The document discusses account based selling strategies and tactics. It recommends selecting target accounts based on industry, company size, and potential deal size. It also advises investigating accounts to identify decision makers, influencers, and pain points. Personalized value propositions should be crafted based on account insights and tailored for specific industries and roles. A multi-channel outreach approach using tools like email, phone, LinkedIn, and social media can be used to engage decision makers at various levels.
The Go-To-Market framework is a related set of activities and processes that connect the company’s product strategy to the customer experience. The Go-To-Market framework is cross-functional, spanning product management, product marketing, and sales. It is a strategy and requires operational efficiency.
Looking to scale something up? Depending on how you're going after your market/ acquiring users, you may need to build a sales organization that's optimized for a top-down or bottom-up sales process (or perhaps both).
Watch the video overview at http://a16z.com/2015/03/06/go-to-market-bootcamp/ and then check out this slide deck, which shares some concrete tips and tools for accelerating time to market -- from the go-to-market experts at a16z, led by 'sales savant' Mark Cranney.
Because selling to enterprises is a lot like getting a bill passed through Congress: it can get stuck. And getting stuck -- or going down the wrong path -- can mean death to startups in a competitive market. Here's how to avoid that.
A Go to Market Strategy is a strategic plan that organizations use to outline how they will bring a new product, service, or business model to market. This strategy is created with the intention of attaining competitive advantage in the industry by improving the overall product experience of the customer (e.g., reasonable price, high quality materials, etc.). While creating an enticing value proposition is a commonly used strategic plan of organizations, the Go to Market Strategy is unique in that it specifically highlights how the company will use internal and external resources to differentiate and establish itself to succeed in a new market segment or geography.
Fill out the template on the next page with ideas related to your Go to Market Strategy.
Opportunity Management: The Key to Winning OpportunitiesAltify
There Are Only Two Reasons Why You Lose A Deal
Yes, just two! Either you should not have been competing in the deal in the first place (i.e. you did not qualify it properly) or you were outsold (either by a competitor or no decision).
Winning starts with four key questions:
Is there an opportunity?
Can we compete?
Can we win?
Is it worth winning?
Knowing which deals to resource and which to qualify out – is challenging. We agree.
Here’s what we’ve found:
Opportunity Management Matters! When you don't consistently follow a solid opportunity management process and methodology, you’ll miss important signs that often end up stalling or losing deals.
If there’s a chance that your team might be missing the real issues in your opportunities, watch and learn what you should be doing every single time, to maximize your opportunity to win.
Sales & Marketing Development Plan - a template for the CROFan Foundry
This playbook helps you build, measure, learn and adjust your sales and marketing leadership plan. It addresses many topics under Sales and Distribution, Customer Development, Strategic Marketing Frameworks and Integrated marketing Plans, including sample metrics for measuring progress.
Presentation I have done in a Sloan software class on sales, sales management, and sales strategy. Particularly applicable to companies doing b2b selling.
The Go-To-Market framework is a related set of activities and processes that connect the company’s product strategy to the customer experience. The Go-To-Market framework is cross-functional, spanning product management, product marketing, and sales. It is a strategy and requires operational efficiency.
Looking to scale something up? Depending on how you're going after your market/ acquiring users, you may need to build a sales organization that's optimized for a top-down or bottom-up sales process (or perhaps both).
Watch the video overview at http://a16z.com/2015/03/06/go-to-market-bootcamp/ and then check out this slide deck, which shares some concrete tips and tools for accelerating time to market -- from the go-to-market experts at a16z, led by 'sales savant' Mark Cranney.
Because selling to enterprises is a lot like getting a bill passed through Congress: it can get stuck. And getting stuck -- or going down the wrong path -- can mean death to startups in a competitive market. Here's how to avoid that.
A Go to Market Strategy is a strategic plan that organizations use to outline how they will bring a new product, service, or business model to market. This strategy is created with the intention of attaining competitive advantage in the industry by improving the overall product experience of the customer (e.g., reasonable price, high quality materials, etc.). While creating an enticing value proposition is a commonly used strategic plan of organizations, the Go to Market Strategy is unique in that it specifically highlights how the company will use internal and external resources to differentiate and establish itself to succeed in a new market segment or geography.
