The Sales Enablement Playbook, Bray & Sorey

The Sales Enablement Playbook, Bray

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The Sales Enablement Playbook, Bray & Sorey da Mind Map: The Sales Enablement Playbook, Bray & Sorey

1. Chapter 1: The Evolution of Sales Enablement

1.1. 1980's

1.1.1. Peddlers to consultants

1.2. 1990's

1.2.1. Information and discourse

1.3. 2000's

1.3.1. Sales support, relationships, SEO, CRM, Tracking

1.3.2. B2B became accessible to all

1.4. Sales Tech Landscape

1.5. Data Silos

1.6. Sales Enablement is not a position, it's an ecosystem

1.7. PLAYS

1.7.1. Create culture that views SE as an ecosystem

1.7.2. Develop goals for departments for enabling sales and avoid disablement

1.7.3. Define metrics tracking success of enablement activities

1.7.3.1. Formal sales enablement charters have a tangible business impact. Those with a formal charter, vision, and strategy for sales enablement achieve 12% higher win rates, and reported the number of reps achieving quota attainment was 35% better compared to those without.

1.8. MOVIES

2. Chapter 2: Defining a Sales Process

2.1. "A set of clearly defined steps and methods of communication between a company and its prospects."

2.1.1. Too much process kills sales teams - but - without process, sales teams die.

2.2. Why is process bad?

2.3. What is the right amount of process?

2.3.1. Clear stages

2.3.2. CRM

2.3.3. Tech Stack

2.3.3.1. Tech Stack Integrations

2.3.4. Product Editions

2.3.5. General Messaging

2.3.6. Demo Scripts

2.4. Process Maturity

2.4.1. Humming

2.4.2. Experimenting

2.4.3. Thrashing

2.5. Stages in Sales Process

2.5.1. Transactional

2.5.2. Advanced

2.5.3. Complex

2.6. Stage Exit Criteria

2.7. CRM - Land Mines

2.8. KPI's Reporting and Analytics

2.9. Garbage Time

2.10. METRICS

2.10.1. Conversion ratios - state to stage

2.10.2. Experiments are run scientifically or mathematically (Stats)

2.10.3. Accuracy of reports from CRM

2.11. PLAYS

2.11.1. Audit current state of process. If not "Humming" - develop experiments to get there and grow.

2.11.2. Develop and implement exit stage criteria

2.11.3. Understand and watch for CRM landmines like complexity

2.11.4. Develop sales analytics in conjunction with improving implementation of your CRM

3. Chapter 3: Onboarding New Hires

3.1. Goal: Aggressively reduce new-hire ramp up time - phone day 2 if coming in experienced.

3.2. How much work is Onboarding?

3.2.1. Newbie vs. Experienced

3.3. Onboarding Goals - Planning for Outcomes

3.4. Training within the Sales Process

3.5. Why a Whiteboard?

3.6. What's the Key Here?

3.7. Whiteboard Demos Sound Hard!

3.8. METRICS

3.8.1. Time to first deal or conversion (SDRs)

3.8.2. Time to Quota attainment

3.8.3. Time to consistant quota attainment

3.8.4. % of team who competently conduct a whiteboard demo

3.9. PLAYS

3.9.1. Document and implement onboarding program towards day 2 sales calls. measure success weekly.

3.9.2. Require "whiteboard demo" certifications for all sales reps

4. Chapter 4: Sales Training

4.1. Goal: External sales consultant calls your company, THEY should disqualify you as a prospect because everyone on your team is a sales expert.

4.2. Sales Methodology vs. Sales Process

4.3. What are my options?

4.4. How to implement a Methodology

4.5. Why junior Sales Reps Fail

4.6. Annotate Discovery Notes

4.7. Let Them Close (Bigger) Deals

4.8. Stimulate Deals

4.9. Training That Doesn't Work

4.10. Mistakes to Observe and Address

4.11. Involve Sales Reps in your Company Buying Process

4.12. New Accounting Software

4.13. Reflection

4.14. The Alternative

4.15. Training Need Not be Universal

4.16. Three Enablement Plays to Turn Salespeople into Businesspeople

4.16.1. Microsoft Excel

4.16.2. Contact Review

4.16.3. Coaching

4.17. METRICS

4.17.1. All reps demonstrate sales methodology adherence and competence

4.17.2. Sales methodology is integrated into the CRM

4.17.3. The existence of a formalized training program

4.17.4. VP of Sales sits in/reviews a sampling of sales calls run by rep and approves

4.18. PLAYS

4.18.1. Implement a formal sales sales methodology, not just tactics

4.18.2. Develop strategy to train and coach reps to ensure consistent improvement

4.18.3. Involve reps in buying process or enable to experience the role of their prospect

4.18.4. Create a culture of failing quickly as apart of the learning process

4.18.5. Design a program to turn your salespeople into businesspeople

5. Chapter 5: Who's Your Buyer?

5.1. GOAL: Everyone on the sales team knows each buyer persona inside and out, including what they do, what their pain is, and how to win their business.

