APP Academy: Sales (Virtual Classroom) - slides
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Here are some key things to include in your Sales Kit: - Executive overview presentation - Highlights your company, product, value proposition - Product demo video - Showcases key features and functionality - Data sheets - Detailed product information for different personas - Case studies - Examples of customers successfully using your product - Pricing guide - Clearly outlines your pricing models and options - FAQs - Addresses common questions that may come up in sales conversations - Social media guide - Recommendations for engaging prospects online - Email templates - Boilerplate text for outreach at different stages - Objection handling guide - Prepares reps for common concerns that may be raised The goal is to equip your sales team
APP Academy: Sales (Virtual Classroom) - slides
- 2. Safe harbor Safe harbor statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any such uncertainties materialize or if any of the assumptions proves incorrect, the results of salesforce.com, inc. could differ materially from the results expressed or implied by the forward-looking statements we make. All statements other than statements of historical fact could be deemed forward-looking, including any projections of product or service availability, subscriber growth, earnings, revenues, or other financial items and any statements regarding strategies or plans of management for future operations, statements of belief, any statements concerning new, planned, or upgraded services or technology developments and customer contracts or use of our services. The risks and uncertainties referred to above include – but are not limited to – risks associated with developing and delivering new functionality for our service, new products and services, our new business model, our past operating losses, possible fluctuations in our operating results and rate of growth, interruptions or delays in our Web hosting, breach of our security measures, the outcome of intellectual property and other litigation, risks associated with possible mergers and acquisitions, the immature market in which we operate, our relatively limited operating history, our ability to expand, retain, and motivate our employees and manage our growth, new releases of our service and successful customer deployment, our limited history reselling non-salesforce.com products, and utilization and selling to larger enterprise customers. Further information on potential factors that could affect the financial results of salesforce.com, inc. is included in our annual report on Form 10Q for the most recent fiscal quarter ended July 31, 2012. This documents and others containing important disclosures are available on the SEC Filings section of the Investor Information section of our Web site. Any unreleased services or features referenced in this or other presentations, press releases or public statements are not currently available and may not be delivered on time or at all. Customers who purchase our services should make the purchase decisions based upon features that are currently available. Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements.
- 3. Instructors Michelle Paitich ISV Business Development AppExchange Partner Program John Richter ISV Success Team AppExchange Partner Program
- 4. Virtual Classroom Success! Benefits Pre-Work Live Event Post-Work Discussion Question Panel Parking Lot Quick Polls Vote Early & Often Real-time Feedback Stay Focused Stay Engaged Stay on Time Resources APP Academy (Online) – http://p.force.com/appacademy APP Academy (Virtual Classroom) – http://p.force.com/virtual Partner Portal (Sales Resources) – http://p.force.com/sales
- 5. Quick Poll Have you gotten to First Report? Yes No What is First Report?
- 6. Session Goals • Discover your tools & optimize your ISV Business Org • Learn insider tips for working with your ISV AE • Build a sales team that rocks! • Manage your business processes through automation • Developer a powerful Sales Kit • Understand the sales cycle and formulate your own strategy • Align your sales and marketing teams into one SUPER-TEAM • Plan for Customer Success and work with our direct channel • Drive your team to First Report and beyond!
- 7. APP Academy: Sales (VC) Preparing for Success Driving Success Introduction (Using Your Tools) Sales Strategy Working with your ISV AE Understanding the Sales Cycle Building a Killer Sales Team Driving to First Report Sales & Marketing Alignment Getting to Yes! (Objection Handling) Building a Sales Kit Customer Success Plan Managing Leads Selling with Salesforce (Direct Channel) Break Putting It All Together
- 9. Introduction • Top 5 Areas of Focus • Leveraging Salesforce Resources • Salesforce.com Brand • SUCCESS Methodology • Accelerator • Salesforce1 • AppExchange Marketing Program (AMP) • Sales Resource Page (portal) • ISV Business Org
- 10. Top 5 Areas of Focus – ONLY 2 #1 - What is preventing you from getting to market? #2 - What is preventing you from selling more?
- 11. #1 in Cloud Computing and CRM #1 World’s #1 CRM Cloud Computing Innovation 2011 2012 2013 Market Leader Enterprise, MidMarket, SMB & Sales Force Automation
- 12. Salesforce.com SUCCESS methodology S Start with Discovery U Users Sell for You C Compelling Demos C Connect the Dots E Experience Events S Sell High and Through S Show Them the Money
- 13. The Accelerator Review helps partners grow • Tools, resources, best practices, metrics, mentorship • Scale faster • Exceed revenue goals • Greater brand awareness • Better program alignment Because when our partners succeed, we succeed!
