3. 3
Overview
What is a Sales Process?
Sales Process, also known as Opportunity Management is a structured sales process
that is mapped to the customer’s buying process. Every activity is designed to help the
customer make forward progress in the purchase decision process. Sales Process is a
framework to guide the sales team through the 5 Stages of the customer’s buying
process, enabling the decision to be made with less friction and more efficiency.
Federal Account Management Excellence (FAME) provides a common process,
language and tool set to be used across all Federal sales resources. This enables
collaboration which results in more effective participation by the entire selling team.
Everyone knows what is expected of them. Everyone can understand the roles and
activities of other members of the Federal sales team. Common tools encourage
teamwork and a focus on achieving mutual goals.
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Terminology Note
To streamline this document, the terms “customer,”
“prospect” and “buyer” are used interchangeably to refer to
the entity that is making the purchase decision.
FAME Playbook
4. 4
Purpose
The Purpose of this Playbook
This playbook is intended to be used as a reference to enable the Federal
sales force to effectively execute FAME – the Sales Process. It provides step-
by-step guidance and an explanation of the roles and responsibilities.
The guide is intended to supplement the FAME training. Once you have
learned the basics of FAME, you can turn to this guide at any time to quickly
locate information about a specific step or sales aid.
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Organization
The guide is organized according to the
Stages of the Federal Sales Process. The
color coded circles on the left side of
each page indicate the topic so you
always know what topic you are reading
about.
You can also use the Microsoft Office
search function to zero in on a topic.
FAME Playbook
5. 5
Stages
What are the Stages and Steps of the Sales Process?
Each stage of the FAME has a Definition that describes from the customer’s perspective –
his or her goal during the equivalent phase of their buying process.
Exit Criteria describe actions the customer must complete in order for the Federal
Account Executive to confirm the Buyer is ready to move to the next stage of the process.
Within each sales Stage are Steps and Sales Aids, required tasks and documents that the
Federal team will complete during the sales stage in order to assist the customer in
moving forward and arriving at the Exit Criteria with speed and efficiency that positions
Federal in a leadership position to win the customer’s business.
The selling activities are described in detail in this guide. They are listed in the sequence
that they normally occur, but in many cases, they happen earlier, later, or not at all.
Coaching sessions between Account Executives and Managers are vital – the execution of
each step are discussed and agreed upon for each Opportunity.
The FAME follows the customer’s buying process which Federally consists of 5 stages:
• Recognize Needs
• Identify Requirements
• Evaluate Options
• Resolve Concerns
• Purchase Solution
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FAME Playbook
6. 6
Sales Aids
What are Sales Aids?
Sales Aids are tools and templates that help to move the customer through the buying
process. Some are customer-facing, like a Validation Email that summarizes the
business problem to be solved. Others, like the Call Plan, are internal and they help the
Federal sales team to work collaboratively.1
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Sample Call Plan
Internal Sales Aids are used by the sales team for planning
purposes. External Sales Aids are shared with the customer,
helping to move them through their buying process.
Download the various Sales Aids from the SFDC system.
Complete or update as necessary and then ensure to upload
(attach) the document from your computer to the opportunity
in SFDC.
FAME Playbook
Sample Compelling Factor Assessment
Compelling Factor Assessment
On SFDC there are primary sales aids which
should be used when a specific solution has
not been determined.
There are also sales aids that are specific to
the new solutions recently developed. On
SFDC there are sales aids folders for each of
the respective solutions.
7. 7
Roles
Roles and Responsibilities: The playbook describes the responsibility of each Federal
sales resource in executing FAME
Sales Support: Refers generically to roles which support the AE in the sales process
such as SM, SE, BC, PS, DS, CM, CP, SA to name a few.
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Account
Executive (AE)
Sales Manager (SM)
Solutions Engineer (SE)
Key Roles
Professional Services (PS)
Delivery Services (DS)
Channel Partner (CP)
Channel Manager (CM)
Business Consultant (BC)
Other
FAME Playbook
8. 8
Opportunity Complexity
Levels of Opportunity Complexity
Purchase decisions vary in complexity. The steps that an individual
buyer follows to make a repeat purchase of a single Federal product are
streamlined compared with a large committee that is charged with
replacing current PBX equipment.
