About Modjo

Modjo‘s conversational intelligence helps tech organizations understand their market, boost their teams’ performance and identify their customers’ needs.

Context of the collaboration

The goal of collaboration between Atscale and Modjo was to structure their sales team and make the most out of it through:

• Sales performance management

• Sales execution

Key objectives included:

1. Getting the BDR and AE team back on track performance-wice 

2. Structuring the performance management framework of the sales team

3. Globally leveling-up the sales team, boosting seniority at all levels of organization from individual contributors to the leadership team

The primary focus of the Atscale approach was on understanding what was already working well to capitalize on, and what was not working and required urgent changes.

After diagnosing the situation, we tackled objectives by acting as interim VP of Sales.

Sales performance management

• Achieving a clear view on the way Modjo is monitoring performance

  • Anticipating performance on current quarter and next quarters 

• Upskilling the managers on the way they manage teams and drive performance, from setting the right routines to under- and top-performance management

  • Specific Coaching plans for ICs, who were starting to have KPIs in the red zone

  • Performance plans for ICs who were underperforming on a regular basis

• Improving sales performance culture with sales floor animation automatisms 

  • Organizing competitions 

  • Organizing Weekly Blitz (regular collective high intensity sessions within the week)

  • Putting in place sales awards ceremony for top achievers

• Creating new tools to monitor performance

  • Developing a new forecasting tool 

  • Developing a BDR performance monitoring tool

Recommendations:

We recommend answering these three questions to boost the performance of your sales team:

• • What kind of tool do you need to monitor your team’s performance the right way?

  • What can you do to help your underperforming reps?

  • How can you help the managers to have a better understanding on where their team stands and why they are underperforming

Sales execution

BDRs

• Changing the overall scope of the BDRs: 

  • Moving away from a mix of prospection-qualification into 100% pipeline generation scope, which increased the number of oppo from BDRs by 50% in one week

• Amending the prospection philosophy from booking a meeting as soon as possible to engaging interesting business conversations with prospects

  • Having conversations with prospects helps to qualify a lead properly and engage in further discussions in the most efficient way

  • It also helps to boost the effectiveness of BDRs as this type of cold calling is more interesting to perform

• Reviewing the scripts and the prospection playbook for BDRs

  • Atscale fully revamped the elevator pitch to make it more clear, engaging, and sharp in terms of structure. 

  • The major change included highlighting the value proposition and benefits for the prospects very early on in the pitch.
    

AEs

• Rebuilding the entire sales process in terms of structure and content:

  • Prospection

  • Discovery

  • Demo

  • Proposal

  • Closing

• Training the team to achieve a harmonized execution within the new sales process

  • A specific workshop to train the teams for each step of the sales process, to make sure we have the right structure, and above all – the right content at each step of the process

• Operationally coaching and mentoring each individual contributor of the AE team

  • Weekly 1:1s with the managers to review the performance, the forecasts, and tackle the blind spots

  • Coaching with BDRs: the philosophy of prospection and creation of engaging conversations during the cold calling sessions

  • Coaching for AEs: pipeline and forecast management in order to make sure that we are never short on target on the current and the following quarter

Recommendations:

We advise you to make sure that you have built a playbook for each and every step of your sales cycle.

And as you are on the run, make sure that everybody on the team is mastering and executing the playbook.

Impact

• 50% increase in the number of opportunities generated by the BDRs
  Thanks to a process change and the strengthening of the TL BDR

• Achieving 110% of the target by the BDR team (vs 75% in the last 4 quarters)
  After the first quarter of intervention

• Achieving 100% by the AE team (vs 70% in the last 4 quarters)
  After the first quarter of intervention

• New governance between the VP Sales and his managers to drive the performance of the Revenue team

• New experienced leader in place and a new organization that will enable the scaling of the Revenue team over the next 3 years.

From Paul Berloty, CEO of Modjo:

“In only couple of weeks, Atscale has changed the game here and turned around the performance of the whole Revenue Team”
The partnership with Modjo originated from a personal network of Atscale