Sales Playbooks: The How - Qvidian RFP & Proposal ...info. Playbooks: The How Building a sales playbook…

Download Sales Playbooks: The How - Qvidian RFP & Proposal ...info. Playbooks: The How Building a sales playbook…

Post on 12-Jun-2018

213 views

Category:

Documents

0 download

Embed Size (px)

TRANSCRIPT

<ul><li><p> Copyright SiriusDecisions. All Rights Protected and Reserved. 1</p><p>C A T E G O R Y : S A L E S E F F E C T I V E N E S S</p><p>In 1825, the Erie Canal opened with consider-</p><p>able fanfare, connecting the U.S. Great Lakes</p><p>with the port of New York. Building it required</p><p>the combined resources of many, from the lead-</p><p>ership of New York Gov. DeWitt Clinton to the</p><p>labor of thousands of immigrants. Its impact was</p><p>significant; the shipping cost to move a ton of</p><p>goods over the same distance eventually</p><p>dropped from $100 to only $10.</p><p>While were not suggesting that building a</p><p>sales playbook compares to an engineering mar-</p><p>vel like the Erie Canal, there are analogies to be</p><p>drawn. First, playbooks require significant col-</p><p>laboration between a broad range of sales and</p><p>marketing resources; and second, they can drive</p><p>major impact on the productivity of reps. In this</p><p>brief, we will share a five-step plan to design,</p><p>build and deploy sales playbooks.</p><p>ONE: GETTING STARTED</p><p>Building an impactful playbook begins with</p><p>deciding what sales scenario it will support. As</p><p>mentioned in the brief Sales Playbooks: The</p><p>What and Why, rules arent set in stone for</p><p>making such a selection; however, most play-</p><p>books tend to be focused on a given product,</p><p>market segment or buying group.</p><p>Be sure to outline the typical players and</p><p>buying roles within the scenario to help deter-</p><p>mine the degree of complexity that is being</p><p>faced. If the scenario will require more than four</p><p>HTML pages to tackle, consider breaking it up</p><p>into multiple playbooks.</p><p>TWO: ASSEMBLING THE TEAM</p><p>Creating successful playbooks demands align-</p><p>ment between a number of sales and marketing</p><p>resources. The key roles to consider and the ben-</p><p>efits to each participant include:</p><p> Sales enablement/readiness. Located at</p><p>the crossroads of sales and marketing, sales</p><p>enablement is well positioned to play the</p><p>essential role of playbook project manager.</p><p>When they are properly designed, play-</p><p>books help solve the challenge of getting</p><p>knowledge into the hands of salespeople</p><p>when they need it, guiding reps in the</p><p>activities they should be performing, the</p><p>content they should be using and the incre-</p><p>mental resources that are available to</p><p>enhance execution, from links to training</p><p>videos or online tutorials to the ability to</p><p>connect directly with a subject matter</p><p>expert (SME).</p><p> Sales and marketing leadership. As with</p><p>any field initiative, getting buy-in from the</p><p>top is critical. The benefit of playbooks at</p><p>the executive level is simple: they provide a</p><p>catalyst for improved alignment between</p><p>sales and marketing.</p><p> Sales managers. While we encourage</p><p>having first-line managers as part of the</p><p>playbook development team, they will play</p><p>their most important role during launch. As</p><p>in sports, playbooks are first and foremost</p><p>a coaching tool; managers can use them</p><p>with new reps to provide help in various</p><p>selling situations. Playbooks also can help</p><p>managers get up to speed on products,</p><p>markets or sales approaches that may be</p><p>new to them. </p><p> Sales reps. While sales enablement may</p><p>lead the development effort, reps must</p><p>contribute content. Improving sales pro-</p><p>ductivity means enhancing both efficiency</p><p>and effectiveness; playbooks address both</p><p>by saving reps from content search time or</p><p>repeatedly asking colleagues what to use.