Fill out the template on the next page with ideas related to your Go to Market Strategy.
Opportunity Management: The Key to Winning OpportunitiesAltify
There Are Only Two Reasons Why You Lose A Deal
Yes, just two! Either you should not have been competing in the deal in the first place (i.e. you did not qualify it properly) or you were outsold (either by a competitor or no decision).
Winning starts with four key questions:
Is there an opportunity?
Can we compete?
Can we win?
Is it worth winning?
Knowing which deals to resource and which to qualify out – is challenging. We agree.
Here’s what we’ve found:
Opportunity Management Matters! When you don't consistently follow a solid opportunity management process and methodology, you’ll miss important signs that often end up stalling or losing deals.
If there’s a chance that your team might be missing the real issues in your opportunities, watch and learn what you should be doing every single time, to maximize your opportunity to win.
Sales & Marketing Development Plan - a template for the CROFan Foundry
This playbook helps you build, measure, learn and adjust your sales and marketing leadership plan. It addresses many topics under Sales and Distribution, Customer Development, Strategic Marketing Frameworks and Integrated marketing Plans, including sample metrics for measuring progress.
Presentation I have done in a Sloan software class on sales, sales management, and sales strategy. Particularly applicable to companies doing b2b selling.
Marketplaces are one of the main online shopping destinations for consumers. Now present in all regions of the world, marketplaces have fundamentally changed the commerce landscape, the way we shop, and how businesses go to market with their products and services. And although marketplaces are based on the same concept of first- and third-party selling, they are vastly different from each other. But how do brands accelerate growth? And what are the requirements for success
This presentation is based on the book Sales Growth: Five Proven Strategies from the World's Sales Leaders. Sales Growth focuses on how to drive top line growth. Through interviews with 120 sales leaders from the world’s most successful B2B and B2C companies, the authors have uncovered the stories and innovative practices that drive growth. Sales Growth distills the interviews into a set of practical, real-world insights across five major strategies: Find Growth Before Your Competitors Do; Sell the Way Your Customers Want; Soup up Your Sales Engine; Focus on Your People.
http://www.pipelinersales.com/ A robust sales process can become a key driver to help you achieve your sales and revenue targets and grow your business.
In this presentation you will:
- Explore the reasons why scalability in your sales process is so important;
- Reveal some proven tactics you can deploy to achieve this.
Is your sales process scalable? What practices do you use to ensure your sales process copes with the growth of your business? Please let us know in the comments below.
--
Source: http://blog.pipelinersales.com/sales-process-management/scalable-sales-process/
Our Sales Enablement Plan Playbook is a planning methodology that highlights our premium tool-kit of tools & templates to help you develop a sales enablement plan that increases your win-rate, deal-size and % reps attaining quota.
Developing a go-to-market strategy is an essential step for any successful business, in order to bring together all the key areas that define the public face of their company (such as its marketing strategy, sales procedures, distribution methods, and so forth).
Sales strategy example when deciding how to achieve sales growth. Real sales planning and sales strategies are founded on “Business Purpose”. Regardless of what sales strategy example you select, consider the fact that history has shown us that the No.1 sales and business killers are lack of market.
How to Design a Sales Process for B2B Sales - #1 Tool for the Dream Sales Team Daniel Nilsson
How Can You Grow & Develop Your Sales Pipe If You Don’t Know What You’re Doing? Learn how to design your B2B sales process and increase conversion, get bigger deals and close your deals in less time. I will give you the key steps, the right focus and example of tools that will take your sales team to a new level.
You should read this presentation if you believe in your own and your team's growth.
Personally, I have a deep passion for Growth and I created this presentation after doing extensive research on how I could grow sales into new levels. The data I have reviewed are from marketing experts, sales experts, Gartner, reports and my own personal experience defining sales processes in multiple verticals.
