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Sales Handbook

Reaching the Sales Team (internally)


On this page


Quick Reference Guide

GETTING STARTED SALES PROCESS FIELD OPERATIONS
Getting Started
* Sales Tools
* Team Org Chart
* Team Structure and Roles
* Territories
* Team Org Chart
* Bi-Weekly WW Field Sales Call

Fundamentals
* Account Ownership Rules of Engagement
* Parent-Child Accounts
* Opportunity Stages
* Record Ownership
* Forecasting Definitions and Processes
* Associating Emails to Salesforce
* Additional Metrics and Definitions
Commissions

Top of the Funnel
* See the Marketing section

Early-to Mid-Stage
* Opportunity Types
* Opportunity Naming Conventions
* How to Create an Opportunity
* MEDDPICC qualification
* Additional Discovery Questions
* GitLab ROI Calculator
* Technical Evaluation/Proof of Concept Guidelines
* Creating a Quote in Salesforce
* Quote Approval Matrix
* Delivering a Quote via Sertifi

Late Stage
* Submitting an Opportunity for Approval
* EULA Generation (Coming Soon)
* Licensing and Provisioning (Coming Soon)

Post-Sales Processes
* Renewing/Amending a Subscription
* True Ups
* Contract Resets (Coming Soon)
* Consolidation of Subscriptions (Coming Soon)
Field Operations Homepage (Coming Soon)

Sales Operations (Coming Soon)

Sales Systems (Coming Soon)

Sales Strategy and Analytics (Coming Soon)

Sales Enablement Resources
* GitLab University
* Sales Skills Best Practices
* Sales Training
MARKETING PRODUCT FINANCE
Marketing Resources
* GitLab Messaging
* Lead Gen Content Resources
* Routing Rules
* Lead and Contact Statuses

Product Marketing
* Product Marketing Handbook
* Product Marketing Manager Assignments
* Customer-Facing Presentations
* Print Collateral
* Sales Collateral Google Drive

Sales Development
* Sales Development Handbook

Business Development
* How to BDR

Product Resouces
* Product Team Handbook
* Engaging Product Management
* Asking Questions/Giving Feedback on a Feature
* Product Categories
* Other Product Handbook Pages
Finance Processes
* Deal Desk: Assistance with Quotes
* Deal Desk: Approval Process
* Sending a Quote to Zuora
* How to Initiate a Refund

Legal Processes
* Legal Page
* Engaging Legal in Deals

Business Operations Resources
* Business Operations Handbook
* Data Team Handbook
* Data Quality Process
* IT Ops Handbook
* Access Requests
CUSTOMER SUCCESS OTHER RESOURCES  

Customer Success Resources
* Customer Success Groups
* How to Engage a Solutions Architect
* Account Planning Template for Large Accounts
Other Sales Topics in Handbook
* FAQ From Prospects
* Client Use Cases
* Dealing with Security Questions From Prospects
* How to conduct an executive meeting
* CEO Preferences when speaking w/ prospects/customers

Sales Resources Outside of the Sales Handbook
* Resellers Handbook
* Customer Reference Sheet
* GitLab Support Handbook
* GitLab Hosted
 

Sales Tools

Tools that you will use in your day to day workflow, to see a complete list &/or for Contact/Admin details please see full tech stack table on the Business OPS page.

Team Structure & Roles

See the GitLab org chart.

Reporting into the Chief Revenue Officer (CRO) are the:

Initial Account owner - based on segment

The people working with each segment and their quota are:

  1. Large: Strategic Account Leader (SAL)
  2. Mid-Market: Mid-Market Account Executive (MM AE)
  3. SMB: SMB Customer Advocate can close SMB deals directly by referring them to our self-serve web store or assisting them with a direct purchase.

Holdover Accounts when a SAL is promoted to Area Sales Manager

In advance of a SAL being promoted to an ASM, the SAL may choose as holdovers for 3 months from their promotion effective date opportunities which are greater than or equal to all of the following Salesforce opportunity characteristics: $100k IACV, Stage 3, 50% Probability, provided that the opportunity attributes are established in good faith. The holdover accounts must first be approved by the VP, Enterprise Sales and then documented with Sales Operations no later than the promotion effective date. The new ASM is expected to spend less than 25% of their time as an ASM managing the holdover accounts and is required to proactively incorporate the receiving SAL into the account so the transition is minimally disruptive to the account and maximizes GitLab’s opportunity to best serve the customer. Each individual holdover account will be fully transitioned to the receiving SAL on the opportunity close date (won or lost), 3 months following the promotion effective date, or upon the new ASM’s discretion, whichever comes first. Any opportunity which meets the listed qualifications and is closed won during the holdover period will result in commission credit to the ASM equal to the commission they would have received under their most recent SAL compensation plan. There will be no additional stacked ASM payout, although it will retire ASM quota. The receiving SAL will receive no quota or commission credit.

Operating Rhythm - Sales Meetings, Presentations, Forecasting and Definitions

Bi-Weekly Monday Sales Call

  1. We start on time and do not wait for people.
  2. If you are unable to attend, just add your name to the list of "Not Attending".
  3. When someone passes the call to you, no need to ask "Can you hear me?" Just begin talking and if you can't be heard, someone will let you know.

