feat: add revops and sales-enablement skills
Fill the revenue operations and internal sales collateral gaps in the marketing skills collection. revops covers lead lifecycle, scoring, routing, pipeline management, and CRM automation. sales-enablement covers pitch decks, one-pagers, objection handling, demo scripts, and sales playbooks. Cross-references added to 6 existing skills. Co-Authored-By: Claude Opus 4.6 <noreply@anthropic.com>
This commit is contained in:
Corey Haines
parent
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19 changed files with 2828 additions and 1 deletions
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@ -12,7 +12,7 @@
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"plugins": [
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{
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"name": "marketing-skills",
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"description": "29 marketing skills for technical marketers and founders: CRO, copywriting, cold email, SEO, AI SEO, paid ads, ad creative, churn prevention, pricing strategy, referral programs, and more",
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"description": "31 marketing skills for technical marketers and founders: CRO, copywriting, cold email, SEO, AI SEO, paid ads, ad creative, churn prevention, pricing strategy, referral programs, revenue operations, sales enablement, and more",
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"source": "./",
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"strict": false,
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"skills": [
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@ -41,6 +41,8 @@
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"./skills/product-marketing-context",
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"./skills/programmatic-seo",
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"./skills/referral-program",
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"./skills/revops",
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"./skills/sales-enablement",
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"./skills/schema-markup",
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"./skills/seo-audit",
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"./skills/signup-flow-cro",
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@ -42,6 +42,8 @@ Skills are markdown files that give AI agents specialized knowledge and workflow
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| [product-marketing-context](skills/product-marketing-context/) | When the user wants to create or update their product marketing context document. Also use when the user mentions... |
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| [programmatic-seo](skills/programmatic-seo/) | When the user wants to create SEO-driven pages at scale using templates and data. Also use when the user mentions... |
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| [referral-program](skills/referral-program/) | When the user wants to create, optimize, or analyze a referral program, affiliate program, or word-of-mouth strategy.... |
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| [revops](skills/revops/) | When the user wants help with revenue operations, lead lifecycle management, or marketing-to-sales handoff... |
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| [sales-enablement](skills/sales-enablement/) | When the user wants to create sales collateral, pitch decks, one-pagers, objection handling docs, or demo scripts... |
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| [schema-markup](skills/schema-markup/) | When the user wants to add, fix, or optimize schema markup and structured data on their site. Also use when the user... |
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| [seo-audit](skills/seo-audit/) | When the user wants to audit, review, or diagnose SEO issues on their site. Also use when the user mentions "SEO... |
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| [signup-flow-cro](skills/signup-flow-cro/) | When the user wants to optimize signup, registration, account creation, or trial activation flows. Also use when the... |
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@ -191,6 +193,10 @@ You can also invoke skills directly:
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- `launch-strategy` - Product launches and announcements
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- `pricing-strategy` - Pricing, packaging, and monetization
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### Sales & RevOps
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- `revops` - Lead lifecycle, scoring, routing, pipeline management
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- `sales-enablement` - Sales decks, one-pagers, objection docs, demo scripts
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## Contributing
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Found a way to improve a skill? Have a new skill to suggest? PRs and issues welcome!
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@ -29,6 +29,8 @@ Current versions of all skills. Agents can compare against local versions to che
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| product-marketing-context | 1.0.0 | 2026-01-27 |
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| programmatic-seo | 1.0.0 | 2026-01-27 |
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| referral-program | 1.0.0 | 2026-01-27 |
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| revops | 1.0.0 | 2026-02-22 |
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| sales-enablement | 1.0.0 | 2026-02-22 |
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| schema-markup | 1.0.0 | 2026-01-27 |
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| seo-audit | 1.0.0 | 2026-01-27 |
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| signup-flow-cro | 1.0.0 | 2026-01-27 |
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@ -36,6 +38,10 @@ Current versions of all skills. Agents can compare against local versions to che
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## Recent Changes
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### 2026-02-22
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- Added `revops` skill for revenue operations, lead lifecycle, scoring, routing, pipeline management, and CRM automation
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- Added `sales-enablement` skill for sales decks, one-pagers, objection handling, demo scripts, and sales playbooks
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### 2026-02-18
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- Added `ai-seo` skill for AI search optimization (AEO, GEO, LLMO, AI Overviews)
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- Moved AEO/GEO content patterns from `seo-audit` references to `ai-seo` skill
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@ -306,3 +306,4 @@ For implementation, see the [tools registry](../../tools/REGISTRY.md). Key analy
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- **ab-test-setup**: For experiment tracking
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- **seo-audit**: For organic traffic analysis
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- **page-cro**: For conversion optimization (uses this data)
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- **revops**: For pipeline metrics, CRM tracking, and revenue attribution
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@ -153,3 +153,4 @@ Use this data to inform your writing — not as a checklist to satisfy.
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- **email-sequence**: For lifecycle/nurture email sequences (not cold outreach)
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- **social-content**: For LinkedIn and social posts
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- **product-marketing-context**: For establishing foundational positioning
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- **revops**: For lead scoring, routing, and pipeline management
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@ -253,3 +253,4 @@ Recommended pages to create with priority order based on search volume.
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- **copywriting**: For writing compelling comparison copy
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- **seo-audit**: For optimizing competitor pages
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- **schema-markup**: For FAQ and comparison schema
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- **sales-enablement**: For internal sales collateral, decks, and objection docs
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@ -306,3 +306,4 @@ For implementation, see the [tools registry](../../tools/REGISTRY.md). Key email
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- **copywriting**: For landing pages emails link to
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- **ab-test-setup**: For testing email elements
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- **popup-cro**: For email capture popups
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- **revops**: For lifecycle stages that trigger email sequences
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@ -350,3 +350,4 @@ Even small changelog updates remind customers your product is evolving. This bui
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- **page-cro**: For optimizing launch landing pages
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- **marketing-psychology**: For psychology behind waitlists and exclusivity
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- **programmatic-seo**: For comparison pages mentioned in post-launch
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- **sales-enablement**: For launch sales collateral and enablement materials
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@ -227,3 +227,5 @@ Identifies which features customers value most:
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- **copywriting**: For pricing page copy
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- **marketing-psychology**: For pricing psychology principles
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- **ab-test-setup**: For testing pricing changes
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- **revops**: For deal desk processes and pipeline pricing
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- **sales-enablement**: For proposal templates and pricing presentations
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343
skills/revops/SKILL.md
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343
skills/revops/SKILL.md
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---
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name: revops
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description: "When the user wants help with revenue operations, lead lifecycle management, or marketing-to-sales handoff processes. Also use when the user mentions 'RevOps,' 'revenue operations,' 'lead scoring,' 'lead routing,' 'MQL,' 'SQL,' 'pipeline stages,' 'deal desk,' 'CRM automation,' 'marketing-to-sales handoff,' or 'data hygiene.' For cold outreach emails, see cold-email. For email drip campaigns, see email-sequence. For pricing decisions, see pricing-strategy."
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metadata:
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version: 1.0.0
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---
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# RevOps
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You are an expert in revenue operations. Your goal is to help design and optimize the systems that connect marketing, sales, and customer success into a unified revenue engine.
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## Before Starting
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**Check for product marketing context first:**
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If `.claude/product-marketing-context.md` exists, read it before asking questions. Use that context and only ask for information not already covered or specific to this task.
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Gather this context (ask if not provided):
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1. **GTM motion** — Product-led (PLG), sales-led, or hybrid?
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2. **ACV range** — What's the average contract value?
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3. **Sales cycle length** — Days from first touch to closed-won?
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4. **Current stack** — CRM, marketing automation, scheduling, enrichment tools?
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5. **Current state** — How are leads managed today? What's working and what's not?
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6. **Goals** — Increase conversion? Reduce speed-to-lead? Fix handoff leaks? Build from scratch?
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Work with whatever the user gives you. If they have a clear problem area, start there. Don't block on missing inputs — use what you have and note what would strengthen the solution.
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---
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## Core Principles
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### Single Source of Truth
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One system of record for every lead and account. If data lives in multiple places, it will conflict. Pick a CRM as the canonical source and sync everything to it.
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### Define Before Automate
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Get stage definitions, scoring criteria, and routing rules right on paper before building workflows. Automating a broken process just creates broken results faster.
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### Measure Every Handoff
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Every handoff between teams is a potential leak. Marketing-to-sales, SDR-to-AE, AE-to-CS — each needs an SLA, a tracking mechanism, and someone accountable for follow-through.
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### Revenue Team Alignment
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Marketing, sales, and customer success must agree on definitions. If marketing calls something an MQL but sales won't work it, the definition is wrong. Alignment meetings aren't optional.
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---
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## Lead Lifecycle Framework
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### Stage Definitions
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| Stage | Entry Criteria | Exit Criteria | Owner |
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|-------|---------------|---------------|-------|
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| **Subscriber** | Opts in to content (blog, newsletter) | Provides company info or shows engagement | Marketing |
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| **Lead** | Identified contact with basic info | Meets minimum fit criteria | Marketing |
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| **MQL** | Passes fit + engagement threshold | Sales accepts or rejects within SLA | Marketing |
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| **SQL** | Sales accepts and qualifies via conversation | Opportunity created or recycled | Sales (SDR/AE) |
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| **Opportunity** | Budget, authority, need, timeline confirmed | Closed-won or closed-lost | Sales (AE) |
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| **Customer** | Closed-won deal | Expands, renews, or churns | CS / Account Mgmt |
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| **Evangelist** | High NPS, referral activity, case study | Ongoing program participation | CS / Marketing |
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### MQL Definition
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An MQL requires both **fit** and **engagement**:
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- **Fit score** — Does this person match your ICP? (company size, industry, role, tech stack)
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- **Engagement score** — Have they shown buying intent? (pricing page, demo request, multiple visits)
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Neither alone is sufficient. A perfect-fit company that never engages isn't an MQL. A student downloading every ebook isn't an MQL.
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### MQL-to-SQL Handoff SLA
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Define response times and document them:
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- MQL alert sent to assigned rep
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- Rep contacts within **4 hours** (business hours)
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- Rep qualifies or rejects within **48 hours**
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- Rejected MQLs go to recycling nurture with reason code
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**For complete lifecycle stage templates and SLA examples**: See [references/lifecycle-definitions.md](references/lifecycle-definitions.md)
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---
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## Lead Scoring
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### Scoring Dimensions
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**Explicit scoring (fit)** — Who they are:
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- Company size, industry, revenue
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- Job title, seniority, department
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- Tech stack, geography
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**Implicit scoring (engagement)** — What they do:
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- Page visits (especially pricing, demo, case studies)
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- Content downloads, webinar attendance
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- Email engagement (opens, clicks)
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- Product usage (for PLG)
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**Negative scoring** — Disqualifying signals:
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- Competitor email domains
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- Student/personal email
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- Unsubscribes, spam complaints
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- Job title mismatches (intern, student)
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### Building a Scoring Model
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1. Define your ICP attributes and weight them
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2. Identify high-intent behavioral signals from closed-won data
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3. Set point values for each attribute and behavior
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4. Set MQL threshold (typically 50-80 points on a 100-point scale)
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5. Test against historical data — does the model correctly identify past wins?
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6. Launch, measure, and recalibrate quarterly
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### Common Scoring Mistakes
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- Weighting content downloads too heavily (research ≠ buying intent)
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- Not including negative scoring (lets bad leads through)
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- Setting and forgetting (buyer behavior changes; recalibrate quarterly)
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- Scoring all page visits equally (pricing page ≠ blog post)
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**For detailed scoring templates and example models**: See [references/scoring-models.md](references/scoring-models.md)
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---
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## Lead Routing
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### Routing Methods
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| Method | How It Works | Best For |
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|--------|-------------|----------|
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| **Round-robin** | Distribute evenly across reps | Equal territories, similar deal sizes |
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| **Territory-based** | Assign by geography, vertical, or segment | Regional teams, industry specialists |
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| **Account-based** | Named accounts go to named reps | ABM motions, strategic accounts |
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| **Skill-based** | Route by deal complexity, product line, or language | Diverse product lines, global teams |
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### Routing Rules Essentials
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- Route to the **most specific match** first, then fall back to general
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- Always include a **fallback owner** — no lead should go unassigned
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- Round-robin should account for **rep capacity and availability** (PTO, quota attainment)
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- Log every routing decision for audit and optimization
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### Speed-to-Lead
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Response time is the single biggest factor in lead conversion:
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- Contact within **5 minutes** = 21x more likely to qualify (Lead Connect)
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- After **30 minutes**, conversion drops by 10x
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- After **24 hours**, the lead is effectively cold
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Build routing rules that prioritize speed. Alert reps immediately. Escalate if SLA is missed.
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**For routing decision trees and platform-specific setup**: See [references/routing-rules.md](references/routing-rules.md)
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---
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## Pipeline Stage Management
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### Pipeline Stages
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| Stage | Required Fields | Exit Criteria |
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|-------|----------------|---------------|
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| **Qualified** | Contact info, company, source, fit score | Discovery call scheduled |
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| **Discovery** | Pain points, current solution, timeline | Needs confirmed, demo scheduled |
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| **Demo/Evaluation** | Technical requirements, decision makers | Positive evaluation, proposal requested |
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| **Proposal** | Pricing, terms, stakeholder map | Proposal delivered and reviewed |
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| **Negotiation** | Redlines, approval chain, close date | Terms agreed, contract sent |
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| **Closed Won** | Signed contract, payment terms | Handoff to CS complete |
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| **Closed Lost** | Loss reason, competitor (if any) | Post-mortem logged |
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### Stage Hygiene
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- **Required fields per stage** — Don't let reps advance a deal without filling in required data
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- **Stale deal alerts** — Flag deals that sit in a stage beyond the average time (e.g., 2x average days)
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- **Stage skip detection** — Alert when deals jump stages (Qualified → Proposal skipping Discovery)
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- **Close date discipline** — Push dates must include a reason; no silent pushes
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### Pipeline Metrics
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| Metric | What It Tells You |
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|--------|-------------------|
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| Stage conversion rates | Where deals die |
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| Average time in stage | Where deals stall |
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| Pipeline velocity | Revenue per day through the funnel |
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| Coverage ratio | Pipeline value vs. quota (target 3-4x) |
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| Win rate by source | Which channels produce real revenue |
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---
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## CRM Automation Workflows
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### Essential Automations
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- **Lifecycle stage updates** — Auto-advance stages when criteria are met
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- **Task creation on handoff** — Create follow-up task when MQL assigned to rep
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- **SLA alerts** — Notify manager if rep misses response time SLA
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- **Deal stage triggers** — Auto-send proposals, update forecasts, notify CS on close
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### Marketing-to-Sales Automations
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- **MQL alert** — Instant notification to assigned rep with lead context
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- **Meeting booked** — Notify AE when prospect books via scheduling tool
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- **Lead activity digest** — Daily summary of high-intent actions by active leads
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- **Re-engagement trigger** — Alert sales when a dormant lead returns to site
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### Calendar Scheduling Integration
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- **Round-robin scheduling** — Distribute meetings evenly across team
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- **Routing by criteria** — Send enterprise leads to senior AEs, SMB to junior reps
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- **Pre-meeting enrichment** — Auto-populate CRM record before the call
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- **No-show workflows** — Auto-follow-up if prospect misses meeting
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**For platform-specific workflow recipes**: See [references/automation-playbooks.md](references/automation-playbooks.md)
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---
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## Deal Desk Processes
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### When You Need a Deal Desk
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- ACV above **$25K** (or your threshold for non-standard deals)
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- Non-standard payment terms (net-90, quarterly billing)
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- Multi-year contracts with custom pricing
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- Volume discounts beyond published tiers
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- Custom legal terms or SLAs
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### Approval Workflow Tiers
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| Deal Size | Approval Required |
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|-----------|-------------------|
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| Standard pricing | Auto-approved |
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| 10-20% discount | Sales manager |
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| 20-40% discount | VP Sales |
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| 40%+ discount or custom terms | Deal desk review |
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| Multi-year / enterprise | Finance + Legal |
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### Non-Standard Terms Handling
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Document every exception. Track which non-standard terms get requested most — if everyone asks for the same exception, it should become standard. Review quarterly.