</p><p>Providing a guided sales approach that</p><p>leverages best practices around process and</p><p>Sales Playbooks: The How </p><p>BBuuiillddiinngg aa ssaalleess ppllaayybbooookk</p><p>rreeqquuiirreess ppaarrttiicciippaattiioonn ffrroomm</p><p>aa nnuummbbeerr ooff ffuunnccttiioonnss aaccrroossss</p><p>tthhee ssaalleess aanndd mmaarrkkeettiinngg</p><p>llaannddssccaappee</p><p>AAnn oorrggaanniizzaattiioonnss eexxiissttiinngg</p><p>ssaalleess pprroocceessss wwiillll sseerrvvee aass</p><p>aa ffrraammeewwoorrkk ffoorr ppllaayybbooookk</p><p>ccoonnssttrruuccttiioonn </p><p>HHaavviinngg aa ffoorrmmaalliizzeedd</p><p>ddeeppllooyymmeenntt pprroocceessss wwiillll hheellpp</p><p>iinnccrreeaassee aaddooppttiioonn bbyy ffiieelldd rreeppss</p></li><li><p> Copyright SiriusDecisions. All Rights Protected and Reserved. 2</p><p>skills will undoubtedly improve your</p><p>effectiveness.</p><p> Product marketing. Product marketers</p><p>play the role of SME, supplying content</p><p>to support existing selling efforts.</p><p>Playbooks also provide product mar-</p><p>keters with a vehicle to create a how-</p><p>to guide for new offerings and acceler-</p><p>ate the adoption process across the field</p><p>force. The playbook can include links to</p><p>training content, client testimonials,</p><p>FAQs and success stories from early</p><p>adopter reps.</p><p> Sales training. Getting reps to transfer</p><p>skills and processes they learn in the classroom and execute them</p><p>in the field has been an age-old training problem; playbooks can be</p><p>a terrific help. If your sales organization has adopted a given sales</p><p>methodology, every playbook should be designed to support it,</p><p>including the verbiage used and steps outlined. Sales training</p><p>should also ensure that reps have the necessary skills, knowledge</p><p>and processes to execute the play.</p><p> Sales system administrators. The assistance of a resource familiar</p><p>with the sales content portal is needed to design and build play-</p><p>book pages. Many third-party providers of sales content portals</p><p>offer playbook modules with pre-built templates; an admin should</p><p>be able to leverage these. Its helpful if this resource has HTML</p><p>experience, which allows for greater flexibility in designing tem-</p><p>plates outside the pre-built options.</p><p>THREE: IDENTIFY SALES ACTIVITIES, ASSETS</p><p>The next step is to create a brief (one- to two-paragraph) overview of the</p><p>play, the market opportunity and any pertinent background information</p><p>(e.g. marketplace trends). To organize the activities and content, create</p><p>a playbook content template (in Word, Excel or PowerPoint) that lists the</p><p>process steps along the top or side, and several columns labeled activi-</p><p>ty/asset (see example, above).</p><p>For each step, list the key selling/buying activities and milestones</p><p>involved. Rely on the input of experienced field reps and managers to</p><p>help provide guidance, and get consensus from the playbook team on</p><p>these activities and milestones by holding regular review sessions (these</p><p>can be conducted via Web conferencing). </p><p>Next, for each activity list the assets that would help both reps and</p><p>customers. These could be resources (e.g. white paper, case study or</p><p>SME), tools (e.g. templates or proposal generators), or systems (e.g. a</p><p>reservation system for a briefing center). What can make this step so dif-</p><p>ficult is that many sales organizations dont have a handle on the assets</p><p>being used in the field. Thus, for each activity and asset you should:</p><p> Determine what exists today that can be used as is. If there are</p><p>several assets to choose from, vote on the top two or three to make</p><p>available in the sales playbook. The goal is to provide sales with the</p><p>best of the best; ultimately, the project manager should make the</p><p>final call.