80%
40%
90%
45%
90%
Presentation
BANT*
Proposal
Contract
Closure
SQL
Enterprise
12%
Revenue Х
Stage
100%
Conversion Rates Per Segment May Vary
BANT – budget, authority, need, time

30. MESSAGING
AND PROCESS

31. AFTER A
PRESENTATION,
63% OF
ATTENDEES
REMEMBER
STORIES. ONLY
5% REMEMBER
STATISTICS.
SOURCE: CHIP & DAN HEATH

32. Analysis of
successful and
unsuccessful
closures will help
you to define your
ICP
CRAFTING IDEAL CUSTOMER PROFILE
Is your product capable of solving problems for a
broad range of companies, or is it more specialized?
Which category of your clients benefits most from
your unique offering? Why?
What are key parameters of your target customer?

33. MISSION
POSITIONING
STATEMENT
ELEVATOR PITCH
PERSONAS
SUPPORTING
STORIES
AND FACTS
STANDARDIZED MESSAGING

34. Mission/
"We Believe”
Positioning
Statement
Elevator Pitch
Personas
Areas of
Focus/Pillars
Supporting
stories
We believe the right technology can eliminate silos and create more agile companies.
We align marketing, sales, service, & operation using BPM technologies. Unlike other providers, our combination of BPM and CRM delivers
faster faster time to value, better automation, and the power to change fast.
Most organizations lose valuable time and energy arguing over whose version of the truth is right.
We believe the right technology can eliminate silos and create more agile companies.
That's why we designed bpm'online to align marketing sales, service and operations on a single platform, powered by bpm technologies.
This unique combination of BPM and CRM delvers faster time to value, better automation, and the power to change fast.
Dir/VP Sales/Marketing CIO/COO/CEO IT/OPS
Productivity/Efficiency Process/Alignment System Speed/Flexibility
Data/Facts
MESSAGING FRAMEWORK

35. PROCESS
Sales
Framework
Definition
Sales Tools
Development
Transforming your Process
to your Sales Religion

36. 55% OF THE
PEOPLE
MAKING
THEIR LIVING
IN SALES
DON’T HAVE
THE RIGHT
SKILLS TO BE
SUCCESSFUL. SOURCE: @CALIPERCORP

37. Contract
Project hand-off
Lessons learnt
analysis
CLOSE
Competitive
analysis
Proposal
preparation
Tactics
validation/tune up
Proposal delivery
Closing efforts
PROPOSE
Initial Conversation/
demo
Discovery
Situation mapping
Tactics definition
Vision demo
SOLUTION
Initial LDR
qualification
SQL acceptance
Preparation
Confirmation
QUALIFY
SALES PROCESS FRAMEWORK

38. Setting up the stage
Pain points discovery
Business model understanding
Key people/connections discovery
Buying criteria and process clarification
Demo requirements collection
Roadmap with next steps
LEVEL 1 PAIN — Technical Issues
LEVEL 2 PAIN — The Business-Financial Impact
LEVEL 3 PAIN — Personal Interest
EXAMPLE OF A SALES TOOL – DM MAP

39.  Describes how your sales people generate value
 Outlined in your sales playbook
 Essential part of your sales training and enablement program
 Being used constantly on pipeline reviews and workshops
 Visualized and branded
 Has its own terminology
 Automated in your CRM (preferably using DCM approach)
 Can be transferred from peer to peer
YOU HAVE A WORKING SALES PROCESS IF IT…

40. TRAINING

41. THE AVERAGE
COMPANY SPENDS
$10K - $15K HIRING
AN INDIVIDUAL
AND ONLY $2K A
YEAR IN SALES
TRAINING.
SOURCE: @BRIDGEGROUPINC

42. SALES
TRAINING
Onboarding
Class
Training
Coaching Workshops
Ongoing Feedback Sharing

43. Sales Process
and Messaging
Sales Model and
Measurements
Buying Process
Industry Awareness
Product
Business of your
Customers
TRAINING AREAS