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---
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## Data Hygiene & Enrichment
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### Dedup Strategy
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- **Matching rules** — Email domain + company name + phone as primary match keys
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- **Merge priority** — CRM record wins over marketing automation; most recent activity wins for fields
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- **Scheduled dedup** — Run weekly automated dedup with manual review for edge cases
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### Required Fields Enforcement
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- Enforce required fields at each lifecycle stage
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- Block stage advancement if fields are empty
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- Use progressive profiling — don't require everything upfront
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### Enrichment Tools
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| Tool | Strength |
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|------|----------|
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| Clearbit | Real-time enrichment, good for tech companies |
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| Apollo | Contact data + sequences, strong for prospecting |
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| ZoomInfo | Enterprise-grade, largest B2B database |
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### Quarterly Audit Checklist
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- Review and merge duplicates
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- Validate email deliverability on stale contacts
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- Archive contacts with no activity in 12+ months
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- Audit lifecycle stage distribution (look for bottlenecks)
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- Verify enrichment data accuracy on a sample set
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---
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## RevOps Metrics Dashboard
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### Key Metrics
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| Metric | Formula / Definition | Benchmark |
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|--------|---------------------|-----------|
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| Lead-to-MQL rate | MQLs / Total leads | 5-15% |
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| MQL-to-SQL rate | SQLs / MQLs | 30-50% |
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| SQL-to-Opportunity | Opportunities / SQLs | 50-70% |
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| Pipeline velocity | (# deals x avg deal size x win rate) / avg sales cycle | Varies by ACV |
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| CAC | Total sales + marketing spend / new customers | LTV:CAC > 3:1 |
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| LTV:CAC ratio | Customer lifetime value / CAC | 3:1 to 5:1 healthy |
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| Speed-to-lead | Time from form fill to first rep contact | < 5 minutes ideal |
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| Win rate | Closed-won / total opportunities | 20-30% (varies) |
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### Dashboard Structure
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Build three views:
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1. **Marketing view** — Lead volume, MQL rate, source attribution, cost per MQL
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2. **Sales view** — Pipeline value, stage conversion, velocity, forecast accuracy
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3. **Executive view** — CAC, LTV:CAC, revenue vs. target, pipeline coverage
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---
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## Output Format
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When delivering RevOps recommendations, provide:
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1. **Lifecycle stage document** — Stage definitions with entry/exit criteria, owners, and SLAs
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2. **Scoring specification** — Fit and engagement attributes with point values and MQL threshold
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3. **Routing rules document** — Decision tree with assignment logic and fallbacks
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4. **Pipeline configuration** — Stage definitions, required fields, and automation triggers
|
||||
5. **Metrics dashboard spec** — Key metrics, data sources, and target benchmarks
|
||||
|
||||
Format each as a standalone document the user can implement directly. Include platform-specific guidance when the CRM is known.
|
||||
|
||||
---
|
||||
|
||||
## Task-Specific Questions
|
||||
|
||||
1. What CRM platform are you using (or planning to use)?
|
||||
2. How many leads per month do you generate?
|
||||
3. What's your current MQL definition?
|
||||
4. Where do leads get stuck in your funnel?
|
||||
5. Do you have SLAs between marketing and sales today?
|
||||
|
||||
---
|
||||
|
||||
## Tool Integrations
|
||||
|
||||
For implementation, see the [tools registry](../../tools/REGISTRY.md). Key RevOps tools:
|
||||
|
||||
| Tool | What It Does | Guide |
|
||||
|------|-------------|-------|
|
||||
| **HubSpot** | CRM, marketing automation, lead scoring, workflows | [hubspot.md](../../tools/integrations/hubspot.md) |
|
||||
| **Salesforce** | Enterprise CRM, pipeline management, reporting | [salesforce.md](../../tools/integrations/salesforce.md) |
|
||||
| **Calendly** | Meeting scheduling, round-robin routing | [calendly.md](../../tools/integrations/calendly.md) |
|
||||
| **SavvyCal** | Scheduling with priority-based availability | [savvycal.md](../../tools/integrations/savvycal.md) |
|
||||
| **Clearbit** | Real-time lead enrichment and scoring | [clearbit.md](../../tools/integrations/clearbit.md) |
|
||||
| **Apollo** | Contact data, enrichment, and outbound sequences | [apollo.md](../../tools/integrations/apollo.md) |
|
||||
| **ActiveCampaign** | Marketing automation for SMBs, lead scoring | [activecampaign.md](../../tools/integrations/activecampaign.md) |
|
||||
| **Zapier** | Cross-tool automation and workflow glue | [zapier.md](../../tools/integrations/zapier.md) |
|
||||
|
||||
---
|
||||
|
||||
## Related Skills
|
||||
|
||||
- **cold-email**: For outbound prospecting emails
|
||||
- **email-sequence**: For lifecycle and nurture email flows
|
||||
- **pricing-strategy**: For pricing decisions and packaging
|
||||
- **analytics-tracking**: For tracking pipeline metrics and attribution
|
||||
- **launch-strategy**: For go-to-market launch planning
|
||||
- **sales-enablement**: For sales collateral, decks, and objection handling
|
||||
290
skills/revops/references/automation-playbooks.md
Normal file
290
skills/revops/references/automation-playbooks.md
Normal file
|
|
@ -0,0 +1,290 @@
|
|||
# Automation Playbooks
|
||||
|
||||
Platform-specific workflow recipes for HubSpot, Salesforce, scheduling tools, and cross-tool automation.
|
||||
|
||||
## HubSpot Workflow Recipes
|
||||
|
||||
### 1. MQL Alert and Assignment
|
||||
|
||||
**Name:** MQL Notification and Task Creation
|
||||
**Trigger:** Contact property "Lifecycle Stage" is changed to "Marketing Qualified Lead"
|
||||
**Actions:**
|
||||
1. Rotate contact owner among sales team (round-robin)
|
||||
2. Send internal email notification to contact owner with lead context
|
||||
3. Create task: "Follow up with [Contact Name]" — due in 4 hours
|
||||
4. Send Slack notification to #sales-alerts channel
|
||||
5. Enroll in "MQL Follow-Up" sequence (if using HubSpot Sequences)
|
||||
**Outcome:** Every MQL gets assigned instantly with a clear SLA
|
||||
**Notes:** Set enrollment criteria to exclude leads already owned by a rep
|
||||
|
||||
---
|
||||
|
||||
### 2. MQL SLA Escalation
|
||||
|
||||
**Name:** MQL SLA Breach Alert
|
||||
**Trigger:** Contact property "Lifecycle Stage" equals "MQL" AND "Days since last contacted" is greater than 0.5 (12 hours)
|
||||
**Actions:**
|
||||
1. Send internal email to contact owner: "SLA warning: [Contact Name] has not been contacted"
|
||||
2. If still no activity after 24 hours → send alert to sales manager
|
||||
3. If still no activity after 48 hours → reassign contact owner via rotation
|
||||
4. Create task for new owner: "Urgent: Contact [Contact Name] — reassigned due to SLA breach"
|
||||
**Outcome:** No MQL goes unworked for more than 48 hours
|
||||
**Notes:** Exclude contacts where last activity type is "Call" or "Meeting" (already engaged)
|
||||
|
||||
---
|
||||
|
||||
### 3. Lead Scoring Update and MQL Promotion
|
||||
|
||||
**Name:** Auto-MQL on Score Threshold
|
||||
**Trigger:** Contact property "HubSpot Score" is greater than or equal to 65
|
||||
**Actions:**
|
||||
1. Set lifecycle stage to "Marketing Qualified Lead"
|
||||
2. Set "MQL Date" to current date
|
||||
3. Suppress from marketing nurture workflows
|
||||
4. Trigger MQL Alert workflow (recipe #1)
|
||||
**Outcome:** Leads automatically promote to MQL when they hit the scoring threshold
|
||||
**Notes:** Add suppression list for existing customers and competitors
|
||||
|
||||
---
|
||||
|
||||
### 4. Meeting Booked Notification
|
||||
|
||||
**Name:** Meeting Booked Alert to AE
|
||||
**Trigger:** Meeting activity is logged for contact (via Calendly/HubSpot meetings)
|
||||
**Actions:**
|
||||
1. Send internal email to contact owner with meeting details
|
||||
2. Update contact property "Last Meeting Booked" to current date
|
||||
3. If lifecycle stage is "Lead" → update to "MQL"
|
||||
4. Create task: "Prepare for meeting with [Contact Name]" — due 1 hour before meeting
|
||||
5. Send Slack notification to #meetings channel
|
||||
**Outcome:** AEs are prepared for every meeting with full context
|
||||
**Notes:** Include recent page views and content downloads in notification email
|
||||
|
||||
---
|
||||
|
||||
### 5. Closed-Won Handoff to CS
|
||||
|
||||
**Name:** Customer Onboarding Trigger
|
||||
**Trigger:** Deal stage is changed to "Closed Won"
|
||||
**Actions:**
|
||||
1. Update associated contact lifecycle stage to "Customer"
|
||||
2. Set "Customer Since" date to current date
|
||||
3. Assign contact owner to CS team member (based on segment/territory)
|
||||
4. Create task for CS: "Schedule kickoff call with [Company Name]" — due in 2 business days
|
||||
5. Enroll contact in "Customer Onboarding" email sequence
|
||||
6. Send internal notification to CS manager
|
||||
7. Remove from all sales sequences
|
||||
**Outcome:** Seamless handoff from sales to customer success
|
||||
**Notes:** Include deal notes, contract value, and key stakeholders in CS notification
|
||||
|
||||
---
|
||||
|
||||
### 6. Stale Deal Alert
|
||||
|
||||
**Name:** Pipeline Hygiene — Stale Deal Detection
|
||||
**Trigger:** Deal property "Days in current stage" is greater than [2x average for that stage]
|
||||
**Actions:**
|
||||
1. Send internal email to deal owner: "Deal stale alert: [Deal Name] has been in [Stage] for [X] days"
|
||||
2. Create task: "Update or close [Deal Name]" — due in 3 business days
|
||||
3. If no update after 7 days → alert sales manager
|
||||
4. Add to "Stale Deals" dashboard list
|
||||
**Outcome:** Pipeline stays clean and forecast stays accurate
|
||||
**Notes:** Customize thresholds per stage (Discovery: 14 days, Proposal: 10 days, Negotiation: 21 days)
|
||||
|
||||
---
|
||||
|
||||
### 7. Recycled Lead Nurture Re-Entry
|
||||
|
||||
**Name:** MQL Recycling to Nurture
|
||||
**Trigger:** Contact property "Sales Rejection Reason" is known (any value)
|
||||
**Actions:**
|
||||
1. Update lifecycle stage to "Recycled"
|
||||
2. Reset engagement score to baseline (keep fit score)
|
||||
3. Enroll in "Recycled Lead Nurture" sequence (lower frequency)
|
||||
4. Set "Recycle Date" to current date
|
||||
5. Set re-enrollment trigger: if HubSpot Score exceeds threshold again, re-trigger MQL workflow
|
||||
**Outcome:** Rejected leads get a second chance without clogging the pipeline
|
||||
**Notes:** Track recycled-to-MQL conversion rate as a separate metric
|
||||
|
||||
---
|
||||
|
||||
### 8. Lead Activity Digest
|
||||
|
||||
**Name:** Daily Lead Activity Summary
|
||||
**Trigger:** Scheduled — daily at 8:00 AM local time
|
||||
**Actions:**
|
||||
1. Filter contacts: lifecycle stage is "SQL" or "Opportunity" AND had website activity in last 24 hours
|
||||
2. Send digest email to each contact owner with their leads' activity
|
||||
3. Include: pages visited, content downloaded, emails opened/clicked
|
||||
**Outcome:** Sales reps start each day knowing which leads are active
|
||||
**Notes:** Only include leads with meaningful activity (exclude single homepage visits)
|
||||
|
||||
---
|
||||
|
||||
## Salesforce Flow Equivalents
|
||||
|
||||
### 1. MQL Alert and Assignment (Salesforce Flow)
|
||||
|
||||
**Type:** Record-Triggered Flow
|
||||
**Object:** Lead
|
||||
**Trigger:** Lead field "Status" is changed to "MQL"
|
||||
**Flow steps:**
|
||||
1. Get Records: Query "Rep Assignment" custom object for next available rep
|
||||
2. Update Records: Set Lead Owner to assigned rep
|
||||
3. Create Records: Create Task — "Contact MQL: {Lead.Name}" with due date = NOW + 4 hours
|
||||
4. Action: Send email alert to new lead owner
|
||||
5. Update Records: Update "Rep Assignment" last-assigned timestamp
|
||||
**Notes:** Use a custom "Rep Assignment" object to manage round-robin state
|
||||
|
||||
### 2. SLA Escalation (Salesforce Flow)
|
||||
|
||||
**Type:** Scheduled-Triggered Flow
|
||||
**Schedule:** Every 4 hours during business hours
|
||||
**Flow steps:**
|
||||
1. Get Records: Leads where Status = "MQL" AND LastActivityDate < TODAY - 1
|
||||
2. Decision: Is lead older than 48 hours with no activity?
|
||||
- YES → Reassign to next rep, create urgent task, alert manager
|
||||
- NO → Send reminder email to current owner
|
||||
**Notes:** Pair with Process Builder for real-time alerts on initial assignment
|
||||
|
||||
### 3. Pipeline Stage Automation (Salesforce Flow)
|
||||
|
||||
**Type:** Record-Triggered Flow
|
||||
**Object:** Opportunity
|
||||
**Trigger:** Stage field is updated
|
||||
**Flow steps:**
|
||||
1. Decision: Which stage was it changed to?
|
||||
2. For each stage:
|
||||
- **Discovery:** Create task "Complete discovery questionnaire"
|
||||
- **Demo:** Create task "Prepare demo environment"
|
||||
- **Proposal:** Create task "Send proposal" + alert deal desk if ACV > $25K
|
||||
- **Closed Won:** Trigger CS handoff (create Case, assign CS owner, send welcome email)
|
||||
- **Closed Lost:** Create task "Log loss reason" + add to win/loss analysis report
|
||||
|
||||
### 4. Stale Deal Detection (Salesforce Flow)
|
||||
|
||||
**Type:** Scheduled-Triggered Flow
|
||||
**Schedule:** Daily at 7:00 AM
|
||||
**Flow steps:**
|
||||
1. Get Records: Open Opportunities where Days_In_Stage > Stage_SLA_Threshold
|
||||
2. Loop through results:
|
||||
- Create Task: "Update stale deal: {Opportunity.Name}"
|
||||
- Send email to Opportunity Owner
|
||||
- If Days_In_Stage > 2x threshold → send email to Owner's Manager
|
||||
3. Update custom field "Stale Flag" = true for dashboard visibility
|
||||
|
||||
---
|
||||
|
||||
## Calendly / SavvyCal Integration Patterns
|
||||
|
||||
### Round-Robin Meeting Scheduling
|
||||
|
||||
**Calendly setup:**
|
||||
1. Create a team event type with all eligible reps
|
||||
2. Distribution: "Optimize for equal distribution"
|
||||
3. Availability: Each rep manages their own calendar
|
||||
4. Buffer: 15 min before and after meetings
|
||||
5. Minimum notice: 4 hours (avoid last-minute bookings)
|
||||
|
||||
**CRM integration:**
|
||||
1. Calendly webhook fires on booking
|
||||
2. Match invitee email to CRM contact
|
||||
3. If contact exists → assign meeting to contact owner (override round-robin if owned)
|
||||
4. If new contact → create lead, assign via routing rules, log meeting
|
||||
5. Set lifecycle stage to MQL (meeting = high intent)
|
||||
|
||||
### SavvyCal Setup
|
||||
|
||||
**Advantages over Calendly:**
|
||||
- Priority-based scheduling (prefer certain time slots)
|
||||
- Overlay calendars (show team availability in one view)
|
||||
- Personalized booking links per rep
|
||||
|
||||
**Integration pattern:**
|
||||
1. Create team scheduling link with priority rules
|
||||
2. Webhook on booking → Zapier/Make → CRM
|
||||
3. Match or create contact, assign owner, create task
|
||||
4. Send confirmation with meeting prep materials
|
||||
|
||||
### Meeting Routing by Criteria
|
||||
|
||||
```
|
||||
Booking form submitted
|
||||
├─ Company size > 500? (form field)
|
||||
│ ├─ YES → Route to enterprise AE calendar
|
||||
│ └─ NO ↓
|
||||
├─ Existing customer? (CRM lookup)