- 14. The ccelerator Program provides a success framework
- 15. Build, Market and Sell Next Generation Customer Apps AppExchange Apps: ISVs Dropbox ServiceMax Concur Evernote Box FinancialForce eVariant DocuSign Xactly More
- 16. Learn More About Salesforce1 Salesforce1 Keynote & Sessions Developer Site Developer Guide Admin Guide App Guidelines (UX) Customer Resources http://p.force.com/salesforce1
- 17. AppExchange Marketing Program (AMP) What is the timing on FY15Q1 AMP? • Spring ‘14 Prospectus Now Available! • Jan 2014: Sales start • Feb–April 2014: Q1 Program Do you qualify for AMP? • Revenue sharing (ISV/OEM) • Average of 4+ star reviews • Minimum # of reviews depends on package level Watch the replay. View the prospectus. Fill out the interest form. http://p.force.com/AMP
- 18. Partner Portal – Sales Resources Accelerate Program Selling Like Salesforce Deep Dive Recordings Sales Kit Resources Objection Handling Strategic Tools Sales FAQ http://p.force.com/sales
- 19. APP Lifecycle Diagram Build Plan Sell Distribute Support Partner website Developer Org(s) Sign up • Partner Portal Access • APP Academy • @partnerforce • Recording Training (LMS) • Support (Create a Case) Test Org(s) Trialforce Management Org Packaging Org Business Review (AE) Security Review ($) Final Contract Review (AE) In the Build phase: 4. Build & Test your app 5. Upload Managed Package 6. pass Security Review In the Distribute phase: 7.Setup TMO - trials, demos, branding 8. AppExchange Listing(s) 9. Order Management Technical Review (TE) In the Plan phase: 1. Join Program 2. Access free resources 3. APP Academy (training) ISV Business Org Operations Review FREE TRIAL • Leads • Licenses (LMA) • Order Management AMP ($) Accelerator Review In the Sell phase: 10. Manage Leads 11. Licenses (LMA) 12. Opportunities • Campaigns • Opportunities • Support Premium Support ($) In the Support phase: 13. Manage Cases 14. Subscriber Console 15. Manage Renewals
- 20. APP Lifecycle Diagram Plan Build Distribute Sell Support ISV Business Org • Leads • Licenses (LMA) • Order Management AMP ($) Accelerator Review In the Sell phase: 10. Manage Leads 11. Licenses (LMA) 12. Opportunities • Campaigns • Opportunities • Support
- 21. What Is (Should Be) In Your ISV Business Org? Leads Campaigns Licenses (LMA) ISV Business Org (Sales Cloud) Orders (COA) Analytics :: Red Hot News :: Customer Stories :: DupeCatcher :: Linkforce :: Salesforce CRM Dashboards :: Service Cloud ($) :: ExactTarget Marketing Cloud ($) Cases Tip: It’s a good idea to have a Certified Administrator on your staff. Subscriber Support (LMA)
- 22. Optimizing Your ISV Business Org (Best Practices) • Get Ready to Sell (setting up COA, LMA, TMO) • Start with 2 free EE licenses • Buying additional licenses (how does it work?) • Who should use the ISV Biz Org (everyone!) • Using Chatter, Reports, Dashboards • Certified Admin can help you optimize your CRM • Free apps (Dream Team, Lead Duping, etc.) • Manage Your Business from your SmartPhone
- 23. ASK Yourself. . . 1. Are you making the most of your resources? 2. Have you been through Accelerator? 3. What’s in your ISV Business Org? 4. Do you have a Certified Admin? 5. Are you managing your business from your phone? Introduction
- 24. Working with your ISV AE
- 25. Working With Your ISV AE • How to find your AE • First point of contact • How/when to engage • Set yourself up for success • Share your pipeline early and often • Share status of deals • Set up a cadence call to review business and technology initiatives
- 26. Working With Your ISV AE - Sales Lifecycle QUALIFY ASSESS STAGE 1 30–60 Days STAGE 2 30–60 Days Discovery Onboarding Tech. Review Pricing Term Sheet CONTRACT STAGE 3 30–60 Days BUILD STAGE 4 0–90 Days Deal Package Security Review Deal Approval AppEx listing Signed Contract Final GTM Plan GTM Plan First Report Accelerator Call 1 IN MARKET STAGE 5 30–60 Days ISV Biz Org Ops Review First Order Accelerator Call 2 FIRST REPORT STAGE 5 Ongoing Sales Enablement Roadmap Business Dev EBC’s
