Leading Sales Playbook Planning & Execution | Qvidian


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Gerard Sample, Sr. Director, Sales Enablement, CA Technologies, presented a case study at the 2012 Corporate Executive Board’s Sales and Marketing Summit. Gerard discussed CA’s usage of Sales Playbooks to support their sales team and drive revenues. One of the most impactful points: CA Technologies was able to increase their average deal size 2.5 times by using Sales Playbooks.

Learn more about Qvidian Sales Playbooks & Analytics at http://www.qvidian.com/playbooks.

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Leading Sales Playbook Planning & Execution | Qvidian

  1. 1. Leading Sales PlaybookPlanning and ExecutionGerard E. SampleSr. Director, Sales EnablementOctober 22nd, 2012Session sponsored by:
  2. 2. 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. 14,000 employees drive $4.5 billion annual revenue and strong profit. Customers in virtually every country and majority of Forbes Global 2000.2 Copyright © 2012 CA. All rights reserved.
  3. 3. Replicating Challengers and Managing Lone Wolves The Challenger 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 3Insight Selling; Sales Executive Council research. Copyright © 2012 CA. All rights reserved.
  4. 4. A Repeatable, Metrics Driven Approach4
  5. 5. One Definition of Sales Playbooks Sales Playbooks provide sellers with access to the most relevant: Sales Tools Customer Assets Training Material ... in alignment with: The Buyer’s Journey Standard Sales Methodology ... in order to: Accelerate the Sales Cycle Increase Win Rates Close Larger Deals5
  6. 6. 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 control6 Copyright © 2012 CA. All rights reserved.
  7. 7. The Rationale for Playbooks 40% 20% 60% 10% 20% 50%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 status7 Copyright © 2012 CA. All rights reserved.
  8. 8. The Rationale for Playbooks 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 Customer8 Copyright © 2012 CA. All rights reserved.
  9. 9. Starting with Optimism(but no bankroll or experience) 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 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 assets9
  10. 10. Global Roles and Responsibilities Message development and delivery Marketing Customer assets and sales tools Content and quality standards Enablement platforms and vendors Operations Reporting, systems and operations Planning and roadmap definition Sales methodology definition Education Solution training and sales coaching “Profession of Selling” competency10 Copyright © 2012 CA. All rights reserved.
  11. 11. Sales Playbook Design Imperatives Guiding Principal: Sales Empowerment1. Establish a single sales methodology with verifiable deal progression.2. Drive source messaging focused on 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. 11 Copyright © 2012 CA. All rights reserved.
  12. 12. Playbook Design Imperative 1Establish a Standard Selling Methodology12 Copyright © 2012 CA. All rights reserved.
  13. 13. Playbook Design Imperative 2 Deliver Credible, Relevant Messaging 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. Corporate Marketing Account Executives Product Marketing Technical Sales Demand Generation Partner Sales Sales PlaybooksSource: Forrester - Uncovering The Hidden Costs Of The Random Acts Of Sales Support 13 Copyright © 2012 CA. All rights reserved.
  14. 14. Playbook Design Imperative 3Relevant Training and Selling Tools Decision Gain Convey Maker Access Value Negotiate Key Shared Influencer Vision Conduct Prove Technical Close Discovery Capability Buyer Admin or Legal14 Copyright © 2012 CA. All rights reserved.
  15. 15. 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 Automate account and opportunity plans Reporting that correlates revenue to: Asset and Sales Tool Usage Deal Documentation and Inspection Sales Process Adoption and Compliance15
  16. 16. Where things got interesting…16
  17. 17. Content Management and Mobility Integrated Process Manual Process Playbook Other Assets Assets (Controlled) (Anarchy) All CA Sales Services MarketingPartner SharePointSellers PartnerPortal.ca.comAccount Account TechnicalOwners Owners Sales Qvidian Integrated Mobile Field Developed with SalesForce.com SharePoint Mobile App17
  18. 18. Playbook Adoption Tactics Carrot Stick Recognize and reward early adopters Mandate from THE Sales Leader down Reduces hassle of inconsistent deal Deal reviews sessions focused on quality review standards and completion Sales managers expected to know status Only “best of breed” sales tools allowed of all deals Responsive action to every inquiry or Compensation based on adoption and point of feedback quota attainment18 Copyright © 2012 CA. All rights reserved.
  19. 19. Automation and Reporting ConsiderationsAutomation 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 %.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. 19 Copyright © 2012 CA. All rights reserved.
  20. 20. SummaryCritical Success Factors 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.20 Copyright © 2012 CA. All rights reserved.
  21. 21. Questions and Comments?Email: Gerard.Sample@ca.comTwitter: @gesampleLinkedIn: Gerard Sample
  22. 22. NoticesCopyright © 2012 CA. All rights reserved. All trademarks, trade names, servicemarks and logos referenced herein belong to their respective companies. Thisdocument is for your informational purposes only. CA assumes no responsibilityfor the accuracy or completeness of the information. To the extent permitted byapplicable law, CA provides this document “as is” without warranty of any kind,including, without limitation, any implied warranties of merchantability, fitness fora particular purpose, or non-infringement. In no event will CA be liable for any lossor damage, direct or indirect, from the use of this document, including, withoutlimitation, lost profits, business interruption, goodwill or lost data, even if CA isexpressly advised in advance of the possibility of such damages. 22 Copyright © 2012 CA. All rights reserved.