Twigsee Grows Its Meeting-to-Deal Conversion Rate From 28% to 48%

Twigsee develops an innovative platform designed for preschool organizations. The app streamlines administrative tasks, enhances communication between teachers and parents, and improves overall management.

With over 1,500 clients and several startup awards from tech leaders like Google and Microsoft, Twigsee aims to increase its market share in the preschool platform industry.

Challenges:

• Improving the structure within sales processes to enhance tracking and optimization
• Establishing a comprehensive sales compensation structure to encourage high performance and support team members 
• Refining the sales planning process to better align sales efforts with 2024 growth objectives and achieve targeted goals

Solutions: 

1. Sales process structuralization

We introduced a comprehensive new sales process tailored to Twigsee's needs. This included advanced techniques for need discovery, identifying buying personas, and understanding the timeline and processes required to close deals effectively.

A critical component of this new structuralization was the incorporation of the new Discovery and Qualification Framework into their demo structure.

2. New performance-aligned compensation scheme

We introduced a new compensation scheme better aligned with performance metrics. Key features of this scheme included "kickers." These were extra payments for overachievers who exceeded 120% of their sales quota. The scheme also introduced measures to address underperformance when sales fell below 70% of the quota. Automated and secure, it was integrated into a real-time tracking dashboard.

3. Comprehensive sales plan development

We collaborated with Twigsee to develop and iterate a comprehensive sales plan. It  encompassed both revenue and cost considerations, integrating unit economics and a hiring plan that aligned with the join dates of BDRs (business development representatives) and sales personnel.

Additionally, the plan incorporated marketing conversion metrics and a new metric for BDRs, focusing on conversions from calls to demos. This metric was instrumental in planning resources for BDRs and AEs (account executives). It helped to enhance forecasting accuracy and set realistic expectations across the company.

Outcomes:

• The team meeting to deal conversion rate jumped from 28% to 48% in the following quarter.
• Compensation became more data-driven and performance-based.
• Alignment was achieved between the sales and finance teams on the plan, ensuring a clear cash flow plan and forecast.
• The finance team gained a deeper understanding of the sales process, enabling more informed financial planning and decision-making.

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