- 27. Engaging with your AE • How to find your AE • • They find you! • • Register as a partner here: http://www.salesforce.com/partners/join/ Log a ticket in the Partner Portal if it’s been a while How/when to engage • The more you communicate, the more your AE can enable you • Throughout the entire APP lifecycle • GTM strategy • Ongoing pipeline review • Large deals with Salesforce customers
- 28. ASK Yourself. . . 1. Who is your ISV AE? 2. Have you worked on a Go-To-Market Plan? 3. When is the last time you met with your AE? 4. What introductions has your AE made for you? 5. When was/is your First Report? 6. Are my AE and I setting each other up for success? Working With Your ISV AE
- 29. Building a Killer Sales Team
- 30. Enterprise Sales Top 2000 Account Families Re la tio n sh ip Salesforce.com coverage model r Ve CMRL – Named CMRL – GEO MM 100 -‐ ~3,500 employees tic Tra ns a cti on al al SMB ESB Desk & Do < 100 Employees
- 31. Sales – Your Core Team 1. Marketing Lead - positioning, messaging 2. VP of Sales - strategy, management, compensation 3. Inside Rep - qualifies incoming leads 4. Account Executive - closer 5. Sales Engineer - custom demos, problem solver 6. Enterprise Business Rep (Outside) - BD, prospecting, no cold calls 7. Customer Success Manager - manage renewals
- 32. Sales Reps 1. Inbound Reps - qualifies incoming leads 2. Outbound Reps (EBR) - BD, prospecting, no cold calls 3. Account Executive - pipeline mgmt., closers 4. Customer Success Manager - manage renewals *Adapted from ‘Predictable Revenue’ by Aaron Ross &Marylou Tyler (2011). All rights reserved. : When 1 persons role includes 20% of another role, it is time to hire a new person
- 33. Read ‘Predictable Revenue’ by Aaron Ross & Marylou Tyler Cold Calling 2.0 Prospecting Best Practices Sales Best Practices Lead Generation and “Seeds, Nets, & Spears” 7 Mistakes CEOs and Sales VPs Make Sales Machine Fundamentals Cultivating Your Talent Leadership & Management www.predictablerevenue.com/book
- 34. August 28, 2009 – Founded Saber Solutions May 2012 – Hired and Built out Marketing December 1, 2011 – first App is released 2009 2010 September 2009 – Became a Force.com Reseller 2011 May 2013 –Participated in Accelerator Program 2012 September 2012 – Hired/Built out Inside Sales April 2013 – Hired EVP of Sales January 4, 2010 – Hired first employee EXAMPLE: Sept/Oct 2013 – Hired 2nd Outside Enterprise Rep July 2012Hired VP of Inside Sales 2013 2014 FY2014 – Budgeted at 45 Employees -$500K in hard Marketing $
- 35. ASK Yourself. . . 1. Do you have both inbound and outbound roles? 2. Do you have clear lead conversion criteria? 3. Who is building your customer demos? 4. Is your EBR paired with your Inside Rep? 5. Do you have a license renewal call down report? Watch “Driving Sales Success” on the Partner Sales page Building a Killer Sales Team
- 36. Sales & Marketing Alignment
- 37. Create Sales & Marketing Success
- 38. How We Align Marketing & Sales Clear Communications About Marketing Regular Calls Shared Goals
- 39. Sales & Marketing Alignment • No & Marketing Alignment Sales silos • Marketing should attend weekly sales meetings • Routinely review lead gen strategy with sales and modify • Test, Test, Test • Incorporate feedback from sales to drive higher quality leads • Conduct targeted marketing to reach specific audiences • Make sure sales team is aware of promotions, campaigns, etc. Watch “Mastering the Direct Sales Model” on the Partner Sales page
- 40. ASK Yourself. . . 1. Do your sales reps know what Campaigns are running right now? 2. Does your marketing manager attend weekly sales meetings? 3. Are you capturing feedback on the quality of incoming leads (in terms of conversion)? 4. Is Marketing making adjustments based on this feedback? Sales & Marketing Alignment
- 41. Building a Sales Kit
- 42. What goes in your Sales Kit? • First Call Deck (including Cloud, Platform, & Product slides) • Data Sheet (Tear Sheet) • Overview and Demo Videos • Email Templates • Social Strategy and Website (lead gen form) • Thought leadership (content curation) • Price Sheet & competitive information • Common objections list (cloud, platform, your product) • FAQs
- 43. Quick Poll How good is your Sales Kit? Our Sales Team has a centralized resource system We have a few of these resources, but not all We’ve got a First Call Deck (sort of?!) We need a Sales Kit?
