Jennifer Moldin’s curious group of students are growing rapidly as the industry they serve
Our team of experts from a revenue-generating institution studies how leading organizations change their business models to accelerate revenue growth. We describe the leading development leaders – CXOs in defining, enabling and leading the 21st century business model.
Jennifer Maldin is the President and Chief Consumer Officer of Inger Intelligence: an information and technology-enabled service company that operates $ 120 billion through its market-driven platforms to promote digital transformation through integrated information, workflows and cash flows. Their customers drive Fortune 5000 companies, innovate brands and health systems (retailers, pharmacies, hospitals and consumer packaging manufacturers) and meet the challenges of digital transformation.
Jennifer is responsible for the company’s revenue growth. Over the past 25 years, she has been instrumental in transforming into a fast-growing software and technology services business.
During her tenure, Inamar Intelligence has a remarkable record of growth. Over the past decade, the company has created a strategic alliance that will help today’s customers stay in the fast-paced market and increase the efficiency of their customers and engage with today’s consumers. To continue this growth, Inmar has invested more than $ 1 billion in digital transformation. This investment not only transformed digital marketing for their customers, but also transformed their marketing processes — including sales. Jennifer shares her experience of leading digital transitions at her company.
For growth alignment
“When we think of growth, we do not think of growth at all costs. Instead, we value our customers by solving their most pressing ailments, improving the quality of life of their customers and at the same time making their businesses smarter. We want smart and sustainable growth for our businesses. We look at how technology can help us sell more quickly, faster, and ultimately increase the value of our company by letting our customers see the unique value of every dollar they spend with us. “We have a formula for investing in our sales technology,” he said. We monitor the revenue growth associated with every dollar we spend on human capital in a sales organization. We will look at what is adding value to the organization. One of the real value propositions for shareholders in our industry is the use of technology to truly transform the way our customers do business.
Achieving transformation requires learning to be cautious and balanced – to reach the level of digital innovation and transformation that has the potential for information and technology – and what consumers expect today – while continuing to support their important and relevant traditional business lines. Ingar had to balance resources and sales with traditional and new sources of growth.
These two businesses have different interest cycles, customer response activities and growth models and therefore require different approaches to employee, customer engagement, coverage, skill development and incentives. This can lead to some difficult decisions.
“In order to generate more revenue,” says Jennifer, “we have some flexibility in adjusting the legacy of the business.” “And we can change movement from one area to another if we see things sliding in one category to adjust the interest cycle and flows, or the dynamic nature of customer response. But we are not always able to move people on business routes because they are the key to class professionals and customer relationships.
“Our CEO, our management team and our board have worked hard to improve the quality of our customers’ business,” Maldin continued. We contact retailers, CPG manufacturers, hospitals, pharmacies and wholesalers. The key is to understand exactly what is needed to transform every business digitally and to help the right vision and leadership lead to make that change. At the end of the day, if you don’t have the right people to look after your customer’s future, they will create new products that look good and look up to the current trend, but they have won. ‘ ”
As a result, Jennifer considers human capital to be an important growth factor in marketing. “You can have the best technology, but if you don’t have the right people to use that technology and you don’t have the right people to look after your customer’s future, your growth will not be sustainable,” he said. Moldin.
“From the very beginning, we were inspired by our success as a creative learning organization, and that’s part of our culture, our people,” she continues. “So, first of all, think about your human capital because your people make decisions every day that affect your growth. They connect with our customers. And part of the reason we have such strong and lasting customer relationships is because our people are interested in technology. They always try it by looking at the latest and greatest. As our business progressed, this became the basis for our growth. Curious students If you don’t have sales people, your product strategy and growth strategy will not line up and you will not be able to win.
“When we look at our people, we want students who are curious,” Maludin emphasized. “Not necessarily engineers, but creative people who are creative with technology and customer development. We hire smart people who are constantly learning about technology, how customers can use it to transform their work digitally, and how we can better move forward. That starts at the top. Developing a culture of learning and the use of technology for continuous improvement is very important for our CEO David Mountains.
Invest in sales technology to support alignment
Digital Transformation is not just for our customers; According to Moldin, the sales process also includes technology transfer. Without the right investment in technology, we would not be able to balance our sales force. I believe we are really good in this area. About eight to ten years ago, we realized the importance of investing in technology sales. We made that investment; As a result, our business has grown. ”
“And I’m not just driving this. It was our entire leadership team, ”continues Maludin. “All the general managers, and especially the Citio, were instrumental. Finally, when it comes to marketing technology, it affects other parts of the business. That’s the decent thing to do, and it should end there.
“We have invested in tools that will help our sales sell more effectively, but also our financiers, productive people, and anyone who supports the customer in the company,” Maldine said. “It’s more than CRM. For example, it was possible to automate the citation process. Previously, it only took an hour and a half to compile a scripture. When you see someone standing up because a quote is valid and trying to reach a customer – you better think about that process automatically. In addition to improving our RFP proposal process, we have automated the legal process, and we have invested in automating all of our content management so that people can come in and find presentations and sell the materials they need.
One area where Inmar, in particular, has made good use of sales technology is to break down Silo into operations and better optimize end-to-end customer travel. “We have a very good cooperative that will help break down those practical barriers that are holding back growth,” Maldine said. We have created a center of excellence for sales to streamline the process of integrating technology into our node teams. As a result, we have more than doubled the number of Salesforce.com users in the last three years. And we implement a service cloud to make the service more engaging. ”
According to Jennifer, this belief in investing in sales capacity and investment is not shared equally among other organizations. “When I talk to my peers, other executives and senior customer officers – many of them are already spending so much that they have stopped investing in sales technology. They have underestimated the importance of investing in technology transfer, or they do not believe in the potential benefits of investing in their own teams. It is only dangerous to invest in sales technology instead of thinking about the general customer officer in Shiloh and the company as a whole and considering how it interacts with other functional areas to improve the overall process.
Jennifer Malddin is president of Intel Intelligence and Chief Consumer Officer