Some steps of the sales process can be omitted, others require multiple
iterations. This playbook identifies whether each step is required
depending up the decision complexity.
There is no exact science to determining the level, and some
Opportunities may be difficult to categorize. This is a framework to help
apply the FAME across the breadth of Federal sales engagements.
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Multiple individuals
involved in the decision
Single decision maker Single decision make
Extended sales cycle
(3 to 6 months or
longer)
Quick sales cycle
(60 to 90 days)
Rapid sales cycle
(less than 60 days)
Multiple Federal
solutions, new logos or
existing customers
adding new Federal
solutions
Single Federal
solution, e.g., Federal
One or Federal
Connect
Repeat orders with
agreed upon pricing,
existing customers
adding additional
licenses
Complexity Key
Sophisticated
Sophisticated
Required
Simplified
Required
Run Rate
Not Required
FAME Playbook
Simplified Run Rate
9. 9
Judgment
Flexibility with Sales Process
The purpose of the Sales Process is to align Federal selling activities as closely as
possible with the way that customers make purchase decisions. However, there is no
single process that all customers follow. In fact, the same customer might follow a
different decision-making process for the purchase of a different Federal products.
Since customers have many different buying processes, the FAME cannot fit each one
of them exactly. FAME was designed for the most complex decision process, with the
flexibility to streamline the process for less complex opportunities. The basic concept
of the FAME can be applied to every opportunity – understand the decision process of
your customer and align your process to it. Not every tool or step is needed for every
deal.
Successfully applying the sales process requires that Account Executive and Sales
Managers exercise judgment as to how, when, and whether to use certain sales aids
or follow certain steps.
In the end, the good judgment of the Sales Manager and AE will determine how
closely to follow the complete sales process.
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FAME Playbook
10. 10
Major Interaction
Major Interaction
A Major Interaction (abbreviated as “MI”) is a critical point in
the buying/selling process. If handled correctly, this action will
move the Opportunity forward towards a signed order
agreement.
There is also the risk that the deal could be put in jeopardy if the
interaction is not handled well. A Call Plan is required for every
MI to improve the likelihood of success.
MI’s are typically performed as face-to-face meetings. In cases
where the decision is moving quickly, multiple MI’s may be
completed during a single meeting.
MI Activities are designated in this guide with a red “Major
Interaction” indicator.
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Major Interaction
FAME Playbook
11. 11
Exit Criteria
Exit Criteria
Exit Criteria is a critical step in the sales process.
Defined buyer-exhibited behavior that, once observed, allows
you to move the opportunity to the next sales process stage –
and the Federal solution strategy is defined and agreed that it
aligns to the customer’s needs.
Just like in the FAME Monopoly, Exit Criteria is your GO Sign to
proceed to the next step in the sales cycle.
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FAME Playbook
14. 14
FAME Stage 1: Customer Recognizes Needs
Definition Potential buyer identifies, describes and begins to quantify the impact and
challenges relevant to their business problem or need
First Step Inspect Leads using BANT
2 Research Company and Contacts
3 Conduct Internal Opportunity Planning
4 Hold Introductory Meeting (MI#1)
5 Leverage Field Marketing Support
6 Determine Channel Strategy
7 Use a Challenger Sales Approach (conditional)
8 Conduct a Visioning Event (conditional)
9 Identify Needs with potential buyer (MI#2)
Final Step Review Validation e-mail with the potential buyer (MI#3)
Exit Criteria Potential buyer comments on the Validation Email or RETURN TO NURTURE
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15. 15
Step 1: Inspect Leads using BANT
Purpose
Determine whether SQLs (from the rep or the LDR) are
‘valid’ and therefore are qualified to be an Opportunity
Condition N/A
Sales Aid BANT Qualifications Checklist
Roles and Responsibilities
• Use the BANT Sales Aid to validate whether a Lead has become an Opportunity
• Leads are qualified when the Authority, Need and Timing criteria are met (the Budget criterion
is optional)
• This step applies BOTH to Sales Qualified Leads (SQLs) coming from the LDR as well as Leads
that a rep is working on their own
• If you believe an LDR-provided SQL is not qualified according to BANT, you must contact the
LDR immediately and discuss with them what areas you believe are missing or incomplete
• Use BANTcriteria to ensure you are obtaining the right information in your prospecting efforts
• Answers to some of the BANT question can be obtained through online Progressive Profiling
and other times through interaction with the potential buyer
• If the opportunity was generated by a partner, ensure that the project remains with the same
partner
• If working with a partner, discuss BANT prior to Federal engagement
• Use the BANT Checklist to inspect rep prospecting efforts
• If the AE is working on a Lead at an existing customer or a new logo customer and the Lead has
met the qualification criteria, ensure the AE opens a new $0 Opportunity in SFDC
• By monitoring AE prospecting activity you can help them to avoid wasting time
• Ensure the AE has created a Lead record or updated status on the Contact record to MQL/SQL
• If an AE is frequently disagreeing with an LDR on BANT qualification status, meet with the LDR
Manager and decide if there is an issue with the AE or the LDR’s interpretation of the criteria
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AE
Sales Mgr.