Please feel welcome to share your thoughts, insights or comments. I love feedback. You can send an email to info@daniel-one.com or visit my webpage www.daniel-one.com. I look forward to hearing from you.
We give you a framework for creating a B2B Sales Playbook - section by section, with key info about questions to consider when writing your own Sales Playbook.
Find out more about how to create your own Sales Playbook at: https://contemsa.com/sales-playbook/
Zero to 100 - Part 2: Building a Repeatable, Scalable Growth ProcessDavid Skok
Zero to 100 is a learning program from David Skok. It is a detailed instruction manual for how to take your startup from zero to $100m, with a particular focus on the area of building a go-to-market machine. So many of today’s founders come from a product or technical background, and have never been involved with sales and marketing. Right after starting their venture, they are hit with the huge problem of how to build their go-to-market organization and processes. It breaks the journey down into 9 steps, and explains why it is crucial not to skip steps in this journey in the rush to get ahead. The major emphasis of the course focuses on building a repeatable, scalable and profitable growth machine. Once you have that in place, you are ready to hit the gas and scale like crazy.
To see videos of the presentations, click here: https://www.forentrepreneurs.com/matrix-growth-academy-zero-to-100-videos/
Grow and scale customer acquisition (and retention)Gary Corcoran
This presentation is for startups who understand who their customers are and have their product market fit.
We take a look at how you can scale and grow your acquisition and retention. Looking at some cool tips and techniques for both customer acquisition and retention.
Account Based Sales for Key Account GrowthRevegy, Inc.
According to SiriusDecisions, the recent buzz around account based sales reflects a long overdue need to enhance the way companies do account management...by breaking out of the status quo and exploring new, innovative approaches to the age-old concept of account planning, companies like Oracle are driving immediate pipeline growth from their most strategic customers.
Learn how world-class sales organizations are applying modern, account-based selling techniques to grow existing revenues:
The critical missing element that prevent account teams from discovering more immediate revenue opportunities
Why traditional approaches to account planning fail and what the most successful programs have in common
The best practices framework that companies like Oracle, JDA and BlackLine use to drive organic growth
Marketplaces are one of the main online shopping destinations for consumers. Now present in all regions of the world, marketplaces have fundamentally changed the commerce landscape, the way we shop, and how businesses go to market with their products and services. And although marketplaces are based on the same concept of first- and third-party selling, they are vastly different from each other. But how do brands accelerate growth? And what are the requirements for success
This presentation is based on the book Sales Growth: Five Proven Strategies from the World's Sales Leaders. Sales Growth focuses on how to drive top line growth. Through interviews with 120 sales leaders from the world’s most successful B2B and B2C companies, the authors have uncovered the stories and innovative practices that drive growth. Sales Growth distills the interviews into a set of practical, real-world insights across five major strategies: Find Growth Before Your Competitors Do; Sell the Way Your Customers Want; Soup up Your Sales Engine; Focus on Your People.
http://www.pipelinersales.com/ A robust sales process can become a key driver to help you achieve your sales and revenue targets and grow your business.
In this presentation you will:
- Explore the reasons why scalability in your sales process is so important;
- Reveal some proven tactics you can deploy to achieve this.
Is your sales process scalable? What practices do you use to ensure your sales process copes with the growth of your business? Please let us know in the comments below.
--
Source: http://blog.pipelinersales.com/sales-process-management/scalable-sales-process/
Our Sales Enablement Plan Playbook is a planning methodology that highlights our premium tool-kit of tools & templates to help you develop a sales enablement plan that increases your win-rate, deal-size and % reps attaining quota.
Developing a go-to-market strategy is an essential step for any successful business, in order to bring together all the key areas that define the public face of their company (such as its marketing strategy, sales procedures, distribution methods, and so forth).
Sales strategy example when deciding how to achieve sales growth. Real sales planning and sales strategies are founded on “Business Purpose”. Regardless of what sales strategy example you select, consider the fact that history has shown us that the No.1 sales and business killers are lack of market.