|
||||
│ ├─ YES → Route to account owner's calendar
|
||||
│ └─ NO ↓
|
||||
└─ Round-robin across SDR team
|
||||
```
|
||||
|
||||
### No-Show Workflow
|
||||
|
||||
**Trigger:** Meeting time passes + no meeting notes logged within 30 minutes
|
||||
**Actions:**
|
||||
1. Wait 30 minutes after scheduled meeting time
|
||||
2. Check: Was a call or meeting logged?
|
||||
- YES → No action
|
||||
- NO → Send "Sorry we missed you" email to prospect
|
||||
3. Create task: "Reschedule with [Contact Name]" — due next business day
|
||||
4. If second no-show → flag contact and alert manager
|
||||
|
||||
---
|
||||
|
||||
## Zapier Cross-Tool Patterns
|
||||
|
||||
### 1. New Lead → CRM + Slack + Task
|
||||
|
||||
**Trigger:** New form submission (Typeform, HubSpot, Webflow)
|
||||
**Actions:**
|
||||
1. Create/update contact in CRM
|
||||
2. Enrich with Clearbit (if available)
|
||||
3. Post to Slack #new-leads with enriched data
|
||||
4. Create task in project management tool (Asana, Linear)
|
||||
|
||||
### 2. Meeting Booked → CRM + Prep Email
|
||||
|
||||
**Trigger:** New Calendly/SavvyCal booking
|
||||
**Actions:**
|
||||
1. Find or create CRM contact
|
||||
2. Update lifecycle stage to MQL
|
||||
3. Send prep email to assigned rep (include CRM link, LinkedIn profile, recent activity)
|
||||
4. Create pre-meeting task
|
||||
|
||||
### 3. Deal Closed → Onboarding Stack
|
||||
|
||||
**Trigger:** CRM deal stage changed to "Closed Won"
|
||||
**Actions:**
|
||||
1. Create customer record in CS tool (Vitally, Gainsight, ChurnZero)
|
||||
2. Add to onboarding project template
|
||||
3. Send welcome email via email tool
|
||||
4. Create Slack channel: #customer-[company-name]
|
||||
5. Notify CS team in Slack
|
||||
|
||||
### 4. Lead Scoring → Cross-Tool Sync
|
||||
|
||||
**Trigger:** CRM lead score crosses MQL threshold
|
||||
**Actions:**
|
||||
1. Update marketing automation platform status
|
||||
2. Add to retargeting audience (Facebook, Google Ads)
|
||||
3. Trigger SDR outreach sequence
|
||||
4. Log event in analytics (Mixpanel, Amplitude)
|
||||
|
||||
### 5. SLA Breach → Multi-Channel Alert
|
||||
|
||||
**Trigger:** CRM task overdue (MQL follow-up task)
|
||||
**Actions:**
|
||||
1. Send Slack DM to rep
|
||||
2. Send email to rep
|
||||
3. If 2+ hours overdue → Slack DM to manager
|
||||
4. If 4+ hours overdue → reassign in CRM (via webhook back to CRM)
|
||||
|
||||
### 6. Weekly Pipeline Digest
|
||||
|
||||
**Trigger:** Schedule — every Monday at 8:00 AM
|
||||
**Actions:**
|
||||
1. Query CRM for pipeline summary (total value, new deals, stale deals, expected closes)
|
||||
2. Format as summary
|
||||
3. Post to Slack #sales-team
|
||||
4. Send email digest to sales leadership
|
||||
278
skills/revops/references/lifecycle-definitions.md
Normal file
278
skills/revops/references/lifecycle-definitions.md
Normal file
|
|
@ -0,0 +1,278 @@
|
|||
# Lifecycle Stage Definitions
|
||||
|
||||
Complete templates for lead lifecycle stages, MQL criteria by business type, SLAs, and rejection/recycling workflows.
|
||||
|
||||
## Stage Templates
|
||||
|
||||
### Subscriber
|
||||
|
||||
**Entry criteria:**
|
||||
- Opted in to blog, newsletter, or content updates
|
||||
- No company information required
|
||||
|
||||
**Exit criteria:**
|
||||
- Provides company information via form or enrichment
|
||||
- Visits 3+ pages in a session
|
||||
- Downloads gated content
|
||||
|
||||
**Owner:** Marketing (automated)
|
||||
|
||||
**Actions on entry:**
|
||||
- Add to newsletter nurture
|
||||
- Begin tracking engagement score
|
||||
|
||||
---
|
||||
|
||||
### Lead
|
||||
|
||||
**Entry criteria:**
|
||||
- Identified contact with name + email + company
|
||||
- May come from form fill, enrichment, or import
|
||||
|
||||
**Exit criteria:**
|
||||
- Reaches MQL threshold (fit + engagement)
|
||||
- Manually qualified by marketing/SDR
|
||||
|
||||
**Owner:** Marketing
|
||||
|
||||
**Actions on entry:**
|
||||
- Enrich contact data (company size, industry, role)
|
||||
- Begin scoring
|
||||
- Add to relevant nurture sequence
|
||||
|
||||
---
|
||||
|
||||
### MQL (Marketing Qualified Lead)
|
||||
|
||||
**Entry criteria:**
|
||||
- Meets fit score threshold AND engagement score threshold
|
||||
- OR triggers high-intent action (demo request, pricing page + form fill)
|
||||
|
||||
**Exit criteria:**
|
||||
- Sales accepts (becomes SQL)
|
||||
- Sales rejects (recycled to nurture with reason code)
|
||||
- No response within SLA (escalated to manager)
|
||||
|
||||
**Owner:** Marketing → Sales (handoff)
|
||||
|
||||
**Actions on entry:**
|
||||
- Instant alert to assigned sales rep
|
||||
- Create follow-up task with 4-hour SLA
|
||||
- Pause marketing nurture sequences
|
||||
- Log all recent activity for sales context
|
||||
|
||||
---
|
||||
|
||||
### SQL (Sales Qualified Lead)
|
||||
|
||||
**Entry criteria:**
|
||||
- Sales rep has had qualifying conversation
|
||||
- Confirmed: budget, authority, need, or timeline (at least 2 of 4)
|
||||
|
||||
**Exit criteria:**
|
||||
- Opportunity created with projected value
|
||||
- Disqualified (recycled with reason code)
|
||||
|
||||
**Owner:** Sales (SDR or AE)
|
||||
|
||||
**Actions on entry:**
|
||||
- Update lifecycle stage in CRM
|
||||
- Notify AE if SDR-qualified
|
||||
- Begin sales sequence if not already in conversation
|
||||
|
||||
---
|
||||
|
||||
### Opportunity
|
||||
|
||||
**Entry criteria:**
|
||||
- Formal opportunity created in CRM
|
||||
- Deal value, close date, and stage assigned
|
||||
|
||||
**Exit criteria:**
|
||||
- Closed-won or closed-lost
|
||||
|
||||
**Owner:** Sales (AE)
|
||||
|
||||
**Actions on entry:**
|
||||
- Add to pipeline reporting
|
||||
- Create deal tasks (proposal, demo, etc.)
|
||||
- Notify CS if deal is likely to close
|
||||
|
||||
---
|
||||
|
||||
### Customer
|
||||
|
||||
**Entry criteria:**
|
||||
- Closed-won deal
|
||||
- Contract signed and payment terms set
|
||||
|
||||
**Exit criteria:**
|
||||
- Churns, expands, or renews
|
||||
|
||||
**Owner:** Customer Success / Account Management
|
||||
|
||||
**Actions on entry:**
|
||||
- Trigger onboarding sequence
|
||||
- Assign CS manager
|
||||
- Schedule kickoff call
|
||||
- Remove from all sales sequences
|
||||
|
||||
---
|
||||
|
||||
### Evangelist
|
||||
|
||||
**Entry criteria:**
|
||||
- NPS score 9-10, or active referral behavior
|
||||
- Agreed to case study, testimonial, or referral program
|
||||
|
||||
**Exit criteria:**
|
||||
- Ongoing program participation
|
||||
|
||||
**Owner:** Customer Success + Marketing
|
||||
|
||||
**Actions on entry:**
|
||||
- Add to advocacy program
|
||||
- Request case study or testimonial
|
||||
- Invite to referral program
|
||||
- Feature in marketing campaigns (with permission)
|
||||
|
||||
---
|
||||
|
||||
## MQL Criteria Templates by Business Type
|
||||
|
||||
### PLG (Product-Led Growth)
|
||||
|
||||
**Fit score (40% weight):**
|
||||
|
||||
| Attribute | Points |
|
||||
|-----------|--------|
|
||||
| Company size 10-500 | +15 |
|
||||
| Company size 500-5000 | +20 |
|
||||
| Target industry | +10 |
|
||||
| Decision-maker role | +15 |
|
||||
| Uses complementary tool | +10 |
|
||||
|
||||
**Engagement score (60% weight) — weight product usage heavily:**
|
||||
|
||||
| Signal | Points |
|
||||
|--------|--------|
|
||||
| Created free account | +15 |
|
||||
| Completed onboarding | +20 |
|
||||
| Used core feature 3+ times | +25 |
|
||||
| Invited team member | +20 |
|
||||
| Hit usage limit | +15 |
|
||||
| Visited pricing page | +10 |
|
||||
|
||||
**MQL threshold:** 65 points
|
||||
|
||||
---
|
||||
|
||||
### Sales-Led (Enterprise)
|
||||
|
||||
**Fit score (60% weight) — weight fit heavily:**
|
||||
|
||||
| Attribute | Points |
|
||||
|-----------|--------|
|
||||
| Company size 500+ | +20 |
|
||||
| Target industry | +15 |
|
||||
| VP+ title | +20 |
|
||||
| Budget authority confirmed | +15 |
|
||||
| Uses competitor product | +10 |
|
||||
|
||||
**Engagement score (40% weight):**
|
||||
|
||||
| Signal | Points |
|
||||
|--------|--------|
|
||||
| Requested demo | +25 |
|
||||
| Attended webinar | +10 |
|
||||
| Downloaded whitepaper | +10 |
|
||||
| Visited pricing page 2+ times | +15 |
|
||||
| Engaged with sales email | +10 |
|
||||
|
||||
**MQL threshold:** 70 points
|
||||
|
||||
---
|
||||
|
||||
### Mid-Market (Balanced)
|
||||
|
||||
**Fit score (50% weight):**
|
||||
|
||||
| Attribute | Points |
|
||||
|-----------|--------|
|
||||
| Company size 50-1000 | +15 |
|
||||
| Target industry | +10 |
|
||||
| Manager+ title | +15 |
|
||||
| Target geography | +10 |
|
||||
|
||||
**Engagement score (50% weight):**
|
||||
|
||||
| Signal | Points |
|
||||
|--------|--------|
|
||||
| Demo request | +25 |
|
||||
| Free trial signup | +20 |
|
||||
| Pricing page visit | +10 |
|
||||
| Content download (2+) | +10 |
|
||||
| Email click (3+) | +10 |
|
||||
| Webinar attendance | +10 |
|
||||
|
||||
**MQL threshold:** 60 points
|
||||
|
||||
---
|
||||
|
||||
## SLA Templates
|
||||
|
||||
### MQL-to-SQL SLA
|
||||
|
||||
| Metric | Target | Escalation |
|
||||
|--------|--------|------------|
|
||||
| First contact attempt | Within 4 business hours | Alert to sales manager at 4 hours |
|
||||
| Qualification decision | Within 48 hours | Auto-escalate at 48 hours |
|
||||
| Meeting scheduled (if qualified) | Within 5 business days | Weekly pipeline review flag |
|
||||
|
||||
### SQL-to-Opportunity SLA
|
||||
|
||||
| Metric | Target | Escalation |
|
||||
|--------|--------|------------|
|
||||
| Discovery call completed | Within 3 business days of SQL | Alert to AE manager |
|
||||
| Opportunity created | Within 5 business days of SQL | Pipeline review flag |
|
||||
|
||||
### Opportunity-to-Close SLA
|
||||
|
||||
| Metric | Target | Escalation |
|
||||
|--------|--------|------------|
|
||||
| Proposal delivered | Within 5 business days of demo | AE manager alert |
|
||||
| Deal stale in stage | 2x average days for that stage | Pipeline review flag |
|
||||
| Close date pushed 2+ times | Immediate | Forecast review required |
|
||||
|
||||
---
|
||||
|
||||
## Lead Rejection and Recycling
|
||||
|
||||
### Rejection Reason Codes
|
||||
|
||||
| Code | Reason | Recycle Action |
|
||||
|------|--------|----------------|
|
||||
| **FIT-01** | Company too small | Nurture; re-score if company grows |
|
||||
| **FIT-02** | Wrong industry | Archive; do not recycle |
|
||||
| **FIT-03** | Wrong role / no authority | Nurture; monitor for org changes |
|
||||
| **ENG-01** | No response after 3 attempts | Recycle to nurture in 90 days |
|
||||
| **ENG-02** | Interested but bad timing | Recycle to nurture; re-engage in 60 days |
|
||||
| **QUAL-01** | No budget | Recycle to nurture in 90 days |
|
||||
| **QUAL-02** | Using competitor, locked in | Recycle; trigger before contract renewal |
|
||||
| **QUAL-03** | Not a real project | Archive; do not recycle |
|
||||
|
||||
### Recycling Workflow
|
||||
|
||||
1. Sales rejects MQL with reason code
|
||||
2. CRM updates lifecycle stage to "Recycled"
|
||||
3. Lead enters recycling nurture sequence (different from original nurture)
|
||||
4. Engagement score resets to baseline (keep fit score)
|
||||
5. If lead re-engages and crosses MQL threshold, re-route to sales with "Recycled MQL" flag
|
||||
6. Track recycled MQL conversion rate separately
|
||||
|
||||
### Recycling Nurture Sequence
|
||||
|
||||
- **Frequency:** Bi-weekly or monthly (lower frequency than initial nurture)
|
||||
- **Content:** Industry insights, case studies, product updates
|
||||
- **Duration:** 6 months, then archive if no engagement
|
||||
- **Re-MQL trigger:** High-intent action (demo request, pricing page revisit)
|
||||
203
skills/revops/references/routing-rules.md
Normal file
203
skills/revops/references/routing-rules.md
Normal file
|
|
@ -0,0 +1,203 @@
|
|||
# Lead Routing Rules
|
||||
|
||||
Decision trees, platform-specific configurations, territory routing, ABM routing, and speed-to-lead benchmarks.
|
||||
|
||||
## Routing Decision Tree
|
||||
|
||||
Use this template to map your routing logic:
|
||||
|
||||
```
|
||||
New Lead Arrives
|
||||
│
|
||||
├─ Is this a named/target account?
|
||||
│ ├─ YES → Route to assigned account owner
|
||||
│ └─ NO ↓
|
||||
│
|
||||
├─ Is ACV likely > $50K? (based on company size + industry)
|
||||
│ ├─ YES → Route to enterprise AE team
|
||||
│ └─ NO ↓
|
||||
│
|
||||
├─ Is this a PLG signup with team usage?
|
||||
│ ├─ YES → Route to PLG sales specialist
|
||||
│ └─ NO ↓
|
||||
│
|
||||
├─ Does lead match a territory?
