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APP Academy: Sales (Virtual Classroom) - slides
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@partnerforce
APP Academy Sales
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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 #uctuations 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 "nancial results of salesforce.com, inc. is included in our annual report on Form 10-Q for the most recent "scal 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.
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Instructors
Michelle Paitich ISV Business Development AppExchange Partner Program
John Richter ISV Success Team AppExchange Partner Program
Bene"ts 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
Virtual Classroom Success!
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
Have you gotten to First Report? Yes No What is First Report?
Quick Poll
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!
Preparing for Success
Introduction (Using Your Tools)
Working with your ISV AE
Building a Killer Sales Team
Sales & Marketing Alignment
Building a Sales Kit
Managing Leads
Break
Driving Success
Sales Strategy
Understanding the Sales Cycle
Driving to First Report
Getting to Yes! (Objection Handling)
Customer Success Plan
Selling with Salesforce (Direct Channel)
Putting It All Together
APP Academy: Sales (VC)
Introduction (Tools)
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
Top 5 Areas of Focus – ONLY 2
#1 - What is preventing you from getting to market? #2 - What is preventing you from selling more?
#1 in Cloud Computing and CRM
#1 World’s #1 CRM
Cloud Computing
2011 2012 2013
Market Leader
Enterprise, MidMarket, SMB &
Sales Force Automation
Innovation
Salesforce.com SUCCESS methodology
S
Users Sell for You U
Start with Discovery
C Compelling Demos
C Connect the Dots
E Experience Events
S
Show Them the Money S
Sell High and Through
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!
The ccelerator Program provides a success framework
DocuSign
AppExchange Apps:
Dropbox Concur Box Evernote
ServiceMax eVariant Xactly More
FinancialForce
Build, Market and Sell Next Generation Customer Apps
ISVs
Learn More About Salesforce1
http://p.force.com/salesforce1
Salesforce1 Keynote & Sessions Developer Site Developer Guide Admin Guide App Guidelines (UX) Customer Resources
AppExchange Marketing Program (AMP)
Watch the replay. View the prospectus. Fill out the interest form.
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
http://p.force.com/AMP
http://p.force.com/sales
Accelerate Program
Selling Like Salesforce
Deep Dive Recordings
Sales Kit Resources
Objection Handling
Strategic Tools
Sales FAQ
Partner Portal – Sales Resources
Plan Build Distribute Sell Support
Security Review ($)
In the Build phase: 4. Build & Test your app 5. Upload Managed Package 6. pass Security Review
Trialforce Management Org
Partner website
In the Sell phase: 10. Manage Leads 11. Licenses (LMA) 12. Opportunities
In the Distribute phase: 7.Setup TMO - trials, demos, branding 8. AppExchange Listing(s) 9. Order Management
Sign up
In the Plan phase: 1. Join Program 2. Access free resources 3. APP Academy (training)
In the Support phase: 13. Manage Cases 14. Subscriber Console 15. Manage Renewals
Packaging Org
FREE TRIAL
Test Org(s)
Technical Review (TE)
• Partner Portal Access • APP Academy • @partnerforce • Recording Training (LMS) • Support (Create a Case)
APP Lifecycle Diagram
Developer Org(s)
ISV Business Org • Leads • Licenses (LMA) • Order Management
Operations Review
Business Review (AE)
• Campaigns • Opportunities • Support
Accelerator Review
Final Contract Review (AE) Premium Support ($)
AMP ($)
Plan Build Distribute Sell Support
In the Sell phase: 10. Manage Leads 11. Licenses (LMA) 12. Opportunities
APP Lifecycle Diagram
ISV Business Org • Leads • Licenses (LMA) • Order Management
• Campaigns • Opportunities • Support
Accelerator Review
AMP ($)
What Is (Should Be) In Your ISV Business Org?
ISV Business Org (Sales Cloud)
Leads
Licenses (LMA)
Subscriber Support (LMA)
Campaigns
Orders (COA)
Analytics
Cases
:: Red Hot News :: Customer Stories :: DupeCatcher :: Linkforce :: Salesforce CRM Dashboards :: Service Cloud ($) :: ExactTarget Marketing Cloud ($)
Tip: It’s a good idea to have a Certified Administrator on your staff.
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
ASK Yourself. . .
Introduction
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?