Sophisticated
Required
Simplified
Required
Run Rate
Not Required
16. 16
Step 1: Inspect Leads using BANT (cont’d)
Roles and Responsibilities
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• If working with a partner, discuss BANT prior to Federal engagement
• Coordinate activity with partner and AE, as necessary
• If the opportunity was developed and provided by a partner, then ensure that the AE works
with the same partner
• Ensure the Partner registers the deal with Federal
• Discuss opportunity with the AE/Channel Manager
• Provide Federal with description of the opportunity including BANT criteria and supporting
evidence of validation.
• Register the deal with Federal through the partner deal registration process. Enter all
relevant information into PRM SFDC, including key contacts
CP
CM
17. 17
Step 2: Research Company and Contacts
Purpose
Gain insights into all relevant people in the account and
obtain insight into the company and the customers of the
company so as to prepare for a high impact first meeting
Note: Research should be seen as a best practice and
conducted with this thought in mind
Condition N/A
Sales Aids
Use SFDC Contact/Account records, Personas, external
reference sites (Google, LinkedIn, Facebook), company
website, Glassdoor, and internal data sources (e.g.
InsideView, Contact Babel, OneSource)
Roles and Responsibilities
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• Research customer news and documents for financial facts and industry comparison
• Review Buyer Personas to refresh your knowledge of this role and to develop future Call Plans
• Review annual report and earnings transcripts for info on revenue, cost-saving, growth and
acquisition plans, etc.
• Understand their strategic goals and key initiatives that drive projects and purchases
• Visit their corporate website to see what they say about themselves and to record any unique
terminology to help customize your sales message
• Understand their company dynamics/business drivers (size, age, geos, history, etc.)
• Research their industry (hiring/downsizing trends, merger and acquisition activities)
• Find closest matches that Federal has in current customers and/or the prospect base including
subsidiaries, parent or sister organizations
• Document key insights regarding the Sponsor and Coach in the SFDC Contact record gained from
research
• Document key insights related to the company in the SFDC account for the company
AE
I
Sophisticated
Required
Simplified
Required
Run Rate
Not Required
18. 18
Step 2: Research Company and Contacts (cont’d)
Roles and Responsibilities
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I
• Coordinate activity with partner and AE, as necessary
• Provide any relevant information to Federal account team including key initiatives, strategic
goals, insight into corporate culture, and procurement process.
CP
CM
SE
• Conduct prospect research in preparation for deal engagement and Visioning Events
19. 19
Step 3: Conduct Internal Opportunity Planning
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Purpose
Work internally to develop account-specific and deal-
specific strategies that result in a well-defined Problem
statement related to the customer’s need. Identify best
path to achieve the exit criteria.
Condition N/A
Sales Aid Opportunity Assessment
Roles and Responsibilities
• Download a blank Opportunity Assessment spreadsheet from SFDC
• Enter/update the information in the Opportunity Assessment and upload it back to the
Opportunity record in SFDC
• Review the ‘No’ answers with your Sales Manager during a planning/coaching session,
particularly those that are in Stage 1
• Continue updating this tool throughout the sales cycle, usually before a Major Interaction
• Ensure that you regularly review the Contact records for the Opportunity to see what their
online activity has been and reflect that in your deal strategy. Online activity will be
captured by the LDR during the Lead Management stage
• Review the questions in the Opportunity Assessment associated with stage 1 and discuss
with the AE during a planning/coaching session
• Use as the PRIMARY tool for deal strategy and planning and coaching
• Your key job is to bring to the AE specific ideas on how they can move the ‘No’ answers to
‘Yes’
AE
Sales Mgr.
