1. Chapter 9: Prospecting
1.1. GOAL:
1.1.1. Each Sales Rep has a steadily increasing pipeline of prospects in your target market, and they close at a predictable rate.
1.2. Ideal Customer Profile (ICP)
1.3. Who are your prospects?
1.3.1. Have Already Bought From You
1.3.2. Will Buy From You
1.3.3. Will Buy, But Not From You
1.3.4. Might Buy From You
1.3.5. Won't Buy
1.4. The Fat Man Relay and Sales Prospecting
1.4.1. Research (DETAILS)
1.4.1.1. Determining who to reach out to and what to say
1.4.1.2. Vertical Integration
1.4.1.3. Insourced Research Function
1.4.1.4. Outsourced Research Function
1.4.2. Outreach (AGGRESSIVE)
1.4.2.1. Physically and virtually reaching out to prospects
1.4.2.1.1. Yes / No / Weird
1.4.2.2. Personalized Outreach
1.4.2.2.1. Real vs. Fluff
1.4.2.3. Generic Outreach
1.4.2.4. Have Pain Will Listen
1.4.2.5. The Holy Grail = PATTERNS
1.4.3. QUALIFY
1.4.3.1. Ask Questions
1.4.4. Prospecting Efficiency
1.4.5. Division of Labor
1.4.6. Negative Goals
1.4.7. Always Winning - Something - At Some Point
1.5. SOCIAL MEDIA
1.5.1. SPAM
1.5.2. Social Selling
1.5.3. Writing Content
1.5.4. Commenting On Content (OPC)
1.5.5. Sharing Content
1.5.6. Arguing
1.6. COMPETITORS
1.6.1. Stealing A List?
1.6.2. Competitor Websites
1.6.3. Review Sites
1.6.4. Press Releases
1.7. EVENTS - Attendee Lists
1.8. REFERRALS
1.9. PATTERNS - TARGETS- CLOSING
1.10. METRICS
1.10.1. Each salesperson has enough qualified leads to keep pipeline full
1.10.2. Referral asks are measured as a prospecting activity
1.11. PLAYS
1.11.1. Develop a definitive ICP and confirm that everyone in your company is on the same page
1.11.2. Create a market MAP and focus the sales team on prospects who "Might buy from you"
1.11.3. Create specialized roles between research and outreach - unless you are lucky enough to find someone who is GREAT at BOTH
1.11.4. Implement "negative goals" to motivate your team
1.11.5. Get the whole team "social selling" and completing a daily checklist
1.11.5.1. Is YOUR team promoting your day/time at the table?
1.11.6. Build a prospect list of your competitors' customers and prospects
1.11.7. Create a culture of referral generation
2. Chapter 10: Closing
3. Chapter 11: Customer Success
3.1. GOAL
3.1.1. Existing customers are buying more and making hig-quality referrals
3.2. Customers - Your Best Lead Generation Tool
3.3. Referral vs. Recommendation
3.4. TACTICS
3.4.1. Cowork a tradeshow
3.4.2. Get Someone a Speaking Engagement
3.4.3. Comb LinkedIn Connections
3.4.4. Cohost a Webinar
3.4.5. Meet their Coworkers
3.4.6. Find Former Employees
3.4.7. Coauthor a Case Study
3.5. UPSELLS
3.6. COSELLS
3.7. RENEWALS
3.8. METRICS
3.8.1. Upsell quota attainment
3.8.2. Cross-sell quota attainment
3.8.3. Net Churn
3.8.4. Referrals are measured as a prospecting activity
3.9. PLAYS
4. Chapter 12: Hiring + Career Paths
4.1. GOAL
4.1.1. Top performers stay and grow, and non-performers are terminated (or not hired inthe first place)
4.2. HR - Enablement = Make It Efficient
4.3. Engage External Recruiters
4.4. Use a Modern Applicant Traking System (ATS)
4.5. Pay for Assessments
4.6. Offer Significant Referral Fees to Employees
4.7. If Best Salespeople Leave, Other Top Performers Will Follow
4.8. Grow and Retain Rock Stars
4.9. SEVEN Ways to Tell if a Slaes Rep is ABout to Quit
5. Chapter 13: Channel Partners
5.1. GOAL
5.1.1. All customer-facing employees working at channel partners can speak about your product and close deals with the same skill as your internal employees.