Working with your ISV AE
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
Working With Your ISV AE - Sales Lifecycle
QUALIFY ASSESS CONTRACT BUILD IN MARKET FIRST REPORT
STAGE 1 30–60 Days
STAGE 2 30–60 Days
STAGE 3 30–60 Days
STAGE 4 0–90 Days
STAGE 5 30–60 Days
STAGE 5 Ongoing
Discovery Onboarding
Tech. Review Pricing Term Sheet
Deal Package Deal Approval Signed Contract GTM Plan First Report Accelerator Call 1
Security Review AppEx listing Final GTM Plan
ISV Biz Org Ops Review First Order Accelerator Call 2
Sales Enablement Roadmap Business Dev EBC’s
Engaging with your AE
• How to find your AE • Register as a partner here: http://www.salesforce.com/partners/join/
• They find you!
• 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
ASK Yourself. . .
Working With Your ISV AE
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?
Building a Killer Sales Team
Salesforce.com coverage model
< 100 Employees
100 -‐ ~3,500 employees
Top 2000 Account Families
SMB ESB
Desk & Do
Enterprise Sales
CMRL – Named CMRL – GEO
MM Rela
tions
hip
Trans
action
al
Vertical
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
Sales Reps
*Adapted from ‘Predictable Revenue’ by Aaron Ross &Marylou Tyler (2011). All rights reserved.
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
: When 1 persons role includes 20% of another role, it is time to hire a new person
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
2009 2010 2011 2012 2013 2014
August 28, 2009 – Founded Saber Solutions
December 1, 2011 – first App is released
September 2009 –Became a Force.com
Reseller
January 4, 2010 – Hired first employee
FY2014 – Budgeted at 45 Employees -$500K in hard Marketing $
April 2013 – Hired EVP of Sales
Sept/Oct 2013 – Hired 2nd Outside
Enterprise Rep
May 2013 –Participated in Accelerator Program
May 2012 – Hired and Built out
Marketing
July 2012- Hired VP of Inside
Sales
September 2012 – Hired/Built out Inside Sales
EXAMPLE:
ASK Yourself. . .
Building a Killer Sales Team
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
Sales & Marketing Alignment
Create Sales & Marketing Success
How We Align Marketing & Sales
Clear Communications About Marketing
Shared Goals
Regular Calls
Sales & Marketing Alignment • No 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.
Sales & Marketing Alignment
Watch “Mastering the Direct Sales Model” on the Partner Sales page
ASK Yourself. . .
Sales & Marketing Alignment
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?
Building a Sales Kit
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
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?
Quick Poll
ASK Yourself. . .
Building a Sales Kit
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?
Managing Leads
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
Sales Development at Salesforce.com: Two Roles
Sales Representative (SR)
• Handle inbound leads
• Qualify opportunities
• Face of salesforce.com
• Training ground for future EBRs
Enterprise Business Rep (EBR)
• Aligned with Account Executives
• Generate net new opportunities
• Training ground for future AEs
• Maximize what is in Salesforce
SR Success Begins with Investment in Human Capital
Recruiting Onboarding Coaching/Training
~170 SRs will follow up on over 300,000 leads this year
Lead Drivers Online Marketing Email 3rd Party Lead Gen Programs 1-800-NO-SOFTWARE
Offers Free Trial / Demo / Events
Sales Representatives
Account Executives
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
“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
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
SRs are “Politely Persistent” in their Follow-up
Email & Phone
Call
Email & Phone
Call
Email & Phone
Call
Email & Phone
Call
Email & Phone
Call Marketing Nurture
Day 1 Day 3 Day 10 Day 17 Day 24 Day 30+
- Thank you for your interest
- Initial point of contact to understand your business
- Attempt to arrange call
- Voicemail follow-up
- When should we connect for a call?
- Voicemail follow-up
- What is a convenient time to discuss possible cost effective ways to utilize our service?
- Voicemail follow-up
- Provide a speci"c time for a call
- Unsure if we can do business; would like to discuss if our service is in-line with your business needs.
- Voicemail follow-up
- Are you still evaluating?