- 44. ASK Yourself. . . 1. Who is responsible your Sales Kit content? 2. You need your current First Call Deck, where is it? 3. Can your reps name every major competitor, along with strengths & weaknesses of each? 4. Could you send me a link to your video demo right now? 5. What resources position you as a thought leader? Building a Sales Kit
- 45. Managing Leads
- 46. Managing Leads (Filling the Funnel) • Sell like Salesforce: SRs and EBRs • LMA – Hot lead process from AppExchange • Lead Gen Strategy • Clear criteria for qualifying leads (queue) • Touch points (within 24 hours, free trial expiration) • When/how to demo (custom demo with SE) • Lead sources (website, AppExchange, social, networking) • Target List to share with their ISV AE
- 47. Sales Development at Salesforce.com: Two Roles Sales Representative (SR) Enterprise Business Rep (EBR) • Handle inbound leads • Aligned with Account Executives • Qualify opportunities • Generate net new opportunities • Face of salesforce.com • Training ground for future EBRs • Training ground for future AEs • Maximize what is in Salesforce
- 48. SR Success Begins with Investment in Human Capital Recruiting Onboarding Coaching/Training
- 49. ~170 SRs will follow up on over 300,000 leads this year Sales Representatives Lead Drivers Online Marketing Email 3rd Party Lead Gen Programs 1-800-NO-SOFTWARE Offers Free Trial / Demo / Events Account Executives
- 50. Lead Distribution Leads distributed through Round Robin Lead Router • US East and West routers • Lead “Sprinkler” distributes Leads equitably to Reps • Avoid territory equity issues–“Your territory is better than mine” • Manage campaigns more effectively 50
- 51. “First Face to the Customer” Drives Our SR Model • 24 hour turn-around SLA on leads • Create a lead for every response & first SR to “touch” (reach out to) a prospect owns the lead • Five to ten activities before archiving • Lead Statuses used to manage interactions • Open – Working – Converted or Archived • Once Archived, the lead continues to be touched through the Marketing Nurture drip campaign 51
- 52. Rules of Engagement (ROE) Are SR Law • If existing Opportunity, pass to AE • If AE “touch” last 30 days, pass to AE • If EBR “touch” last 90 days, pass to EBR • If SR “touch” last 30 days, pass to SR If none of the above apply WORK THE LEAD 52
- 53. SRs are “Politely Persistent” in their Follow-up Day 1 Email & Phone Call Day 3 Day 10 Day 17 Email & Phone Call Day 30+ Email & Phone Call Email & Phone Call - Thank you for your interest - Voicemail followup - Voicemail followup - Voicemail follow-up - Voicemail followup - Voicemail followup - Initial point of contact to understand your business - When should we connect for a call? - What is a convenient time to discuss possible cost effective ways to utilize our service? - Provide a specific time for a call - Are you still evaluating? - Unsure if we can do business; would like to discuss if our service is in-line with your business needs. - Don’t want to disturb you or fill up your inbox unnecessarily - Assume that you are no longer evaluating our services - Attempt to arrange call Email & Phone Call Day 24 Marketing Nurture - If still interested, let me know
- 54. SRs Use Lead Status Values to Manage Leads Is a “Lead” Not a “Lead” • Open • Bad Data • Working • Personal Interest • Archived – No Interest • Partner Interest • Archived – Future Interest • Existing Contact – Current Oppty • Archived – Non Responsive • Existing Contact – Recent Activity • Qualified – 1-14 • Existing Contact – No Opportunity • Qualified – 15-50 • Qualified – >50 54
- 55. Dashboards Help SRs Understand How they Stack Up 55
- 56. SR Team Managers Drive Behaviors with Dashboards 56
- 57. We Use Dashboards to Manage Accountability
- 58. Our Ultimate Deliverables – Quality Pipe and Revenue 58
- 59. SR Success – People, Process, Accountability Recruiting and Training: Find the right people and invest in their success Rules of Engagement: The Law that rules “SR Nation” Process: Focus on the right leads, efficient and prioritized follow-up Layered Questions: Tell me more about that … Measured Accountability: Dashboard-driven culture Co-opetition: Stack-ranked, be a good teammate, share best practices 59
- 60. The “EBR Machine” Defined We are the HUNTERS! • Dedicated resource for developing territories, flooding pipeline • 110 EBRs covering North America • EBR to AE ratios ~1:3 to ~1:5 • Average tenure = ~12-16 months • Career development role “My EBR has TREMENDOUSLY contributed to my success as an AE - I achieved 148% quota for the fiscal year” - Account Executive 60
- 61. Effective Territory Plans Combine Information and Strategy Information Strategy Customer/Prospect Mix Identify Quota/Pipeline Gaps Top Industries Identify Target Accounts Customer Whitespace Develop Prospecting Strategy Historical Performance Drive Marketing Programs Identify Growth Industries Define Team Goals – AE / EBR Premeditated Outbound Prospecting