|
||||
│ ├─ YES → Route to territory owner
|
||||
│ └─ NO ↓
|
||||
│
|
||||
└─ Default: Round-robin across available reps
|
||||
└─ If no rep available: Assign to team queue with 1-hour SLA
|
||||
```
|
||||
|
||||
Customize this tree for your business. The key principle: **route to the most specific match first, fall back to general.**
|
||||
|
||||
---
|
||||
|
||||
## Round-Robin Configuration
|
||||
|
||||
### Basic Round-Robin Rules
|
||||
|
||||
1. Distribute leads evenly across eligible reps
|
||||
2. Skip reps who are on PTO, at capacity, or have a full pipeline
|
||||
3. Weight by quota attainment (reps below quota get slight priority)
|
||||
4. Reset distribution count weekly or monthly
|
||||
5. Log every assignment for auditing
|
||||
|
||||
### HubSpot Round-Robin Setup
|
||||
|
||||
**Using HubSpot's rotation tool:**
|
||||
- Navigate to Automation → Workflows
|
||||
- Trigger: Contact property "Lifecycle Stage" equals "MQL"
|
||||
- Action: Rotate contact owner among selected users
|
||||
- Options: Even distribution, skip unavailable owners
|
||||
- Add delay + task creation after assignment
|
||||
|
||||
**Custom rotation with workflows:**
|
||||
1. Create a custom property "Rotation Counter" (number)
|
||||
2. Workflow trigger: New MQL created
|
||||
3. Branch by rotation counter value (0, 1, 2... for each rep)
|
||||
4. Set contact owner to corresponding rep
|
||||
5. Increment counter (reset at max)
|
||||
6. Create follow-up task with SLA deadline
|
||||
|
||||
### Salesforce Round-Robin Setup
|
||||
|
||||
**Using Lead Assignment Rules:**
|
||||
1. Setup → Feature Settings → Marketing → Lead Assignment Rules
|
||||
2. Create rule entries in priority order (most specific first)
|
||||
3. For round-robin: Use assignment rule + custom logic
|
||||
|
||||
**Using Flow for advanced routing:**
|
||||
1. Create a Record-Triggered Flow on Lead creation
|
||||
2. Get Records: Query a custom "Rep Queue" object for next available rep
|
||||
3. Decision element: Check rep availability, capacity, territory
|
||||
4. Update Records: Assign lead owner
|
||||
5. Create Task: Follow-up task with SLA
|
||||
6. Update "Rep Queue" to track last assignment
|
||||
|
||||
---
|
||||
|
||||
## Territory Routing
|
||||
|
||||
### By Geography
|
||||
|
||||
| Territory | Regions | Assigned Team |
|
||||
|-----------|---------|---------------|
|
||||
| West | CA, WA, OR, NV, AZ, UT, CO, HI | Team West |
|
||||
| Central | TX, IL, MN, MO, OH, MI, WI, IN | Team Central |
|
||||
| East | NY, MA, PA, NJ, CT, VA, FL, GA | Team East |
|
||||
| International | All non-US | International team |
|
||||
|
||||
### By Company Size
|
||||
|
||||
| Segment | Company Size | Team |
|
||||
|---------|-------------|------|
|
||||
| SMB | 1-50 employees | Inside sales |
|
||||
| Mid-market | 51-500 employees | Mid-market AEs |
|
||||
| Enterprise | 501-5000 employees | Enterprise AEs |
|
||||
| Strategic | 5000+ employees | Strategic account team |
|
||||
|
||||
### By Industry
|
||||
|
||||
| Vertical | Industries | Specialist |
|
||||
|----------|-----------|------------|
|
||||
| Tech | SaaS, IT services, hardware | Tech vertical rep |
|
||||
| Financial | Banking, insurance, fintech | Financial vertical rep |
|
||||
| Healthcare | Hospitals, pharma, healthtech | Healthcare vertical rep |
|
||||
| General | All others | General pool (round-robin) |
|
||||
|
||||
### Hybrid Territory Model
|
||||
|
||||
Combine multiple dimensions for precision:
|
||||
|
||||
```
|
||||
Lead arrives
|
||||
├─ Company size > 1000?
|
||||
│ ├─ YES → Enterprise team
|
||||
│ │ └─ Sub-route by geography
|
||||
│ └─ NO ↓
|
||||
├─ Industry = Healthcare or Financial?
|
||||
│ ├─ YES → Vertical specialist
|
||||
│ └─ NO ↓
|
||||
└─ Round-robin across general pool
|
||||
└─ Weighted by geography preference
|
||||
```
|
||||
|
||||
---
|
||||
|
||||
## Named Account / ABM Routing
|
||||
|
||||
### Setup
|
||||
|
||||
1. **Define target account list** (typically 50-500 accounts)
|
||||
2. **Assign account owners** in CRM (1 rep per account)
|
||||
3. **Match logic:** Any lead from a target account domain routes to account owner
|
||||
4. **Matching rules:**
|
||||
- Email domain match (primary)
|
||||
- Company name fuzzy match (secondary, requires manual review)
|
||||
- IP-to-company resolution (tertiary, for anonymous visitors)
|
||||
|
||||
### ABM Routing Rules
|
||||
|
||||
| Tier | Account Type | Routing | Response SLA |
|
||||
|------|-------------|---------|--------------|
|
||||
| Tier 1 | Top 20 strategic accounts | Named owner, instant alert | 1 hour |
|
||||
| Tier 2 | Top 100 target accounts | Named owner, standard alert | 4 hours |
|
||||
| Tier 3 | Target industry / size match | Territory or round-robin | Same business day |
|
||||
|
||||
### Multi-Contact Handling
|
||||
|
||||
When multiple contacts from the same account engage:
|
||||
- Route all contacts to the **same account owner**
|
||||
- Notify the owner of new contacts entering
|
||||
- Track account-level engagement score (sum of all contacts)
|
||||
- Trigger "buying committee" alert when 3+ contacts from one account engage
|
||||
|
||||
---
|
||||
|
||||
## Speed-to-Lead Data
|
||||
|
||||
### Response Time Impact on Conversion
|
||||
|
||||
| Response Time | Relative Qualification Rate | Notes |
|
||||
|---------------|---------------------------|-------|
|
||||
| Under 5 minutes | **21x** more likely to qualify | Gold standard |
|
||||
| 5-10 minutes | 10x more likely | Still strong |
|
||||
| 10-30 minutes | 4x more likely | Acceptable for most |
|
||||
| 30 min - 1 hour | 2x more likely | Below best practice |
|
||||
| 1-24 hours | Baseline | Industry average |
|
||||
| 24+ hours | 60% lower than baseline | Lead is effectively cold |
|
||||
|
||||
Source: Lead Connect, InsideSales.com
|
||||
|
||||
### Implementing Speed-to-Lead
|
||||
|
||||
1. **Instant notification** — Push notification + email to rep on MQL creation
|
||||
2. **Auto-task with timer** — Create task with 5-minute SLA countdown
|
||||
3. **Escalation chain:**
|
||||
- 5 min: Original rep alerted
|
||||
- 15 min: Backup rep alerted
|
||||
- 30 min: Manager alerted
|
||||
- 1 hour: Lead reassigned to next available rep
|
||||
4. **Measure and report** — Track actual response times weekly; recognize fast responders
|
||||
|
||||
### Speed-to-Lead Automation
|
||||
|
||||
**Trigger:** New MQL created
|
||||
**Actions:**
|
||||
1. Assign to rep via routing rules (instant)
|
||||
2. Send push notification + email to rep
|
||||
3. Create task: "Contact [Lead Name] — 5 min SLA"
|
||||
4. Start SLA timer
|
||||
5. If no activity logged in 15 min → alert backup rep
|
||||
6. If no activity in 30 min → alert manager
|
||||
7. If no activity in 60 min → reassign via round-robin
|
||||
|
||||
### Measuring Speed-to-Lead
|
||||
|
||||
Track these metrics weekly:
|
||||
- **Average time to first contact** (from MQL creation to first call/email)
|
||||
- **Median time to first contact** (less skewed by outliers)
|
||||
- **% of leads contacted within SLA** (target: 90%+)
|
||||
- **Contact rate by time of day** (identify coverage gaps)
|
||||
- **Conversion rate by response time** (prove the ROI of speed)
|
||||
247
skills/revops/references/scoring-models.md
Normal file
247
skills/revops/references/scoring-models.md
Normal file
|
|
@ -0,0 +1,247 @@
|
|||
# Lead Scoring Models
|
||||
|
||||
Detailed scoring templates, example models by business type, and calibration guidance.
|
||||
|
||||
## Explicit Scoring Template (Fit)
|
||||
|
||||
### Company Attributes
|
||||
|
||||
| Attribute | Criteria | Points |
|
||||
|-----------|----------|--------|
|
||||
| **Company size** | 1-10 employees | +5 |
|
||||
| | 11-50 employees | +10 |
|
||||
| | 51-200 employees | +15 |
|
||||
| | 201-1000 employees | +20 |
|
||||
| | 1000+ employees | +15 (unless enterprise-focused, then +25) |
|
||||
| **Industry** | Primary target industry | +20 |
|
||||
| | Secondary target industry | +10 |
|
||||
| | Non-target industry | 0 |
|
||||
| **Revenue** | Under $1M | +5 |
|
||||
| | $1M-$10M | +10 |
|
||||
| | $10M-$100M | +15 |
|
||||
| | $100M+ | +20 |
|
||||
| **Geography** | Primary market | +10 |
|
||||
| | Secondary market | +5 |
|
||||
| | Non-target market | 0 |
|
||||
|
||||
### Contact Attributes
|
||||
|
||||
| Attribute | Criteria | Points |
|
||||
|-----------|----------|--------|
|
||||
| **Job title** | C-suite (CEO, CTO, CMO) | +25 |
|
||||
| | VP level | +20 |
|
||||
| | Director level | +15 |
|
||||
| | Manager level | +10 |
|
||||
| | Individual contributor | +5 |
|
||||
| **Department** | Primary buying department | +15 |
|
||||
| | Adjacent department | +5 |
|
||||
| | Unrelated department | 0 |
|
||||
| **Seniority** | Decision maker | +20 |
|
||||
| | Influencer | +10 |
|
||||
| | End user | +5 |
|
||||
|
||||
### Technology Attributes
|
||||
|
||||
| Attribute | Criteria | Points |
|
||||
|-----------|----------|--------|
|
||||
| **Tech stack** | Uses complementary tool | +15 |
|
||||
| | Uses competitor | +10 (they understand the category) |
|
||||
| | Uses tool you replace | +20 |
|
||||
| **Tech maturity** | Modern stack (cloud, SaaS-forward) | +10 |
|
||||
| | Legacy stack | +5 |
|
||||
|
||||
---
|
||||
|
||||
## Implicit Scoring Template (Engagement)
|
||||
|
||||
### High-Intent Signals
|
||||
|
||||
| Signal | Points | Decay |
|
||||
|--------|--------|-------|
|
||||
| **Demo request** | +30 | None |
|
||||
| **Pricing page visit** | +20 | -5 per week |
|
||||
| **Free trial signup** | +25 | None |
|
||||
| **Contact sales form** | +30 | None |
|
||||
| **Case study page (2+)** | +15 | -5 per 2 weeks |
|
||||
| **Comparison page visit** | +15 | -5 per week |
|
||||
| **ROI calculator used** | +20 | -5 per 2 weeks |
|
||||
|
||||
### Medium-Intent Signals
|
||||
|
||||
| Signal | Points | Decay |
|
||||
|--------|--------|-------|
|
||||
| **Webinar registration** | +10 | -5 per month |
|
||||
| **Webinar attendance** | +15 | -5 per month |
|
||||
| **Whitepaper download** | +10 | -5 per month |
|
||||
| **Blog visit (3+ in a week)** | +10 | -5 per 2 weeks |
|
||||
| **Email click** | +5 per click | -2 per month |
|
||||
| **Email open (3+)** | +5 | -2 per month |
|
||||
| **Social media engagement** | +5 | -2 per month |
|
||||
|
||||
### Low-Intent Signals
|
||||
|
||||
| Signal | Points | Decay |
|
||||
|--------|--------|-------|
|
||||
| **Single blog visit** | +2 | -2 per month |
|
||||
| **Newsletter open** | +2 | -1 per month |
|
||||
| **Single email open** | +1 | -1 per month |
|
||||
| **Visited homepage only** | +1 | -1 per week |
|
||||
|
||||
### Product Usage Signals (PLG)
|
||||
|
||||
| Signal | Points | Decay |
|
||||
|--------|--------|-------|
|
||||
| **Created account** | +15 | None |
|
||||
| **Completed onboarding** | +20 | None |
|
||||
| **Used core feature (3+ times)** | +25 | -5 per month inactive |
|
||||
| **Invited team member** | +25 | None |
|
||||
| **Hit usage limit** | +20 | -10 per month |
|
||||
| **Exported data** | +10 | -5 per month |
|
||||
| **Connected integration** | +15 | None |
|
||||
| **Daily active for 5+ days** | +20 | -10 per 2 weeks inactive |
|
||||
|
||||
---
|
||||
|
||||
## Negative Scoring Signals
|
||||
|
||||
| Signal | Points | Notes |
|
||||
|--------|--------|-------|
|
||||
| **Competitor email domain** | -50 | Auto-flag for review |
|
||||
| **Student email (.edu)** | -30 | May still be valid in some cases |
|
||||
| **Personal email (gmail, yahoo)** | -10 | Less relevant for B2B; adjust for SMB |
|
||||
| **Unsubscribe from emails** | -20 | Reduce engagement score |
|
||||
| **Bounce (hard)** | -50 | Remove from scoring |
|
||||
| **Spam complaint** | -100 | Remove from all sequences |
|
||||
| **Job title: Student/Intern** | -25 | Low buying authority |
|
||||
| **Job title: Consultant** | -10 | May be evaluating for client |
|
||||
| **No website visit in 90 days** | -15 | Score decay |
|
||||
| **Invalid phone number** | -10 | Data quality signal |
|
||||
| **Careers page visitor only** | -30 | Likely a job seeker |
|
||||
|
||||
---
|
||||
|
||||
## Example Scoring Models
|
||||
|
||||
### Model 1: PLG SaaS (ACV $500-$5K)
|
||||
|
||||
**Weight: 30% fit / 70% engagement (heavily favor product usage)**
|
||||
|
||||
**Fit criteria:**
|
||||
- Company size 10-500: +15
|
||||
- Target industry: +10
|
||||
- Manager+ role: +10
|
||||
- Uses complementary tool: +10
|
||||
|
||||
**Engagement criteria:**
|
||||
- Created free account: +15
|
||||
- Completed onboarding: +20
|
||||
- Used core feature 3+ times: +25
|
||||
- Invited team member: +25
|
||||
- Hit usage limit: +20
|
||||
- Pricing page visit: +15
|
||||
|
||||
**Negative:**
|
||||
- Personal email: -10
|
||||
- No login in 14 days: -15
|
||||
- Competitor domain: -50
|
||||
|
||||
**MQL threshold: 60 points**
|
||||
**Recalibration: Monthly** (fast feedback loop with high volume)
|
||||
|
||||
---
|
||||
|
||||
### Model 2: Enterprise Sales-Led (ACV $50K+)
|
||||
|
||||
**Weight: 60% fit / 40% engagement (fit is critical at this ACV)**
|
||||
|
||||
**Fit criteria:**
|
||||
- Company size 500+: +20
|
||||
- Revenue $50M+: +15
|
||||
- Target industry: +15
|
||||
- VP+ title: +20
|
||||
- Decision maker confirmed: +15
|
||||
- Uses competitor: +10
|
||||
|
||||
**Engagement criteria:**
|
||||
- Demo request: +30
|
||||
- Multiple stakeholders engaged: +20
|
||||
- Attended executive webinar: +15
|
||||
- Downloaded ROI guide: +10
|
||||
- Visited pricing page 2+: +15
|
||||
|
||||
**Negative:**
|
||||
- Company too small (<100): -30
|
||||
- Individual contributor only: -15
|
||||
- Competitor domain: -50
|
||||
|
||||
**MQL threshold: 75 points**
|
||||
**Recalibration: Quarterly** (longer sales cycles, smaller sample size)
|
||||
|
||||
---
|
||||
|
||||
### Model 3: Mid-Market Hybrid (ACV $5K-$25K)
|
||||
|
||||
**Weight: 50% fit / 50% engagement (balanced approach)**
|
||||
|
||||
**Fit criteria:**
|
||||
- Company size 50-1000: +15
|
||||
- Target industry: +10
|
||||
- Manager-VP title: +15
|
||||
- Target geography: +10
|
||||
- Uses complementary tool: +10
|
||||
|
||||
**Engagement criteria:**
|
||||
- Demo request or trial signup: +25
|
||||
- Pricing page visit: +15
|
||||
- Case study download: +10
|
||||
- Webinar attendance: +10
|
||||
- Email engagement (3+ clicks): +10
|
||||
- Blog visits (5+ pages): +10
|
||||
|
||||
**Negative:**
|
||||
- Personal email: -10
|
||||
- No engagement in 30 days: -10
|
||||
- Competitor domain: -50
|
||||
- Student/intern title: -25
|
||||
|
||||
**MQL threshold: 65 points**
|
||||
**Recalibration: Quarterly**
|
||||
|
||||
---
|
||||
|
||||
## Threshold Calibration
|
||||
|
||||
### Setting the Initial Threshold
|
||||
|
||||
1. **Pull closed-won data** from the last 6-12 months
|
||||
2. **Retroactively score** each deal using your new model
|
||||
3. **Find the natural breakpoint** — what score separated wins from losses?
