Welcome to the Commercial Sales Enablement Handbook Page
Opp Management - Managers check this
Fields that need to be updated at all times
Close date
$ value (by a t-shirt size)
Opportunity name (needs to have tier and user count)
Account tier and tier notes
Primary contact
Next steps
Next Steps Date
Stage
Any activity that’s logged while working the opportunity needs to be attached to the contact and the opportunity
Best Practice is to log an activity in ‘activity history’
For Call activity types, associate the record with the correct contact(s) list and as needed, include (ii) in the record subject to call attention to information inside
Command Plan
This is what you’re going to learn in this course
Here are all the reasons why ppl say they can’t fill in the Command Plan
I haven’t talked to them yet
They didn’t tell me
I don’t know anything about the account/company
I’m going to learn that on the next call
The above are not acceptable reasons not to fill in the required fields listed above.
How to get each of those required fields
Research online
Write the discussion questions you’re going to ask to obtain the info
Qualification Indicators (101)
How to get these - Qual 201
Other SFDC field requirements
Recap on the objections
Review the list and reiterate that they’re not acceptable reasons to not fill out those fields
For more details visit the Account Tiering section on the Commercial Sales Handbook page.
Getting into Accounts That Say They Don't Have a Problem
In Concept
Each of us sales professionals makes a regular decision: where we apply our time. We are trying to optimize the ratio of output to time. Everything we do or work on should be judged by this ratio.
Each of us has a market to go after: note that most of our volumes of contacts to connect with is roughly similar - you either have:
Lots of accounts with less contacts
Or few accounts with many, many more contacts
We in MM and SMB use the Account Tiering fields to effectively show ourselves where we think there is a higher or lower level of this ratio.
Each person writes out a process:
First: come up with a t-shirt size for each account overall, and how far on the journey they are
Find all easily attainable contacts and put in SFDC
Prioritize in order of most likely to speak/reply
Bucket into 3 groups: know nothing, know good info, and not sure value of what i know
Plan the method and type of content for reach out for each group/bucket
ID your ideal client: personally I want some form of intro…
A slow valuable intro is better than most fast, cold connects
Get a 10-15 min connect in whatever way they prefer:
Nice to meet you - how’s it going?
Give your credibility statement.
Ask them if they think there is anyway that GitLab could help.
When they say no, be sad. Then ask what challenges their team or they have.
When they say yes, listen up and begin discovery, then bounce back to qualification to understand if its worth it for them to work on it.
Document all notes and immediately build the most compelling customized deck on why they should try Gitlab
See where the biggest gaps are in the deck, and if you aren’t sure, role play with a colleague on it to see what is missing
ID EXACTLY the info missing to make it somewhat compelling
Go back to your list of contacts and find out who could best get you this info
The tougher, non-intro’d scenario:
Dig in on the persona of the contact info you have so you can reach out in a way that you have 100% confidence that this connect will result in 2-way communication
This can be showing up at an event
It can be somewhat person based
It should never be creepy
Think about how to give first
When coming up with a strategy, think about the specific reason that a person inside that company has NOT offered their contact into to GitLab, and figure out how to get over that single hump
Make sure that you document all:
Notes
Ideas
Internal strategy
Be sure to put in the status of this account in Account Tiering and Tiering Notes so that you can be efficient every time you or another person works on it
When is it Game Over?
It is game over when working on an account reveals information that moves it below another account you are working that surpasses it in terms of value.
Value = Worth (what you will get)/Cost (what you need to put in) x Risk (the chances you predict that your understanding of value and worth are accurate.
Value (in this specific effort) = how much the account is worth this FY/the time you need to get them to spend that amount