- 62. Four Habits of Highly Effective AE/EBR Teams 1. AE identifies and communicates top accounts for EBR prospecting 2. Schedule weekly calls to review activity and account strategy 3. AE and EBR input all activities in the App 4. EBRs are part of the sales team 62
- 63. EBR Comp – Balanced Incentives • Revenue Quota (Quality): Monthly revenue quota Payout % on closed deals EBR sourced Lift applied to emerging products Quantity vs. Quality • Leads Quota (Quantity): Monthly quota of qualified opportunities Key qualification criteria must be met AE engagement must be confirmed 63
- 64. Is the Key to Group Collaboration Private Chatter groups for mgrs Best practices sharing across reps Chatter groups for industries, accounts and blitzes 64
- 65. Success Tools – What We Use Training: Sales Central, Content, Chatter, Boot Camp, Mentors Social Networking: Chatter, Radian 6, Facebook, Twitter Data: Salesforce, Jigsaw, LinkedIn, Referrals, Interns Measured Accountability: Dashboards, Dashboards, Dashboards 65
- 66. ASK Yourself. . . 1. Have you enabled leads to come from the AppExchange? 2. Are you getting enough leads to meet your forecast? 3. Do you have clear inbound and outbound processes? 4. Are your tracking your leads using dashboards? 5. Have you developed tools for your team to succeed? Managing Leads
- 67. Sales Strategy
- 68. Sales Strategy • Need a strategy • Competitive analysis • Go-To-Market Strategy (pricing, target market, economic buyer) • Core messaging/value proposition • Differentiation • The importance of the First Report
- 69. Develop a Clear Sales Strategy • Hire a Fantastic Sales Person • Train & Incentivize Your Sales Team • Engage Your Customers • Create an Outbound Strategy • Manage Your Pipeline
- 70. Identify Where you are in the Market Make a List of Potential Customers Identify Your Target Market Convert Existing Customer Base Differentiate Yourself Against the Competition
- 71. Messaging: The Right Pitch in the Right Voice Consider our Aloha voice: • Be conversational • Be direct • Be concise Aloha Business-speak
- 72. Messaging: Value Proposition Examples Be Conversational: We enable collaboration by securely and effectively connecting people and business information systems. Collaborate in real time, from anywhere. Follow your colleagues, groups & docs. Be Direct: Oracle offers a broad portfolio of products and services to enable public, private, and hybrid clouds that enable customer choice. Cloud computing makes your business more agile. Be Concise: Microsoft is redefining how business solutions empower people for greater success, predict potential issues and opportunities, and enable organizations to expand the possibilities for competitive advantage. Supercharge your sales. Bring social intelligence into your sales process.
- 73. Quick Poll Simple Messaging: Could a 5th grader understand what your app does? Definitely Maybe a really smart 5th grader?! Probably not No way I don t understand the question
- 75. Driving to First Report and Beyond • Your first placed order with Salesforce • You, your AE, your customer • Sell after two onboarding calls • Install the LMA and COA • Scale your business
- 76. ASK Yourself. . . 1. When did I/will I get to First Report? 2. Have I crafted messages for my target customer? 3. Do I need to work with an SI to scale my business? 4. Have I differentiated myself against my competitors? 5. How will my sales strategy evolve as my company grows? Sales Strategy
- 77. Understanding the Sales Cycle
- 78. Understanding the Sales Cycle • Know your audience • Understanding the sales cycle of your prospects • industry, number of employees, timeline, fiscal year • Cost of a sale • Understanding your lead to oppty to close rate (managing the funnel)
- 79. Test and confirm your idea with potential customers Search Customer Discovery Execute Customer Validation Pivot Customer Creation Company Building
- 80. ASK Yourself. . . 1. Have you identified beta customers to test your app? 2. How many touch points do you have with potential customers? 3. Do you need to focus your sales efforts on one customer type? 4. Can you automate some of the customer education conversations? Driving to First Report
- 81. Getting to Yes! (Objection Handling)
- 82. You Need an Objection Handling Document • Cloud objections (internet, privacy, etc.) • Platform objections (stability, security, etc.) • Your Product objections • Your messaging should “answer” the objections • Train your reps: DIFFUSE > DIFFERENTIATE > DEFER • Objection handling doc – integral part of your sales kit
- 83. EXAMPLE: Salesforce1 Platform - Core Differentiators Why choose the Salesforce1 Platform? Cloud Trust S1 Platform S1 Mobile Success
- 84. The Cloud, baby. THE CLOUD. Fast Time to Value Easy upgrades Open, portable logic Scales for people and apps ASK: How do you achieve scale today?