Weekly Thursday Sales Enablement Call led by Product Marketing

Sales Group Conversation

Weekly Forecasting

The Regional Director/Vice President of each team will establish weekly due date/time for your forecasts submissions. The RD/VP will be responsible for using your data for forecast the following:

Please watch the following videos on how to submit your IACV forecast and your Renewal ACV forecast. The following sections provide you with additional information on our forecasting methodologies and practices.

Forecast Category and Renewal Forecast Category Fields

Default Salesforce Stage to Forecast Category and Renewal Forecast Category Mapping

Opportunity Stage Default Forecast Category Renewal Forecast Category
00-Pre Opportunity Omitted NULL
0-Pending Acceptance Omitted Commit
1-Discovery Pipeline Commit
2-Scoping Pipeline Commit
3-Technical Evaluation Pipeline Commit
4-Proposal Best Case Commit
5-Negotiating Commit Commit
6-Awaiting Signature Commit Commit
Closed Won Closed Closed
8-Closed Lost Omitted Omitted
9-Unqualified Omitted NULL
10-Duplicate Omitted NULL

Forecast Categories Definitions

There are two types of categories we review when your forecasts are pushed to Clari:

Overriding Forecast Categories

Early in a quarter, you may not have many opportunities in Stage 4 and beyond (Best Case and up). With that in mind, you will have the ability to override the Forecast Category and Renewal Forecast Category for your opportunities in both Salesforce and Clari.

In Salesforce, go to the Opportunities Home tab:

  1. Select either the My Forecast opportunity list view OR the My Forecast report.
  2. Click on the Opportunity Name of the record you want to update.
  3. Change the Forecast Category and/or Renewal Forecast Category fields.
  4. Click Save.

In Clari, you will update records individually via Opportunity tab:

  1. Select the CQ: Open Deals, CQ: Commit Deals, CQ: Best Case or CQ: Open Renewals view
  2. You can update the opportunities directly within the opportunity grid. Just to to the field you want to update and double click.
  3. Click on the row of the opportunity you want to edit. On the right, you should see additional details (if you don’t, click on the Toggle Details button).
  4. In the Details tab, scroll to Forecast Category and double-click the field to edit. Select the desired category.
  5. Click Save.
Advantages to Updating Opps in Clari

In Clari, we have provided a simplified layout meaning that we have designed the Details tab to include the most important fields that an RD/VP will review when determining whether they will include your opportunity in their regional forecast. Purchasing Plan, MEDDPICC, Next Steps are atop this simplified layout. You won’t have to navigate through various sections of Salesforce to enter the most important details. What's more is that sales leadership will use this exact same view when reviewing your opportunities. So while you might be more familiar with updating opportunity records in Salesforce, over time, you should find updating in Clari will prove much more convenient.

Forecasting and Sales Leaders

If you are a Sales Leader, will have additional access to the Forecasting Tab in Clari. You will see four tabs:

Reviewing Forecasts

On the right of each tab, you will see a Toggle Details button. You can click on this to expand the list of opportunities in the selected forecast category.You will have three options:

Click on the radio button for the type of opportunities you want to see (normally for forecasting calls with AEs, you will select “Open”). Then click “View Deals” to go to a full list of opportunities.

To overwrite your regional forecast:

  1. In Clari, go to the Forecasting tab.
  2. Go the tab of the metric you want to forecast (Gross IACV or Renewal ACV).
  3. Go to Commit and override the value.
  4. Add a note on why the adjustment made.
  5. Repeat this process for Best Case.
  6. Click Save.

Forecast Terminology

Please use these terms correctly and don't introduce other words. Apart from the above the company uses two other terms:

Definitions

Customers

We define customers in the following categorical level of detail:

  1. Subscription: A unique subscription contract with GitLab for which the term has not ended. As customers become more sophisticated users of GitLab the number of subscriptions may decline over time as Accounts and Parents consolidate subscriptions to gain more productivity.
  2. Account: An organization that controls multiple subscriptions that have been purchased under a group with common leadership. In the case of the U.S. government, we count U.S. government departments and major agencies as a unique account.
  3. Parent: An accumulation of Accounts under an organization with common ownership. In the case of the U.S. government, we count U.S. government major agencies as a unique parent account. (In Salesforce this is the Ultimate Parent Account field)

Because "customer" can have three different meanings whenever customer is used in presenting data it must be qualified by the type of customer. The default description is parent. When the default is used no further description is required. When account or subscription is being reported then the title or field description on the chart must be added to call out the basis for reporting. Metrics that are based on customer data should also carry a clarifying description.

Customer Segmentation

Customer segmentation follows the segmentation as laid out in the Business Operations Handbook at the Parent Account level.

Customer Counts

  1. Subscriptions: Given that subscriptions can consolidate, fan out, be renewed, and experience other kinds of transformations over time, counting subscriptions are less straightforward than counting accounts. The core principle is: if a subscription was active at any point in time in the proposed timeframe, it is counted as active.

  2. Accounts and Parents: If an account was active at any point in time during the proposed timeframe it is counted as active. For example, an account that is active from March 2019 to May 2019 but is inactive from June 2019-on is counted for CY2019, FY2020 (which runs from February 2019-January 2020), FY20-Q1, and FY20-Q2; it is not counted in FY20-Q3 or FY20-Q4.