5.2. Preexisting relationships
5.3. Geographic Diversity
5.4. Channel Partners Aren't People
5.5. Managing Competing Priorities
5.6. Channels Are For Sale
5.7. Metrics
5.7.1. % of partner organizations meeting revenue goals
5.7.2. Net Churn of Partner-Generated Customers
5.7.3. Partner Generated Revenues
5.8. Plays In Brief
5.8.1. Develop a strong partner channel
5.8.2. Account for competing priorities and ensure that your product receives adequate focus
5.8.3. Assess your ability to execute on a channel strategy before investing too many resources
6. Chapter 14: Sales Manager Enablement
6.1. GOAL
6.1.1. Sales managers are a multiplying force that coaches reps to success without having to jump into the activity themselves.
6.2. Functions of a Sales Manager
6.3. 5 CORE COMPETENCIES
6.3.1. Accountability and Administration
6.3.2. Coaching
6.3.3. Mentoring
6.3.4. Hiring and Training
6.3.5. Leadership and Motivation
6.4. Manager or "Super Closer"
6.5. Where's the Vice President?
6.6. METRICS
6.6.1. Team Performance against each KPI
6.6.2. Employee Retention
6.6.3. All team members have egularly scheduled and attended coaching meetings (1-1's)
6.6.4. Team is able to close typical deals independent of sales manager
6.7. PLAYS IN BRIEF
6.7.1. Assess your managers across the five core competencies outlined in this chapter
6.7.2. Make certain that your sales managers are managing your reps and developing superstars
6.7.3. Ensure that managers are not super-hero closers
6.7.4. Confirm that all managers are set up for success with the proper management training and ongoing professional development
7. Chapter 15: The Sales Enablement Position
7.1. GOAL
7.1.1. Try not to make one person handle all the responsibility for the sales enablement process.
8. Chapter 16: The #1 Sales Enablement Tool
9. Chapter 17: The Future of Sales Enablement
10. Chapter 1: The Evolution of Sales Enablement
10.1. 1980's
10.1.1. Peddlers to consultants
10.2. 1990's
10.2.1. Information and discourse
10.3. 2000's
10.3.1. Sales support, relationships, SEO, CRM, Tracking
10.3.2. B2B became accessible to all
10.4. Sales Tech Landscape
10.5. Data Silos
10.6. Sales Enablement is not a position, it's an ecosystem
10.7. PLAYS
10.7.1. Create culture that views SE as an ecosystem
10.7.2. Develop goals for departments for enabling sales and avoid disablement
10.7.3. Define metrics tracking success of enablement activities
10.7.3.1. 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.
10.8. MOVIES
11. Chapter 2: Defining a Sales Process
11.1. "A set of clearly defined steps and methods of communication between a company and its prospects."