- 85. Trust: Our highest value Most secure, most reliable Trust.salesforce.com 100B transactions per quarter Fast page load times New documentation ASK: Does <competitor> have a trust site?
- 86. Salesforce1 Platform Easy to build. Fast to deploy. 1 connected Platform for everyone Simple, powerful, secure APIs Visualforce ASK: Can you run all of your apps from one place today?
- 87. Salesforce1 Mobile – Seamless UX. Seamless user experience ALL your apps & customizations ALL your business actions Feed first. Notifications center. All-in-1 publisher ASK: Can you run your business from your SmartPhone today?
- 88. Success. Can’t touch this. 100,000+ customers Subscription model 93% customer renewal Customers for Life ASK: Does <competitor> have a Customers for Life organization?
- 89. Every rep should know these platform differentiators Why choose Salesforce.com? Cloud Trust S1 Platform S1 Mobile Success
- 90. ASK Yourself. . . 1. What are your core differentiators? 2. Why do you lose deals (Top 3)? Top Objections? 3. How do you handle these objections? 5. How does your core messaging (& marketing) diffuse these objections and play to your strengths? 5. Is your Top Objections doc available in your Sales Kit? Getting to Yes!
- 92. Customer Success Plan • Onboarding plan • Defined customer education and training program • Clear implementation/onboarding plan • Ongoing customer support • Partner Premier Support Watch “How Salesforce Manages Its Renewals” on the Partner Sales page
- 93. SUCCESS RESOURCES SUCCESS RESOURCES Self-service resources including partner portal and Help site SUPPORT • Online case submission • Assigned success representative* • Success Review* • Self-service resources including partner portal and Help site SUPPORT • 2-business day response TRAINING • Unlimited access to complete online training catalog • 24x7 toll-free phone for all issues • 1 hour response for Sev 1 cases • Premier developer support TRAINING • Unlimited access to complete online training catalog Included with Partner program *With minimum annual Partner Premier Success fee. Contact your PAM or RPM for more information. $24,000 USD/year
- 94. ASK Yourself. . . 1. Is my onboarding process seamless and timely? 2. How many red accounts do I have? 3. Do I ask for reviews and customer success stories after every implementation? 4. Are you using the Customer Stories app in your ISV Business Org? 5. Would an SI help my customers onboard faster? Customer Success Plan
- 96. Quick Poll What has been your experience selling with Salesforce? It’s hard to get in front of the right sales people Once I form relationships with direct sales, it’s easy I want to do more co-selling with Salesforce I don’t typically have deals with Salesforce
- 97. How to Sell with salesforce.com (Direct Channel) • What is a Direct and why are they important? • When a direct would start to care about your product • What Directs will and will NOT do • Working with Directs • Do’s and Don’t When Working with Directs • Make sure your Sales Kit is ready to go
- 98. Working With Direct: Chatter Group Active Chatter Group Salesforce Aligned Messaging Sell into Salesforce Install Base
- 99. ASK Yourself. . . 1. Have I already closed a few deals? 2. Are my messaging and sales kit complete? 3. Have I prioritized my target list? 4. Do I have a Salesforce marketing strategy? Selling with Salesforce
- 100. Putting It All Together
- 101. Putting It All Together • Are you leveraging Salesforce resources? • Do you have the right team? • What are the next steps for you to take? • See the Partner Sales Page (deep dive recordings) • Set up an Accelerator Review (talk with your AE)
- 102. The Accelerator Review helps partners grow • Tools, resources, best practices, metrics, mentorship • Scale faster • Exceed revenue goals • Greater brand awareness • Better program alignment Because when our partners succeed, we succeed!