I
Sophisticated
Required
Simplified
Required
Run Rate
Not Required
20. 20
Step 3: Conduct Internal Opportunity Planning (cont’d)
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Roles and Responsibilities
I
• Coordinate activity with partner and AE, as necessary
• Participate in Opportunity calls with Federal account team as needed
CP
CM
21. 21
Step 4: Hold Introductory Meeting (MI#1)
Purpose
Get the potential buyer to share information about their
current state, capabilities they are seeking, and the
details of their problem(s), other stakeholders impacted
by these problem(s)
Condition N/A
Sales Aids
Call Plan
MI #1 Federal Company Overview
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Major Interaction
• Before the meeting, use the Call Plan to develop a set of Situational questions that establish
the depth and impact of the problem and the capabilities the potential buyer wants to obtain
• To determine the scope of the problem use open-ended questions that reflect your knowledge
of their situation as revealed by the research you have done
• Try to link primary business goals to the specific problem
• Avoid the desire to do too much in one meeting
• You may have to conduct this meeting multiple different times for individual stakeholders to
the Opportunity
• If the potential buyer has little to no knowledge of Federal as a company, consider using the
“Introduction to Federal” presentation
• Ensure the meeting does not expand into a full discovery event
Roles and Responsibilities
• Attend this meeting for all new logo customer Opportunities where reps are new to Federal or
inexperienced
• Ensure the rep practices Active Listening and brings value to the potential buyer – not just a list
of questions
• Review the Call Plan with the AE prior to the meeting
AE
Sales Mgr.
I
Sophisticated
Reqiured
Simplified
Required
Run Rate
Not Required
22. 22
Step 4: Hold Introductory Meeting (MI#1) (cont’d)
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Roles and ResponsibilitiesI
• Coordinate activity with partner and AE, as necessary
• Invite Federal AE to participate in meeting with potential buyer
• Agree on a Call Plan with Federal AE in advance of the meeting including any educational
content around Federal as a company and/or solutions
CP
CM
23. 23
Step 5: Leverage Field Marketing Support
Purpose
Ensure that the sales team leverages all field marketing efforts,
content, personnel, campaigns, and events to help educate
the potential buyer
Condition N/A
Sales Aids
Marketing Campaign Guidance (typically located in the Sales
Info Center on Federal intranet)
Events (e.g. G-force, EBC Visits, Lunch and Learns)
Roles and Responsibilities
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5
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• Engage Field Marketing Support where available and applicable
• Not all regions have same level of support so familiarize yourself with all local field
marketing capabilities
• Decide which content, personnel, campaigns, and events can help the buyer better
understand and define their problem
• Visit the internal Sales Info Center on the marketing intranet site to find all material
specific to all marketing campaigns that may have relevance to the potential buyer’s
problem(s)
• Prior to sending marketing materials to the buyer, check the opportunity record in SFDC to
ensure that the LDR hasn't previously sent the same marketing materials
• Maintain a calendar of all local and corporate driven field marketing events
• Build justification to sponsor field marketing events that can accelerate deals and help
reps spark interest and insight in early stage deals
• Schedule, promote, support, deliver, and follow up on field marketing events
AE
Field
Marketing
I
Sophisticated
Required
Simplified
Required
Run Rate
Not Required
Sales Mgr.
24. 24
Step 5: Leverage Field Marketing Support (cont’d)
Roles and Responsibilities
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I
• Coordinate activity with partner and AE, as necessary
• Leverage resources from xChange and Channel Marketing to support opportunity
• [Conditional] – In consultation with Federal AE, conduct Lunch and Learn or Event in a
Box for buyer constituents
CP
CM
SE
• Be prepared to participate in any field marketing events with the AE
25. 25
Step 6: Determine Channel Strategy
Purpose
Determine whether or not a channel partner should be
used for the engagement based on the value a partner will
bring to the potential buyer.