|
||||
4. **Set threshold** just below where 80% of closed-won deals would have scored
|
||||
5. **Validate** against closed-lost — if many closed-lost score above threshold, tighten criteria
|
||||
|
||||
### Calibration Cadence
|
||||
|
||||
| Business Type | Recalibration Frequency | Why |
|
||||
|---------------|------------------------|-----|
|
||||
| PLG / High volume | Monthly | Fast feedback loop, lots of data |
|
||||
| Mid-market | Quarterly | Moderate cycle length |
|
||||
| Enterprise | Quarterly to semi-annually | Long cycles, small sample size |
|
||||
|
||||
### Calibration Steps
|
||||
|
||||
1. **Pull MQL-to-closed data** for the calibration period
|
||||
2. **Compare scored MQLs vs. actual outcomes:**
|
||||
- High score + closed-won = correctly scored
|
||||
- High score + closed-lost = possible false positive (tighten)
|
||||
- Low score + closed-won = possible false negative (loosen)
|
||||
3. **Adjust weights** based on which attributes actually correlated with wins
|
||||
4. **Adjust threshold** if MQL volume is too high (raise) or too low (lower)
|
||||
5. **Document changes** and communicate to sales team
|
||||
|
||||
### Warning Signs Your Model Needs Recalibration
|
||||
|
||||
- MQL-to-SQL acceptance rate drops below 30%
|
||||
- Sales consistently rejects MQLs as "not ready"
|
||||
- High-scoring leads don't convert; low-scoring leads do
|
||||
- MQL volume spikes without corresponding revenue
|
||||
- New product/market changes since last calibration
|
||||
349
skills/sales-enablement/SKILL.md
Normal file
349
skills/sales-enablement/SKILL.md
Normal file
|
|
@ -0,0 +1,349 @@
|
|||
---
|
||||
name: sales-enablement
|
||||
description: "When the user wants to create sales collateral, pitch decks, one-pagers, objection handling docs, or demo scripts. Also use when the user mentions 'sales deck,' 'pitch deck,' 'one-pager,' 'leave-behind,' 'objection handling,' 'ROI calculator,' 'demo script,' 'talk track,' 'sales playbook,' 'proposal template,' or 'buyer persona card.' For competitor battle cards and comparison pages, see competitor-alternatives. For marketing website copy, see copywriting. For cold outreach emails, see cold-email."
|
||||
metadata:
|
||||
version: 1.0.0
|
||||
---
|
||||
|
||||
# Sales Enablement
|
||||
|
||||
You are an expert in B2B sales enablement. Your goal is to create sales collateral that reps actually use — decks, one-pagers, objection docs, demo scripts, and playbooks that help close deals.
|
||||
|
||||
## Before Starting
|
||||
|
||||
**Check for product marketing context first:**
|
||||
If `.claude/product-marketing-context.md` exists, read it before asking questions. Use that context and only ask for information not already covered or specific to this task.
|
||||
|
||||
Gather this context (ask if not provided):
|
||||
|
||||
1. **Value Proposition & Differentiators**
|
||||
- What do you sell and who is it for?
|
||||
- What makes you different from the next best alternative?
|
||||
- What outcomes can you prove?
|
||||
|
||||
2. **Sales Motion**
|
||||
- How do you sell? (self-serve, inside sales, field sales, hybrid)
|
||||
- Average deal size and sales cycle length
|
||||
- Key personas involved in the buying decision
|
||||
|
||||
3. **Collateral Needs**
|
||||
- What specific assets do you need?
|
||||
- What stage of the funnel are they for?
|
||||
- Who will use them? (AE, SDR, champion, prospect)
|
||||
|
||||
4. **Current State**
|
||||
- What materials exist today?
|
||||
- What's working and what's not?
|
||||
- What do reps ask for most?
|
||||
|
||||
---
|
||||
|
||||
## Core Principles
|
||||
|
||||
### Sales Uses What Sales Trusts
|
||||
Involve reps in creation. Use their language, not marketing's. If reps rewrite your deck before sending it, you wrote the wrong deck. Test drafts with your top performers first.
|
||||
|
||||
### Situation-Specific, Not Generic
|
||||
Tailor to persona, deal stage, and use case. A deck for a CTO should look different from one for a VP of Sales. A one-pager for post-meeting follow-up serves a different purpose than one for a trade show.
|
||||
|
||||
### Scannable Over Comprehensive
|
||||
Reps need information in 3 seconds, not 30. Use bold headers, short bullets, and visual hierarchy. If a rep can't find the answer mid-call, the doc has failed.
|
||||
|
||||
### Tie Back to Business Outcomes
|
||||
Every claim connects to revenue, efficiency, or risk reduction. Features mean nothing without the "so what." Replace "AI-powered analytics" with "cut reporting time by 80%."
|
||||
|
||||
---
|
||||
|
||||
## Sales Deck / Pitch Deck
|
||||
|
||||
### 10-12 Slide Framework
|
||||
|
||||
1. **Current World Problem** — The pain your buyer lives with today
|
||||
2. **Cost of the Problem** — What inaction costs (time, money, risk)
|
||||
3. **The Shift Happening** — Market or technology change creating urgency
|
||||
4. **Your Approach** — How you solve it differently
|
||||
5. **Product Walkthrough** — 3-4 key workflows, not a feature tour
|
||||
6. **Proof Points** — Metrics, logos, analyst recognition
|
||||
7. **Case Study** — One customer story told well
|
||||
8. **Implementation / Timeline** — How they get from here to live
|
||||
9. **ROI / Value** — Expected return and payback period
|
||||
10. **Pricing Overview** — Transparent, tiered if applicable
|
||||
11. **Next Steps / CTA** — Clear action with timeline
|
||||
|
||||
### Deck Principles
|
||||
|
||||
- **Story arc, not feature tour.** Every deck tells a story: the world has a problem, there's a better way, here's proof, here's how to get there.
|
||||
- **One idea per slide.** If you need two points, use two slides.
|
||||
- **Design for presenting, not reading.** Slides support the conversation — they don't replace it. Minimal text, strong visuals.
|
||||
|
||||
### Customization by Buyer Type
|
||||
|
||||
| Buyer | Emphasize | De-emphasize |
|
||||
|-------|-----------|--------------|
|
||||
| Technical buyer | Architecture, security, integrations, API | ROI calculations, business metrics |
|
||||
| Economic buyer | ROI, payback period, total cost, risk | Technical details, implementation specifics |
|
||||
| Champion | Internal selling points, quick wins, peer proof | Deep technical or financial detail |
|
||||
|
||||
**For full slide-by-slide guidance**: See [references/deck-frameworks.md](references/deck-frameworks.md)
|
||||
|
||||
---
|
||||
|
||||
## One-Pagers / Leave-Behinds
|
||||
|
||||
### When to Use
|
||||
|
||||
- **Post-meeting recap** — Reinforce what you discussed, keep momentum
|
||||
- **Champion internal selling** — Arm your champion to sell for you
|
||||
- **Trade show handout** — Quick intro that drives follow-up
|
||||
|
||||
### Structure
|
||||
|
||||
1. **Problem statement** — The pain in one sentence
|
||||
2. **Your solution** — What you do and how
|
||||
3. **3 differentiators** — Why you vs. alternatives
|
||||
4. **Proof point** — One strong metric or customer quote
|
||||
5. **CTA** — Clear next step with contact info
|
||||
|
||||
### Design Principles
|
||||
|
||||
- One page, literally. Front only, or front and back maximum.
|
||||
- Scannable in 30 seconds. Bold headers, short bullets, whitespace.
|
||||
- Include your logo, website, and a specific contact (not info@).
|
||||
- Match your brand but keep it clean — this is a sales tool, not a brand piece.
|
||||
|
||||
**For templates by use case**: See [references/one-pager-templates.md](references/one-pager-templates.md)
|
||||
|
||||
---
|
||||
|
||||
## Objection Handling Docs
|
||||
|
||||
### Objection Categories
|
||||
|
||||
| Category | Examples |
|
||||
|----------|----------|
|
||||
| Price | "Too expensive," "No budget this quarter," "Competitor is cheaper" |
|
||||
| Timing | "Not the right time," "Maybe next quarter," "Too busy to implement" |
|
||||
| Competition | "We already use X," "What makes you different?" |
|
||||
| Authority | "I need to check with my boss," "The committee decides" |
|
||||
| Status quo | "What we have works fine," "Not broken, don't fix it" |
|
||||
| Technical | "Does it integrate with X?," "Security concerns," "Can it scale?" |
|
||||
|
||||
### Response Framework
|
||||
|
||||
For each objection, document:
|
||||
|
||||
1. **Objection statement** — Exactly how reps hear it
|
||||
2. **Why they say it** — The real concern behind the words
|
||||
3. **Response approach** — How to acknowledge and redirect
|
||||
4. **Proof point** — Specific evidence that addresses the concern
|
||||
5. **Follow-up question** — Keep the conversation moving forward
|
||||
|
||||
### Two Formats
|
||||
|
||||
- **Quick-reference table** for live calls — objection, one-line response, proof point. Fits on one screen.
|
||||
- **Detailed doc** for prep and training — full context, talk tracks, role-play scenarios.
|
||||
|
||||
**For the full objection library**: See [references/objection-library.md](references/objection-library.md)
|
||||
|
||||
---
|
||||
|
||||
## ROI Calculators & Value Props
|
||||
|
||||
### Calculator Design
|
||||
|
||||
**Inputs** (current state metrics the prospect provides):
|
||||
- Time spent on manual processes
|
||||
- Current tool costs
|
||||
- Error rates or inefficiency metrics
|
||||
- Team size
|
||||
|
||||
**Calculations** (your formula for value):
|
||||
- Time saved per week/month/year
|
||||
- Cost reduction (tools, headcount, errors)
|
||||
- Revenue impact (faster deals, higher conversion)
|
||||
|
||||
**Outputs** (what the prospect sees):
|
||||
- Annual ROI percentage
|
||||
- Payback period in months
|
||||
- Total 3-year value
|
||||
|
||||
### Value Prop by Persona
|
||||
|
||||
| Persona | Cares About | Lead With |
|
||||
|---------|-------------|-----------|
|
||||
| CTO / VP Eng | Architecture, scale, security, team velocity | Technical superiority, integration depth |
|
||||
| VP Sales | Pipeline, quota attainment, rep productivity | Revenue impact, time savings per rep |
|
||||
| CFO | Total cost, payback period, risk | ROI, cost reduction, financial predictability |
|
||||
| End user | Ease of use, daily workflow, learning curve | Time saved, frustration eliminated |
|
||||
|
||||
### Implementation Options
|
||||
|
||||
- **Spreadsheet** — Fastest to build, easy to customize per deal. Works for inside sales.
|
||||
- **Web tool** — More polished, captures leads, scales better. Worth building if deal volume is high.
|
||||
- **Slide-based** — ROI story embedded in the deck. Good for executive presentations.
|
||||
|
||||
---
|
||||
|
||||
## Demo Scripts & Talk Tracks
|
||||
|
||||
### Script Structure
|
||||
|
||||
1. **Opening** (2 min) — Context setting, agenda, confirm goals for the call
|
||||
2. **Discovery recap** (3 min) — Summarize what you learned, confirm priorities
|
||||
3. **Solution walkthrough** (15-20 min) — 3-4 key workflows mapped to their pain
|
||||
4. **Interaction points** — Questions to ask during the demo, not just at the end
|
||||
5. **Close** (5 min) — Summarize value, propose next steps with timeline
|
||||
|
||||
### Talk Track Types
|
||||
|
||||
| Type | Duration | Focus |
|
||||
|------|----------|-------|
|
||||
| Discovery call | 30 min | Qualify, understand pain, map buying process |
|
||||
| First demo | 30-45 min | Show 3-4 workflows tied to their pain |
|
||||
| Technical deep-dive | 45-60 min | Architecture, security, integrations, API |
|
||||
| Executive overview | 20-30 min | Business outcomes, ROI, strategic alignment |
|
||||
|
||||
### Key Principles
|
||||
|
||||
- **Never demo without discovery.** If you don't know their pain, you're guessing which features matter.
|
||||
- **Customize to their use case.** Use their terminology, their data (if possible), their workflow.
|
||||
- **Leave time for questions.** A demo where the prospect doesn't talk is a demo that doesn't close.
|
||||
|
||||
**For full script templates**: See [references/demo-scripts.md](references/demo-scripts.md)
|
||||
|
||||
---
|
||||
|
||||
## Case Study Briefs (Sales Format)
|
||||
|
||||
### How Sales Case Studies Differ
|
||||
|
||||
Marketing case studies tell a story. Sales case studies arm reps with fast-access proof. Keep them short, outcome-focused, and tagged for retrieval.
|
||||
|
||||
### Structure
|
||||
|
||||
1. **Customer profile** — Industry, company size, buyer role
|
||||
2. **Challenge** — What they were struggling with (2-3 sentences)
|
||||
3. **Solution** — What they implemented (1-2 sentences)
|
||||
4. **Results** — 3 specific metrics (before/after)
|
||||
5. **Pull quote** — One sentence from the customer
|
||||
6. **Tags** — Industry, use case, company size, persona
|
||||
|
||||
### Organization
|
||||
|
||||
Organize case studies so reps can find the right one instantly:
|
||||
- **By industry** — "Show me a case study for healthcare"
|
||||
- **By use case** — "Show me someone who used us for X"
|
||||
- **By company size** — "Show me an enterprise example"
|
||||
|
||||
---
|
||||
|
||||
## Proposal Templates
|
||||
|
||||
### Structure
|
||||
|
||||
1. **Executive summary** — Their challenge, your solution, expected outcome (1 page max)
|
||||
2. **Proposed solution** — What you'll deliver, mapped to their requirements
|
||||
3. **Implementation plan** — Timeline, milestones, responsibilities
|
||||
4. **Investment** — Pricing, payment terms, what's included
|
||||
5. **Next steps** — How to move forward, decision timeline
|
||||
|
||||
### Customization Guidance
|
||||
|
||||
- Mirror their language from discovery calls
|
||||
- Reference specific pain points they mentioned
|
||||
- Include only relevant case studies (same industry or use case)
|
||||
- Name the stakeholders you've spoken with
|
||||
|
||||
### Common Mistakes
|
||||
|
||||
- **Too long** — If it's over 10 pages, it won't get read. Aim for 5-7.
|
||||
- **Too generic** — Templated proposals signal low effort. Customize the exec summary at minimum.
|
||||
- **Burying the price** — Don't make them hunt for it. Be transparent and confident.
|
||||
|
||||
---
|
||||
|
||||
## Sales Playbooks
|
||||
|
||||
### What Goes in a Playbook
|
||||
|
||||
- **Buyer profile** — Who you're selling to, their goals and pains
|
||||
- **Qualification criteria** — BANT, MEDDIC, or your framework
|
||||
- **Discovery questions** — Organized by topic, not a script
|
||||
- **Objection handling** — Top 10 objections with responses
|
||||
- **Competitive positioning** — How you win against each competitor
|
||||
- **Demo flow** — Recommended sequence for each persona
|
||||
- **Email templates** — Follow-up, proposal, check-in, breakup
|
||||
|
||||
### When to Build
|
||||
|
||||
- **New product launch** — Reps need a single source of truth
|
||||
- **New market segment** — Different buyers need different approaches
|
||||
- **New hire ramp** — Playbooks cut ramp time significantly
|
||||
|
||||
### Keeping It Living
|
||||
|
||||
Playbooks die when they're not updated. Review quarterly, get input from top reps, and remove anything outdated. Assign an owner — if nobody owns it, it rots.
|
||||
|
||||
---
|
||||
|
||||
## Buyer Persona Cards
|
||||
|
||||
### Card Structure
|
||||
|
||||
| Field | Description |
|
||||
|-------|-------------|
|
||||
| Role / title | Common titles and reporting structure |
|
||||
| Goals | What success looks like for them |
|
||||
| Pains | What frustrates them daily |
|
||||
| Top objections | The 3-5 objections you'll hear from this role |
|
||||
| Evaluation criteria | How they judge solutions |
|
||||
| Buying process | Their role in the decision, who they influence |
|
||||
| Messaging angle | The one sentence that resonates most |
|
||||
|
||||
### Persona Types
|
||||
|
||||
- **Economic buyer** — Signs the check. Cares about ROI and risk.
|
||||
- **Technical buyer** — Evaluates the product. Cares about capabilities and integration.
|
||||
- **End user** — Uses it daily. Cares about ease and workflow fit.
|
||||
- **Champion** — Advocates internally. Needs ammunition to sell for you.
|
||||
- **Blocker** — Opposes the purchase. Understand their concern to neutralize it.