- 103. Quick Poll Was this program helpful? Extremely Mostly Somewhat Barely http://p.force.com/salessurvey Please complete by the end of this week (Friday)
- 106. Follow us on Twitter • • • • • • • @partnerforce Announcements Webinar Replays Release Updates Dreamforce Alerts Program Changes Partner News New Resources h"p://www.twi"er.com/partnerforce
- 107. Read ‘Behind the Cloud’ by Marc Benioff Startup Inspiration Industry Expertise Sales Strategy Marketing Best Practices Technical Wisdom Event Planning Product Launch Financing Corporate Philanthropy This is an excellent resource on how to build a successful cloud computing business. We recommend you purchase this book for yourself and your team members. We will refer to this book during the session (purchase is not required). www.salesforce.com/behindthecloud
- 108. Read ‘Complete B2B Online Marketing’ by Maura Ginty & Lauren Vaccarello with William Leake Understanding B2B Online Marketing Building a B2B Brand Online Search Engine Optimization Using Paid Online Media Optimizing with Metrics Conversion Rate Optimization & Usability Managing Your Leads Integrating Marketing with CRM Lauren Vaccarello is a contributor to the APP Academy. Lauren is the Senior Director of Online Marketing at Salesforce.com where she focuses on developing cross-channel strategies that bridge the gap between awareness and demand-generation. Find the book at
- 109. Check out The Business App Blog How To’s Thought Leadership Technical Best Practices Industry Trends Sales Tips Recommendations Marketing Insights Program Updates http://p.force.com/blog
- 110. Follow Us on Social Media Twitter.com/partnerforce Slideshare.net/partnerforce Facebook.com/ Salesforcepartners youtube.com/partnerforce http://p.force.com/socialmedia
- 112. Salesforce.com SUCCESS methodology S Start with Discovery U Users Sell for You C Compelling Demos C Connect the Dots E Experience Events S Sell High and Through S Show Them the Money
- 113. S Start with discovery Is The Deal Real What business problem are we solving? How are they thinking about the solution? What are the expected benefits? And then all the standard stuff: Decision maker, budget, timing, etc. Talk Less, Listen More!
- 114. U Users sell for you ENTERPRISE MID-MARKET SMALL BUSINESS
- 115. C Create & deliver compelling demos Demo s Can Be Your Differentiator: 1. Demo often but not early 2. Customize all the time: … No out of the box demos 3. Showcase flexibility 4. Bring requirements to life 5. Show the power of the platform
- 116. C Connect the dots… Never cold call Your Customer salesforce.com Executives & Partners You Tools
- 117. E Experience Salesforce Events $ Pipeline $ 5X 4.45 Closed ACV Avg. Deal Size Sat. Rating Dreamforce significantly exceeded our expectations. From the quality of leads to the ability to connect with a wide and qualified audience, there's no doubt that Dreamforce is time and money well spent.
- 118. S Sell high and through Walk the Halls If You re Not Talking to C-Level Execs… • Your Competitors are in There • C-level s Know Where Your Deal Sits • They Are Not Buying From You
- 119. S Show them the money • Quantify the challenges • Build a model • Focus on ROI and TCO • Document the numbers • Validate the assumptions • Iterate Build Your Business Case
- 121. The Accelerator Program provides a success framework Partner and Salesforce are executing deliverables in documented Partner Success Plan in a timely manner Defined metrics (KPIs) to measure partnership success are compelling, documented and aligned at exec level Milestones, action items, target dates and owners are defined and reviewed regularly Partnership has right share of mind, cadence, and engagement amongst both exec tables Salesforce AE understands how the partners leverages the Salesforce platform and its plans for future releases COLLATERAL - eBook and/or Whitepapers COLLATERAL - Product brochures, others PRESENTATIONS - First Call Deck - Customer PRESENTATIONS - First Call Deck - SFDC AE PRESENTATIONS - First Call Deck - Partner AE partner has a defined customer education program ISVForce PARTNER - Aware of end customers SFDC start and end dates Documented product development plan & roadmap; Architecture/marketechure diagram Certified trained technical resources on staff or using a PDO TE has reviewed partner solution (1) Partner and Salesforce are jointly planning partner product roadmap using Salesforce roadmap and releases How the product should/could be sold has been discussed, refined, tested and agreed upon Awareness of the product and generating pipeline is continuously improving Partner is appropriately engaged without frustration or fatigue Both sides are connected and continue to find ways to collaborate beyond the ISV sales function Both sides executing against the partner success plan on a quarterly basis TOOLS - ROI calculator TOOLS - other lead generation tools SEO SEM Retargeting Analytics (Radian 6 and/or other web analytics engines) Product or product roadmap addresses the 6 critical elements of connected apps TE has monthly cadence calls with partner techincal lead TE has understanding of ISV roadmap SFDC has presented roadmap to ISV TE has documented technical plan for adopting new SFDC technology Address and resolve any outstanding architecture