Leading Sales Playbook Planning & Execution | Qvidian

Leading Sales Playbook

Planning and Execution

Gerard E. Sample

Sr. Director, Sales EnablementSr. Director, Sales Enablement

October 22nd, 2012

Session sponsored by:

CA Technologies Overview and Case Study Context(starting customer pitches with this is bad…)

� 30+ years focused on managing complex

technology environments.

� Ranked #1 in Forrester’s list of IT

Management Software Vendors.

2

Management Software Vendors.

� 14,000 employees drive $4.5 billion

annual revenue and strong profit.

� Customers in virtually every country and

majority of Forbes Global 2000.

Copyright © 2012 CA. All rights reserved.

Replicating Challengers and Managing Lone Wolves

3 Copyright © 2012 CA. All rights reserved.

� Offers unique perspective and teaches for differentiation.

� Knows customer value drivers and tailors for relevance.

� Is comfortable discussing money and takes control.

Source: Corporate Executive Board, The New Era of

Insight Selling; Sales Executive Council research.

The Challenger

A Repeatable, Metrics Driven Approach

4

Sales Playbooks provide sellers

with access to the most relevant:

� Sales Tools

� Customer Assets

� Training Material

... in alignment with:

One Definition of Sales Playbooks

... in alignment with:

� The Buyer’s Journey

� Standard Sales Methodology

... in order to:

� Accelerate the Sales Cycle

� Increase Win Rates

� Close Larger Deals

5

The Rationale for Playbooks

No single source for training, collateral and selling tools:

� Content produced by many different teams

� Sellers searched for assets across multiple Intranet locations

� Content management fragmented with poor version control

No single source for training, collateral and selling tools:

� Content produced by many different teams

� Sellers searched for assets across multiple Intranet locations

� Content management fragmented with poor version control


10%

40%

20%60%


Lack of a common sales methodology and opportunity assessment:

� Sales Leadership had no common method for deal reviews

� Lack of pipeline visibility made accurate forecast and commit difficult

� Each regional team applied subjective measures to deal status

Lack of a common sales methodology and opportunity assessment:

� Sales Leadership had no common method for deal reviews

� Lack of pipeline visibility made accurate forecast and commit difficult

� Each regional team applied subjective measures to deal status

20% 50%


Messaging and assets not always relevant to sellers and customers:

� A “marketing by the pound” approach favored over utility

� Inconsistent message structure, scope and audiences

� Limited, disparate asset localization done by field teams

Messaging and assets not always relevant to sellers and customers:

� A “marketing by the pound” approach favored over utility

� Inconsistent message structure, scope and audiences

� Limited, disparate asset localization done by field teams

Messages Seller Customer


Messages Seller Customer


Compile the Right Team

� Clear roles and responsibilities

� Comfortable with risk and “white space”

� Skilled at politics and internal selling

Establish Program Scope

� Regional, RTM and sales role coverage

Starting with Optimism(but no bankroll or experience)

� Regional, RTM and sales role coverage

� Align sales methodology with buyer’s journey

� Coaching content, collateral and sales tools

Commit to Clear, Measurable Goals

� Increase win rates and average deal size

� Improve sales forecasting accuracy

� Standardize a number of sales-facing assets

9

Global Roles and Responsibilities

� Message development and delivery

� Customer assets and sales tools

� Content and quality standards

Marketing

� Enablement platforms and vendors

Operations

Education

� Enablement platforms and vendors

� Reporting, systems and operations

� Planning and roadmap definition

� Sales methodology definition

� Solution training and sales coaching

� “Profession of Selling” competency


Sales Playbook Design ImperativesGuiding Principal: Sales Empowerment

1. Establish a single sales methodology with

verifiable deal progression.

2. Drive source messaging focused on

customer business outcomes.


customer business outcomes.

3. Identify sales tools, training and collateral

required to win.

4. Select a platform that streamlines content

delivery, deal tracking and reporting.

Playbook Design Imperative 1Establish a Standard Selling Methodology


Guiding Principals

� Provide relevant content and messages that have been proven to work.

� Ensure messaging developed by marketing reflects real-world selling scenarios.

� Create content focused on business outcomes and quantifiable value.

� At a minimum, localize customer facing assets for global enablement.

Playbook Design Imperative 2Deliver Credible, Relevant Messaging

Corporate Marketing

Product Marketing

Demand Generation

Account Executives

Technical Sales

Partner Sales

Sales Playbooks

Source: Forrester - Uncovering The Hidden Costs Of The Random Acts Of Sales Support


Playbook Design Imperative 3Relevant Training and Selling Tools

Gain

Access

Shared

Convey

ValueNegotiate

Decision

Maker

Key


Shared

Vision

Conduct

Discovery

Prove

Capability

Key

Influencer

Technical

Buyer

Admin

or Legal

Close

Playbook Design Imperative 4Selecting the Optimal Playbook Platform

Critical Requirements

� Flexibility to support unique sales process

� Integration with Salesforce.com

� Intuitive user experience and coaching

� Application performance and mobility

15

� Application performance and mobility

� Automate account and opportunity plans

� Reporting that correlates revenue to:

� Asset and Sales Tool Usage

� Deal Documentation and Inspection

� Sales Process Adoption and Compliance

Where things got interesting…

16

All CA Sales

Services

Marketing

Partner SharePoint

Integrated Process

Manual Process Playbook

Assets

(Controlled)

Other

Assets

(Anarchy)

Content Management and Mobility

17

Technical

Sales

Field Developed

Mobile App

Account

Owners

Qvidian Integrated

with SalesForce.com

PartnerPortal.ca.com

Partner

Sellers

Mobile

SharePoint

SharePoint

Account

Owners

Carrot Stick

� Recognize and reward early adopters � Mandate from THE Sales Leader down

� Reduces hassle of inconsistent deal

review standards

� Deal reviews sessions focused on quality

and completion

� Only “best of breed” sales tools allowed� Sales managers expected to know status

of all deals

Playbook Adoption Tactics

of all deals

� Responsive action to every inquiry or

point of feedback

� Compensation based on adoption and

quota attainment


Automation and Reporting Considerations

Automation

� Planning and review info should be

integrated with CRM system. (not Excel)

� Opportunity plan updates dynamic and

visible to all.

� Playbook progression should drive SFDC

milestone %.


milestone %.

Reporting

� Manual reporting lacks scale and timeliness.

� Dependency on SFDC custom fields may be

necessary.

� Define a flexible, self-service key metrics

dashboard early in planning.

� Assemble the right team with clear roles and responsibilities.

� Create an internal network of Sales advisors and Executive champions.

� Demonstrate iterative progress by starting with a pilot.

� Ensure management, reporting and operational elements are covered.

� Drive awareness and convey financial value to the business. Repeat Forever.

SummaryCritical Success Factors

Drive awareness and convey financial value to the business. Repeat Forever.


Questions and Comments?

Email: [email protected]

Twitter: @gesample

LinkedIn: Gerard Sample

Notices

Copyright © 2012 CA. All rights reserved. All trademarks, trade names, service

marks and logos referenced herein belong to their respective companies. This

document is for your informational purposes only. CA assumes no responsibility

for the accuracy or completeness of the information. To the extent permitted by

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a particular purpose, or non-infringement. In no event will CA be liable for any loss a particular purpose, or non-infringement. In no event will CA be liable for any loss

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limitation, lost profits, business interruption, goodwill or lost data, even if CA is

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Leading Sales Playbook Planning & Execution | Qvidian

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