Specific Examples of Subscription Counts (Click to expand)
  • Non-renewal: A subscription that is active from March 2019 to May 2019 but is inactive from June 2019-on is counted for CY19, FY20 (which runs from February 2019-January 2020), FY20-Q1 (Feb-April 2019), and FY20-Q3 (May-July 2019); it is not counted in FY20-Q3 or FY20-Q4.
  • Standard renewal: A subscription that is active from March 2019 to May 2019 and is renewed in June 2019 with a single subscription will have a total number of 1 subscriptions at all points in which it is counted.
  • Consolidation: Two subscriptions are active under one account from March 2019 to May 2019. In June 2019, they are consolidated into one subscription. (The use of "consolidation" does not imply a smaller subscription, just that there are now fewer subscriptions.) In April 2019, the count of active subscriptions for that month will be 2 subscriptions. In July 2019, the count of active subscriptions for that month will be 1 subscription; at the same time, in July 2019, the count of active subscriptions for the month of April 2019 will be updated to reflect 1 given the consolidation. Once subscriptions are consolidated, they will count as 1. The historical count of subscriptions will go down as subscriptions are consolidated.
  • Fan out: One subscription is active under one account from March 2019 to May 2019. In June 2019, these are cancelled and renewed to two new subscriptions. In April 2019, the count of active subscriptions for that month will be 1 subscription. In July 2019, the count of active subscriptions for that month will also be 1 subscription. For all periods of time, these subscriptions will count as one.
This method of counting subscriptions may understate the number of active subscriptions active at any given point in time. This approach to counting reduces complexity and scale, makes clear we are never overstating subscriptions, and makes the counting process straightforward.

Annual Recurring Revenue (ARR)

MRR times 12

ARR by Annual Cohort

ARR can be sliced many different ways for analysis. In the ARR by Cohort analyses, we look at ARR (as defined above) by the Fiscal Year Cohort. That analysis can be found on the Retention Dashboard.

Monthly Recurring Revenue (MRR)

Monthly recurring revenue from subscriptions that are active on the last day of the month plus (true-ups/12).

Subscription data from Zuora is the sole source of tracked MRR. The MRR value for a given month is based on the rate plan charge that is active on the last day of the month. True-up revenue is divided by twelve and added to the subscription MRR for the month it was charged.

Note that MRR values can change on a regular basis. The primary causes are customers updating, renewing, or canceling their subscriptions in a month different from when the original subscription ended. Updates increase and decrease the MRR values for all previous months of a subscription. Renewals increase MRR for all months since the start of the subscription. Cancellations decrease MRR for all months the subscription was active.

Rep Productivity

The average amount of annualized IACV a native quota carrying sales rep produces in a given month formula: (IACV Gross Bookings / # of native quota carrying reps adjusted for ramp time) * 12 months. See Quota Ramp

Measuring Sales Rep Productivity

The primary metric when measuring rep productivity for only for quota attainment but also for compensation is the Gross Incremental Annual Contract Value (Gross IACV). Is is important to remember that while renewals are not a part of comp or quota attainment, renewing customers is still very important aspect of our business.

Rep Productivity is defined as IACV divided by ____ (SAL vs. MM AEs vs. SMB Customer Advocates).

Average Sales Price (ASP)

IACV per won deal. This metric can be reported against various dimensions (e.g. ASP by customer segment, cohort, sales channel, territory, etc.)

Annual Contract Value (ACV)

Current Period subscription bookings which will result in revenue over the next 12 months. For multiple year deals with contracted ramps, the ACV will be the average annual booking per year.

Incremental Annual Contract Value (IACV)

Value of new bookings from new and existing customers that will result in recurring revenue over the next 12 months less any credits, lost renewals, downgrades or any other decrease to annual recurring revenue. Excluded from IACV are bookings that are non-recurring such as professional services, training and non-recurring engineering fees (PCV). Also equals ACV less renewals. However, bookings related to true-up licenses, although non-recurring, are included in IACV because the source of the true-ups are additional users which will result in recurring revenue. IACV may relate to future periods (within twelve months).

Beg ARR + IACV may not equal ending ARR due to the following reasons:

  1. Timing difference due to IACV that will not start until a later period.
  2. ARR will be reduced by subscriptions that have expired but which may be recorded as a reduction to IACV in a different period (either earlier or later).
How Incremental ACV is Calculated

Incremental IACV can be calculated for new and add on business in the following ways:

Type Opportunity Term Amount/TCV Incremental ACV Explanation
New Business 12 months $120,000 $120,000 New customer signs for less than or equal to 12 months is IACV.
New Business 24 months $240,000 $120,000 New customer signs up for 24 months, so while Amount/TCV is $240,000, only the first 12 months counts towards IACV.
Add On Business 5 months $40,000 $40,000 Existing customer signs for less than or equal to 12 months is IACV.
Add On Business 16 months $16,000 $12,000 Existing customer signs for more than 12 months, so while Amount/TCV is for the entire 16 months at $16,000, only the first 12 months counts towards IACV.

When calculating Incremental ACV against renewal opportunities, we consider the Renewal ACV (please see "How Renewal ACV is Calculated" for more details). In the following scenario, we will look at how IACV is calculated:

Type Opportunity Term ACV Renewal ACV Incremental ACV Explanation
New Business 12 months $120,000 $0 $120,000 New customer signs for less than or equal to 12 months is IACV.
Add On Business 5 months $50,000 $0 $50,000 Customer add on at less than or equal to 12 months is IACV.
Renewal 12 months $240,000 $170,000 $70,000 The IACV from the new and add on business from the previous year total $170,000, while the ACV of the renewal opp is $240,000. The delta is IACV of $70,000.