issues identified Salesforce continues improving its ability to enable the partner to be successful in market There are no operational roadblocks that get in the way, or the roadblocks that previously existed are waning Tracking pipeline is accurate and/or improving Forecasting ACV is accurate and/or improving Documented sales plan (Target # of leads/close rates, lead mgmt for lead-2-oppty close) YouTube/Video Social (Facebook, Twitter, others) Lead to pipe ratio Pipe to close ratio Primary source of leads are successful ISV has formal pre-release testing process for both new releases of the ISV app and for SFDC Security Review did not have major issues that need to be addressed Clear, succinct value proposition for SFDC AEs (list in discussion notes) Clear, succinct value proposition for customers (list in discussion notes) Solution is visionary, innovative, and/or disruptive Dedicated/designated partner sales team De-brief on won/lost deals; understand why deals are stalled/lost PR - Strong PR activities that drive partner and app PR - Key placements in trade publications and other key media sources Solution solves a critical business challenge in their target market Significant market opportunity with target % of market share identified External Chatter group with active partner manager Ongoing sales enablement (training, campaigns, badges, motivation) Experienced, established sales team with field and inside AEs SEs aligned with the sales team Lead-to-close-to-implementation rates are appropriate for the app and industry type AR - Key placement in Analyst reports and or quadrants AR - Regular connections with key analyst organizations SFDC EVENTS - Participation in CCT events SFDC EVENTS - Participation in Dreamforce SFDC EVENTS - Participation in other events (SKO, ad hoc events) Documented target market and economic buyer documented (list in discussion notes) Market-competitive and clearly differentiated from others in the market Competitive pricing/pricing thresholds based on avg. deal size END CUSTOMERS: partners pricing structure is easy to understand Pricing is logical and related discounts are justified Accelerating revenue Exploring additional programs within Salesforce (Chatter, Heroku, Chatter Communities) to help partner sell PARTNER EVENTS - user conferences that highlight partner app PARTNER EVENTS - in-person customer events (regional, sporting, etc) Regular cadence with engaged partner exec team Strong SFDC exec visbility, support, engagement Partner is obtaining and managing leads on their own Partner is obtaining and managing leads from Salesforce (AppExchange and AEs) Documented marketing and awareness plan aligned to the sales strategy/target market; Dedicated marketing team Listed publicly on AppExchange PARTNER EVENTS - webinars to new oppys and/or existing customers INDUSTRY EVENTS - strong presence of partner app at Industry events Appropriate partner budget for this initiative Regular SFDC cadence calls that include success plan and detailed pipeline review PARTNER AE - Training plan for partner sales teams Cadence call agenda; detailed mtg notes sent after each call with mgmt copied Customized, well managed trial experience; branded TrialForce w/ automated email upon registration PARTNER AE - Internal awareness activities for partner sales teams PARTNER SE - Technical/demo training (demo org, scripts, platform training) ISV PARTNER - partner is transacting on the channel order application ISV PARTNER - no issues with placing orders in a timely manner Collateral (website, datasheets, first call deck, etc.) reviewed and GTM ready Clear voice that connects with Salesforce audiences Vertical-specific messaging *optional* WEBSITE - presence on company homepage WEBSITE - product-specific page SFDC AE - Ongoing SFDC AE training SFDC SE - Ongoing SFDC SE training (demo training, demo org) Sales Tools - Getting started guides, FAQ, other tools Documented customer success stories for each won deal Detailed, clear, impactful customer success plan; no (or few) red accounts ISV PARTNER - submitting cancellations or reduction orders at the appropriately time END CUSTOMERS - solution is easy to buy from the partner END CUSTOMERS - the sales cycle is simple and clear to end customers partner schedules no more than '5' calls a month the partner's support issues have been resolved in a timely manner WEBSITE - campaign landing page VIDEOS - Demo video partner has completed Call1 and Call 2 with their POM partner has no red accounts the most common issues have been resolved (no ongoing issues) Partner works with AE on successful deal structure VIDEOS - Company overview VIDEOS - Customer success stories a team exists to support red accounts and big customer issues partner has clearly defined implementation/onboarding plan Ensuring all licensing aligns with the technical requirements of the Partner's solution Economics of any deal generate an equitable share of return for both parties COLLATERAL - Data sheet current implemenation experience is seamless and timely Partner has defined MSA/SLAs Partner is communicating a need for a one-time discount in a timely manner
- 122. The framework is summarized in 8 key drivers Idea Market Opportunity Marketing Sales & Distribution Customer Success Management Team Technology Price