Welcome to the Enterprise Sales handbook page!
The Enterprise Sales department is part of GitLab Sales and includes both Large and Public Sector sales teams. The sales field in Enterprise is made up of Strategic Account Leaders (SALs) who collaborate closely with their deal team (Inside Sales, Customer Success, Sales Development, Channel & Alliances and more) and work across functions to deliver maximum value to strategic and large prospects and customers throughout their entire journey with GitLab. When thinking about 'what good looks like' in this department, refer to your job family, the field competencies, and our GitLab values.
Besides this page, there are a few bookmarks you’ll want to set that will be your main sources of truth during your everyday work. These are:
The SAL playbook is how a typical, high-performing SAL runs their business on an annual, quarterly, monthly, and weekly basis. Use it as a guide to understand the basics of what key activities and collaboration points are required for things to run smoothly in your territory. This includes collaborating with your deal team. This playbook aligns directly to the manager version used by Area Sales Managers in Enterprise Sales.
Every Strategic Account Leader in Enterprise Sales should have a plan for how they're approaching their patch. The first step is to create a sales territory plan: a collaborative, workable plan for targeting the right customers and implementing goals for income and consistent sales growth over time. It’s usually done annually and updated throughout the year. Your MVP territory plan will help you prioritize your accounts and is then followed by creating account plans for those accounts. View the template and worksheet in our internal handbook.
Pipeline management is key to predictable, scalable revenue attainment and can make the difference between simply hitting your number and overachieving. It helps you allocate your time correctly, increase deal velocity, and increase total deal volume, size, and revenue through accurate forecasting practices.
The Enterprise Sales Stages Criteria defines activities and exit criteria for each stage and serves as a roadmap for moving a deal from discovery to closed won (or qualified out quickly). The following process is specific to the Enterprise Sales team.
How to use it: As you move a deal through the pipeline, the Enterprise Sales Stage criteria defines activities and exit criteria for each stage and serves as a roadmap to getting a deal from discovery to closed won (or qualified out quickly). Use it to help you validate your opportunity and forecast it correctly. This guidance gives definitions for each stage, tells you who might be involved on your team, what activities are typically done in each stage, and what is required before you can move it further in the pipeline.
Plus, resources for pipeline management: At the bottom of each stage in the detailed spreadsheet, you'll also see major strategic resources that can help you be successful during each milestone of a deal - from prospecting to transitioning to a the post-sales team. For operational resources, head to the general sales page up top. For commonly used sales assets like marketing plays and pitch decks, head to the marketing resources handbook page.
Also view the below guidance on the Sales Prospecting handbook page.
Generally, surprises - whether in the form of sudden, major deals or sudden, major losses - are a bad thing. We have to strive to create predictable results. At first, this seems like trying to predict the vast unknown. But if you have a strong strategy in place for your pipeline, you’ll be able to see exactly how your year will turn out well before it happens. This means better, more reliable forecasts and less stress for you on whether you’ll meet that target.
Validate, validate, validate. Effective qualification is just the first step. As you invest in a prospect, it’s important to continuously validate the opportunity throughout the sales cycle and make sure it can deliver results for you and that we are the effective solution for the prospect.
Use data to validate your opportunities. If you’re making big bets because you ‘hope’ a prospect will change their mind it’s a sign that you need to go back to the validation process:
Keep your opps squeaky clean: Pay attention to how long something has been sitting in a specific stage, and close it out when the time is right. For a tech company, the average strategic deal takes 6 months to a year to close. While it’s normal for an opportunity to sit, holding it prevents another team (or other resources) from helping it progress.
Holding hurts our prospective customers because while they’re sitting there, they aren’t getting any real value from us (and likely to get more value from a competitor). It’s for their benefit that we push deals along or move them to close.
If you don’t have access to the items below and believe you should, open an Access Request.
Executing your strategy
Understanding your business View internal data resources in our internal handbook for Territory Planning here.
Understanding your customers current product usage
View the Commercial Sales Playbook here.