- Don’t want to disturb you or "ll up your inbox unnecessarily
- Voicemail follow-up
- Assume that you are no longer evaluating our services
- If still interested, let me know
SRs Use Lead Status Values to Manage Leads
Not a “Lead” • Bad Data
• Personal Interest
• Partner Interest
• Existing Contact – Current Oppty
• Existing Contact – Recent Activity
• Existing Contact – No Opportunity
Is a “Lead” • Open
• Working
• Archived – No Interest
• Archived – Future Interest
• Archived – Non Responsive
• Qualified – 1-14
• Qualified – 15-50
• Qualified – >50
54
Dashboards Help SRs Understand How they Stack Up
55
SR Team Managers Drive Behaviors with Dashboards
56
We Use Dashboards to Manage Accountability
Our Ultimate Deliverables – Quality Pipe and Revenue
58
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
The “EBR Machine” Defined
• 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
!scal year” - Account Executive
We are the HUNTERS!
60
Effective Territory Plans Combine Information and Strategy
Strategy Identify Quota/Pipeline Gaps
Identify Target Accounts
Develop Prospecting Strategy
Drive Marketing Programs
De"ne Team Goals – AE / EBR
Information Customer/Prospect Mix
Top Industries
Customer Whitespace
Historical Performance
Identify Growth Industries
Premeditated Outbound Prospecting
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
EBR Comp – Balanced Incentives
• Revenue Quota (Quality): Monthly revenue quota
Payout % on closed deals EBR sourced
Lift applied to emerging products
• Leads Quota (Quantity): Monthly quota of qualified opportunities
Key qualification criteria must be met
AE engagement must be confirmed
Quantity vs. Quality
63
Is the Key to Group Collaboration
64
Private Chatter groups for mgrs Best practices sharing across reps
Chatter groups for industries, accounts and blitzes
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
ASK Yourself. . .
Managing Leads
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?
Sales Strategy
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
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
Identify Where you are in the Market
Identify Your Target Market
Make a List of Potential Customers
Differentiate Yourself Against the Competition
Convert Existing Customer Base
Consider our Aloha voice:
• Be conversational
• Be direct
• Be concise
Aloha Business-speak
Messaging: The Right Pitch in the Right Voice
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.
Messaging: Value Proposition Examples
Simple Messaging: Could a 5th grader understand what your app does?
De"nitely Maybe a really smart 5th grader?! Probably not No way I don’t understand the question
Quick Poll
http://www.businessmodelgeneration.com/downloads/value_proposition_canvas.pdf
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
ASK Yourself. . .
Sales Strategy
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?
Understanding the Sales Cycle
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)
Test and confirm your idea with potential customers
Customer Discovery
Customer Validation
Customer Creation
Company Building
Search Execute
Pivot
ASK Yourself. . .
Driving to First Report
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?
Getting to Yes! (Objection Handling)
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
EXAMPLE: Salesforce1 Platform - Core Differentiators
Cloud Trust S1 Mobile Success
Why choose the Salesforce1 Platform?
S1 Platform
The Cloud, baby. THE CLOUD.
Easy upgrades
Open, portable logic
Scales for people and apps
Fast Time to Value
ASK: How do you achieve scale today?
Trust: Our highest value
Trust.salesforce.com
100B transactions per quarter
Fast page load times
Most secure, most reliable
ASK: Does <competitor> have a trust site?
New documentation
Salesforce1 Platform
1 connected Platform for everyone
Simple, powerful, secure APIs
Visualforce
Easy to build. Fast to deploy.
ASK: Can you run all of your apps from one place today?
Salesforce1 Mobile – Seamless UX.
ALL your apps & customizations
ALL your business actions
Feed "rst. Noti"cations center.
Seamless user experience
All-in-1 publisher
ASK: Can you run your business from your SmartPhone today?
Success. Can’t touch this.
Subscription model
93% customer renewal
Customers for Life
100,000+ customers
ASK: Does <competitor> have a Customers for Life organization?
Every rep should know these platform differentiators
Cloud Trust S1 Mobile Success
Why choose Salesforce.com?
S1 Platform
ASK Yourself. . .
Getting to Yes!
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?
Customer Success Plan
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
SUPPORT • 24x7 toll-free phone for all issues • 1 hour response for Sev 1 cases • Premier developer support
SUCCESS RESOURCES • Assigned success representative* • Success Review* • Self-service resources including partner
portal and Help site SUPPORT
• Online case submission • 2-business day response
SUCCESS RESOURCES Self-service resources including partner
portal and Help site
TRAINING • Unlimited access to complete online
training catalog TRAINING
• Unlimited access to complete online training catalog
*With minimum annual Partner Premier Success fee. Contact your PAM or RPM for more information.
