在沃达丰(Vodafone)，关联销售计划的成功会吸引其他部门

Vodafone connects more than 650 million people and organizations worldwide to the digital society. That massive scale means great complexity: The Commercial Operations business alone, accounting for a third of company revenues, encompasses six product groups and 5,000 accounts in 25 countries. In total, about 750,000 variables are used to create sales plans for 2,000 quota-bearing salespeople.

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In the past, sales planning at Vodafone was performed inconsistently, manually, and in functional silos. Rolling up numbers across business units and comparing performance against key criteria was nearly impossible; the company wanted to support sales managers in creating targets that were consistent, objective, and aligned with go-to-market priorities. Senior Sales Operations Manager Sarah Elfaham was tasked with improving the process. “We wanted to create a high-performance sales culture where quotas are based on opportunities and performance is rewarded,” she said.

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Elfaham had used Anaplan at a prior employer and knew that the platform could deliver what Vodafone required. “We needed something that we could spin up quickly and collaboratively, where changes didn’t require months of development work,” she explained. The end-to-end account-based planning system she envisioned would start with the revenue waterfall, which would feed with pipeline data from Salesforce, along with local sales knowledge, to establish objective and interlocked sales targets and to generate target letters using DocuSign.

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“Passing data from Salesforce into Anaplan for modeling gives us better insights,” Elfaham said. “We are able to add greater emphasis on the need for accurate data when we use it to model something like sales targets. We have dramatically improved data quality as a result of making data more visible in this context.”

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With Anaplan, sales planning time was cut from three months to six weeks, and fewer sales operations resources were needed to compile and input data. This freed up their time to support the sales business with valuable insights during this critical planning period.

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The effect has been transformational, Elfaham said. “The value of the accountability and ownership that we’ve now got is unlimited. With Anaplan, we’re making better decisions that will impact the top line for years to come.”

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She adds that the effort is part of a multi-year strategy to improve sales operations and drive continued growth. Now that they’ve proved Anaplan’s ability to make target-setting faster and more objective, Elfaham and team are refining the underlying models and building dashboards (using Anaplan’s new UX) to give sales leaders real-time visibility into their reps’ targets and attainment.

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Based on sales operations’ success, Anaplan is now recognized as a strategic platform across Vodafone—a designation that will further accelerate collaboration and data-sharing between teams. “Finance and Commercial and Sales Operations teams will work together using the same core data and the same model to build a rolling revenue forecast,” Elfaham said of one near-term effort. “It’s incredible to bring together functions that historically haven’t always collaborated well.”

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And this new level of collaboration promises to unlock other opportunities in the company. “Anaplan helps us to see what’s possible with collaborative planning—within sales, and across Vodafone,” said Kerry Small, Commercial and Operations Director at Vodafone Business.

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沃达丰将全球超过6.5亿人和组织连接到数字社会。如此庞大的规模意味着巨大的复杂性:仅商业运营业务就占了公司收入的三分之一，包括6个产品集团和25个国家的5000个客户。总共约有75万个变量被用于为2000名配额销售人员创建销售计划。

在过去，沃达丰(Vodafone)的销售计划是不一致的、手工执行的，而且是在功能孤岛上执行的。汇总各业务部门的数据并将业绩与关键标准进行比较几乎是不可能的;该公司希望支持销售经理制定一致、客观的目标，并与进入市场的优先事项保持一致。高级销售运营经理Sarah Elfaham负责改进流程。她表示:“我们希望创造一种高性能的销售文化，在这种文化中，配额基于机会，业绩得到奖励。”

Elfaham在之前的公司使用过anplan，他知道这个平台可以满足沃达丰的需求。她解释说:“我们需要一种可以快速协作的东西，这种东西的变化不需要几个月的开发工作。”她设想的端到端基于客户的计划系统将从收入瀑布开始，它将从Salesforce的管道数据，以及当地销售知识，建立目标和连锁销售目标，并使用DocuSign生成目标信。

Elfaham说:“将Salesforce的数据传递到Anaplan进行建模，可以让我们更好地了解数据。“当我们用它来建模销售目标等东西时，我们能够更加强调对准确数据的需求。由于数据在这种情况下更加可见，我们极大地提高了数据质量。”

使用Anaplan，销售计划时间从3个月缩短到6周，并且需要更少的销售运营资源来编译和输入数据。这腾出了他们的时间，在这个关键的计划期间用有价值的见解支持销售业务。

埃尔法哈姆说，这种影响是变革性的。“我们现在所拥有的责任和所有权的价值是无限的。通过anplan，我们做出了更好的决定，这将影响未来几年的收入。”

她补充说，这是改善销售业务和推动持续增长的多年战略的一部分。现在，他们已经证明了Anaplan能够更快、更客观地制定目标，Elfaham和团队正在改进底层模型并构建仪表板(使用Anaplan的新用户体验)，以便让销售主管实时了解他们的销售代表的目标和实现情况。

基于销售业务的成功，Anaplan现在被公认为vodafone的战略平台，这将进一步加速团队之间的协作和数据共享。“财务、商业和销售运营团队将使用相同的核心数据和相同的模型共同构建滚动收入预测，”Elfaham谈到近期的一项工作时说。“将历史上并不总是合作得很好的功能结合在一起是不可思议的。”

这种新的合作水平有望为公司带来其他机会。沃达丰商业和运营总监Kerry Small表示:“Anaplan帮助我们看到协同计划在销售内部和整个沃达丰的可行性。