How to Design a Sales Process for B2B Sales - #1 Tool for the Dream Sales Team Daniel Nilsson
How Can You Grow & Develop Your Sales Pipe If You Don’t Know What You’re Doing? Learn how to design your B2B sales process and increase conversion, get bigger deals and close your deals in less time. I will give you the key steps, the right focus and example of tools that will take your sales team to a new level.
You should read this presentation if you believe in your own and your team's growth.
Personally, I have a deep passion for Growth and I created this presentation after doing extensive research on how I could grow sales into new levels. The data I have reviewed are from marketing experts, sales experts, Gartner, reports and my own personal experience defining sales processes in multiple verticals.
Please feel welcome to share your thoughts, insights or comments. I love feedback. You can send an email to info@daniel-one.com or visit my webpage www.daniel-one.com. I look forward to hearing from you.
We give you a framework for creating a B2B Sales Playbook - section by section, with key info about questions to consider when writing your own Sales Playbook.
Find out more about how to create your own Sales Playbook at: https://contemsa.com/sales-playbook/
Zero to 100 - Part 2: Building a Repeatable, Scalable Growth ProcessDavid Skok
Zero to 100 is a learning program from David Skok. It is a detailed instruction manual for how to take your startup from zero to $100m, with a particular focus on the area of building a go-to-market machine. So many of today’s founders come from a product or technical background, and have never been involved with sales and marketing. Right after starting their venture, they are hit with the huge problem of how to build their go-to-market organization and processes. It breaks the journey down into 9 steps, and explains why it is crucial not to skip steps in this journey in the rush to get ahead. The major emphasis of the course focuses on building a repeatable, scalable and profitable growth machine. Once you have that in place, you are ready to hit the gas and scale like crazy.
To see videos of the presentations, click here: https://www.forentrepreneurs.com/matrix-growth-academy-zero-to-100-videos/
Grow and scale customer acquisition (and retention)Gary Corcoran
This presentation is for startups who understand who their customers are and have their product market fit.
We take a look at how you can scale and grow your acquisition and retention. Looking at some cool tips and techniques for both customer acquisition and retention.
Account Based Sales for Key Account GrowthRevegy, Inc.
According to SiriusDecisions, the recent buzz around account based sales reflects a long overdue need to enhance the way companies do account management...by breaking out of the status quo and exploring new, innovative approaches to the age-old concept of account planning, companies like Oracle are driving immediate pipeline growth from their most strategic customers.
Learn how world-class sales organizations are applying modern, account-based selling techniques to grow existing revenues:
The critical missing element that prevent account teams from discovering more immediate revenue opportunities
Why traditional approaches to account planning fail and what the most successful programs have in common
The best practices framework that companies like Oracle, JDA and BlackLine use to drive organic growth
In this slide deck, David Skok talks through his 9 step process for B2B startups to get through product/market fit, and to then find a repeatable, scalable, and profitable growth process.
In David's experience some of the most fatal and expensive mistakes founders make is trying to skip steps. Understanding this roadmap will save you countless hours and potentially millions of wasted dollars.
9 Steps to Repeatable, Scalable, & Profitable GrowthDavid Skok
In this slide deck, David Skok talks through his 9 step process for B2B startups to get through product/market fit, and to then find a repeatable, scalable, and profitable growth process.
In David's experience some of the most fatal and expensive mistakes founders make is trying to skip steps. Understanding this roadmap will save you countless hours and potentially millions of wasted dollars.
This is a Futurelab Action Guide I wrote up on the topic of customer centricity.
Before you criticise the small fonts: it's designed for use on a small/computer screen only :-)
Sales casualty analysis: why sales numbers do not happen and what to do to ge...Browne & Mohan
Despite significant investment in resource and infrastructure, many companies suffer from long sales cycles, lack of funnel, targets missed by miles and very low closure rate. Reasons for poor sales numbers are common across industries. In this white paper, Browne & Mohan consultants detail the inhibitors of sales growth and how to address the same.
