ANA Sales Enablement Plan Playbook

SALES ENABLEMENT PLAN
Playbook & Toolkit
Follow this simple step-by-step playbook to develop a sales enablement plan

that increases your win-rate, deal-size and % reps attaining quota.
Table of Contents SALES ENABLEMENT PLAN
Framework 03
Maturity Model 04
Introduction 06
stage 1 Get Project Approval 12
stage 2 Prepare Your Company 15
stage 3 Implement Solutions 18
stage
4 Build a Sales Playbook 23
stage 5 Launch to Sales 30
stage
6 Measure & Evolve 33
Conclusion 36
About 37
Framework
Click the buttons below to access all related
Leverage the framework below to quickly
training, tools, templates, and other resources.
empower your organization’s sales enablement strategy.
1 APPROVE 2 PREPARE 3 IMPLEMENT 4 BUILD 5 LAUNCH 6 MEASURE
Sales Support Distributor Metrics Sales Enablement

Readiness Assessment CRM Solution Study Buyer Persona
Effectiveness Survey Dashboard Metrics Dashboard
Sales & Marketing Marketing Automation Buying Process Partnership Application

Business Case Post Project Evaluation
Alignment Tool Solution Study Stage Mapping Form
Marketing Collateral Sales Intelligence Sales Playbook Partnership Develop-

Strategy Scorecard
Management Tool Solution Study Template ment Tracking Tool
Project Plan Dir. of Sales Enablement Partnership Marketing

CPQ Solution Study Positioning Statement
Template Job Description Assessment
Enablement Knowledge Unique Selling Partnership Marketing

Management Study Proposition Agreement
Sales Communication Partnership Marketing

Competitive Analysis
Solution Study Evaluation Matrix
Sales Enablement Competitive Products Referral Partnership

RFP Template Sales Reference Agreement
SALES ENABLEMENT
Maturity Model
STAGE 4 - World-Class
STAGE 3 - Mature
STAGE 2 - Progressive
Sales STAGE 1 - Undefined
Enablement Highly strategic orientation, docu-
mented plans in place; Defined Sales
Working from a plan, balanced between
Enablement function in place for 5+
Operational in nature, reacting to strategic and operational; Defined func-
years
No defined, evaluated or requests; Loosely defined function in tion in place for 3+ years
Orientation place for less than two years
implemented Sales Enablement
functions or applications
Senior management view Sales Sales Enablement a critical success

Sales Enablement a key corporate
No perceived need for sales enable- Enablement as one of many success factor driving revenue and growth;
Leadership ment; No funding or dedicated staff factors; Funding available for small
function; Major initiatives funded,
Fully funded and supported by
dedicated staff & budget
pilot projects for testing senior management
No CRM, Marketing Automation,

CRM and/or Marketing Automation in Marketing Automation & CRM Mature, integrated Sales Enablement
Knowledge Management or other
place with 80%+ rep adoption; are highly integrated and Sales infrastructure in place built on a CRM
Technology/ Sales Enablement applications in
Exploring Sales Enablement applica- Enablement applications are being platform with multiple applications inte-
Infrastructure place; Sales reps use their own
tions such as playbooks, portals, used; Defined process for testing and grated & adopted; Reporting available
systems and technology to support
CPQ, etc integrating new applications in place in one interface
their sales efforts
Some marketing/sales alignment Marketing/sales & others ‘collaborate’

