GTM planning

The P&L now goes down to the line items that we need to analyze, which supports better, faster decision-making and scenario planning. With our old system it took several hours and a lot of manpower to change one figure, whereas now we go into Anaplan, change a sales number for a particular month, and it allocates the figures to the SKU level.

We were spending thousands of hours per year maintaining spreadsheets. Now, with Anaplan, we have more time to analyze the data instead of gather the data, which allows for better business decisions and better planning.

Our sales operations team also uses Anaplan to do their capacity planning — to determine the right number of account reps they need to meet our revenue targets. They've also used that to build into some territory and quota planning. And we have integrations between the finance side and the sales ops side to share the information that both sides need to complete their planning.

We use Anaplan for our territory planning process, and so the tool is actually allowing us to build our books and distribute them to sales managers for review and sign off. And then it allows sales reps to have confidence and know that they have the right accounts in hand and can immediately start selling.

With Anaplan, we can compensate our inventory salespeople for all revenue generated from a vehicle. And sales leaders can see trends for each quota component by client, location, and week, based on a rolling 12-month analysis. With everybody on a revenue-based plan, we’re seeing more revenue and better margins. And the sales team is better aligned with finance because we’re focused on the bottom line and aligned with opportunities. For us to set revenue targets, we needed a tool like Anaplan. There’s no way around it.