Sales Plays to Exceed Quota and Close Out This Year Strong

www.topohq.com | 1Sales Development Playbook
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Craig Rosenberg, Co-founder and Chief Analyst
Dan Gottlieb, Sales Development Analyst
August 2018
5 SALES PLAYS TO OVER-DELIVER QUOTA

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THE 3 V’S OF SAAS SALES PHASE 2
VOLUME VELOCITY VALUE

Value
Volume and
Velocity
THE PATH FORWARD: VALUE MEETS VOLUME AND VELOCITY
S FD C ’s phenom enal
inside sales success
becom es the
benchm ark for
running sales team s
S peed trum ps value
creation
H yper-com petitive;
lack of product
differentiation drives
need to re-focus on
value
V alue m erges w ith
volum e and velocity
to im prove selling
w ithout sacrificing
speed and scale
V alue-based selling
is the #1 strategy for
the w orld’s fastest
grow ing com panies
(54% )
Pre-SaaS SaaS Explosion SaaS Phase 2
P re-S aaS era is
about enterprise
sales tactics and
value

HIGH PERFORMING SELLERS RUN EFFECTIVE MEETINGS
DISCOVERY DEMO TRIAL PROPOSAL CLOSE

HIGH PERFORMERS OPTIMIZE THEIR PROCESS FOR THE PROPOSAL
Primary opportunities to build value,
establish credibility, and get leverage
Where you use value, credibility, and
leverage to win business

TODAY’S WEBINAR WILL HELP YOU FOCUS ON WHAT MATTERS MOST
• Insight-Discovery
• Insight-Disco-Demo • Proposal Play
• Use case stories
• PAO

THESE 5 SALES PLAYS CAN IMMEDIATELY IMPACT YOUR NUMBER
1. Provide well-researched insights in discovery calls to build value
2. Deliver a compelling, highly interactive insight-discovery-demo framework
3. Avoid discounting by presenting proposals (instead of sending)
4. Craft arresting use case stories
5. Control meetings with simply meeting management principles

REPS THAT ASK LEVEL 2 AND 3 DISCOVERY QUESTIONS WIN CONSISTENTLYOPPORTUNITYREADINESS
ORGANIZATION
ROLE & GOALS
CURRENT SITUATION
PAINS/ROADBLOCKS
CONSEQUENCES
PAYOFF
BUYING PROCESS
Level 3
Level 2
Level 1

TOOL: INSIGHT – DISCOVERY OPENERS
TO PIC INSIG HTS PIVO T TO DISCO VERY Q UESTIO NS
“3 Main Challenges” In helping other <insert persona> at organizations organize and analyze, they tell us
that the three main challenges they face are:
• Not enough bandwidth to meet business' needs
• Don't have visibility to real-time data across the entire org to allow business to make
timely decisions
• Low analytics adoption across the organization
• How do these challenges resonate with you?
• How would you prioritize these issues?
• Which issue is the biggest priority for you?
“Use Cases” In working with hundreds of (insert vertical) companies, we have found that there are
three key components of success for data analysis:
1. <Priority>
2. <Priority>
3. <Priority>
• Which one of these do you care about most?
• How would you prioritize these?/How would you
prioritize these for the company
”The Recap” I know in your conversation with <name of ADR> you mentioned these are your three
priorities:
1. <Priority>
2. <Priority>
3. <Priority>
• How would you rank these priorities?
• Is there anything else you would like to make
sure we talk about?
“The Stat” Working with hundreds of analytics leaders we found that one of the biggest challenges
is <insert related stat>.
• How does this resonate with you?
“The Founding Story” • The challenge the company saw
• What the company did
• What happened
• How does this apply to your current goals and
challenges?

TOOL: USE CASE DISCOVERY ORGANIZER
USE CASE #1 TO DAY PAINS/RO ADBLO CKS CO NSEQ UENCES PAYO FF
USE CASE #1 • How m any types of data are you
looking to m ake sense of?
• W hat are you currently using to
m anage this?
• How is that working?
• W hat’s the biggest challenge you’re
facing with this?
• W hat is the im pact of not having a
central location for data analysis?
• How m uch tim e does this take?
• W hat is the im pact of visualizing data
for your com pany and internal
custom ers?
• How would you internal clients benefit
the m ost?
USE CASE #2 • W hat are your top m etrics for tracking
attribution for m arketing cam paigns and
activities?
• How are you assessing which
m arketing program s are better than
others?
• Do you have technical hurdles
preventing you from having clear
insight into program im pact?
• How is this working for you?
• W ho is im pacted the m ost if don’t get
clearer insight into program spend?
• W hat happens if nothing changes?
• How m uch m onthly spend would you
have clearer visibility into?
• How would that im pact you personally?
USE CASE #3 • W hat are the prim ary data sources
you used to m ake your last 3 m ajor
product roadm ap decisions?
• W hat’s your biggest scaling
challenge?
• W hat was the process like to collect
those data points and analysis?
• W hat other tasks would you rather be
working on?
• W hat are the consequences if you
don’t free up bandwidth?
• W hat happens if you don’t address
those scaling challenges?
• How would you benefit from m ore
bandwidth?
• W hat are the im plications for you if you
cham pioned the scale challenges?
LEVEL 1 LEVEL 2 LEVEL 3