B2B-Content Marketing – Weg von Selfies, hin zu Blockbuster-Marketing #AFBMCAllFacebook.de
B2B-Content Marketing – Weg von Selfies, hin zu Blockbuster-Marketing von Shankho Mukherjee auf der virtuellen AFBMC.
https://conference.allfacebook.de/
Journey to product / market fit explained. What do the start-up's first stages look like and what you should keep in mind when identifying a problem worth solving, creating a product and getting your first customers
Here's my collection of Marketing & Product Management best practices, appropriate to B2B tech companies. Would love to hear from comments and suggested improvements and additions!
Introducing Deals from LinkedIn Sales Navigator.
Check out this infographic to see how Deals eliminates blindspots by equipping sales teams with an effective way to manage pipeline and customer relationships.
Relationship managers are facing new challenges: The number of stakeholders is higher than ever, among other concerns. Learn how you can scale your operation by leveraging social media.
Bryan Romeike will discuss how professional service providers can leverage LinkedIn for relationship building as well as how to identify the warmest path to reach and engage with potential decision-makers.
Conventional account management strategies are limiting growth. Join our own Director of Product Marketing, Dominic Archibald, for a deep dive into how you can stand out and add value with LinkedIn.
Conventional sales tactics are limiting pipeline and losing deals. We'll show you how to overcome these challenges by harnessing the power of LinkedIn.
Learn about current sales trends, challenges in the changing selling landscape as well as strategies and tactics that high-growth companies are using to scale their business.
Our Senior Insights Analyst, Jonathan Weindel, will walk through his analysis and findings on multithreading and relationship strength. Learn how multithreading can impact your deals and increase your win rates.
Kayla Wills reviews how LinkedIn Sales Navigator can help financial services professionals tackle social media and best utilize the platform for driving business development and uncovering revenue-generating opportunities.
A Smarter Way to Sell: Account Based Selling 101 with TOPO
1. Michelle Johnson
Enterprise Account Executive,
LinkedIn Sales Solutions
A Smarter Way to Sell:
Account Based Selling 101 with TOPO
Neil Harrington
Senior Sales Analyst,
TOPO Inc.
3. The Changing Landscape
6.8
People on average involved in
the buying decision
77% 20%
Decision makers change roles
every year
Of buyers don’t believe that
sales understands their
business and don’t think they
can help
??
?
4. 80% of SDR Teams Leverage 3+ Touch Types
USE OF DIFFERENT TOUCH TYPES
19%
24%
37%
17%
2%
0%
10%
20%
30%
40%
Email, Phone,
LinkedIn, Social, Chat
Email, Phone,
LinkedIn, Social
Email, Phone,
LinkedIn
Email, Phone Email Only
Touch Type
%ofsalesdevelopmentorganizations
17. | TARGET |
Select Target Accounts
Questions:
• Who do you sell to?
• Do you segment by industry,
company size, type of sale?
• How do you ID accounts for
territories?
Other Considerations:
• Lowest hanging fruit
• Size of prize
18. STEP ACTION DESCRIPTION
1 Discovery A meeting or set of meetings to understand the buyer and their current situation.
2 Develop Matrix
Immediately after discovery, sales reps should complete the Matrix.
3 ReviewMatrix
Managers should review the Matrix with their reps, and, based on its information,
coach them regarding the most effective messaging and plays.
4
Customizesales
engagement
Using the Matrix as a guide, sales should customizefuture interactions
(e.g. the demo and the presentation) with the buyer.
THE MATRIX OPPORTUNITY PLANNING PROCESS
20. BUYING PROCESS MAP
Objective:The answersto the questions in the Buying Process Mapare recorded either in the CRM(preferred) or in the tool featured below.
The elements of this tool are then easilyintegrated into amore extensive deal managementplan or close plan.
Whento Use:Immediatelyafter the buying process conversation.
STAKEHOLDER ROLE IMPACT BLOCKER
Name of Stakeholder Roleintheprocess
(e.g.decisionmaker,recommender)
Impact of the solution on this stakeholder
(e.g. will solve problem x)
Only complete if they will be a problem.
Explain why.