5.2. What Do Your Buyers Do?

5.3. What is their Pain?

5.4. How Do You Win?

5.5. Entry Level Reps and the Challenger Sale

5.6. METRIC

5.6.1. Each salesperson can fill out "what they do" "their pain" and "how we win" for each buyer persona

5.7. PLAYS

5.7.1. Have each sales rep write a sample job description for each of their buyer personas

5.7.2. Develop "what they do" "their pain" and "how we win business" MESSAGING for each buyer persona

5.7.3. Confirm that sellers know their buyers in-depth (beyond the surface pain) and can articulate the impact of your product or service on each buyer's "hob to be done"

6. Chapter 6: Product Training

6.1. GOAL: All salespeople are demo certified for each persona and use case in their market

6.2. Two Training Tracks

6.3. Focus on their pain

6.4. Pricing

6.5. Product Demo Certification

6.6. METRICS

6.6.1. % conversation from demo to next stage

6.6.2. % reps who are demo certified

6.6.3. Gross Profit Margin (GPM)

6.7. PLAYS

6.7.1. Develop product training that simply gets sellers ready to talk to prospects

6.7.2. Make a worksheet that ties each major feature back to a specific pain point for a specific persona, and make sure sellers know and cal recall all of these

6.7.3. Ensure that pricing is consistent

6.7.4. Confirm that sales reps are capable of talking about money

6.7.5. Conduct a demo certification with each sales rep that has an expiration date that management tracks

7. Chapter 7: Tools

8. Chapter 8: Content

9. Chapter 9: Prospecting

9.1. GOAL:

9.1.1. Each Sales Rep has a steadily increasing pipeline of prospects in your target market, and they close at a predictable rate.

9.2. Ideal Customer Profile (ICP)

9.3. Who are your prospects?

9.3.1. Have Already Bought From You

9.3.2. Will Buy From You

9.3.3. Will Buy, But Not From You

9.3.4. Might Buy From You

9.3.5. Won't Buy

9.4. The Fat Man Relay and Sales Prospecting

9.4.1. Research (DETAILS)

9.4.1.1. Determining who to reach out to and what to say

9.4.1.2. Vertical Integration

9.4.1.3. Insourced Research Function

9.4.1.4. Outsourced Research Function

9.4.2. Outreach (AGGRESSIVE)

9.4.2.1. Physically and virtually reaching out to prospects

9.4.2.1.1. Yes / No / Weird

9.4.2.2. Personalized Outreach

9.4.2.2.1. Real vs. Fluff

9.4.2.3. Generic Outreach

9.4.2.4. Have Pain Will Listen

9.4.2.5. The Holy Grail = PATTERNS

9.4.3. QUALIFY

9.4.3.1. Ask Questions

9.4.4. Prospecting Efficiency

9.4.5. Division of Labor

9.4.6. Negative Goals

9.4.7. Always Winning - Something - At Some Point

9.5. SOCIAL MEDIA

9.5.1. SPAM

9.5.2. Social Selling

9.5.3. Writing Content

9.5.4. Commenting On Content (OPC)

9.5.5. Sharing Content

9.5.6. Arguing

9.6. COMPETITORS

9.6.1. Stealing A List?

9.6.2. Competitor Websites

9.6.3. Review Sites

9.6.4. Press Releases

9.7. EVENTS - Attendee Lists

9.8. REFERRALS

9.9. PATTERNS - TARGETS- CLOSING

9.10. METRICS

9.10.1. Each salesperson has enough qualified leads to keep pipeline full

9.10.2. Referral asks are measured as a prospecting activity

9.11. PLAYS

9.11.1. Develop a definitive ICP and confirm that everyone in your company is on the same page

9.11.2. Create a market MAP and focus the sales team on prospects who "Might buy from you"

9.11.3. Create specialized roles between research and outreach - unless you are lucky enough to find someone who is GREAT at BOTH