I Insight
D Discovery
D Demo
Start with a relevant or provocative insight
Demonstrate how the solution can help them solve their
challenges and achieve their goals
Follow the insight with 3-4 questions to dig deeper
TOPO I-D-D (INSIGHT-DISCOVERY-DEMO) FRAMEWORK

TOOL: IDD IN ACTION
CHAPTER 1 (REPEAT FOR 2-4 MORE CHAPTERS)
Chapter
Headline
Scheduling
Insight
By 2020, the customer experience will be a more important brand differentiator than price or
even the product itself, according to the Customers 2020 report.
We have found if you pay careful attention to your scheduling process and the right services
at the right time has a material effect on your customer experience.
Discovery
• Are you finding something similar in your business?
• How do you manage your scheduling and schedulers now?
• How many jobs do you schedule per resource / per day?
• Do any jobs happen on a recurring basis? (If yes) Tell me more
• Tell me about the people who do the scheduling?
Insert Use
Case Story
Skedulo was able to help AWP centralize scheduling to their national HQ, get instant data
collection from the field, dispatch to worker’s mobile device, and eliminate paper and
delays. This resulted in 86% more efficient scheduling.
Demo
• Suggestion Engine
• Optimization Engine
• Recurring Schedules
• CRM integration (if applicable)
Micro-Close • Do you believe our scheduling functionality can help you? How?
• What would it do for you?
• What happens if you don’t move from spreadsheets to an application like ours?
Relevant or provocative
3-5 questions
Solution to challenges
Collect feedback

TOPO USE CASE STORY FRAMEWORK
Protagonist
Challenges
Solution
Payoff
The “hero” of the story and the company
The challenges faced
How the challenges were solved
The business and personal results

COMPONENT DESCRIPTION TALKTRACK
Protagonist The“hero” of the story (nameandrole)
Thecompanyandrelevantattributes
Apersonal anecdote
Challenges Upto threechallenges
Solution Thesolutionsto thesechallenges(includingchange management,
strategy, process, andsolution)
Benefit Businesspayoff (includeonemetric)
Personal payoff
TELLING USE CASE STORIES CONSISTENTLY REQUIRES STRUCTURE

IMPROVE PROPOSAL TO CLOSE RATIOS WITH PROPOSAL MEETINGS
• Hold proposal meetings designed to convey value and collect feedback on the offer
• Use a close plan to Assign accountability and mutual commitment to all stakeholders
DISTINCT
PROPOSAL
MEETING
CLOSE
PLAN

TOOL: PROPOSAL PLAY
SECTIO N STEP ACTIO N
Open 1 PAO
Articulate goals
and challenges
2 Recap business goals
3 Recap challenges
Solution and
proposal
walkthrough
4 Present your solution
5 Proposal walkthrough
6 Feedback
Close Plan 7 Review close plan
Close 8 Close for next Steps
9 Email Recap
Reiterate current state, future
state
Reiterate the solution and the
value/ impact of your solution.
Ask feedback questions.
Get verbal agreement to the
close plan

TOOL: THE CLOSE PLAN
PROJECT SUMMARY
Proposal
summary
Proposed solution
Project scope
Benefits Summary Critical business
objective
Key benefits
CRITICAL PATH FORWARD / NEXT STEPS
Milestone Owners
Meeting Date /
Duration
Onsite Presentation & Walkthrough
Security Review
Decision on Vendor
Proposal walkthrough
Introduction to procurement
Scope of Work signed
Customer Kickoff and Training
‘Go Live’ Campaign
First Quarterly Business Review
(QBR)
Two sections in an effective close plan:
1. Summary of the business case –This
information should have been captured
early in the sales process during
discovery/ demo phase
2. Map out key milestones –This
information should have been captured in
the buying-process map

INCREASE THE ODDS OF ACHIEVING DESIRED NEXT STEPS WITH A PAO
P Purpose – the call objective
Align to sales stage objectives/ sales stage exit criteria
A Agenda – a sequential list of items
• List no more than 3-5 agenda topics for a 30-60 minute meeting.
• Use bullet points with no more than 6 words per bullet point
O Outcome – tangible result and next steps
• Align to sales stage exit criteria or next steps in the sales cycle.
• Contain specific action or decision aligned to advancing sales process

EXAMPLE PAO FOR THE DISCOVERY MEETING
P
A
O
“The purpose of the meeting is to understand your current environment, objectives,
and key challenges and see if <company> is a fit to help you and your organization”
”We have a simple agenda to do that:
• I’d like to start with introductions
• Then I have 4-5 questions that will help me understand your current organization
• Of course, along the way, I will provide some insight were appropriate.”
“At the end of the call, we can mutually decide on whether we should take next steps
together. In most cases, that would be either a more thorough discovery call or a
customized demo.”

KEY TAKEAWAYS
1. Provide well-researched insights in discovery calls to build value
2. Deliver a compelling, highly interactive insight-discovery-demo framework
3. Avoid discounting by presenting proposals (instead of sending)
4. Craft arresting use case stories
5. Control meetings with simply meeting management principles

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