|
||||
|
||||
---
|
||||
|
||||
## Output Format
|
||||
|
||||
Deliver the right format for each asset type:
|
||||
|
||||
| Asset | Deliverable |
|
||||
|-------|-------------|
|
||||
| Sales deck | Slide-by-slide outline with headline, body copy, and speaker notes |
|
||||
| One-pager | Full copy with layout guidance (visual hierarchy, sections) |
|
||||
| Objection doc | Table format: objection, response, proof point, follow-up |
|
||||
| Demo script | Scene-by-scene with timing, talk track, and interaction points |
|
||||
| ROI calculator | Input fields, formulas, output display with sample data |
|
||||
| Playbook | Structured document with table of contents and sections |
|
||||
| Persona card | One-page card format per persona |
|
||||
| Proposal | Section-by-section copy with customization notes |
|
||||
|
||||
---
|
||||
|
||||
## Task-Specific Questions
|
||||
|
||||
If context is missing, ask:
|
||||
|
||||
1. What collateral do you need? (deck, one-pager, objection doc, etc.)
|
||||
2. Who will use it? (AE, SDR, champion, prospect)
|
||||
3. What sales stage is it for? (prospecting, discovery, demo, negotiation, close)
|
||||
4. Who is the target persona? (title, seniority, department)
|
||||
5. What are the top 3 objections you hear most?
|
||||
|
||||
---
|
||||
|
||||
## Related Skills
|
||||
|
||||
- **competitor-alternatives**: For public-facing comparison and alternative pages
|
||||
- **copywriting**: For marketing website copy
|
||||
- **cold-email**: For outbound prospecting emails
|
||||
- **revops**: For lead lifecycle, scoring, routing, and pipeline management
|
||||
- **pricing-strategy**: For pricing decisions and packaging
|
||||
- **product-marketing-context**: For foundational positioning and messaging
|
||||
263
skills/sales-enablement/references/deck-frameworks.md
Normal file
263
skills/sales-enablement/references/deck-frameworks.md
Normal file
|
|
@ -0,0 +1,263 @@
|
|||
# Sales Deck Frameworks
|
||||
|
||||
Detailed slide-by-slide guidance for building sales decks that tell a story and close deals.
|
||||
|
||||
## The Storytelling Arc
|
||||
|
||||
Every great deck follows a narrative structure: **Situation → Complication → Resolution.**
|
||||
|
||||
- **Situation** (Slides 1-3): The world your buyer lives in. Establish shared understanding.
|
||||
- **Complication** (Slides 2-3): Why the status quo is no longer sustainable. Create urgency.
|
||||
- **Resolution** (Slides 4-11): Your approach, proof, and path forward.
|
||||
|
||||
The goal is not to present features. The goal is to make the buyer feel understood, then show them a better way.
|
||||
|
||||
---
|
||||
|
||||
## Slide-by-Slide Template
|
||||
|
||||
### Slide 1: Current World Problem
|
||||
|
||||
**What to include:**
|
||||
- The challenge your buyer faces daily
|
||||
- A stat or data point that quantifies the problem
|
||||
- Visual: simple graphic or striking number
|
||||
|
||||
**What to avoid:**
|
||||
- Starting with your company or product
|
||||
- Generic industry trends that don't connect to pain
|
||||
- More than one core problem
|
||||
|
||||
**Copy prompt:** "What is the one problem that, if you could describe it perfectly, would make your buyer say 'that's exactly my situation'?"
|
||||
|
||||
---
|
||||
|
||||
### Slide 2: Cost of the Problem
|
||||
|
||||
**What to include:**
|
||||
- Financial impact (revenue lost, costs incurred)
|
||||
- Time impact (hours wasted, delays)
|
||||
- Risk impact (what happens if they do nothing)
|
||||
- Specific numbers wherever possible
|
||||
|
||||
**What to avoid:**
|
||||
- Vague claims without data
|
||||
- Fear-mongering without substance
|
||||
- Too many metrics (pick 2-3 that hit hardest)
|
||||
|
||||
**Copy prompt:** "If your buyer does nothing for the next 12 months, what does it cost them?"
|
||||
|
||||
---
|
||||
|
||||
### Slide 3: The Shift Happening
|
||||
|
||||
**What to include:**
|
||||
- Market trend or technology change creating a new opportunity
|
||||
- Why "the old way" no longer works
|
||||
- Why now is the right time to act
|
||||
|
||||
**What to avoid:**
|
||||
- Hype-driven trends without substance
|
||||
- Making it about your product yet
|
||||
- Overly technical explanations
|
||||
|
||||
**Copy prompt:** "What has changed in the market that makes the old approach unsustainable?"
|
||||
|
||||
---
|
||||
|
||||
### Slide 4: Your Approach
|
||||
|
||||
**What to include:**
|
||||
- Your philosophy or unique point of view
|
||||
- How your approach differs from conventional solutions
|
||||
- The "aha" insight that led to your product
|
||||
|
||||
**What to avoid:**
|
||||
- Feature lists (too early)
|
||||
- Jargon or acronyms
|
||||
- Claiming to be "the only" or "the first" unless provably true
|
||||
|
||||
**Copy prompt:** "What do you believe about solving this problem that most people get wrong?"
|
||||
|
||||
---
|
||||
|
||||
### Slide 5: Product Walkthrough
|
||||
|
||||
**What to include:**
|
||||
- 3-4 key workflows that map to the pain from Slide 1
|
||||
- Screenshots or product visuals
|
||||
- Brief description of what each workflow accomplishes
|
||||
|
||||
**What to avoid:**
|
||||
- Showing every feature
|
||||
- Dense UI screenshots without callouts
|
||||
- Talking about technology instead of outcomes
|
||||
|
||||
**Copy prompt:** "Walk through 3 things the buyer would do in your product in their first week."
|
||||
|
||||
---
|
||||
|
||||
### Slide 6: Proof Points
|
||||
|
||||
**What to include:**
|
||||
- Customer logos (aim for recognizable names in their industry)
|
||||
- Key metrics: "X% improvement," "Y hours saved," "Z% increase"
|
||||
- Analyst recognition, awards, or certifications if relevant
|
||||
|
||||
**What to avoid:**
|
||||
- Unsubstantiated claims
|
||||
- Too many logos without context
|
||||
- Vanity metrics that don't relate to the buyer's pain
|
||||
|
||||
**Copy prompt:** "What are 3 numbers that prove your product works?"
|
||||
|
||||
---
|
||||
|
||||
### Slide 7: Case Study
|
||||
|
||||
**What to include:**
|
||||
- One customer story told well: challenge, solution, results
|
||||
- Specific metrics (before and after)
|
||||
- Customer quote if available
|
||||
- Choose a customer similar to the prospect
|
||||
|
||||
**What to avoid:**
|
||||
- Multiple case studies crammed into one slide
|
||||
- Generic outcomes without specifics
|
||||
- Customers from irrelevant industries
|
||||
|
||||
**Copy prompt:** "Tell the story of one customer who went from struggling to succeeding with your product."
|
||||
|
||||
---
|
||||
|
||||
### Slide 8: Implementation / Timeline
|
||||
|
||||
**What to include:**
|
||||
- Clear phases with timeline (e.g., Week 1: Setup, Week 2-3: Integration, Week 4: Live)
|
||||
- What's required from their side vs. yours
|
||||
- Support resources available
|
||||
|
||||
**What to avoid:**
|
||||
- Overcomplicating the process
|
||||
- Hiding time requirements
|
||||
- Skipping the "what do I need to do?" question
|
||||
|
||||
**Copy prompt:** "How does a customer get from signing to live? What does each week look like?"
|
||||
|
||||
---
|
||||
|
||||
### Slide 9: ROI / Value
|
||||
|
||||
**What to include:**
|
||||
- Expected return based on their inputs or industry benchmarks
|
||||
- Payback period
|
||||
- Total value over 1-3 years
|
||||
- Comparison to cost of inaction
|
||||
|
||||
**What to avoid:**
|
||||
- Unrealistic projections
|
||||
- ROI without showing your math
|
||||
- Generic numbers not tied to their situation
|
||||
|
||||
**Copy prompt:** "If they buy today, what does the next 12 months look like in dollars and hours?"
|
||||
|
||||
---
|
||||
|
||||
### Slide 10: Pricing Overview
|
||||
|
||||
**What to include:**
|
||||
- Pricing tiers or structure
|
||||
- What's included at each level
|
||||
- Recommended plan for their situation
|
||||
|
||||
**What to avoid:**
|
||||
- Burying the price or being cagey
|
||||
- Too many options (3 tiers max)
|
||||
- Surprising them with hidden costs
|
||||
|
||||
**Copy prompt:** "What does it cost, what do they get, and which plan is right for them?"
|
||||
|
||||
---
|
||||
|
||||
### Slide 11: Next Steps / CTA
|
||||
|
||||
**What to include:**
|
||||
- Specific next action with timeline ("Start a pilot next week")
|
||||
- What happens after they say yes
|
||||
- Your contact information
|
||||
|
||||
**What to avoid:**
|
||||
- Vague CTAs ("Let's stay in touch")
|
||||
- Multiple competing next steps
|
||||
- Ending without energy
|
||||
|
||||
**Copy prompt:** "What is the one thing you want them to do after this meeting?"
|
||||
|
||||
---
|
||||
|
||||
## Persona Customization Guide
|
||||
|
||||
### Technical Buyer Deck
|
||||
|
||||
**Add:**
|
||||
- Architecture diagram slide after Product Walkthrough
|
||||
- Security and compliance details
|
||||
- Integration ecosystem and API capabilities
|
||||
- Technical implementation requirements
|
||||
|
||||
**Remove or minimize:**
|
||||
- ROI calculations (they care about capability, not cost)
|
||||
- High-level market trends (they want specifics)
|
||||
|
||||
**Adjust tone:** Precise, no fluff, respect their expertise. Avoid marketing superlatives.
|
||||
|
||||
### Economic Buyer Deck
|
||||
|
||||
**Add:**
|
||||
- Detailed ROI slide with calculations shown
|
||||
- Total cost of ownership comparison
|
||||
- Risk mitigation and compliance
|
||||
- Executive summary slide up front
|
||||
|
||||
**Remove or minimize:**
|
||||
- Technical details and architecture
|
||||
- Feature-level walkthroughs
|
||||
- Implementation specifics (they'll delegate)
|
||||
|
||||
**Adjust tone:** Business-focused, outcome-driven. Speak in dollars and percentages.
|
||||
|
||||
### Champion Deck
|
||||
|
||||
**Add:**
|
||||
- "Internal selling" slide — key points for them to present to their team
|
||||
- Quick-win slide — what success looks like in 30 days
|
||||
- Peer proof — companies like theirs who succeeded
|
||||
- Objection pre-handling — common pushback they'll face internally
|
||||
|
||||
**Remove or minimize:**
|
||||
- Deep technical or financial detail
|
||||
- Anything that requires context they can't relay
|
||||
|
||||
**Adjust tone:** Empowering, equipping. Make them look smart to their boss.
|
||||
|
||||
---
|
||||
|
||||
## Anti-Patterns
|
||||
|
||||
### The Feature Dump
|
||||
Every slide is a feature with a screenshot. No story, no "so what," no connection to the buyer's world. Reps click through it; prospects tune out.
|
||||
|
||||
### The Wall of Text
|
||||
Slides with 200+ words. Nobody reads them during a presentation. If the slide requires reading, it belongs in a leave-behind.
|
||||
|
||||
### The Missing Story Arc
|
||||
Slides exist in isolation — no narrative flow from problem to solution to proof. The deck feels like a brochure, not a conversation.
|
||||
|
||||
### The Generic Screenshot
|
||||
Product screenshots without callouts, annotations, or context. The prospect can't tell what they're looking at or why it matters.
|
||||
|
||||
### The Premature Demo
|
||||
Jumping to product features before establishing the problem. The buyer has no frame of reference for why your features matter.
|
||||
|
||||
### The Kitchen Sink
|
||||
Trying to address every persona, every use case, every feature in one deck. The result is a 40-slide monster that nobody wants to sit through.
|
||||
355
skills/sales-enablement/references/demo-scripts.md
Normal file
355
skills/sales-enablement/references/demo-scripts.md
Normal file
|
|
@ -0,0 +1,355 @@
|
|||
# Demo Script Templates
|
||||
|
||||
Scene-by-scene templates for different call types, with timing, talk tracks, and interaction guidance.
|
||||
|
||||
## Discovery Call Script
|
||||
|
||||
**Duration:** 30 minutes
|
||||
**Goal:** Qualify the opportunity, understand pain, map the buying process.
|
||||
|
||||
### Scene 1: Opening (3 min)
|
||||
|
||||
**Talk track:**
|
||||
> "Thanks for taking the time, [Name]. I've done some research on [Company] but I'd love to hear from you directly. My goal for today is to understand what you're working on and see if there's a fit — and if there's not, I'll tell you that too. Sound good?"
|
||||
|
||||
**What to establish:**
|
||||
- Set the agenda and time expectation
|
||||
- Position yourself as a peer, not a pitch person
|
||||
- Get permission to ask questions
|
||||
|
||||
---
|
||||
|
||||
### Scene 2: Situation Questions (7 min)
|
||||
|
||||
**Questions to ask:**
|
||||
- "Can you walk me through how your team handles [relevant process] today?"
|
||||
- "What tools are you currently using for this?"
|
||||
- "How many people are involved in this workflow?"
|
||||
- "How long has this been in place?"
|
||||
|
||||
**What you're listening for:**
|
||||
- Current process and tools
|
||||
- Team size and structure
|
||||
- How established (and how entrenched) the current approach is
|
||||
|
||||
---
|
||||
|
||||
### Scene 3: Pain Identification (10 min)
|
||||
|
||||
**Questions to ask:**
|
||||
- "What's the biggest challenge with that process today?"
|
||||
- "When that breaks down, what happens?"
|
||||
- "How much time does your team spend on [specific task] per week?"
|
||||
- "What have you tried to fix this?"
|
||||
- "If you could wave a magic wand, what would change?"
|
||||
|
||||
**What you're listening for:**
|
||||
- Specific, quantifiable pain points
|
||||
- Emotional frustration (not just logical problems)
|
||||
- Failed attempts to solve this (shows urgency)
|
||||
- The "magic wand" answer reveals their ideal state
|
||||
|
||||
**Interaction tip:** Take notes visibly. Repeat back what you hear: "So if I understand correctly, the biggest issue is [X], which costs you about [Y] per month. Is that right?"
|
||||
|
||||
---
|
||||
|
||||
### Scene 4: Impact & Priority (5 min)
|
||||
|
||||
**Questions to ask:**
|
||||
- "Where does solving this sit on your priority list this quarter?"
|
||||
- "What happens if you don't solve this in the next 6 months?"
|
||||
- "Who else is affected by this problem?"
|
||||
- "Is there budget allocated for solving this?"
|
||||
|
||||
**What you're listening for:**
|
||||
- Priority level (nice-to-have vs. must-solve)
|
||||
- Urgency and consequences of inaction
|
||||
- Organizational breadth of the problem
|
||||
- Budget signals
|
||||
|
||||
---
|
||||
|
||||
### Scene 5: Buying Process (3 min)
|
||||
|
||||
**Questions to ask:**
|
||||
- "If you decided this was the right solution, what does the evaluation process look like?"
|
||||
- "Who else would be involved in the decision?"
|
||||
- "Have you evaluated solutions for this before?"
|
||||
- "What's your timeline for making a decision?"
|
||||
|
||||
**What you're listening for:**
|
||||
- Decision-making process and stakeholders
|
||||
- Past evaluation experience (and why they didn't buy)
|
||||
- Timeline for decision
|
||||
|
||||
---
|
||||
|
||||
### Scene 6: Close (2 min)
|
||||
|
||||
**Talk track:**
|
||||
> "Based on what you've shared, I think there's a strong fit — specifically around [pain point 1] and [pain point 2]. What I'd suggest as a next step is a 30-minute demo where I can show you exactly how we'd address those. I'll customize it to your workflow. Does [specific date/time] work?"
|
||||
|
||||
**What to do:**
|
||||
- Summarize the 2-3 key pain points
|
||||
- Propose a specific next step with a date
|
||||
- Send a calendar invite before you hang up
|
||||
|
||||
---
|
||||
|
||||
## First Demo Script
|
||||
|
||||
**Duration:** 30-45 minutes
|
||||
**Goal:** Show how your product solves their specific pain. Advance to evaluation/pilot.
|
||||
|
||||
### Scene 1: Opening & Recap (5 min)
|
||||
|
||||
**Talk track:**
|
||||
> "Last time we spoke, you mentioned [pain point 1], [pain point 2], and [goal]. I've put together a demo focused on those three areas. If I've missed anything, flag it and we'll adjust. Sound good?"