Jaimie Bussey Decision Maker Increase customer loyalty and reduce
same store churn
Has had problem with loyalty card
implementations in the past
MILESTONE OWNER STAKEHOLDERS TIMING RED FLAGS
Significantly step in the buying
process (e.g. executive demo or
legal signoff
Whoownsmakingthestep
happen
Stakeholders involved Exact dates or rough estimates if
early in process
Are there potential failure points
in this step? If not, leave blank
Implementation of pilot
program in 13 test stores
Jim Smith Jaimie Bussey
Jillian Smith
Start 12/6
End 2/6
The team is asking for new
features that aren’t ready and
the Holiday season usually has
high turn
FILL IN ROW FOR EACH ADDITIONAL STAKEHOLDER
FILL IN ROW FOR EACH ADDITIONAL STAKEHOLDER
21. (BLANK) BUYING PROCESS MAP |
Objective:The answersto the questions in the Buying Process Mapare recorded either in the CRM(preferred) or in the tool featured below.
The elements of this tool are then easilyintegrated into amore extensive deal managementplan or close plan.
Whento Use:Immediatelyafter the buying process conversation.
STAKEHOLDER ROLE IMPACT BLOCKER
Name of Stakeholder Roleintheprocess
(e.g.decisionmaker,recommender)
Impact of the solution on this stakeholder (e.g.
will solve problem x)
Only complete if they will be a problem.
Explain why.
22. (BLANK) BUYING PROCESS MAP |
Objective:The answersto the questions in the Buying Process Mapare recorded either in the CRM(preferred) or in the tool featured below.
The elements of this tool are then easilyintegrated into amore extensive deal managementplan or close plan.
Whento Use:Immediatelyafter the buying process conversation.
MILESTONE OWNER STAKEHOLDERS TIMING RED FLAGS
Significantly step in the buying
process (e.g. executive demo or legal
signoff
Whoownsmakingthestep
happen
Stakeholders involved Exact dates or rough estimates if
early in process
Are there potential failure points in
this step? If not, leave blank
23. | UNDERSTAND |
Investigate & Identify
After Selecting Accounts, Determine…
• Buyers
• Decision Makers
• Influencers
Other Considerations:
• Research pain points
• Treat company as whole vs one person
24. VALUE PROP BUILDER
Objective: Craft highly relevant, benefit-focused value propositions that are easily customizable for different prospects.
When to Use: Qualification call, positioning during a discovery call
30-SECOND VALUE PROP MESSAGING BUILDOUT
Persona
(who you help)
We help… General Managers
Peers
(which co’s you help)
At companies such as…
At restaurants such as Red Robin and
The Melt
How they benefit They get/receive/achieve…
Reduce customer churn and increase
same store sales
How they use it By doing…
By implementing our loyalty card
program
Put it all together
We help General Managers at restaurants such as Red Robin and The Melt reduce
customer churn and increase same store sales by implementing our loyalty card
program
25. (BLANK) VALUE PROP BUILDER
Objective: Craft highly relevant, benefit-focused value propositions that are easily customizable for different prospects.
When to Use: Qualification call, positioning during a discovery call
30-SECOND VALUE PROP MESSAGING BUILDOUT
Persona
(who you help)
We help…
Peers
(which co’s you help)
At companies such as…
How they benefit They get/receive/achieve…
How they use it By doing…
Put it all together We help _____________ at companies such as _____________________________
_____________________________ by ____________________________________
26. VALUE PROP BUILDER – “10-SECOND VERSION”
Objective: Create a 10-second version of the value prop to use when sales reps are pressed for time and must articulate
value quickly.
When to Use: Initial phone connect, voicemail, email
10-SECOND VALUE PROP MESSAGING BUILDOUT
Persona
(who you help)
We help… General Managers
Peers
(which co’s you help)
At companies such as…
At restaurants such as Red Robin and
The Melt
How they benefit They get/receive/achieve…
Reduce customer churn and increase
same store sales
27. (BLANK) VALUE PROP BUILDER – “10-SECOND VERSION”
Objective: Create a 10-second version of the value prop to use when sales reps are pressed for time and must articulate
value quickly.