Note that in the above scenario, while you are only paid for the first 5 months for the upsell, you are paid for the remaining 7 months on the renewal, meaning you are paid the entire 12 month upsell ($120,000 IACV) over two separate opportunities.

Contract Resets/Restarts: this happens when a customer wants to restart their subscription in the middle of term.

Type Opportunity Term Dates ACV Renewal ACV Incremental ACV Explanation
New Business 12 months Jan 1 - Dec 31 $12,000 $0 $12,000 New customer signs for 12 month plan at $12,000 IACV
New Business 9 months Apr 1 - Dec 31 ($9,000) $0 ($9,000) Credit opp: Customer wants to upgrade to $24,000, but also wants to reset their term starting Apr 1
Renewal 12 months Apr 1 - Mar 30 $24,000 $3,000 $21,000 Contract reset is closed. Renewal ACV is only $3,000 ($12,000 - $9,000).

Consolidation of Subscriptions: this happens when a customer wants to combine multiple subscriptions into one. In this case, we would total all current Renewal ACV into a single renewal opportunity.

Type Opportunity Term Dates ACV Renewal ACV Incremental ACV Explanation
New Business (Sub 1) 12 months Jan 1 - Dec 31 $12,000 $0 $12,000 New customer signs for 12 month plan at $12,000 IACV
New Business (Sub 2) 12 months Jul 1 - Jun 30 $12,000 $0 $12,000 New customer signs for 12 month plan at $12,000 IACV
New Business (Sub 2) 6 months Jan 1 - Jun 30 ($6,000) $0 ($6,000) Credit opp: Customer will cancel this subscription for the remainder of term to coterminate their subscriptions
Renewal (Sub 1 + Sub 2) 12 months Jan 1 - Dec 31 $24,000 $18,000 $6,000 Renewal consoildation will take the full 12 months for Sub 1 and the remaining credit for Sub 2 ($12,000 - $6,000).

Splitting Subscriptions: this happens when a customer wants to split a single subscription into multiple subscriptions. In this case, we would split the renewal ACV from the single renewal opp into multiple opportunities:

Type Opportunity Term Dates ACV Renewal ACV Incremental ACV Explanation
New Business 12 months Jan 1 - Dec 31 $12,000 $0 $12,000 New customer signs for 12 month plan at $12,000 IACV
Renewal Business (Sub 1) 12 months Jan 1 - Dec 31 $3,000 $3,000 $0 Customer is taking 1/4 of users and creating new subscription. $3,000 is the renewal ACV from the original $12,000.
Renewal Business (Sub 2) 6 months Jan 1 - Jun Dec 31 $9,000 $9,000 $0 Customer is taking 3/4 of users and creating new subscription. $9,000 is the renewal ACV from the original $12,000.

In the above scenario, the total Renewal ACV of two new renewal opps should total the IACV of the original opportunity.

Gross Incremental Annual Contract Value (Gross IACV)

Value of new bookings from new and existing customers that will result in recurring revenue over the next 12 months. Gross IACV includes true-ups and refunds.

Growth Incremental Annual Contract Value (Growth IACV)

Contract value that increases at the time of subscription renewal

New Incremental Annual Contract Value (New IACV)

Contract value from a new subscription customer

ProServe Contract Value (PCV)

Contract value that is not considered a subscription and the work is performed by the Professional Services team

Total Contract Value (TCV)

The total value of the contract that the customer will pay up front (i.e. within 90 days from close of the deal).

Credit

Lost or lowered contract value that occurs before a subscription renewal or subscription cancellation.

Customer Acquisition Cost (CAC)

Total Sales & Marketing Expense/Number of New Customers Acquired

Customer Acquisition Cost (CAC) Ratio

Total Sales & Marketing Expense/ACV from new customers (excludes growth from existing). Industry guidance reports that median performance is 1.15 with anything less than 1.0 is considered very good. All bookings in period (including multiyear); bookings are equal to billings with standard payment terms.

Downgrade

Contract value that results in a lower value than the previous contract value. Downgrade examples include seat reductions, product downgrades, discounts, and customers switching to Reseller at time of renewal.

Field efficiency ratio

Ratio of iACV vs Sales Operating Expenses (IACV / Sales Operating Expenses). Sales Operating Expenses comes from Netsuite. GitLab's target is greater than 2.

Licensed Users

The number of contracted users on active paid subscriptions. Excludes OSS, Education, Core and other non-paid users. The data source is Zuora.

Life-Time Value (LTV)

Customer Life-Time Value = Average Revenue per Year x Gross Margin% x 1/(1-K) + GxK/(1-K)^2; K = (1-Net Churn) x (1-Discount Rate). GitLab assumes a 10% cost of capital based on current cash usage and borrowing costs.

Life-Time Value to Customer Acquisition Cost Ratio (LTV:CAC)

The customer Life-Time Value to Customer Acquisition Cost ratio (LTV:CAC) measures the relationship between the lifetime value of a customer and the cost of acquiring that customer. A good LTV to CAC ratio is considered to be > 3.0.

Lost Renewal

Contract value that is lost at the time of subscription renewals. Lost Renewals examples include cancellations at or before the subscription renewal date. If you have a customer who is not renewing, you must mark the Stage as 8-Closed Lost.

Magic Number

IACV for trailing three months / Sales and marketing Spend over trailing months -6 to months -4 (one quarter lag) (see the details of this spend, as defined in the Sales Efficiency Ratio). Industry guidance suggests a good Magic Number is > 1.0. GitLab's target is to be at 1.1.