</p><p> Determine what exists but must be updated. Creating a playbook</p><p>is a terrific opportunity to take inventory of dated content and</p><p>implement the necessary changes to make it relevant.</p><p> Determine what must be created. During the process, current</p><p>gaps in enablement support become clear, especially for latter</p><p>stages of the sales process where there are a lack of assets to sup-</p><p>port the selling function in the facilitation of a buying process. This</p><p>is where one of the ancillary benefits of building playbooks</p><p>becomes apparent: bringing marketing farther along the sales</p><p>pipeline to provide the assets needed to close business.</p><p> Identify content for internal use only. Some content, like a com-</p><p>petitive grid, may be for internal eyes only. Be sure to tag these</p><p>assets accordingly.</p><p>FOUR: CREATE LAYOUT/DESIGN</p><p>While there are no absolute rules in terms of playbook design, we</p><p>encourage a less-is-more approach. What is important is that this design</p><p>is consistent so that sales reps know what to expect. Start with the</p><p>descriptor of the playbook that has already been created. Include a link</p><p>C A T E G O R Y : S A L E S E F F E C T I V E N E S S</p><p>PPllaayybbooookk CCoonntteenntt TTeemmppllaattee:: AACCMMEE JJeettPPaacckkss</p><p>RReevviieeww JJeettPPaacckkoovveerrvviieewwJJeettPPaacckkOOvveerrvviieeww..ddoocc</p><p>PPllaann QQuuaalliiffyyIIddeennttiiffyy SSoolluutt iioonn</p><p>DDeemmoonnssttrraattee VVaalluuee</p><p>PPrrooppoossee SSoolluuttiioonn</p><p>AAccttiivvii ttyyAAsssseett((ss))</p><p>CClloossee</p><p>GGeenneerraattee ttaarrggeetteedd pprroossppeecctt lliissttPPrroossppeecctt LL iisstt</p><p>PPrroossppeecctt ffoorr ffiirrsstt mmeeeettiinnggPPrroossppeeccttiinngg TTeemmppllaattee,, JJeettPPaacckk wwhhii ttee ppaappeerr</p><p>AAccttiivvii ttyyAAsssseett((ss))</p><p>AAccttiivvii ttyyAAsssseett((ss))</p><p>AAccttiivvii ttyyAAsssseett((ss))</p><p>CCoonndduucctt ffiirrss tt ssaalleess ccaallllCCoonnvveerrssaattiioonn GGuuiiddee,, IInnttrroo PPrreesseennttaattiioonn</p><p>CCoonntt iinnuuee ttoo qquuaalliiffyyQQuuaalliiffiiccaattiioonn GGuuiiddee</p><p>EEnnggaaggee ssaalleess eennggiinneeeerrss iiff qquuaalliiff iieeddLLiinnkk ttoo SSMMEE ppaaggee</p><p>UUssee SSEEss ttoo ddeevveelloopp iinnii ttiiaall ssoolluuttiioonnCCooyyoottee CCaassee SSttuuddyy ((aass pprrooooff ssoouurrccee))</p><p>WWaallkk cc lliieenntt tthhrroouugghh ddiissccoovveerryy mmaappDDiissccoovveerryy MMaapp</p><p>AArrrraannggee ffoorr aa tteess tt fflliigghhttFFlliigghhtt RReesseerrvvaattiioonn SSyysstteemm,, RReelleeaa ssee FFoorrmm</p><p>SSuubbmmiitt ff iinnaall pprrooppoossaallPPrrooppoossaall TTeemmppllaattee</p><p>RReevviieeww pprrooppoossaall wwiitthh eexxeeccuutt iivveePPrreesseennttaattiioonn TTeemmppllaattee</p><p>DDeemmoonnssttrraattee RROOIIRROOII CCaallccuullaattoorr</p><p>DDeemmoonnssttrraattee lloowweerr ccoosstt ooff oowwnneerrsshhiippTTCCOO CCaallccuullaattoorr</p><p>UUssee lliivvee rreeffeerreenncceessCClliieenntt RReeffeerreennccee SSyysstteemm</p><p>HHaavvee bbuuyyeerr ssiiggnn ccoonnttrraacctt;; rreevviieeww wwiitthh lleeggaallCCoonnttrraacctt TTeemmppllaattee</p><p>PPllaayybbooookk CCoonntteenntt TTeemmppllaattee:: AACCMMEE JJeettPPaacckkss</p><p>RReevviieeww JJeettPPaacckkoovveerrvviieewwJJeettPPaacckkOOvveerrvviieeww..ddoocc</p><p>PPllaann QQuuaalliiffyyIIddeennttiiffyy SSoolluutt iioonn</p><p>DDeemmoonnssttrraattee VVaalluuee</p><p>PPrrooppoossee SSoolluuttiioonn</p><p>AAccttiivvii ttyyAAsssseett((ss))</p><p>CClloossee</p><p>GGeenneerraattee ttaarrggeetteedd pprroossppeecctt