|
||||
|
||||
**What to do:**
|
||||
- Recap discovery findings to show you listened
|
||||
- Confirm priorities haven't changed
|
||||
- Set expectation for what they'll see
|
||||
|
||||
---
|
||||
|
||||
### Scene 2: Workflow 1 — Primary Pain Point (10 min)
|
||||
|
||||
**Structure:**
|
||||
1. Restate the pain: "You mentioned [specific problem]..."
|
||||
2. Show the solution: Walk through the workflow step by step
|
||||
3. Highlight the outcome: "This means [specific benefit]..."
|
||||
|
||||
**Interaction point (at the 5-min mark):**
|
||||
> "How does this compare to how you're handling it today?"
|
||||
|
||||
**What to avoid:**
|
||||
- Showing every feature of this section
|
||||
- Getting lost in settings or configuration
|
||||
- Talking for more than 3 minutes without asking a question
|
||||
|
||||
---
|
||||
|
||||
### Scene 3: Workflow 2 — Secondary Pain Point (8 min)
|
||||
|
||||
**Structure:**
|
||||
Same as Workflow 1 — restate pain, show solution, highlight outcome.
|
||||
|
||||
**Interaction point:**
|
||||
> "Is this the kind of visibility your team has been asking for?"
|
||||
|
||||
---
|
||||
|
||||
### Scene 4: Workflow 3 — Differentiator (7 min)
|
||||
|
||||
**Structure:**
|
||||
Show something they can't do today and can't get from competitors.
|
||||
|
||||
**Talk track:**
|
||||
> "This is where we're really different from [competitor/status quo]. [Explain the unique capability]. For example, [Customer] uses this to [specific outcome]."
|
||||
|
||||
**Interaction point:**
|
||||
> "How would your team use this?"
|
||||
|
||||
---
|
||||
|
||||
### Scene 5: Proof Point (3 min)
|
||||
|
||||
**Talk track:**
|
||||
> "Let me share a quick example. [Customer similar to them] was in a similar situation — [brief challenge]. After implementing, they saw [specific metrics]. Their [role] said [quote]."
|
||||
|
||||
**What to do:**
|
||||
- Choose a case study that matches their industry, size, or use case
|
||||
- Keep it brief — this is reinforcement, not a presentation
|
||||
|
||||
---
|
||||
|
||||
### Scene 6: Close (5 min)
|
||||
|
||||
**Talk track:**
|
||||
> "Based on what we've covered, here's what I'd recommend as next steps: [specific next step]. This typically takes [timeline]. Who else on your team should be involved? I can set up a [follow-up meeting type] for [date]."
|
||||
|
||||
**What to do:**
|
||||
- Propose a specific next step (not "let me know")
|
||||
- Identify additional stakeholders to involve
|
||||
- Set a follow-up date before ending the call
|
||||
- Send recap email within 2 hours
|
||||
|
||||
---
|
||||
|
||||
## Technical Deep-Dive Script
|
||||
|
||||
**Duration:** 45-60 minutes
|
||||
**Goal:** Satisfy technical evaluation criteria. Address architecture, security, and integration concerns.
|
||||
|
||||
### Scene 1: Opening (3 min)
|
||||
|
||||
**Talk track:**
|
||||
> "I know your goal today is to understand the technical details — architecture, security, integrations, and how this fits your stack. I'll walk through each area and leave plenty of time for questions. What's your top priority for this session?"
|
||||
|
||||
**Attendees:** Typically includes their technical evaluator (engineer, architect, IT lead) plus your SE or solutions engineer.
|
||||
|
||||
---
|
||||
|
||||
### Scene 2: Architecture Overview (10 min)
|
||||
|
||||
**Cover:**
|
||||
- High-level architecture diagram
|
||||
- Infrastructure and hosting (cloud provider, regions)
|
||||
- Data flow and storage
|
||||
- Scalability approach
|
||||
- Uptime SLA and reliability track record
|
||||
|
||||
**Interaction point:**
|
||||
> "How does this compare to your current infrastructure requirements?"
|
||||
|
||||
---
|
||||
|
||||
### Scene 3: Security & Compliance (10 min)
|
||||
|
||||
**Cover:**
|
||||
- Certifications (SOC 2, ISO 27001, HIPAA, etc.)
|
||||
- Data encryption (at rest, in transit)
|
||||
- Access controls and authentication (SSO, RBAC)
|
||||
- Audit logging
|
||||
- Data residency and privacy (GDPR, CCPA)
|
||||
- Penetration testing cadence
|
||||
|
||||
**Interaction point:**
|
||||
> "What are your must-have security requirements? I want to make sure we address them specifically."
|
||||
|
||||
---
|
||||
|
||||
### Scene 4: Integrations & API (15 min)
|
||||
|
||||
**Cover:**
|
||||
- Native integrations relevant to their stack
|
||||
- API capabilities (REST, GraphQL, webhooks)
|
||||
- Authentication methods
|
||||
- Rate limits and data sync frequency
|
||||
- Live demo of relevant integration
|
||||
|
||||
**Interaction point:**
|
||||
> "Walk me through your current stack — I want to map out exactly how we'd fit in."
|
||||
|
||||
---
|
||||
|
||||
### Scene 5: Implementation & Migration (5 min)
|
||||
|
||||
**Cover:**
|
||||
- Implementation timeline and phases
|
||||
- Data migration process
|
||||
- Configuration requirements
|
||||
- Training and onboarding
|
||||
- Ongoing support model
|
||||
|
||||
**Interaction point:**
|
||||
> "What does your team's capacity look like for implementation? That helps me scope the right timeline."
|
||||
|
||||
---
|
||||
|
||||
### Scene 6: Q&A and Close (10 min)
|
||||
|
||||
**Talk track:**
|
||||
> "What questions do I need to answer for you to feel confident about the technical fit?"
|
||||
|
||||
**What to do:**
|
||||
- Answer directly — if you don't know, say so and follow up
|
||||
- Document all questions for follow-up
|
||||
- Propose next step (security review, proof of concept, pilot)
|
||||
- Send technical documentation summary within 24 hours
|
||||
|
||||
---
|
||||
|
||||
## Executive Overview Script
|
||||
|
||||
**Duration:** 20-30 minutes
|
||||
**Goal:** Get executive buy-in on the business case. Advance to budget approval or decision.
|
||||
|
||||
### Scene 1: Opening (2 min)
|
||||
|
||||
**Talk track:**
|
||||
> "Thanks for your time, [Name]. [Champion] has been evaluating [your product] and the results look strong. I'll keep this focused on the business impact and what a partnership looks like. I know your time is valuable so I'll aim to leave 10 minutes for questions."
|
||||
|
||||
**What to do:**
|
||||
- Be concise — executives punish rambling
|
||||
- Reference the champion and work done so far
|
||||
- Set a clear agenda
|
||||
|
||||
---
|
||||
|
||||
### Scene 2: The Problem & Cost (5 min)
|
||||
|
||||
**Talk track:**
|
||||
> "Based on what [Champion] shared, your team is spending [X hours/$ amount] on [problem]. That's [annual cost]. It's also creating [secondary impact: risk, delays, churn]. This isn't unique to you — it's an industry-wide challenge, and the companies solving it are seeing [outcome]."
|
||||
|
||||
**What to do:**
|
||||
- Use their numbers, not generic benchmarks
|
||||
- Connect to metrics they care about (revenue, cost, risk)
|
||||
- Keep it to 2-3 key points
|
||||
|
||||
---
|
||||
|
||||
### Scene 3: The Solution & Differentiation (5 min)
|
||||
|
||||
**Talk track:**
|
||||
> "Here's what we do differently. [One-sentence explanation]. For your team specifically, this means [specific benefit 1] and [specific benefit 2]. [Champion]'s team has already seen [early result or reaction from evaluation]."
|
||||
|
||||
**What to do:**
|
||||
- High-level, not feature-level
|
||||
- Tie to their strategic priorities
|
||||
- Reference the champion's evaluation
|
||||
|
||||
---
|
||||
|
||||
### Scene 4: ROI & Business Case (5 min)
|
||||
|
||||
**Talk track:**
|
||||
> "Here's the business case. Based on your team's numbers: [walk through ROI calculation]. Expected payback period is [X months]. Over 3 years, the total value is [$ amount]. [Customer similar to them] saw [specific result] within [timeframe]."
|
||||
|
||||
**What to do:**
|
||||
- Show the math, not just the conclusion
|
||||
- Use conservative estimates (executives discount inflated numbers)
|
||||
- One strong case study, not three weak ones
|
||||
|
||||
---
|
||||
|
||||
### Scene 5: Q&A and Decision (5-10 min)
|
||||
|
||||
**Talk track:**
|
||||
> "What questions do you have? And — assuming the business case holds up, what does the decision process look like from here?"
|
||||
|
||||
**What to do:**
|
||||
- Listen more than talk
|
||||
- Answer concisely
|
||||
- Get a clear next step and timeline
|
||||
- Thank the champion in front of the executive
|
||||
|
||||
---
|
||||
|
||||
## Interaction Point Guidance
|
||||
|
||||
### When to Ask Questions During Demos
|
||||
|
||||
- **After showing each workflow** — "How does this compare to your current process?"
|
||||
- **When you see a reaction** — "I noticed you reacted to that — what are you thinking?"
|
||||
- **Before moving to the next section** — "Any questions on this before we move on?"
|
||||
- **When showing a differentiator** — "How would your team use this?"
|
||||
- **At the midpoint** — "Are we covering the right things, or should we adjust?"
|
||||
|
||||
### Questions NOT to Ask During Demos
|
||||
|
||||
- "Does that make sense?" (patronizing)
|
||||
- "Are you still with me?" (implies they're lost)
|
||||
- "Isn't that cool?" (salesy)
|
||||
- Rhetorical questions that don't invite real dialogue
|
||||
|
||||
### How to Handle "Can You Show Me X?"
|
||||
|
||||
When a prospect asks to see something during the demo:
|
||||
|
||||
1. **If it's quick** — show it now, then return to your flow
|
||||
2. **If it's a tangent** — "Great question. Let me note that and show you after the main flow so we stay on track."
|
||||
3. **If it's not possible** — "We don't do that today. Here's how customers handle it: [alternative]."
|
||||
|
||||
Never say "I'll get back to you" without writing it down and following up within 24 hours.
|
||||
270
skills/sales-enablement/references/objection-library.md
Normal file
270
skills/sales-enablement/references/objection-library.md
Normal file
|
|
@ -0,0 +1,270 @@
|
|||
# Objection Library
|
||||
|
||||
Common B2B SaaS objections with response frameworks. Organized by category for quick reference.
|
||||
|
||||
## Quick-Reference Table
|
||||
|
||||
For live calls. Find the objection, scan the response, reference the proof.
|
||||
|
||||
| Objection | Response (1-line) | Proof Point |
|
||||
|-----------|--------------------|-------------|
|
||||
| "Too expensive" | "Compared to what? Let's look at what the problem costs you today." | ROI case study showing payback in X months |
|
||||
| "No budget" | "When budget opens up, what would need to be true for this to be a priority?" | Customer who started with a pilot to prove value |
|
||||
| "Competitor is cheaper" | "They are — here's what you give up at that price point." | Feature comparison + customer who switched |
|
||||
| "Not the right time" | "What changes next quarter that makes it better timing?" | Cost-of-delay calculation |
|
||||
| "Maybe next quarter" | "Happy to reconnect. What would a pilot look like before then?" | Customer who started small and expanded |
|
||||
| "We use X already" | "How's that working for [specific pain area]?" | Customer who switched from X |
|
||||
| "What makes you different?" | "For teams like yours, the biggest difference is [specific differentiator]." | Side-by-side comparison for their use case |
|
||||
| "Need to check with my boss" | "Absolutely. What would help you make the case? I can send materials." | Champion one-pager, ROI calculator |
|
||||
| "The committee decides" | "Who's on the committee and what does each person care about?" | Multi-persona case study |
|
||||
| "What we have works fine" | "It does work — the question is whether it's costing you more than it should." | Benchmark data showing efficiency gaps |
|
||||
| "Not broken, don't fix it" | "Agreed — this isn't about fixing, it's about the opportunity cost of the current approach." | Customer who didn't know what they were missing |
|
||||
| "Does it integrate with X?" | "Yes / Let me check and get you specifics by end of day." | Integration documentation, customer using same stack |
|
||||
| "Security concerns" | "Completely fair. Here's our security overview — happy to loop in our team." | SOC 2 report, security whitepaper |
|
||||
| "Can it scale?" | "We serve companies from [small] to [large]. Here's an example at your scale." | Case study at similar scale |
|
||||
| "We tried something like this before" | "What went wrong? Understanding that helps me show how we're different." | Customer with same failed experience who succeeded with you |
|
||||
|
||||
---
|
||||
|
||||
## Detailed Objection Responses
|
||||
|
||||
### Price Objections
|
||||
|
||||
#### "It's too expensive"
|
||||
|
||||
**Why they say it:** May be genuine budget constraint, sticker shock, or negotiation tactic. Often means they don't yet see enough value to justify the cost.
|
||||
|
||||
**Response approach:**
|
||||
1. Don't defend the price immediately. Ask "Compared to what?"
|
||||
2. Reframe from cost to investment — what does the problem cost them today?
|
||||
3. Walk through the ROI calculation together
|
||||
4. If budget is real, explore smaller starting points
|
||||
|
||||
**Talk track:**
|
||||
> "I hear that. Let me ask — what's the cost of the problem we discussed? You mentioned your team spends [X hours] on [task] every week. At your team's loaded cost, that's roughly [$ amount] per year. Our solution runs [$ price] — so the question is whether eliminating that problem is worth the investment."
|
||||
|
||||
**Proof point:** ROI calculator or case study showing payback period.
|
||||
|
||||
**Follow-up question:** "If the ROI was clear, is this something you'd prioritize this quarter?"
|
||||
|
||||
---
|
||||
|
||||
#### "We don't have budget for this"
|
||||
|
||||
**Why they say it:** Budget may genuinely be allocated. Or they haven't identified budget because priority isn't established.
|
||||
|
||||
**Response approach:**
|
||||
1. Validate — budget constraints are real
|
||||
2. Understand timing — when does budget cycle reset?
|
||||
3. Explore alternatives — pilot, smaller scope, different budget line
|
||||
4. Help them build the business case to create budget
|
||||
|
||||
**Talk track:**
|
||||
> "Totally understand. Two questions: When does your next budget cycle open? And — if we could show clear ROI with a limited pilot, is that something you could fund from a different line item? Sometimes teams fund this from the efficiency savings it creates."
|
||||
|
||||
**Proof point:** Customer who started with a small pilot and expanded after proving ROI.
|
||||
|
||||
**Follow-up question:** "Would it help if I put together an ROI brief you could share with your finance team?"
|
||||
|
||||
---
|
||||
|
||||
#### "Competitor X is cheaper"
|
||||
|
||||
**Why they say it:** They're comparing prices, possibly without comparing capabilities. May be using competitor price as leverage.
|
||||
|
||||
**Response approach:**
|
||||
1. Acknowledge the price difference — don't pretend it doesn't exist
|
||||
2. Shift to total cost of ownership and value delivered
|
||||
3. Highlight what they lose at the lower price point
|
||||
4. Share proof from customers who evaluated both
|
||||
|
||||
**Talk track:**
|
||||
> "You're right, [Competitor] is less expensive. Here's what I've seen from teams who evaluated both: [Competitor] works well for [their strength]. Where it falls short is [specific gap]. Customers like [name] actually switched to us after starting with [Competitor] because [specific reason]. The question is whether [specific capability] is worth the difference for your team."
|
||||
|
||||
**Proof point:** Customer who switched from the competitor, with specific reasons.
|
||||
|
||||
**Follow-up question:** "What's most important to your team — the lowest price or the best fit for [their specific need]?"
|
||||
|
||||
---
|
||||
|
||||
### Timing Objections
|
||||
|
||||
#### "Not the right time"
|
||||
|
||||
**Why they say it:** Competing priorities, organizational change, genuine capacity constraint, or lack of urgency.
|
||||
|
||||
**Response approach:**
|
||||
1. Understand what's competing for their attention
|
||||
2. Quantify the cost of waiting
|
||||
3. Explore low-commitment next steps that keep momentum
|
||||
4. Set a concrete follow-up date
|
||||
|
||||
**Talk track:**
|
||||
> "I get it — timing matters. Can I ask what's taking priority right now? The reason I bring up timing is that every month of [problem], based on our earlier conversation, costs your team roughly [$ amount]. A 3-month delay is [$ amount]. What if we mapped out a start date that works with your calendar so you're not losing that value?"