Win Rate

Measurement of closed won opportunities vs the total number of closed opportunities (lost and won) in a given period. GitLab's target is over 30%.

New ACV / New Customers

Net IACV that come from New Customers divided by the number of net closed deals in the current month.

New ACV / New Customers by Sales Assisted

Net IACV that come from New Customers and sold by the field sales team divided by the number of net closed deals in the current month.

Revenue per Licensed User (also known as ARPU)

ARR divided by number of Licensed Users

Self-Serve Sales Ratio

The percentage of total ACV from customers who purchase via the self-service portal. GitLab's target is greater than 30%

Sales Efficiency Ratio

IACV / sales and marketing spend. Sales and marketing spend come from Netsuite; it is all expenses from accounts between 6000 and 6999, inclusive. Industry guidance suggests that average performance is 0.8 with anything greater than 1.0 is considered very good. GitLab's target is greater than 1.

Sales Qualified Lead (SQL)

Sales Qualified Lead

Late Stage Pipeline

The IACV of all open opportunities currently in the stages of 4-Proposal, 5-Negotiating, and 6-Awaiting Signature.

Total Pipeline

The IACV of all open opportunities.

Renewals (ACV)

The value of previously closed Won ACV that is up for renewal. Renewal ACV should not include ACV from Professional Services or True-Ups.

How Renewal ACV is Calculated

Renewal IACV can be calculated in the following ways:

Type Opportunity Term Amount/TCV Incremental ACV Explanation
New Business 12 months $120,000 $120,000 New customer signs for less than or equal to 12 months is IACV.
Add On Business 5 months $40,000 $40,000 Existing customer signs for less than or equal to 12 months is IACV.

In the above case, the renewal ACV will be $160,000. Any delta from this number will result in a positive or negative impact to IACV.

True Ups: Remember that true-ups are NOT included in the Renewal ACV of a renewing customer, even though they are classified as IACV. Let's look at the scenario below:

Type Opportunity Term Amount/TCV Incremental ACV Explanation
New Business 12 months $48,000 $48,000 New customer purchases 1,000 Starter Seats
First Renewal 12 months $96,000 $48,000 Customer renews the 1,000 Seats, but also has a true up for 500 users. They also need to purchase 500 seats for the following term, so the IACV is $48,000
Second Renewal 12 months $48,000 $0 On the second renewal, there is no growth from the 1,500 users, and since we are not including true ups in the Renewal ACV, the IACV is $0 (and not -$48,000 if we included true ups)

Renewals + Existing Growth

Renewal ACV plus Growth IACV minus (Lost Renewals + Credits + Downgrades)

Upsells/Cross sells and Extensions (IACV)

The value of the first twelve (12) months of any mid-term upgrade.

Closed Deal - Won

A unique deal that is set to Closed Won in SalesForce.

How Sales work with other GitLab teams

Sales Development Representative (SDR)

1:1 pairing with SDR

Customer Success

See our customer success page in the handbook for more details.

Support - Escalation to Support

During the sales cycle potential customers that have questions that are not within the scope of sales can have their queries escalated in different ways depending on the account size:

  1. For Strategic/Large accounts that will have a dedicated Solutions Architect, engage the SA so that they can triage and develop the request.
  2. For questions that you think technical staff can answer in less than 10 minutes, see the internal support section of the support handbook.
  3. If a potential customer has already asked you a question, forward a customer question via email to the support-trials email address. - It's important the email is forwarded and not CC'd to avoid additional changes required once the support request is lodged.

How Support Level in Salesforce is Established

Once a prospect becomes a customer, depending on the product purchased, they will be assigned a Support Level (Account) in Salesforce:

GitLab Self-managed
  1. Premium: Ultimate customers; Premium customers; any Starter customer who has purchased the Premium Support add on
  2. Basic: any Starter customer without the Premium Support add on
  3. Custom: any customer on Standard or Plus legacy package
GitLab.com
  1. Gold: Gitlab.com Gold Plan
  2. Silver: Gitlab.com Silver Plan
  3. Bronze: Gitlab.com Bronze Plan

If a customer does not renew their plan, their account will be transitioned to an "Expired" status.

Product

Who to talk to for what

If a client has a question or suggestion about a particular part of the product, find out here who in the Product team you need to speak to.

Contributing to Direction

Being in a customer facing role, salespeople are expected to contribute to GitLab Direction. Each day we talk to customers and prospects we have the opportunity to hear of a feature they find valuable or to give feedback (positive and constructive) to an feature that there is an issue for. When you hear of feedback or you personally have feedback, we encourage you to comment within the issue, if one exists, or create your own issue on our Issue Tracker. Checking the GitLab Direction page and the Issue Tracker should happen throughout the week.

When you have an organization that is interested in a feature and you have commented in the issue and added a link to the account in salesforce, please follow the process outlined on the product handbook to arrange a call with the product manager and account to further discuss need of feature request.

Requesting Assistance/Introductions Into Prospects from our Investors

We have great investors who can and want to help us penetrate accounts. Each month we send out an investor update and within this update there will be a section called "Asks". Within this section, we can ask investors for any introductions into strategic accounts. To make a request, within the account object in Salesforce, use the chatter function and type in "I'd like to ask our investors for help within this account". Please cc the CRO and your manager within the chatter message. All requests should be made before the 1st of the month so they are included in the upcoming investor update.

