Align and execute an enterprise B2B team selling motion for repeatable growth with Playbuilt
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Align and execute an enterprise B2B team selling motion for repeatable growth with Playbuilt
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Align and execute an enterprise B2B team selling motion for repeatable growth with Playbuilt
- 4. 1 2 3 4
- 5. To deliver repeatable customer value that generates growth.
- 7. 74% of executive buyers pick the company that helps them create the buying vision. 26% say they choose a winner from a fair bake- off. Forrester Research
- 10. 7 8 4 5 What actions, narratives, assets are needed?
- 12. 1 2 3
Editor's Notes
- Hi and welcome to this super braindate on: ways to align and execute enterprise B2B team selling motions for repeatable growth. My name is Bo Borland, co-founder and CEO at Playbuilt. Former global leader of technical sales, enablement and ops at the 3 companies you see here.
- My goal in this session is to give you an approach for repeatable success at every stage of growth. Your company is likely in one these 4 stages 1) finding product market fit 2) moving from SMB to the enterprise 3) Achieving repeatability at scale, or 4) Strategic expansion. Over the last decade leading global teams, I’ve experienced all 4 of these stages at 3 different companies. (CLICK) For anyone that has experienced Stage 1 finding product market fit, what does the team typically look like - what functions are involved (CLICK). Yes, you might have a product engineering team, one marketing lead and sale leader who is often the founder. (CLICK) How about stage 2 when a company has had success in SMB and they want to move to selling enterprise deals? What functions or roles typically get added to the mix? (CLICK) Here you will see a RevOps function added to the mix to manage the sales process and data, and you’ll see one or both of presales and customer success included. (CLICK) How about stage 3 when a company has has codified success in the enterprise and is investing in repeatable growth for scale (CLICK) Here you see enablement teams added to the mix (CLICK) Lastly, stage 4, strategic expansion is when companies expand globally and typically launch or acquire new products. At this stage you see every function get replicated in mature theaters of EMEA and JAPAC. Irregardless of the stage your in, success is about aligning these teams around a common goal and coordinating work.
- We believe “teaming is the new selling” to deliver repeatable customer value that generates growth.
- Why is teaming the new selling? Because today enterprise sales is multi-threaded. Multi-threading means running multiples sales play across customer acquisition, expansion and retention motions. (CLICK) Sales plays can include things like enterprise sales, new sales methodologies, ABX, (CLICK) upsell and cross-sell, industry vertical strategies, partner-led sales (CLICK) shifts to consumption based pricing, launching new product lines, or adding product-led growth. Engagement: Of these 9 sales play examples, raise your hand if you are currently executing one of these plays? Keep your hand up if you are running 2 of these plays? 3? 5? More than 5? As you can see among this group, our new reality is multi-threaded, and as your company grows it becomes more multi-threaded. (CLICK) lets dive into an acquisition play.
- I like this simplified view of GTM as described by Chris Walker, CEO of Refine Labs, 3 buckets you see here: Demand Creation, Demand Capture and Demand Conversions. Demand creation is about educating market on a problem to build trust and interest in your solution Demand capture focuses on attracting and converting your target market with buying intent into your pipeline Demand conversion is all of the solutioning and commercials for converting your pipeline into wins. If we drill down on demand conversion we see the typical solutioning activities needed to compete and win enterprise deals. I’m not going to read thru these, but too many teams make the mistake of investing 1000s of disparate hours into all of these activities across multiple customer teams without crafting a buying vision. (CLICK) According to Forrester Research, 74% of executive buyers pick the company that helps them create the buying vision. In other words, they choose a company that helps them see the need to do something different. And only 26% say they choose a winner from a fair bake-off. The buying vision forms a framework of tailored value messages that go viral inside the customer’s organization and drive uniqueness and urgency into the conversation.
- This 9box or “Periodic Table” can use to help craft a tailored buying vision that differentiate you from the competition. It starts with recognizing you have three angles to persuasion. Your position, your perspective and your proof. And you’ll need to convince a buying committee on Why Change, Why your solution, and why buy now. Now walk thru why change, why you and why now.
- Lets look at it from the customer’s perspective. The enterprise buying committee journey covers the 3 phases of discovery, evaluation and selection - over a 6 to 9 month sales cycle. Along the buying journey you see buyer actions plotted against sales cycle duration on X axis, and time and complexity on the Y axis. Buyer actions include refine requirements, research and discover vendors, attend demo presentations, attend level 2 demos and workshops, execute pilots, performance/sizing PoCs, then proposals, negotiation and provisions licenses. (CLICK) These actions in blue require significant time investment and complexity for both the buyer and the vendor, but this is where the real magic happens. It's through these critical selling activities that multiple AHA moments are created. Think of Aha moments as inflection points that determine whether the deal is won or lost. Aha moments in the buyer’s journey are when buyer emotions are triggered and eyes dilate because they start to envision a better future with your solution. It's through these selling activities that multiple aha moments serve as turning points when the customer morphs from a skeptical buyer to a vendor co-conspirator helping to win over the buying committee. Lets take at a tool that you can use to brainstorm aha moments..
- Now you can start to map the 9box to different roles buyers journey and your team roles.
- Once you’ve What outcomes are we striving to achieve at each stage? What input and output metrics are needed to measure performance? What actions do we prescribe as best practices? What assets do we need to perform prescribed actions?
- You might be wondering how your company fits into the equation of building and executing an enterprise B2B team selling motion. The great thing is - this can be applied companies selling complex B2B solutions at any stage of their company’s growth. What does it require? Your solution is complex - meaning, PLG is likely not your only motion and you have dedicated marketing & sales teams = FACT CHECK THIS STATEMENT Your sales cycles are long Your ACV is high The approach: Teaming is the new selling You need to run mutople sales plays to drive repeatable growth and close more revenue Using a playbook building block approach can be used AT EVERY STAGE OF YOUR COMPANY’S GROWTH. Now, let’s take a look at how you can think about this approach at your company growth stage.