Condition N/A
Sales Aid
Channel Engagement Decision Guide
Channel Partner Selection Guide
Roles and Responsibilities
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2
3
4
5
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• Complete the Channel Engagement Decision Guide
• Think through how you want to engage the partner and what roles and responsibilities will
be covered by each party
• If the decision is to engage a partner, contact the Channel Manager and determine if now is
the appropriate time to select which partner is the best fit
• Work with Channel Manager to complete the Channel Partner Selection Guide
• Participate in a discussion with AE and sales manager to discuss the potential channel
opportunity
• Assist the AE with completion of both the Channel Engagement Decision Guide and
Channel Partner Selection Guide or review
• Assist in the determination of appropriate partner and completion of Decision Guide
• Review the completed Channel Engagement Decision Guide and provide additional
comment if required
• Advise the AE on best partner approach (sell-with or sell-thru partner). Review AE with
completing the Channel Partner Selection Guide if necessary
• Participate with the rep in any initial discussions with the Channel Manager
AE
Sales Mgr.
I
CM
Sophisticated
Required
Simplified
Not Required
Run Rate
Not Required
26. 26
Conditional
Step 7: Use Challenger Sales Approach
Purpose
Decide if a Challenger Sale approach is appropriate to the
deal and will advance the Opportunity
Condition
All Sophisticated Deals and all new logo deals. Challenger
Sales should be used throughout the sales cycle and not as a
one-time occurrence
Sales Aid
Challenger Overview Guide
Challenger Selling Decision Assessment
Roles and Responsibilities
• Review deal with AE and determine if a Challenger Sale approach will help to advance the
deal and be advantageous
• Review future rep correspondence for its bias towards Challenger traits
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• Use Challenger Sale sales aids to determine how well are we pursing a Challenger approach
on Sophisticated and new logo opportunities
• Recognize that this approach is most effective on deals where an AE can differentiate
themselves with the potential buyer by sharing business and industry insights.
• Use the Challenger Selling Decision Assessment to validate the strength of the Challenger
approach for your Opportunity
• If Challenger is applicable, ensure that your future efforts on this deal, especially in Stages
1-3 exhibit the following: teach for differentiation, tailor for resonance, take control of the
sale, and insight generation
AE
Sales Mgr.
I
Sophisticated
Conditional
Simplified
Not Required
Run Rate
Not Required
27. 27
Step 7: Use Challenger Sales Approach (cont’d)
Roles and Responsibilities
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5
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I
• Facilitate and participate as appropriate
• Be open to suggestions from Federal AE on using Challenger Sales approach
• Account Control will dictate responsibilities
• If Partner, they will drive and coordinate
• If Federal, Federal will drive.
• Principles of Engagement will apply
CP
CM
28. 28
Step 8: Conduct a Visioning Event
Purpose
Leverage some type of interactive demonstration that
addresses the potential buyer’s question of “how can you solve
this problem…show me?” The purpose is NOT to present
product features but to stimulate thought and provoke interest
Condition
This step is performed if the potential buyer needs some form
of visual or auditory queues to better understand their problem
and its impact
Sales Aid Online video, mystery shopping presentation, etc.
Roles and Responsibilities
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2
3
4
5
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• Work with marketing to create a custom Visioning Event that uniquely speaks to the needs
and requirements of the potential buyer
• Develop the Visioning Event with the help of Sales Support and ensure that it speaks to
the needs and interests of the potential buyer
• Use this event to heighten the customer’s appetite for more and help them visualize a
future state where their problem no longer exists
• Help create a Visioning Event/demo. YouTube videos can serve as the Visioning Event or
been incorporated into a custom presentation
• Present this event with the AE, if required
• Ensure the Visioning Event applies to the customer situation as much as is possible
Conditional
• Provide online or other media related to the event
AE
SE
Fld.
Marketing
I
Sophisticated
Conditional
Simplified
Not Required
Run Rate
Not Required
29. 29
Step 8: Conduct a Visioning Event (cont’d)
Roles and Responsibilities
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2
3
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5
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I
• Facilitate and participate as appropriate
• Work with Federal AE and Federal Marketing to create a custom Visioning Event that uniquely
speaks to the needs and requirements of the potential buyer
• Develop joint value proposition that highlights the strength of 1+1 = 3 approach including the
unique Partner value-add to Federal platform
• Account Control will dictate responsibilities
• If Partner, they will drive and coordinate
• If Federal, Federal will drive.