If an investor can help, they will contact the CRO, and the CRO will introduce the salesperson and the investor. The salesperson shall ask how the investor wants to be updated on progress and follow up accordingly.

Email Intro

This introduction email is progressive. You can choose to use just the first paragraph or the first two, three, or four depending on the detail you feel is appropriate for your audience.

GitLab is the end-to-end platform used by 10,000+ enterprises and millions of developers. As the world is massively transforming the way software is developed and delivered, 10,000+ enterprises and millions of developers have done so using GitLab.

GitLab is the only single application built from the ground up for all stages of the DevOps lifecycle. Companies including VMWare, Goldman Sachs, NVidia, Samsung, and Ticketmaster have all transformed and modernized their development process using GitLab. In the process, they have made their software lifecycle 200% faster, reduced QA tasks from one hour to 30 seconds, all while also improving security and making developers massively more productive.

With GitLab, Product, Development, QA, Security, and Operations teams are finally able to work concurrently on the same project. GitLab enables teams to collaborate and work from a single conversation, instead of managing multiple threads across disparate tools. GitLab provides teams a single data store, one user interface, and one permission model across the DevOps lifecycle allowing teams to collaborate, significantly reducing cycle time and focus exclusively on building great software quickly.

From project planning and source code management to CI/CD and monitoring, GitLab is a single application for the entire DevOps lifecycle. Only GitLab enables Concurrent DevOps to make the software lifecycle 200% faster. Some additional detail is linked below:

GitLab Sales Process

Capturing "MEDDPICC" Questions for Deeper Qualification

MEDDPICC is a proven sales methodology used for complex sales process into enterprise organizations. These questions should be answered in the "1-Discovery" Stage of the sales process. These questions will appear in the MEDDPICC Section of the Opportunity layout and will be required for all new business opportunities that are greater than $25,000 IACV.

Standard Implementation Sequence

The GitLab product is incredibly well matched to customer needs. In fact, we almost always earn a customer and grow quickly if they simply 1) give it a real try and 2) understand it. That means our best sales motion is to ensure we accomplish both at the same time. We've learned that a hands-on workshop is the best way to help the customer understand and make good decisions from the first conversation to the first expansion decision to the move to a higher tier and to the renewals down the road. At every step, a workshop is the most efficient and effective way to serve the customer.

Goal for every conversation with a customer:

Sales Motion and Sequence:

  1. Initial conversations: In an early conversation when a customer is still trying to learn about GitLab, agree to a workshop with decision maker and involved team members to learn about end-to-end devops in a hands-on workshop to see what would be possible in their environment and exit with a working example to evaluate and better understand DevOps at 5x speed and better security and quality at the same time.
    1. DELIVER: DevOps Best Practices workshop
    2. Give customer a complete understanding of how their own company could be successful with end-to-end DevOps and GitLab in their own environment
    3. Hands-on setup of GitLab in their own environment => This is now the PoC deployment in place and running
    4. Begin PoC and with framework to measure success and report back on their real-world experience
      • On completion, move to an initial deployment and opportunity to become a customer.
  2. First Purchase: When a successful PoC is completed: _agree to another workshop
    1. DELIVER: Demo of how to use GitLab in their phase 1 deployment. Show the desired end-state to the customer.
    2. Train customer on GitLab best practices
    3. Leave demo with agreed deployment plan, timeline and target results
      • On completion: customer purchases subscription
  3. CI Expansion conversations: If not in the first deployment, as soon as possible agree to a CI workshop
    1. DELIVER: CI best practices workshop, training and hands-on training for customer
    2. Set up shared runners for the customer during the workshop every time. Ensure this is in place before completing the workshop
    3. Schedule CI training for the broader team at the customer
      • On completion: Expand subscription user base as customer gets broader value from use of CI without having to move up in tier
  4. Department expansion conversations: When a customer has great success with GitLab in part of the company but other departments/organizations have not yet adopted: agree to a workshop with the new organization to save them time. In a 4 hour workshop, that new organization can have developers, devops managers, integration teams, etc. all emerge with:
    1. A complete understanding of how their own company has been successful with end-to-end DevOps and GitLab in their own environment
    2. A working example to evaluate real development in their own environment
    3. A framework to measure success and report back on their real-world experience
      • On completion: deploy production users on already implemented instance and ensure all are fully trained and successful.
  5. Up Tier conversations: When a customer is interested in capabilities in a higher tier (security in Ultimate, for example) agree to a workshop so they can see the benefit of end-to-end DevOps with security from the very first commit. These are 1 day workshops and a big investment in our customers' success:
    1. DevSecOps Workshop: Dev, Ops, and Security team members fully understanding DevSecOps and how to implement it. Security automation, auto DevOps, etc. Implement Ultimate in workshop to allow hands-on experience and results.
    2. Kubernetes Workshop: Cloud-native best practices workshop for fully-modern development with fast cycle time and high security and quality. Support our customers to be expert in Kubernetes.
    3. End-to-end DevOps: Using all stages of DevOps. Use remaining stages of GitLab for fastest possible cycle time with highest possible security and quality.
      • In both workshops, deliver a framework to measure success and proof points in agreed cases that are important in their specific context.
      • On success, renew customer on higher tier (Ultimate, in this case) and ensure all users are trained and fully utilizing the new capabilities.