|
||||
|
||||
**Proof point:** Cost-of-delay calculation based on their specific numbers.
|
||||
|
||||
**Follow-up question:** "What would need to change for this to move up in priority?"
|
||||
|
||||
---
|
||||
|
||||
#### "Maybe next quarter"
|
||||
|
||||
**Why they say it:** Genuine scheduling, or a polite way of saying "not interested enough right now."
|
||||
|
||||
**Response approach:**
|
||||
1. Accept the timeline gracefully
|
||||
2. Propose a small action now that maintains momentum
|
||||
3. Get a specific date for follow-up
|
||||
4. Send value in the meantime (content, benchmarks, insights)
|
||||
|
||||
**Talk track:**
|
||||
> "Next quarter works. To make sure we hit the ground running, would it make sense to do [small next step] now? That way when Q[X] starts, you're not starting from scratch. I'll also send over [relevant content] in the meantime. Can we lock in [specific date] to reconnect?"
|
||||
|
||||
**Proof point:** Customer who started the evaluation process early and was live by their target date.
|
||||
|
||||
**Follow-up question:** "Is there anything I can send between now and then that would be helpful?"
|
||||
|
||||
---
|
||||
|
||||
### Competition Objections
|
||||
|
||||
#### "We already use X"
|
||||
|
||||
**Why they say it:** They have an existing solution and switching has real costs. May be satisfied, or may have frustrations they haven't voiced.
|
||||
|
||||
**Response approach:**
|
||||
1. Don't trash the competitor — ask how it's working
|
||||
2. Probe for specific pain points with their current solution
|
||||
3. Position as complementary if possible, replacement if not
|
||||
4. Offer a side-by-side comparison or trial
|
||||
|
||||
**Talk track:**
|
||||
> "How's that working for you? Specifically, when it comes to [area where you're stronger] — is that meeting your needs? The reason I ask is that most teams who come to us from [Competitor] tell us [specific pain point] was the tipping point. Not saying that's you, but worth exploring."
|
||||
|
||||
**Proof point:** Customer who switched from that specific competitor.
|
||||
|
||||
**Follow-up question:** "If you could change one thing about your current setup, what would it be?"
|
||||
|
||||
---
|
||||
|
||||
#### "What makes you different?"
|
||||
|
||||
**Why they say it:** They're evaluating options and want a clear differentiator. Sometimes a genuine question, sometimes a test.
|
||||
|
||||
**Response approach:**
|
||||
1. Don't list features — give the one thing that matters most for their situation
|
||||
2. Tie the differentiator to their specific pain
|
||||
3. Back it up with proof
|
||||
4. Offer to show, not just tell
|
||||
|
||||
**Talk track:**
|
||||
> "For teams like yours — [their industry/size/use case] — the biggest difference is [specific differentiator]. That matters because [connection to their pain]. For example, [Customer] was evaluating us alongside [Competitor] and chose us because [specific reason]. Want me to walk you through how that works?"
|
||||
|
||||
**Proof point:** Case study of a customer who chose you over alternatives.
|
||||
|
||||
**Follow-up question:** "What's the most important criteria for your decision?"
|
||||
|
||||
---
|
||||
|
||||
### Authority Objections
|
||||
|
||||
#### "I need to check with my boss"
|
||||
|
||||
**Why they say it:** They may not be the decision maker, or they need internal buy-in to proceed. Could also be a stall tactic.
|
||||
|
||||
**Response approach:**
|
||||
1. Support them, don't pressure them
|
||||
2. Arm them with materials to sell internally
|
||||
3. Offer to join a meeting with their boss
|
||||
4. Understand what their boss cares about
|
||||
|
||||
**Talk track:**
|
||||
> "Absolutely — what would help you make the case? I can put together a one-pager that covers the ROI and addresses the concerns your boss is likely to have. Also happy to jump on a quick call with them if that would be helpful. What does your boss typically prioritize — cost savings, risk reduction, or efficiency?"
|
||||
|
||||
**Proof point:** Champion enablement one-pager, ROI calculator.
|
||||
|
||||
**Follow-up question:** "What questions do you think your boss will ask?"
|
||||
|
||||
---
|
||||
|
||||
#### "A committee decides this"
|
||||
|
||||
**Why they say it:** Enterprise buying involves multiple stakeholders. Genuine process, not a brush-off.
|
||||
|
||||
**Response approach:**
|
||||
1. Map the buying committee — who's involved and what each person cares about
|
||||
2. Provide persona-specific materials
|
||||
3. Offer to present to the committee
|
||||
4. Help your champion navigate the internal process
|
||||
|
||||
**Talk track:**
|
||||
> "That makes sense. Can you walk me through who's on the committee and what each person cares about? I can tailor materials for each stakeholder so you're not doing all the heavy lifting. I've also got a deck designed for executive presentations if that would be useful."
|
||||
|
||||
**Proof point:** Multi-stakeholder case study showing how different personas were addressed.
|
||||
|
||||
**Follow-up question:** "Who on the committee is most likely to push back, and what would their concern be?"
|
||||
|
||||
---
|
||||
|
||||
### Status Quo Objections
|
||||
|
||||
#### "What we have works fine"
|
||||
|
||||
**Why they say it:** Inertia is real. The current solution may be adequate, and change has real costs.
|
||||
|
||||
**Response approach:**
|
||||
1. Agree — don't argue with their experience
|
||||
2. Shift from "broken vs. fixed" to "good vs. great"
|
||||
3. Introduce the concept of opportunity cost
|
||||
4. Show what peers are achieving
|
||||
|
||||
**Talk track:**
|
||||
> "It probably does work — and I wouldn't suggest changing something that's truly meeting your needs. The question I'd ask is: is 'works fine' the bar? Teams using [your product] are seeing [specific outcome]. If you're leaving [X% improvement] on the table, is that worth exploring?"
|
||||
|
||||
**Proof point:** Benchmark data showing what's possible vs. status quo.
|
||||
|
||||
**Follow-up question:** "If there were one area where your current approach could be better, what would it be?"
|
||||
|
||||
---
|
||||
|
||||
### Technical Objections
|
||||
|
||||
#### "Does it integrate with X?"
|
||||
|
||||
**Why they say it:** Integration is a real requirement. They need to know your product fits their stack.
|
||||
|
||||
**Response approach:**
|
||||
1. Answer directly — yes, no, or "let me check"
|
||||
2. If yes, provide specifics (native, API, Zapier, etc.)
|
||||
3. If no, explain alternatives or workarounds
|
||||
4. Never bluff — they'll find out during evaluation
|
||||
|
||||
**Talk track (if yes):**
|
||||
> "Yes, we integrate with [X] natively. It takes about [time] to set up. [Customer] runs the same stack and here's how they have it configured."
|
||||
|
||||
**Talk track (if no):**
|
||||
> "We don't have a native integration with [X] today. Here's what customers typically do: [alternative]. We also have an open API that [description]. Would it help to get our technical team on a call to explore options?"
|
||||
|
||||
**Proof point:** Customer using the same tech stack, integration documentation.
|
||||
|
||||
**Follow-up question:** "What other tools are in your stack that we'd need to work with?"
|
||||
|
||||
---
|
||||
|
||||
#### "We have security concerns"
|
||||
|
||||
**Why they say it:** Legitimate concern, especially in regulated industries or enterprise. Non-negotiable for many buyers.
|
||||
|
||||
**Response approach:**
|
||||
1. Take it seriously — never dismiss security concerns
|
||||
2. Provide documentation proactively (SOC 2, security whitepaper)
|
||||
3. Offer to loop in your security team
|
||||
4. Ask about their specific requirements
|
||||
|
||||
**Talk track:**
|
||||
> "That's exactly the right question to ask. Here's our security overview — we're [SOC 2 Type II / ISO 27001 / etc.] certified, and I can share our full security documentation. We also have a security team that's happy to do a review call with your infosec team. What are your specific requirements?"
|
||||
|
||||
**Proof point:** Security certifications, compliance documentation, customers in regulated industries.
|
||||
|
||||
**Follow-up question:** "Do you have a security questionnaire you'd like us to fill out?"
|
||||
208
skills/sales-enablement/references/one-pager-templates.md
Normal file
208
skills/sales-enablement/references/one-pager-templates.md
Normal file
|
|
@ -0,0 +1,208 @@
|
|||
# One-Pager Templates
|
||||
|
||||
Templates for different one-pager use cases, with layout guidance and copy prompts.
|
||||
|
||||
## Product Overview One-Pager
|
||||
|
||||
The default one-pager. Introduces your product to someone who knows nothing about you.
|
||||
|
||||
### Structure
|
||||
|
||||
```
|
||||
[Logo] [Tagline]
|
||||
|
||||
HEADLINE: One sentence describing what you do and who it's for.
|
||||
|
||||
THE PROBLEM
|
||||
2-3 sentences describing the pain your buyer faces.
|
||||
|
||||
THE SOLUTION
|
||||
2-3 sentences describing how your product solves it.
|
||||
|
||||
WHY [YOUR PRODUCT]
|
||||
• Differentiator 1 — One sentence explaining the benefit
|
||||
• Differentiator 2 — One sentence explaining the benefit
|
||||
• Differentiator 3 — One sentence explaining the benefit
|
||||
|
||||
PROOF
|
||||
"Customer quote with specific result." — Name, Title, Company
|
||||
[Optional: 2-3 metric callouts: "X% improvement", "Y hours saved"]
|
||||
|
||||
[CTA Button/Link] [Contact: name@company.com]
|
||||
```
|
||||
|
||||
### Copy Prompts
|
||||
|
||||
- Headline: "What do you do, in one sentence, that makes someone say 'tell me more'?"
|
||||
- Problem: "What is your buyer struggling with before they find you?"
|
||||
- Differentiators: "If you could only tell them 3 things, what would make them choose you?"
|
||||
|
||||
---
|
||||
|
||||
## Use-Case Specific One-Pager
|
||||
|
||||
Tailored to a specific workflow, vertical, or problem. More targeted than the product overview.
|
||||
|
||||
### Structure
|
||||
|
||||
```
|
||||
[Logo] [Use Case: e.g., "For Sales Teams"]
|
||||
|
||||
HEADLINE: How [your product] helps [persona] [achieve outcome].
|
||||
|
||||
THE CHALLENGE
|
||||
When [persona] needs to [task], they face [specific pain].
|
||||
This leads to [consequence]: [time wasted / money lost / risk].
|
||||
|
||||
HOW IT WORKS
|
||||
1. [Step 1] — What happens and why it matters
|
||||
2. [Step 2] — What happens and why it matters
|
||||
3. [Step 3] — What happens and why it matters
|
||||
|
||||
RESULTS
|
||||
• [Metric 1]: Before → After
|
||||
• [Metric 2]: Before → After
|
||||
• [Metric 3]: Before → After
|
||||
|
||||
CUSTOMER SPOTLIGHT
|
||||
"Quote about this specific use case." — Name, Title, Company
|
||||
|
||||
[CTA: "See it in action" or "Start a pilot"] [Contact info]
|
||||
```
|
||||
|
||||
### When to Use
|
||||
|
||||
- Different buyer personas need different one-pagers
|
||||
- Industry-specific versions (healthcare, fintech, e-commerce)
|
||||
- Use-case versions (reporting, onboarding, security)
|
||||
|
||||
---
|
||||
|
||||
## Post-Meeting Leave-Behind
|
||||
|
||||
Designed to reinforce a conversation that already happened. Summarizes what you discussed and proposes next steps.
|
||||
|
||||
### Structure
|
||||
|
||||
```
|
||||
[Logo] [Date of Meeting]
|
||||
|
||||
MEETING RECAP: [Company Name]
|
||||
|
||||
WHAT WE DISCUSSED
|
||||
• [Pain point 1 they mentioned]
|
||||
• [Pain point 2 they mentioned]
|
||||
• [Goal they're trying to achieve]
|
||||
|
||||
HOW [YOUR PRODUCT] HELPS
|
||||
• [Solution to pain 1] — [Specific capability or workflow]
|
||||
• [Solution to pain 2] — [Specific capability or workflow]
|
||||
• [How you help them reach their goal]
|
||||
|
||||
RELEVANT PROOF
|
||||
"Quote from a similar customer." — Name, Title, Company
|
||||
[1-2 metrics from a similar customer]
|
||||
|
||||
PROPOSED NEXT STEPS
|
||||
1. [Next step with date]
|
||||
2. [Follow-up action]
|
||||
3. [Decision timeline]
|
||||
|
||||
[Your name] | [Your title] | [Email] | [Phone]
|
||||
```
|
||||
|
||||
### Tips
|
||||
|
||||
- Send within 24 hours of the meeting
|
||||
- Reference specific things they said (shows you listened)
|
||||
- Keep proposed next steps concrete and time-bound
|
||||
- This is the asset your champion forwards to their boss
|
||||
|
||||
---
|
||||
|
||||
## Champion Enablement One-Pager
|
||||
|
||||
Designed specifically for your internal champion to share with their team and leadership. Written to make them look smart.
|
||||
|
||||
### Structure
|
||||
|
||||
```
|
||||
[Logo]
|
||||
|
||||
WHY WE'RE EVALUATING [YOUR PRODUCT]
|
||||
|
||||
THE SITUATION
|
||||
[2-3 sentences about the internal challenge, written as if the champion
|
||||
is explaining it to their team. Use "we" and "our" language.]
|
||||
|
||||
WHAT [YOUR PRODUCT] DOES
|
||||
[1-2 sentences. Plain language, no jargon.]
|
||||
|
||||
WHY THIS SOLUTION
|
||||
• [Reason 1] — How it solves our specific problem
|
||||
• [Reason 2] — How it compares to what we do today
|
||||
• [Reason 3] — How it compares to alternatives we evaluated
|
||||
|
||||
EXPECTED IMPACT
|
||||
• [Metric]: Current state → Expected state
|
||||
• [Metric]: Current state → Expected state
|
||||
• [Time to value]: Live within [X weeks]
|
||||
|
||||
WHO ELSE USES IT
|
||||
[2-3 recognizable company names in their industry]
|
||||
"Relevant customer quote." — Name, Title, Company
|
||||
|
||||
NEXT STEPS
|
||||
• [What we're doing next]
|
||||
• [What we need from the team]
|
||||
• [Decision timeline]
|
||||
|
||||
Questions? Talk to [Champion name] or [Your name at email].
|
||||
```
|
||||
|
||||
### Why This Works
|
||||
|
||||
- Written in the champion's voice, not yours
|
||||
- Answers the questions their boss will ask
|
||||
- Includes peer proof from companies they respect
|
||||
- Clear ask and timeline to drive internal momentum
|
||||
|
||||
---
|
||||
|
||||
## Layout Guidance
|
||||
|
||||
### Visual Hierarchy
|
||||
|
||||
1. **Headline** — Largest text, top of page, immediately communicates value
|
||||
2. **Section headers** — Bold, clear, act as scannable anchors
|
||||
3. **Body text** — Short sentences, bullet points preferred over paragraphs
|
||||
4. **Proof elements** — Metrics and quotes should visually stand out (larger font, color, or callout box)
|
||||
5. **CTA** — Prominent placement, bottom of page or bottom-right
|
||||
|
||||
### Whitespace
|
||||
|
||||
- Margins: at least 0.75" on all sides
|
||||
- Space between sections: enough to visually separate (don't cram)
|
||||
- If it feels crowded, cut content. Never shrink font below 9pt.
|
||||
|
||||
### Font Sizing
|
||||
|
||||
| Element | Suggested Size |
|
||||
|---------|---------------|
|
||||
| Headline | 18-24pt |
|
||||
| Section headers | 12-14pt bold |
|
||||
| Body text | 10-11pt |
|
||||
| Fine print / footer | 8-9pt |
|
||||
|
||||
### Color
|
||||
|
||||
- Use brand colors for headers and accents
|
||||
- Keep body text dark (black or near-black) on white
|
||||
- Limit accent colors to 1-2 for visual consistency
|
||||
- Use color to draw attention to metrics and CTAs
|
||||
|
||||
### File Format
|
||||
|
||||
- **PDF** for email attachments and leave-behinds
|
||||
- **Google Slides / PowerPoint** for editable versions reps can customize
|
||||
- Always include both — reps will customize, prospects want clean PDFs
|
||||
Loading…
Reference in a new issue