• Principles of Engagement will apply
CP
CM
30. 30
Step 9: Identify Needs with potential buyer (MI#2)
Purpose
Explore the problem in as much depth as is possible with as
many stakeholders as is possible
Condition
For Simplified Deals, the AE may combine the Needs
Identification Meeting with the Initial Discovery Meeting
Sales Aid
Call Plan
Needs Analysis Questionnaire
Roles and Responsibilities
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2
3
4
5
A
Major Interaction
• Convince the potential buyer to introduce you to other personas and other company
stakeholders to the problem
• Hold as many meetings as you need to fully explore the problem(s) and their impact
• Go beyond just the Expressed Need of the potential buyer to include implicit need
• Use the Call Plan to ensure each interaction advances the deal towards the exit criteria
• Offer ideas on possible root causes to the problem but avoid any effort at suggesting solutions
• Get the potential buyer to estimate the scope and impact of the problem or of the lack of
having a new capability
• Review the Call Plan to ensure that the sales team has a complete and workable plan.
• Review the set of questions the rep intends to ask to ensure they get to good problem
investigation
• Conduct a mock meeting with the rep and have them ask you some of their planned
questions
• Consider attending one or more of these meetings so that the rep can get to a comprehensive
problem summary as soon as is possible
AE
Sales Mgr.
I
Sophisticated
Required
Simplified
Required
Run Rate
Not Required
31. 31
Step 9: Identify Needs with potential buyer (MI#2) (cont’d)
Roles and Responsibilities
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2
3
4
5
A
I
• Facilitate and participate as appropriate
• Provide regular updates to the Federal AE on meetings with potential buyer and other
company stakeholders
• Update PRM SFDC records with meeting notes and description of scope problem being
addressed
• Leverage Federal AE to move up organizationally if needed
• Account Control will dictate responsibilities
• If Partner, they will drive and coordinate
• If Federal, Federal will drive.
• Principles of Engagement will apply
CP
CM
• Provide ideas to the rep on how to outline the broad technical aspect of the problem
• Assist AE with the major interaction and be prepared to participate in the meeting
• Leverage the fact that your role is less intimidating to the potential buyer and they may be
more receptive to your inquiriesSE
32. 32
Step 10: Review Validation Email with potential buyer (MI#3)
Purpose
Get the potential buyer to comment on the written
description of their problem(s) and desired new capabilities.
Through this comment, the potential buyer should begin to
feel a sense of urgency to solve this problem
Condition N/A
Sales Aid Validation Email
1
2
3
4
5
A
• Review and follow the guidance in the Validation e-mail Sales Aid
• Ensure the e-mail is written well, in the active voice, has no spelling or syntax errors, uses
customer (not Federal) terminology, and takes the Customer View of the problem
• Use judgment to adjust the depth of content based on the complexity of the problems
• Be concise – only record what the potential buyer has told you, not what we wish they told us
• Send the draft of the e-mail to the sales manager and the SE for their comment
• Send the Validation Email to the potential buyer and ask them to note any omissions /errors and
provide comment. Note – do not ask them to agree with it, simply to provide comment
• Attach a copy of the Validation Email to the Opportunity record
• Contact the potential buyer in person or on the phone if they do not provide an e-mail response
Roles and Responsibilities
Major Interaction
• Review the Validation Email to ensure that it effectively communicates Federal’ understanding of
the problem and advances the customer’s awareness of the severity of the problem
• Maintain a ‘warehouse’ of the best Validation e-mails and share these with your reps so you can
leverage best practice in your region
• Provide the AE with input related to any technical aspects that are root cause of the problem
• Review the Validation Email for accuracy
AE
Sales Mgr.
SE
I
Sophisticated
Required
Simplified
Required
Run Rate
Required
33. 33
Step 10: Review Validation Email with potential buyer (MI#3) (cont’d)
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2
3
4
5
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Roles and ResponsibilitiesI
• Facilitate and participate as appropriate
• Provide regular updates to the Federal AE on meetings with potential buyer and other
company stakeholders
• Update PRM SFDC records with meeting notes and description of scope problem being
addressed
• Leverage Federal AE to move up organizationally if needed
• Account Control will dictate responsibilities
• If Partner, they will drive and coordinate
• If Federal, Federal will drive.
• Principles of Engagement will apply
CP
CM