11.1.1. Too much process kills sales teams - but - without process, sales teams die.
11.2. Why is process bad?
11.3. What is the right amount of process?
11.3.1. Clear stages
11.3.2. CRM
11.3.3. Tech Stack
11.3.3.1. Tech Stack Integrations
11.3.4. Product Editions
11.3.5. General Messaging
11.3.6. Demo Scripts
11.4. Process Maturity
11.4.1. Humming
11.4.2. Experimenting
11.4.3. Thrashing
11.5. Stages in Sales Process
11.5.1. Transactional
11.5.2. Advanced
11.5.3. Complex
11.6. Stage Exit Criteria
11.7. CRM - Land Mines
11.8. KPI's Reporting and Analytics
11.9. Garbage Time
11.10. METRICS
11.10.1. Conversion ratios - state to stage
11.10.2. Experiments are run scientifically or mathematically (Stats)
11.10.3. Accuracy of reports from CRM
11.11. PLAYS
11.11.1. Audit current state of process. If not "Humming" - develop experiments to get there and grow.
11.11.2. Develop and implement exit stage criteria
11.11.3. Understand and watch for CRM landmines like complexity
11.11.4. Develop sales analytics in conjunction with improving implementation of your CRM
12. Chapter 3: Onboarding New Hires
12.1. Goal: Aggressively reduce new-hire ramp up time - phone day 2 if coming in experienced.
12.2. How much work is Onboarding?
12.2.1. Newbie vs. Experienced
12.3. Onboarding Goals - Planning for Outcomes
12.4. Training within the Sales Process
12.5. Why a Whiteboard?
12.6. What's the Key Here?
12.7. Whiteboard Demos Sound Hard!
12.8. METRICS
12.8.1. Time to first deal or conversion (SDRs)
12.8.2. Time to Quota attainment
12.8.3. Time to consistant quota attainment
12.8.4. % of team who competently conduct a whiteboard demo
12.9. PLAYS
12.9.1. Document and implement onboarding program towards day 2 sales calls. measure success weekly.
12.9.2. Require "whiteboard demo" certifications for all sales reps
13. Chapter 4: Sales Training
13.1. Goal: External sales consultant calls your company, THEY should disqualify you as a prospect because everyone on your team is a sales expert.
13.2. Sales Methodology vs. Sales Process
13.3. What are my options?
13.4. How to implement a Methodology
13.5. Why junior Sales Reps Fail
13.6. Annotate Discovery Notes
13.7. Let Them Close (Bigger) Deals
13.8. Stimulate Deals
13.9. Training That Doesn't Work
13.10. Mistakes to Observe and Address
13.11. Involve Sales Reps in your Company Buying Process
13.12. New Accounting Software
13.13. Reflection
13.14. The Alternative
13.15. Training Need Not be Universal
13.16. Three Enablement Plays to Turn Salespeople into Businesspeople
13.16.1. Microsoft Excel
13.16.2. Contact Review
13.16.3. Coaching
13.17. METRICS
13.17.1. All reps demonstrate sales methodology adherence and competence
13.17.2. Sales methodology is integrated into the CRM
13.17.3. The existence of a formalized training program
13.17.4. VP of Sales sits in/reviews a sampling of sales calls run by rep and approves
13.18. PLAYS
13.18.1. Implement a formal sales sales methodology, not just tactics
13.18.2. Develop strategy to train and coach reps to ensure consistent improvement
13.18.3. Involve reps in buying process or enable to experience the role of their prospect
13.18.4. Create a culture of failing quickly as apart of the learning process
13.18.5. Design a program to turn your salespeople into businesspeople
14. Chapter 5: Who's Your Buyer?
14.1. 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.
14.2. What Do Your Buyers Do?
14.3. What is their Pain?
14.4. How Do You Win?
14.5. Entry Level Reps and the Challenger Sale
14.6. METRIC
14.6.1. Each salesperson can fill out "what they do" "their pain" and "how we win" for each buyer persona
14.7. PLAYS
14.7.1. Have each sales rep write a sample job description for each of their buyer personas
14.7.2. Develop "what they do" "their pain" and "how we win business" MESSAGING for each buyer persona
14.7.3. 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"
15. Chapter 6: Product Training
15.1. GOAL: All salespeople are demo certified for each persona and use case in their market
15.2. Two Training Tracks
15.3. Focus on their pain
15.4. Pricing
15.5. Product Demo Certification
15.6. METRICS
15.6.1. % conversation from demo to next stage
15.6.2. % reps who are demo certified
15.6.3. Gross Profit Margin (GPM)
15.7. PLAYS
15.7.1. Develop product training that simply gets sellers ready to talk to prospects
15.7.2. 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
15.7.3. Ensure that pricing is consistent
15.7.4. Confirm that sales reps are capable of talking about money
15.7.5. Conduct a demo certification with each sales rep that has an expiration date that management tracks
16. Chapter 7: Tools
17. Chapter 8: Content
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.