Tracking Proof of Concepts (POCs)

In Stage 3-Technical Evaluation, a prospect or customer may engage in a proof of concept as part of the evaluation. If they decide to engage, please fill in the following information, as we will use this to track existing opportunities currently engaged in a POC, as well as win rates for customers who have engaged in a POC vs. those that do not.

  1. In the opportunity, go to the 3-Technical Evaluation Section.
  2. In the POC Status field, you can enter the status of the POC. The options are Not Started, Planning, In Progress, Completed, or Cancelled.
  3. Enter the POC Start and End Dates.
  4. Enter any POC Notes.
  5. Enter the POC Success Criteria, ie how does the prospect/customer plan to determine whether the POC was successful or not.

Capturing Purchasing Plans

Once you have reached Stage 4-Proposal, you should agree to a purchasing plan with your prospect/contact. This will include a clear understanding of purchase/contract review process and a close plan. This should include actions to be taken, named of people to complete actions and dates for each action. The information captured in this field will be used by sales management to see if the deal is progressing as planned. Delays in the purchasing plan may result in a request to push the opportunity into the following period.

How Sales Segments Are Determined

Sales Segmentation information can be found in the Business Operations - Database Management section.

Export Control Classification, and Countries We Do Not Do Business In

GitLab's Export Control Classification (or ECCN) is 5D992.c. As a consequence of this classification, we currently do not do business in: Iran, Sudan (excluding South Sudan), Syria, North Korea, and Cuba.

Seeing how our customers use GitLab

Adoption - GitLab Usage Statistics

Using GitLab Version Check, GitLab usage data is pushed into Salesforce for both CE, EE and EE trial users. Once in Salesforce application, you will see a tab called "Usage Statistics". Using the drop down view, you can select CE, EE trails or EE to see all usage data sent to Gitlab. Since version check is pulling the host name, the lead will be recorded as the host name. Once you have identified the correct company name, please update the company name. Example: change gitlab.boeing.com to Boeing as the company name.

To view the usage, click the hyperlink under the column called "Usage Statistics". The link will consist of several numbers and letters like, a3p61012001a002. You can also access usage statistics on the account object level within Salesforce. Within the account object, there is a section called "Usage Ping Data", which will contain the same hyperlink as well as a summary of version they are using, active users, historical users, license user count, license utilization % and date data was sent to us.

A few example of how to use Usage Statistics to pull insight and drive action?

Take a look at a Training Video to explain in greater detail by searching for the "Sales Training" folder on the Google Drive.

Open Source users - GitLab CE Instances and CE Active Users on SFDC Accounts

In an effort to make the Usage/Version ping data simpler to use in SFDC, there are 2 fields directly on the account layout - "CE Instances" and "Active CE Users" under the "GitLab/Tech Stack Information" section on the Salesforce account record.

The source of these fields is to use the latest version ping record for and usage record for each host seen in the last 60 days and combine them into a single record. The hosts are separated into domain-based hosts and IP-based hosts. For IP based hosts, we run the IP through a reverse-DNS lookup to attempt to translate to a domain-based host. If no reverse-DNS lookup (PTR record) is found, we run the IP through a whois lookup and try to extract a company name, for instance, if the IP is part of a company's delegated IP space. We discard all hosts that we are unable to identify because they have a reserved IP address (internal IP space) or are hosted in a cloud platform like GCP, Alibaba Cloud, or AWS as there is no way to identify those organizations through this data. For domain-based hosts, we use the Datafox &/or DiscoverOrg domain lookup API to identify the company and firmographic data associated with the organization and finally the Google Geocoding API to parse, clean, and standardize the address data as much as possible.

These stats will be aggregated up and only appear on the Ultimate Parent account in SFDC when there are children (since we don't really know which host goes to which child).

To see a list of accounts by # of CE users or instances, you can use the CE Users list view in SFDC. To filter for just your accounts, hit the "edit" button and Filter for "My Accounts". Make sure to save it under a different name so you don't wipe out the original. These fields are also available in SFDC reporting.

A few caveats about this data:

For the process of working these accounts, appending contacts from third-party tools, and reaching out, please refer to the business operations section of the handbook.

How we use our systems

GitLab Tech Stack

For information regarding the tech stack at GitLab, please visit the Tech Stack Applications page of the Business Operations handbook where we maintain a comprehensive table of the tools used across the company, in addition to a 'cheat-sheet' for quick reference of who should have access and whom to contact with questions.

Collaboration Applications used by Sales

Please use the handbook as much as possible instead of traditional office applications. When you have to use office applications always use Gsuite applications instead of Microsoft Office; for example, Google Sheets instead of Excel, Google Docs instead of Word, and Google Slides instead of Keynote or Powerpoint. Give the entire company editing rights whenever possible so everyone can contribute.

Parent and Child Accounts

When to Create an Opportunity with Software License Fees

Before a LEAD is converted or an OPPORTUNITY is created the following must occur:

  1. Authority
    • What role does this person play in the decision process? (i.e. decision maker, influencer, etc.) OR is this someone that has a pain and a clear path to the decision maker
  2. Need
    • Identified problem GitLab can solve
  3. Required Information
    • Number of potential paid users
    • Current technologies and when the contract is up
    • Current business initiatives
  4. Handoff
    • The prospect is willing to schedule another meeting with the salesperson to uncover more information and uncover technical requirements and decision criteria
  5. Interest by GitLab salesperson to pursue the opportunity. Are you interested in investing time in pursuing this opportunity.