When to Use: Initial phone connect, voicemail, email
10-SECOND VALUE PROP MESSAGING BUILDOUT
Persona
(who you help)
We help…
Peers
(which co’s you help)
At companies such as…
How they benefit They get/receive/achieve…
28. | UNDERSTAND |
Personalized Value
Create Value:
• How do pain points align with value
prop?
• Develop content for industry and role
• Tailor messaging to specific account
• Build storylines of success to share with
similar accounts
* Do NOT send exact same message to
everyone
29. TOPO USE CASE STORY FRAMEWORK
PROTAGONIST The “hero” of the story & the company
CHALLENGES The challenges faced
SOLUTION How the challenges were solved
PAYOFF The business and personal results
30. (EXAMPLE) TOPO USE CASE STORY FRAMEWORK
PROTAGONIST
The GM of a small restaurant chain the in the Pacific
Northwest
CHALLENGES Had declining same store sales and low average check prices
SOLUTION
They implemented a customer loyalty program that allowed
for generous benefits with their most loyal customers.
PAYOFF
Stacey implemented the solution for her store and then
spearheaded the implementation for the whole region.
She is now in District Manager of 17 stores
31. (BLANK) TOPO USE CASE STORY FRAMEWORK
PROTAGONIST
CHALLENGES
SOLUTION
PAYOFF
34. Prospect posting surfaces,
Capitalize on like/comment
opportunity
Commenting with purpose will
net the best results
Example: Social Post | Engage with Insight
38. STEP ACTION DESCRIPTION EXAMPLE
1
Create a customer
target list
Identify customers who fit the Ideal Customer Profile(ICP).
20-30 customers in the geographic region
representing one of your target verticals
2
Request referral
meeting
Reachout to ideal referrers and request referral meetings.
Hi Stacey,
Would you be willing to introduceme to Williamat
SmashBurger?I wouldlike to talk to them aboutour
loyaltycard program.
3
Referral meeting Conduct a 30-minute meeting with the customer. n/a
4
Send referral
request
Create a referral request which your customer can easily
forward to colleagues. If the customer does not want to
make an introduction, sales should performoutreach.
Stacey,
Thank you for being an amazing customer Acme.
I understand you know William at Smashburger. Would
you be willing to make an introduction?
5 Send thank you note
Send a thank you note to the referrer(s)after the first referral
connection is made. Sending a gift is also a common best
practice.
Thankyou note with gift card
THE REFERRAL PROCESS (RUNNING THE PLAY)
The referral process starts with identifying potential referrers from within the customer account, executing abrief
meeting with one or more of them, and enabling each to provide a referral on your behalf.
39. STEP ACTION DESCRIPTION EXAMPLE
1
Create a customer
target list
20-30 customers in the geographic region
representing one of your target verticals
2
Request referral
meeting
Hi Stacey,
Would you be willing to introduceme to Williamat
SmashBurger?I wouldlike to talk to them aboutour
loyaltycard program.
3
Referral meeting n/a
4
Send referral
request
Stacey,
Thank you for being an amazing customer Acme.
I understand you know William at Smashburger. Would
you be willing to make an introduction?
5 Send thank you note Thankyou note with gift card
(BLANK) THE REFERRAL PROCESS (RUNNING THE PLAY)
The referral process starts with identifying potential referrers from within the customer account, executing abrief
meeting with one or more of them, and enabling each to provide a referral on your behalf.
40. Tools to Scale
Respond to engagement
real time
Tracking Automation
Set strategic cadences
- Use with caution -
* Augment human effort, do not replace it
42. 4 Key Tactics
Select Target
Accounts
TARGET UNDERSTAND ENGAGE
Investigate &
Identify
Personalized
Value
Outreach
Most attractive prospects
(Best fit for product/service
+ size of prize
Scan social, company website, &
tap into connections to gather
insights
Create tailored messaging/
resources specific to industry & role
Use multi-channel approach
to engage DMs at all levels