lliissttPPrroossppeecctt LL iisstt</p><p>PPrroossppeecctt ffoorr ffiirrsstt mmeeeettiinnggPPrroossppeeccttiinngg TTeemmppllaattee,, JJeettPPaacckk wwhhii ttee ppaappeerr</p><p>AAccttiivvii ttyyAAsssseett((ss))</p><p>AAccttiivvii ttyyAAsssseett((ss))</p><p>AAccttiivvii ttyyAAsssseett((ss))</p><p>CCoonndduucctt ffiirrss tt ssaalleess ccaallllCCoonnvveerrssaattiioonn GGuuiiddee,, IInnttrroo PPrreesseennttaattiioonn</p><p>CCoonntt iinnuuee ttoo qquuaalliiffyyQQuuaalliiffiiccaattiioonn GGuuiiddee</p><p>EEnnggaaggee ssaalleess eennggiinneeeerrss iiff qquuaalliiff iieeddLLiinnkk ttoo SSMMEE ppaaggee</p><p>UUssee SSEEss ttoo ddeevveelloopp iinnii ttiiaall ssoolluuttiioonnCCooyyoottee CCaassee SSttuuddyy ((aass pprrooooff ssoouurrccee))</p><p>WWaallkk cc lliieenntt tthhrroouugghh ddiissccoovveerryy mmaappDDiissccoovveerryy MMaapp</p><p>AArrrraannggee ffoorr aa tteess tt fflliigghhttFFlliigghhtt RReesseerrvvaattiioonn SSyysstteemm,, RReelleeaa ssee FFoorrmm</p><p>SSuubbmmiitt ff iinnaall pprrooppoossaallPPrrooppoossaall TTeemmppllaattee</p><p>RReevviieeww pprrooppoossaall wwiitthh eexxeeccuutt iivveePPrreesseennttaattiioonn TTeemmppllaattee</p><p>DDeemmoonnssttrraattee RROOIIRROOII CCaallccuullaattoorr</p><p>DDeemmoonnssttrraattee lloowweerr ccoosstt ooff oowwnneerrsshhiippTTCCOO CCaallccuullaattoorr</p><p>UUssee lliivvee rreeffeerreenncceessCClliieenntt RReeffeerreennccee SSyysstteemm</p><p>HHaavvee bbuuyyeerr ssiiggnn ccoonnttrraacctt;; rreevviieeww wwiitthh lleeggaallCCoonnttrraacctt TTeemmppllaattee</p></li><li><p> Copyright SiriusDecisions. All Rights Protected and Reserved. 3</p><p>to any relevant training resources, including a learning management sys-</p><p>tem with e-learning courses, downloadable content or the ability to reg-</p><p>ister for scheduled courses.</p><p>In addition, provide links to relevant competitive intelligence, and</p><p>access to SMEs via email, an HTML page with a discussion thread or other</p><p>social media tools. Include the ability for reps to provide feedback, as well</p><p>as the steps, activities, and assets created through hyperlinks. Finally,</p><p>clearly indicate any assets that are for internal use only.</p><p>FIVE: DEPLOYMENT</p><p>Building a terrific sales playbook does not guarantee that sales reps will</p><p>use it. We encourage deployment to your first-line managers initially,</p><p>allowing them to train their reps on the playbooks; managers training</p><p>can be conducted via Web conference. Managers should be given a thor-</p><p>ough demo of the playbook, a script to follow when they launch it for</p><p>their reps, and tips on how to use it as a coaching tool. The key benefits</p><p>to this approach are that reps tend to take instruction better from their</p><p>managers (feeling that if its important to them, it must be relevant) and</p><p>getting managers to be the change agents by using the playbook as a</p><p>coaching tool.</p><p>As with a sports playbook, the ability to effectively execute a play</p><p>will depend on the skills and abilities of the players. If you build a play-</p><p>book to help salespeople call on financial decisionmakers, but have not</p><p>prepared them with the skills and knowledge required, they will fail.</p><p>Conduct playbook deployment with an eye on required rep development,</p><p>using playbooks as a part of broader training engagements.</p><p>THE SIRIUS DECISION</p><p>Playbooks truly are a living document, and must be continually updated</p><p>as new assets become available and changes occur in the selling environ-</p><p>ment. Encourage feedback from the field, leveraging best practices and</p><p>field-created content to augment existing playbook assets. The message</p><p>to your sales reps should be loud and clear: The ultimate owner of the</p><p>playbook is you.</p><p>C A T E G O R Y : S A L E S E F F E C T I V E N E S S</p></li></ul>