Video Possebon 2

Introduction to the Video

Purpose of Recording

• The speaker, Leandro, is recording a video for clarity and future reference during meetings. This helps in retaining information that might be lost due to the volume of details discussed.

Overview of Content

• A mental map is introduced as a step-by-step guide to clarify processes related to squad goals and planning. The first step involves setting up goals by squad.

Planning Squad Goals

Initial Steps in Goal Setting

• The first action is individual goal filling for each squad member, focusing on specific products like P360, Black Box, and Black Pro. This ensures everyone understands their targets clearly.

Importance of Calibration

• Emphasis on calibrating demand based on the number of scheduled appointments needed per day for closers; misalignment can lead to excess demand generation compared to actual needs.

Summary of Squad Requirements

Key Metrics for Success

• A summary indicates that a squad must achieve sales worth 32k through 39 sales and a specified number of appointments, which are crucial metrics for tracking performance. Additionally, it outlines the required demand generation linked with traffic investment based on cost per lead.

Structure and Composition of the Squad

Roles within the Squad

• The squad consists of various roles: one closer (the "captain"), who supervises while also selling; an additional closer from P360; two SDRs; and two social sellers. This structure allows flexibility in team composition based on operational needs.

Flexibility in Team Composition

• There’s a suggestion for an editable system where team members can be added or removed as necessary, allowing adjustments based on performance insights or changing requirements.

Sales Channels and Strategic Planning

Current Sales Channels

• Currently identified channels include strategic sessions referred to as pitches; there’s room for adding new sales channels without overhauling existing structures—just by updating records in Ovoboy software.

Demand Projection Based on Goals

• After establishing goals, projections are made regarding how many leads need to be generated based on set percentages (e.g., 20% conversion rate from MQL). This aids in understanding overall demand requirements effectively.

Calculating Lead Generation Needs

Breakdown of Lead Requirements

• For achieving appointment goals (e.g., needing 200 appointments at a 20% conversion rate), calculations show that generating around 1000 leads may be necessary—800 from paid sources and 200 organically due to differing conversion rates between these sources.

Investment Projections

• Final calculations provide insights into total leads required (1,533), costs associated with generating these leads across both paid and organic channels are outlined along with expected MQL percentages from each source leading towards budget planning for traffic investments.

Investment Metrics and Squad Performance Analysis

Key Investment Metrics

• Total investment in traffic is calculated by dividing the total traffic investment by the total number of Miquel. The scheduling percentage versus Miquel is derived from the total scheduling divided by the total number of Miquel, resulting in a figure of 20%.

• For example, if 75% represents sessions completed, this metric pulls data from prior planning scenarios to provide an overview of total appointments.

• Cost per session is determined by dividing paid traffic investment by sessions held. CPA (Cost Per Acquisition) measures how much is spent on traffic relative to sales made, while ROAS (Return on Ad Spend) calculates revenue against total traffic investment.

Squad Demand Generation

• Each squad's demand scenario is constructed individually; for instance, after creating a scenario for Squad 1, a similar process occurs for Squad 2. The overall demand generation accumulates across all squads.

• The spreadsheet presents accumulated data per product and squad, allowing visibility into revenue needs and appointment requirements across different squads.

Weekly Sprint Planning

• A weekly sprint planning section allows flexibility in setting goals based on indicators that account for seasonal variations affecting sales performance.

• Weekly targets are adjusted according to real-time performance metrics filled out during the week. This ensures alignment with actual results rather than just linear monthly goals.

Managerial Insights and Team Performance

• Managers need a macro view of team performance through metrics like ATE (Average Time Efficiency), team rankings, and visual flags indicating performance status (red, yellow, blue).

• Coordinators should have access to their ATE along with summaries of individual performances within squads to facilitate better oversight and management decisions.

Compensation Structure Overview

• The compensation system includes criteria that motivate employees based on their variable earnings linked to performance metrics.

• Employees can see their progress towards meeting targets which influences their variable pay structure. For example, guaranteed fixed income combined with variable earnings incentivizes achieving set goals.

This structured approach provides clarity on key concepts discussed in the transcript while ensuring easy navigation through timestamps for further reference.

Editable Features and Team Tracking

Overview of Editable Features

• The editable features are highlighted in badges, allowing team members to track their variable compensation through a visual bar indicating commission earnings.

• Each team member has a unique OTE (On-Target Earnings), which is essential for understanding individual performance metrics.

Data Entry Requirements for Team Members

• SDR (Sales Development Representative) must input various data points including leads received, MQLs (Marketing Qualified Leads), and the origin of these leads.

• Additional entries include scheduled appointments, rescheduled meetings, sales completed, product details sold, total revenue generated, and responsible closers or social sellers.

Detailed Reporting Metrics

• SDRs need to report on opportunities worked, total activities conducted, call attempts made, connections achieved, and minutes spoken during calls.

• The hit-rate formula is introduced to measure effectiveness by comparing call attempts to successful connections.

Social Seller Responsibilities

• Social sellers have similar reporting requirements as SDRs but also need to account for activated leads and sales outcomes.

• When passing responsibilities between social sellers (bastão), they must document the number of leads transferred along with the name of the receiving SDR.

Closer's Data Input Needs

• Closers are required to fill out information regarding scheduled sessions versus actual sessions held and calculate no-show percentages using provided formulas.

• They must also specify the channel from which sales originated and provide detailed product information alongside revenue figures.