Everyone is special but scaling is about finding common grounds and alignment with product strategy and market dynamics. Many companies find themselves with different Tribes (companies within a company) because of lack of alignment when scaling beyond HQ Country. This session will cover lessons learned in running a sales and marketing organisation with HQ based in one continent and the majority of expansion coming from another. Will also share the challenges in scaling through repeatable sales and marketing plays and alignment.
Uneak White's Personal Brand Exploration Presentation
How to Run Sales and Marketing Ops Across Multiple Continents with LumApps CRO and VP of Growth Marketing
1. MELINDA CORMIER
VP, Growth Marketing
LumApps
@melindacormier
ALFRED SAAD
Chief Revenue Officer
LumApps
@alfredsaad
How to Run Sales and Marketing
Ops Across Multiple Continents
2. The Top 3 Challenges of
International Growth
Culture Data Trust
3. CULTURE:
the set of shared attitudes, values,
goals, and practices that characterizes
an institution or organization
4. McKinsey & Company have outlined the importance for agile
organizations to create both stable and dynamic practices.
A periodic business review, prioritization of different activities, and
alignment across organizational units (frequently called tribes) are often
together referred to as Quarterly Business Reviews (QBRs).
QBRs can be the cornerstone of an effective agile organization, linking
overall strategic direction to agile organizational units and team-level
backlogs.
Understand the ‘Tribes’
“That messaging
won’t work here.”
Marketing Sales Engineering Finance Legal
“This is how we
do things here.”
6. Recruitment & Retention
RECRUITING
Focus on culture, community, and vision
MASTERY
Encourage skill development
and knowledge sharing
ONBOARDING
Engage new hires with an orchestrated
onboarding experience
AUTONOMY
Empower your teams to find
solutions
PURPOSE
Clearly define roles and
responsibilities
Your Employees
Losing an employee costs
6 - 9 months of salary
44%
of resignations happen
during the first year
6 to 8 months
for a new hire to be fully operational
8. Lagging vs Leading Indicators
Leading
Leading indicators provide benchmarks that, if met, will be
indicative of meeting overall KPIs and objectives. They measure
where your business is going.
● Percent of customers that sign up for multi-year contracts
● Number of customers that renew at or before contract
expiration
● Number of customers that purchase software add-ons,
additional licenses, or other products
Lagging
Lagging indicators measure output that’s already occurred to gain
insight on future success.
● Profit
● Expenses
● Customer participation
● Renewal rates
● Revenue
Lagging indicators are best used in conjunction with leading indicators to determine trends and
if outcomes were met.
9. Review the data
Before making any changes, you must first understand:
Performance
Is the company profitable?
Is my team hitting their
targets?
Team
Who are they?
What are their strengths?
What do they enjoy?
Success Metrics
How is success
measured?
Activities
What’s going on and why?
Objectives
Are we aligned to the
mission?
10. Marketing Metrics to Consider
● Website:
○ Traffic Sources = >60% Organic
○ Conversion Rates = >2.5%
○ Bounce Rate = <40%
● Leads:
○ Cost per Lead (CPL) = <$70 avg
○ Lead Quality = at least 40% in ICP
● Pipeline:
○ Lead to Opp conversion rate: 3-5%
○ Pipeline to Spend ratio = 30:1
+140%
YoY
14. Build Trust
Say what you mean. Do what you say.
● Lead with data before making any changes.
● Try ‘pilot’ programs to prove out a theory.
● Let your teams find new solutions. Don’t dictate.
● Be humble, authentic, and transparent.
● Focus on the future, not the next financial round.
15. How to run sales & marketing across multiple continents:
Key Takeaways
Create an innovative, inclusive, and
empowering culture
Culture Data Trust
Make data-driven decisions that
support the organization’s vision
and strategy
Become a trustworthy leader and
colleague
Finding the right employees that are excited about the company vision, are passionate about their purpose, and want to achieve great things - not just get a paycheck.
Hire slowly. Seperate fast.
One of the main indicators of culture fit and success is the recruit believe in the mission of the company, the clarity of their role (purpose), and their believe that they will be great at doing the job (Mastery). A successful team member should be a self starter and have entrepreneurial spirit (Autonomy).
Attitude will always determine their success and how much impact they will make.
Lagging questions:
How many people attended an event?
How much product was produced?
What response did it receive?
Leading questions for leaders:
What processes can I employ to achieve this goal to higher levels of success?
What skills can the team improve to better achieve the desired outcome?
What steps can be taken to speed up product development?
Example: events in Europe
This evaluation process takes time. It can take months to really understand what’s going on, not just within the organization, but within your industry or market.