No Room For Error
Aligning a high-volumes sales process across the business is hard enough – especially when your customers are global!
Deputy needed a way to inform the important conversations happening in Slack with their enterprise Salesforce data so they could manage, measure, and deploy resources to scale the business – and revenue!
What has been really cool about where we are now is that important sales and service activities can now be supported with Woobot.
Woobot caught up with Keith Jones, Global Revenue Ops Manager, to understand how Woobot plays a pivotal role in helping Deputy service their prospects and customers.
What were some of the challenges you were facing that made you turn to Woobot?
KJ: We already had a pretty good foundation of relying on Slack as a key starting point for getting work done. In this case, we had some webhooks hitting Slack and someone taking action from them – so that activity was already set with sales team — which was fantastic since there was no re-teaching that workflow when we chose to adopt Woobot. But the challenge with webhooks was that we were powering things with Zapier, and there wasn’t much personalization we could put into the implementation. There’s very little control over what actually hits the webhook, and while it was a usable alert system for a while, it was never going to scale with Deputy.
We went, overnight, from having 0 people in a Sales Development role to having 4 people in that role. The original plan was for the team was to just use a Slack channel, and I asked “We’re going to put four people on a Slack channel and have them trade off one at a time?”
We’re expecting them all to notice — ”I got this one, you get this one next.” It’s just not going to work 6 months or a year from now when we have 8 or 10 people in that role. We needed to find a better solution. I did some research and found Woobot. Just being able to tag the individual user via an @mention as part of a Woobot Smart Notification was a game changer for us – because now it meant that they didn’t have to sit and stare at a Slack channel.
Can you describe the current state of your system?
KJ: I designed a couple of different catch scenarios in Salesforce to look for data points that were being fed from our product. This would create what we call “churn warning scenarios”, and we use Woobot to push those notifications into a new churn warning channel where people will take initial action.
What has been really cool about where we are now is that important sales and service activities can now be supported with Woobot. We’re Slack-first because that puts the onus on the individual contributor to take action inside of Slack. We do that in partnership with another tool in our stack called SalesLoft, so they can be in the web version of Slack and very quickly make a phone call because we’re pushing the phone number from Salesforce into that message. And it’s that action that actually feeds into the rest of the automation that the sales people rely on day in and day out.
But they don’t get any of the follow-on automation until they take that first action, so it puts a great deal ownership on the individual contributor to take action in Slack and to have a real sense of urgency about it. Then they can rest assured that there’s additional automation for queuing up follow-on touches that will happen once they make that first one – but they gotta do that first touch in Slack via Woobot.
If you look forward to the future as you scale this team, what other processes would Woobot fit into?
KJ: People who no-show for demos. That’s the next one I’m going to roll out. We book demos all day long with the people who have signed up for a Deputy trial.
Right now we have a small team of account executives in each territory, and every individual account executive is doing between 7 and 10 demonstrations a day, if not more. Unfortunately, not 100% of those people show up. So today we send an email alert. But, and this is probably something that Slack would love to hear me say, we’re killing more and more of the email part of the process. This is because it’s just so much easier to push things into a Slack channel where you can add people or take people out if not needed, as opposed to these more archaic email threads that you nobody sees.
So this is an exception process you want to catch and follow up on?
KJ: Yes. The way we are setup is we have a sales development team whose only job is to connect our trial users to our customer success managers. They are 100% evaluated and compensated around that goal. So, when someone doesn’t show up for a demonstration, it’s very much in the team’s interest to get that person rebooked. Or, maybe that person just forgot about it so they’re going to give them a call. Either way, I want an immediate action.
I’m all about taking as many clicks as possible out of any process, so we will have a no-show channel. When the notification hits that channel I’m going to be able to right click and call them right away. I can just say “Hey this is Charlie from Deputy, I’m just calling about that demo we had scheduled.” This removes 30 to 45 seconds out of the process, which definitely adds up over time!
You threw out an interesting metric: 34 to 45 seconds saved. What are some other meaningful metrics companies should be looking at?
KJ: There are a variety of different initiatives and bits of research that I’m doing. For example, I’m going to start building out a statistical model by putting different layers in place with data points such as: types of customers we acquire, the types of interactions we have, and the amount of time we spend between milestones throughout the entire process. This way we can make some really smart decisions.
One of the key things we need to know is when are we at true capacity and when we need to hire another resource for a particular team. We’re going to be measuring from the time we talk to the person, to the time they said they want a demo, to the time the demo actually happens. From there we can figure out the ideal amount of time between those milestones.
We’ll use these measurements to see if our teams are hitting their KPIs. Because Woobot drives that initial touch, I know we have a healthy starting point.
So Deputy knows when to add human capital to these processes rather than putting your finger in the wind to decide when to bring on resources, because that can hurt you if you scale too quickly.
KJ: Yes, Deputy has enjoyed a lot of organic growth over the years. Now we are scaling up a massive operation in the US and London. We have a really strong brand. We started in a market where we’re not a “nice to have,” but rather a “must to have.” So the market is ready for us, and we have a really strong product.
We are trying to effect real change in the world, and we are arming ourselves with tools like Woobot.