Included with Partner program $24,000 USD/year
ASK Yourself. . .
Customer Success Plan
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?
Selling with Salesforce
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
Quick Poll
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
Working With Direct: Chatter Group
Active Chatter Group
Salesforce Aligned Messaging
Sell into Salesforce Install Base
ASK Yourself. . .
Selling with Salesforce
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?
Putting It All Together
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)
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!
Was this program helpful? Extremely Mostly Somewhat Barely
Quick Poll
http://p.force.com/salessurvey Please complete by the end of this week (Friday)
Appendix Other Resources
• Announcements • Webinar Replays
• Release Updates • Dreamforce Alerts
• Program Changes
• Partner News • New Resources
@partnerforce Follow us on Twitter
h"p://www.twi"er.com/partnerforce
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
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
Check out The Business App Blog
http://p.force.com/blog
How To’s
Technical Best Practices
Sales Tips
Marketing Insights
Thought Leadership
Industry Trends
Recommendations
Program Updates
Follow Us on Social Media
Twitter.com/partnerforce
Slideshare.net/partnerforce
Facebook.com/Salesforcepartners
http://p.force.com/socialmedia
youtube.com/partnerforce
Appendix SUCCESS METHODOLOGY
Salesforce.com SUCCESS methodology
S
Users Sell for You U
Start with Discovery
C Compelling Demos
C Connect the Dots
E Experience Events
S
Show Them the Money S
Sell High and Through
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 bene"ts?
And then all the standard stuff: Decision maker, budget, timing, etc.
Talk Less, Listen More!
U
ENTERPRISE
MID-MARKET
SMALL BUSINESS
Users sell for you
Create & deliver compelling demos C
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 "exibility
4. Bring requirements to life
5. Show the power of the platform
Connect the dots… Never cold call
You
salesforce.com Executives
& Partners
Your Customer
Tools
C
$ Pipeline
$
Closed ACV 5X
Avg. Deal Size 4.45
Sat. Rating
Experience Salesforce Events
Dreamforce signi!cantly exceeded our expectations. From the quality of leads to the ability to connect with a wide and quali!ed audience, there's no doubt that Dreamforce is time and money well spent.
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Sell high and through
Walk the Halls
If You’re Not Talking to C-Level Execs…
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• Your Competitors are in There
• C-level’s Know Where Your Deal Sits
• They Are Not Buying From You
Show them the money
• Quantify the challenges
• Build a model
• Focus on ROI and TCO
• Document the numbers
• Validate the assumptions
• Iterate
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Build Your Business Case
Appendix ccelerator Program
Partner and Salesforce are executing deliverables in documented Partner Success Plan in a timely manner COLLATERAL - eBook and/or Whitepapers partner has a defined customer education program Defined metrics (KPIs) to measure partnership success are compelling, documented and aligned at exec level COLLATERAL - Product brochures, others ISVForce PARTNER - Aware of end customers SFDC start and end dates Milestones, action items, target dates and owners are defined and reviewed regularly PRESENTATIONS - First Call Deck - Customer Documented product development plan & roadmap; Architecture/marketechure diagram Partnership has right share of mind, cadence, and engagement amongst both exec tables PRESENTATIONS - First Call Deck - SFDC AE Certified trained technical resources on staff or using a PDO Salesforce AE understands how the partners leverages the Salesforce platform and its plans for future releases PRESENTATIONS - First Call Deck - Partner AE TE has reviewed partner solution (1) Partner and Salesforce are jointly planning partner product roadmap using Salesforce roadmap and releases TOOLS - ROI calculator Product or product roadmap addresses the 6 critical elements of connected apps How the product should/could be sold has been discussed, refined, tested and agreed upon TOOLS - other lead generation tools TE has monthly cadence calls with partner techincal lead Awareness of the product and generating pipeline is continuously improving SEO TE has understanding of ISV roadmap Partner is appropriately engaged without frustration or fatigue SEM SFDC has presented roadmap to ISV Both sides are connected and continue to find ways to collaborate beyond the ISV sales function Retargeting TE has documented technical plan for adopting new SFDC technology Both sides executing against the partner success plan on a quarterly basis Analytics (Radian 6 and/or other web analytics engines) Address and resolve any outstanding architecture issues identified Salesforce continues improving its ability to enable the partner to be successful in market