9.11.4. Implement "negative goals" to motivate your team

9.11.5. Get the whole team "social selling" and completing a daily checklist

9.11.5.1. Is YOUR team promoting your day/time at the table?

9.11.6. Build a prospect list of your competitors' customers and prospects

9.11.7. Create a culture of referral generation

10. Chapter 10: Closing

11. Chapter 11: Customer Success

11.1. GOAL

11.1.1. Existing customers are buying more and making hig-quality referrals

11.2. Customers - Your Best Lead Generation Tool

11.3. Referral vs. Recommendation

11.4. TACTICS

11.4.1. Cowork a tradeshow

11.4.2. Get Someone a Speaking Engagement

11.4.3. Comb LinkedIn Connections

11.4.4. Cohost a Webinar

11.4.5. Meet their Coworkers

11.4.6. Find Former Employees

11.4.7. Coauthor a Case Study

11.5. UPSELLS

11.6. COSELLS

11.7. RENEWALS

11.8. METRICS

11.8.1. Upsell quota attainment

11.8.2. Cross-sell quota attainment

11.8.3. Net Churn

11.8.4. Referrals are measured as a prospecting activity

11.9. PLAYS

12. Chapter 12: Hiring + Career Paths

12.1. GOAL

12.1.1. Top performers stay and grow, and non-performers are terminated (or not hired inthe first place)

12.2. HR - Enablement = Make It Efficient

12.3. Engage External Recruiters

12.4. Use a Modern Applicant Traking System (ATS)

12.5. Pay for Assessments

12.6. Offer Significant Referral Fees to Employees

12.7. If Best Salespeople Leave, Other Top Performers Will Follow

12.8. Grow and Retain Rock Stars

12.9. SEVEN Ways to Tell if a Slaes Rep is ABout to Quit

13. Chapter 13: Channel Partners

13.1. GOAL

13.1.1. All customer-facing employees working at channel partners can speak about your product and close deals with the same skill as your internal employees.

13.2. Preexisting relationships

13.3. Geographic Diversity

13.4. Channel Partners Aren't People

13.5. Managing Competing Priorities

13.6. Channels Are For Sale

13.7. Metrics

13.7.1. % of partner organizations meeting revenue goals

13.7.2. Net Churn of Partner-Generated Customers

13.7.3. Partner Generated Revenues

13.8. Plays In Brief

13.8.1. Develop a strong partner channel

13.8.2. Account for competing priorities and ensure that your product receives adequate focus

13.8.3. Assess your ability to execute on a channel strategy before investing too many resources

14. Chapter 14: Sales Manager Enablement

14.1. GOAL

14.1.1. Sales managers are a multiplying force that coaches reps to success without having to jump into the activity themselves.

14.2. Functions of a Sales Manager

14.3. 5 CORE COMPETENCIES

14.3.1. Accountability and Administration

14.3.2. Coaching

14.3.3. Mentoring

14.3.4. Hiring and Training

14.3.5. Leadership and Motivation

14.4. Manager or "Super Closer"

14.5. Where's the Vice President?

14.6. METRICS

14.6.1. Team Performance against each KPI

14.6.2. Employee Retention

14.6.3. All team members have egularly scheduled and attended coaching meetings (1-1's)

14.6.4. Team is able to close typical deals independent of sales manager

14.7. PLAYS IN BRIEF

14.7.1. Assess your managers across the five core competencies outlined in this chapter

14.7.2. Make certain that your sales managers are managing your reps and developing superstars

14.7.3. Ensure that managers are not super-hero closers

14.7.4. Confirm that all managers are set up for success with the proper management training and ongoing professional development

15. Chapter 15: The Sales Enablement Position

15.1. GOAL

15.1.1. Try not to make one person handle all the responsibility for the sales enablement process.

16. Chapter 16: The #1 Sales Enablement Tool

17. Chapter 17: The Future of Sales Enablement

18. INTRO

18.1. Sales enablement is an Ecosystem

18.2. Sales Enablement Definition

18.2.1. The concept of extending a prospect-centric mindset to all departments within the organization.

18.3. Sales Coaching

18.4. Sales Metrics

18.5. MOVIE - Is This Sales Enablement?

18.6. State of Sales Enablement 2019: Invest Now or Be Left Behind