44. MEASUREMENT
OF SUCCESS

45. BANT Opportunities created
SQL supplied
Meetings Scheduled vs Meeting Conducted
Revenue amount
Proposals presented
Closures (SQL to Deal, BANT to Deal)
Booking amount
SALES CONVERSIONS

46. SQL vs BANT Opportunities pipelines
Overall pipeline volume
Weighted pipeline volume
Closures (SQL to Deal, BANT to Deal)
Reasons of unsuccessful closures
Sales cycle (in pipeline) – young vs old deals
Win rate
PIPELINE ANALYSIS

47. CADENCE

48.  Quick coordination of team work
 Status update on key deals
 Useful information exchange
Stand Up
 Leads progress
 Opportunities analysis
 Key deals and tactics
 Conversions
Pipeline review Workshop
 Company news and updates
 Sharing of best practices
 Win/Loss analysis
 Sales Enablement materials
 Dealstorms
Individual/Team
2 times per week
15 minutes
Individual
(one-on-one)
Once a week
30 – 60 minutes
Team
Twice a month
60-90 minutes
MEETINGS TYPES AND FREQUENCY

49. 1
Regular
(You know it will
happen…)
2
Planned in advance
(You know when will it
happen…)
3
Defined agenda
(You know what to
expect and how to get
prepared…)
4
Action-focused
(You know what you
will need to do after
it…)
REPEATABLE FLOW

50. TEAM
SALES &
MARKETING
PRODUCT

51. 2018 2022
$ 43 B
$ 69 B
CRM market size

52. 72%
of Fortune 500 companies feel
the single greatest challenge
limiting their growth, is technology

53. 2018 2022
$ 4 B
$ 21 B
5x MARKET GROWTH WITHIN 5 YEARS
Low-code market size

54. We foresee a world, where any business idea can be
automated in minutes

55. CODE
CODE
LOW
NO
EVERYONE
A DEVELOPER

56. What low-code does
REQUIREMENTS GATHERING
ANALYSIS AND DESIGN
DEVELOPMENTTESTING
DEPLOYMENT
OPERATION AND MAINTENANCE

57. By 2024, low-code platform
development will be responsible for
more than 65% of application
development activity

58. Our strategy – evolution of
bpm’online studio into a sophisticated
low-code, no-code platform
to manage a complete lifecycle of an application — from requirements
gathering to delivering and scaling a ready-to-use application

59. Accelerate change
with agile low-code platform
Accelerate alignment with
cross-functional orchestration
Accelerate adoption with
intelligence and user-friendly UX
Accelerate implementation
using out-of-the-box capabilities
ACCELERATING BUSINESS TRANSFORMATION CYCLE
Alignment Adoption
Change Implementation

60. TEAM
SALES &
MARKETING
PRODUCT

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62. HORRIFYING STATS
You spend to hire
a single employee
2 – 24
weeks
Companys spend thousands of dollars just
to recruit and adopt a single employee
Indirect loses caused by lack of employees
inefficient business functions are countless
75 – 455 hours spent to hire, onboard
and adopt a single employee
$

63. HELLO,
This is Ben!
Candidate
US Sales Leader position

64. 4 YEARS: Regional Client Manager/Alliances Manager
1 YEAR: Director, Channel Sales
10 YEARS: Sales & Marketing Manager – Europe, Middle East & Africa (London)
2 YEARS: Vice President, Marketing and Business Development
3 YEARS: Director, Channel Sales
2003 – 2007
2000 – 2002
1997 – 2000
1996 – 1997
1985 – 1995
2 YEARS: Vice President,
Business Development
4 YEARS: Vice President Enterprise Sales
5 MONTHS: Senior Director, Sales – Northeast
4 YEARS: Executive Vice President2007 – 2011
2011 – 2013
2014 – 2018
2018 –
BIOGRAPHY

65. HOW TO SELECT RIGHT CANDIDATE
1. Biography
interview
2. Case
4. Competency
based interview
3. Test
5. Referrals