YouTube/Video ISV has formal pre-release testing process for both new releases of the ISV app and for SFDC There are no operational roadblocks that get in the way, or the roadblocks that previously existed are waning Social (Facebook, Twitter, others) Security Review did not have major issues that need to be addressed Tracking pipeline is accurate and/or improving Lead to pipe ratio Clear, succinct value proposition for SFDC AEs (list in discussion notes) Forecasting ACV is accurate and/or improving Pipe to close ratio Clear, succinct value proposition for customers (list in discussion notes) Documented sales plan (Target # of leads/close rates, lead mgmt for lead-2-oppty close) Primary source of leads are successful Solution is visionary, innovative, and/or disruptive Dedicated/designated partner sales team PR - Strong PR activities that drive partner and app Solution solves a critical business challenge in their target market De-brief on won/lost deals; understand why deals are stalled/lost PR - Key placements in trade publications and other key media sources Significant market opportunity with target % of market share identified External Chatter group with active partner manager AR - Key placement in Analyst reports and or quadrants Documented target market and economic buyer documented (list in discussion notes) Ongoing sales enablement (training, campaigns, badges, motivation) AR - Regular connections with key analyst organizations Market-competitive and clearly differentiated from others in the market Experienced, established sales team with field and inside AEs SFDC EVENTS - Participation in CCT events Competitive pricing/pricing thresholds based on avg. deal size SEs aligned with the sales team SFDC EVENTS - Participation in Dreamforce END CUSTOMERS: partners pricing structure is easy to understand Lead-to-close-to-implementation rates are appropriate for the app and industry type SFDC EVENTS - Participation in other events (SKO, ad hoc events) Pricing is logical and related discounts are justified Accelerating revenue PARTNER EVENTS - user conferences that highlight partner app Regular cadence with engaged partner exec team Exploring additional programs within Salesforce (Chatter, Heroku, Chatter Communities) to help partner sell PARTNER EVENTS - in-person customer events (regional, sporting, etc) Strong SFDC exec visbility, support, engagement Partner is obtaining and managing leads on their own PARTNER EVENTS - webinars to new oppys and/or existing customers Appropriate partner budget for this initiative Partner is obtaining and managing leads from Salesforce (AppExchange and AEs) INDUSTRY EVENTS - strong presence of partner app at Industry events Regular SFDC cadence calls that include success plan and detailed pipeline review Documented marketing and awareness plan aligned to the sales strategy/target market; Dedicated marketing
team PARTNER AE - Training plan for partner sales teams Cadence call agenda; detailed mtg notes sent after each call with mgmt copied
Listed publicly on AppExchange PARTNER AE - Internal awareness activities for partner sales teams ISV PARTNER - partner is transacting on the channel order application Customized, well managed trial experience; branded TrialForce w/ automated email upon registration PARTNER SE - Technical/demo training (demo org, scripts, platform training) ISV PARTNER - no issues with placing orders in a timely manner
Collateral (website, datasheets, first call deck, etc.) reviewed and GTM ready SFDC AE - Ongoing SFDC AE training ISV PARTNER - submitting cancellations or reduction orders at the appropriately time Clear voice that connects with Salesforce audiences SFDC SE - Ongoing SFDC SE training (demo training, demo org) END CUSTOMERS - solution is easy to buy from the partner Vertical-specific messaging *optional* Sales Tools - Getting started guides, FAQ, other tools END CUSTOMERS - the sales cycle is simple and clear to end customers WEBSITE - presence on company homepage Documented customer success stories for each won deal partner schedules no more than '5' calls a month WEBSITE - product-specific page Detailed, clear, impactful customer success plan; no (or few) red accounts the partner's support issues have been resolved in a timely manner WEBSITE - campaign landing page partner has completed Call1 and Call 2 with their POM the most common issues have been resolved (no ongoing issues) VIDEOS - Demo video partner has no red accounts Partner works with AE on successful deal structure VIDEOS - Company overview a team exists to support red accounts and big customer issues Ensuring all licensing aligns with the technical requirements of the Partner's solution VIDEOS - Customer success stories partner has clearly defined implementation/onboarding plan 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
The Accelerator Program provides a success framework
The framework is summarized in 8 key drivers
Sales & Distribution Marketing
Management Team Customer Success Technology Price
Idea Market Opportunity