Creating an Opportunity

Opportunities can only be created from a CONTACT record or when converting a LEAD. See the 'How to create an Opportunity' section of the Business OPS handbook.

True up

What is it?

A true up is a back payment for a customer going over their license count during the year.

Why do we use it?

We use the true up model so that the license never becomes a barrier to adoption for the client.

Let's take an example.

A customer takes out a subscription for 100 users. During the year they grow the usage of the server and 200 additional users come on board. When it comes time to renew, they are now up to 300 active users despite the license only being for 100 users.

At this point the customer needs to do two things: they need to renew the license and to add the true up users. The number of true up users in this case is 200. It is the difference between the Maximum Users and the Users in License. This can be found by the customer in their GitLab server by going to the Admin > License area. It will look like this

There is more information below on the steps you need to take, but in this example you would need to update the number of users for the renewal to 300 and add the True Up product to the renewal quote for 200 users. This will create a one time only charge to the customer and in a year's time, they will have a renewal for 300 users.

See here more information on the steps to take for the true up

Note that we make provision for true ups in our standard Subscription Terms Section 5 - Payment of Fees.

Deal Sizes

Deal Size is a dimension by which we will measure stage to stage conversions and stage cycle times of opportunities. Values are IACV in USD.

  1. Jumbo - USD 100,000 and up
  2. Big - USD 25,000 to 99,999.99
  3. Medium - USD 5,000 to 24,999.99
  4. Small - below USD 5,000

Note that we use the same amounts to group customers by ARR.

Associating Emails to Opportunities

Associating emails to Salesforce is a best practice that should be followed by all users. Attaching emails to a Lead, Account, Contact, or Opportunity record are vital for transparency, as any number of team members can review the correspondence between GitLab and the customer/prospect account. It doesn't do anyone any good when all of the correspondence is kept in a user's inbox.

With that said, there are multiple ways that an email can be associated to an opportunity. But before you do that, you must first make sure that the contact record is associated to an opportunity via the Contact Roles object.

First, Contact Roles

To add a Contact Role to an opportunity:

  1. Go to the Opportunity.
  2. Go to the Contact Role related list.
  3. Click 'New'.
  4. Add the Contact.
  5. If this person is your primary contact, click on the 'Primary' radio button.
  6. Add the Role this person plays in the opportunity (Economic Buyer, Technical Buyer, etc).
  7. Repeat the steps, although you can only have one Primary Contact per opportunity.
  8. For more information, you can visit the Salesforce Knowledge Center.

Email to Salesforce

Email to Salesforce allows you to associate emails to Opportunities using an email long email string that associates the email to the contact. To set this up:

  1. Click on your 'Name' on the top right of any page in Salesforce.
  2. Select 'My Settings'
  3. Go to the left sidebar and click 'Email'.
  4. Then click 'My Email to Salesforce'.
  5. Copy the email string.
  6. Go to My Acceptable Email Addresses and make sure your gitlab email address is there.
  7. In 'Email Associations', make sure "Automatically assign them to Salesforce records" is checked.
  8. Check Opportunities, Leads, and Contacts.
  9. In the Leads and Contacts section, make sure to select "All Records".
  10. It is up to you if you want to save all attachments, as well as if you want to receive an email confirmation of an association (my recommendation is yes for the first few weeks to make sure it's working, then you can turn it off anytime).
  11. Click Save.
  12. Go to Gmail and save this email address in a Contact record. A good practice is name it 'BCC SFDC' for first and last name.
  13. When you send any emails from Gmail, you will BCC the "BCC SFDC" contact, which will send the email to long string you copied in Step 5.

Outreach

If you want to associate emails to Opportunities using Outreach, follow these steps:

  1. Go to your photo on the bottom left.
  2. Click Settings
  3. Select 'Plugins' on the left menu.
  4. Select the SFDC (Salesforce) plugin.
  5. Click on 'Contact'.
  6. On the bottom right, enable 'Automatically associate activity with Opportunity'
  7. Click the 'Save' button on the top right.

Salesforce Lightning for Gmail

If you want to associate emails to Opportunities or other records using the Salesforce Lightning for Gmail plug in, follow these steps:

  1. Visit the Chrome Store to download the Salesforce Lightning for Gmail plug in.
  2. Click Add to Chrome
  3. Click Add Extension
  4. Go to Gmail and open the right sidebar.
  5. When you open an email that may contain email addresses from existing leads or contacts in Salesforce, all related records associated to that email (Lead, Contact, Account, Opportunity, and Cases) will appear, and you can select any or all records to related the email to.
  6. For each record you'd like to associate the email to, click on the upload icon for each record.
  7. If you wish, you can include some or all of the attachments to the record as well by clicking the checkbox next to each attachment.

If you have any issues with the setup, please contact the Director of Sales Operations via Slack, email, or SFDC Chatter.

Sales Order Processing

See the order processing page for information and training related to using Salesforce to create accounts, contacts, opportunities, etc.; opportunity reassignments; returning customer creation; and more.

Elevator pitch

Please see our value proposition.

Sales Note Taking

Gitlab is an organisation that is built on contribution and collaboration. These values are not only critical for building a great product, they are critical for building a world class commercial team. Each member of the sales team is expected to create insider notes in Salesforce on accounts and conversations they are involved with. With Gitlab being a remote company, it weighs even more importance on creating and maintaining a culture of great note taking.

Read: How we take notes at Gitlab