This exercise is a simulation of what it's like to work on a facility-facing client team at Clipboard Health. We look forward to seeing your thinking, and we hope that this will help you understand what it’s like to work here. We suggest spending no more than 3 hours completing this exercise. Suppose that you manage a team of sales reps. They’re responsible for calling healthcare facilities, speaking with the administrator, who is in charge of the facility, and having the administrator sign up for our staffing services. The sales funnel for a typical week looks like this: Phone calls to facilities 100 Notes Conversations / Calls 20 The other 80 calls go to voicemail. Meetings scheduled 14 14 conversations result in a second, scheduled meeting. The other 6 don’t. Meetings / Conversation 70% Signed contracts 10 Close rate = Signed contracts / meetings 71% First shift posted (FSP) by facility 4 … FSP rate 40% Revenue per posting account $1000 1. Below are several ideas for improving sales. For each scenario, list the one metric in the funnel above that would be impacted the most, if it worked?1 A. You noticed that reps sometimes call facilities outside of normal business hours. This happens because reps are targeting facilities in multiple time-zones. You develop a report that shows reps during what hours to call each facility. This will improve the ratio of call that are picked up. Answered calls will increase and calls that go to voicemail will decrease. B. You train reps on qualifying behaviors. I prefer using the MEDDIC opportunity qualification methodology because it can be used for the entire sales cycle. When Reps can accurately qualify opportunities, it improves the conversion rations in several places. In this example, the # of meetings scheduled will improve when sales reps are able to more accurately qualify opportunities. During an initial cold call, understanding a customer’s pain points is critical to getting a next meeting scheduled. Proper training of qualifying behaviors can quickly uncover what customers really need and allows reps to position next steps as solutions to the client’s challenges. Clients appreciate when reps can quickly understand their issues and propose solutions they need. C. You train reps on contract negotiation. This occurs after a buyer is interested in our staffing services. The number of contracts signed will increase once employees have been properly trained in negotiations. Contract negotiations are a team effort and a well documented and automated contract negotiations process keeps reps and customers closely aligned and working towards the same outcome. Preparedness enables reps to quickly exchange key information and bargain fair commercial exchange for the value being created. Negotiating in an open and transparent way, ensures the client buys into the process and the purchase. 1 Be sure to distinguish between whether you’re moving an absolute number or a conversion ratio. D. You send emails to administrators on behalf of reps and notify reps when the email is opened. Assuming that the emails are being sent prior to the reps engaging with the administrators, it will increase the likelihood that the reps will successfully set up an initial meeting. E. You set the expectation that, at the end of each scheduled meeting, reps should either have a signed contract or schedule a subsequent meeting. F. When a rep has a meeting and fails to get a signed contract within 30 days, you assign the account to a different rep. G. When reps call accounts, they must reference information on the account’s website. Sometimes it takes time to search through websites. You update the CRM with this information so that reps have it at their fingertips. H. You explore alternative dialer products that could allow reps to make fewer clicks between each dial. I. You build a list of the parent companies that own multiple facilities. You assign the largest parent companies to sales reps. J. You create a one-page document that lists common objections that SDRs face from administrators and how best to address them. K. You update the contract document so that it asks prospects for their first shift. You ask reps to post that shift when the contract is signed. 2. In order to increase close rate, you instruct sales reps that, after each meeting, they should either (a) have a next-meeting scheduled or (b) call accounts every day. You decide to build a report to measure if reps are doing that. Mock up what the report should look like. You can use fake data 3. Below are two call recordings for reps on your team. Please list the pros and cons for each call and identify what parts need improvement. Please list as many relevant attributes as you can. Call #1 Call #2 4. In order to sign up the largest facilities, you decide to offer discounts to the 50 largest facilities in the United States if they sign up. If this plan fails, what are the most like