Marketing and sales operate in Cross-functional SE group formed with
forming on key processes such as lead on multiple processes to generate
distrinct silos with minimal align- leaders from all departments; Shared
Alignment ment on goals and activities; Typical
scoring, no shared revenue responsi- revenues; SLAs and/or standard
revenue responsibilites; Compensation
bilities yet; Able to ‘coordinate’ efforts definition for SQLs in place; Goals set
‘hand-off’ style working relationship may be tied to revenue growth
like follow up on campaigns for contribution to pipeline
SALES ENABLEMENT
Maturity Model
Sales
Enablement STAGE 1 - Undefined STAGE 2 - Progressive STAGE 3 - Mature STAGE 4 - World-Class
No formal support or tools for asset Extensible platform supports MRM, Sales organization fully supported
Basic asset management and/or sales
management, CPQ, communica- asset management with ratings, across entire sales cycle from lead
portal with collateral, manual CPQ,
tion or other tools; No centralized feedback and version control, sales generation to quoting and contracting;
Sales conferencing tools provided; May
Reporting and feedback effectively
portal for collateral (email templates, performance/incentive management,
Support Tools have manual sales playbooks, sales
proposals, playbooks, etc.); Reps CPQ, conferencing, playbooks integrated drive development of sales support
intelligence data sources, competitive
expected to create their own sales with CRM, field presentation tools for infrastructure; Surveys held regularly to
analysis info, formal product training
support material tablets, etc solicit feedback and ideas
Sales process defined but not mapped Formal lead acquisition process, solid Lead scoring & nurturing, content
No formal lead generation or sales
to buying process; Opportunity opportunity management, Sales process mapped to buying and sales process
opportunity management process;
Processes management is ad hoc and unreliable mapped to buying process, defined by persona & journey maps, prioritiza-
Sales process & buying processes are
for forecasting; No sales enablement process for sales enablement including tion of sales enablement strategy plan
not defined
processes established yet strategy planning is done regularly
Metrics in place to measure effec- Known success metrics for top Marketing ROI, TCO, age of opportu-
Sales enablement success metrics tiveness such as #opportunities, performing reps; Cost of acquisition nities, customer lifetime value, reten-
unknown and not tracked; Revenue sales productivity metrics, #leads (CAC) known, #downloads from portals, tion rate, pipeline velocity, reps have
Metrics tracked but not necessarily tied to generated, CPL in some cases CRM adoption rate, cost per opportu- visibility into team’s productivity &
goals; Lead quality and scoring is known; No regular monitoring, nity measured; Reports monitored and performance metrics (may be gamified
unknown and not tracked reports pulled ad hoc when results reviewed at regular intervals (weekly, inside of CRM), closed loop reporting
not desirable monthly, quarterly, annually) system for all campaigns and metrics
New reps hit quota in 9-12 months; New reps hit quota in 6-9 months; New reps hit quota in 4-6 months; New reps hit quota in 3-4 months;
30-50% of new sales hired unsuccessful; 20-30% of new sales hires unsuc- 10-20% of new sales hires unsuccessful; Fewer than 10% of new sales hires are
Results cessful; Opportunity win rate is 10-15%; Opportunity win rate is 15-20%; Revenue unsuccessful; Opportunity win rate is
Opportunity win rate is less than 10%;
Revenue growth rate is less than 10% Revenue growth rate is 10-20% growth rate is 20-40% 20%+; Revenue growth rate is 40%+
Want to rate your organization’s Sales Enablement maturity with an

interactive tool? Download our Sales Enablement Readiness Assessment VIEW RESOURCE
and get started today!
1 2 3 4 5 6
Get Project Prepare Your Implement Build a Sales Launch to Sales Measure &
Approval Company Solutions Playbook Evolve
Introduction
What Is the Purpose of This Playbook? Outputs from This Playbook

To help you develop a Sales Enablement Plan that: Stage 1 - Get Project Approval
Readiness Assessment, Business Case, Strategy
Is aligned with corporate values and vision Scorecard
Provides a solid foundation for sales enablement
Stage 2 - Prepare Your Company
Supports Corporate Marketing strategy, Product Marketing plans,
Sales Support Survey, Sales & Marketing Alignment,
and Marketing Communications plan Assets Audit, Responsibilities
Stage 3 - Implement Solutions

Corporate Marketing Strategy CRM, Marketing Automation, Sales Enablement
Systems Implementations
Stage 4 - Build a Sales Playbook

Buyer Personas, Buying Stage Content Map, Sales
Playbook
Product A Product B
Marketing Plan Marketing Plan
Stage 5 - Launch to Sales
Launch Pilot, Roll-Out to Entire Sales Team, Roll-Out to
Channel Partners
Marketing Communications Plan Stage 6 - Measure & Evolve

Sales Enablement Metrics Dashboard, Post-Project
Evaluation
For practical advice about analyzing past sales and achieving future
targets read our How-To Guide on Achieving Corporate Sales Targets.
SALES ENABLEMENT PLAN 6

1 2 3 4 5 6
Introduction
Sales Enablement Defined What Can ‘Enabled’ Sales Reps Do Better?

Understand Buyer Needs – including industry trends, common
business problems, and the competitive options available to
buyers to solve their issues.
“…the processes, practices, technologies and tools
that improve the performance and productivity of Sell New Products – get up to speed quickly on recently
the sales organization.” launched products.
Deal with Objections – learn how to respond to common objec-

Jesse Hopps tions with answers that have been proven to put the buyer at ease
CEO Demand Metric and change their thinking about a key issue.
Pitch with Confidence – having the knowledge and tools they

Bottom line need inspires rep confidence.
Sales Enablement drives revenue by directly impacting the Produce Faster – new reps start producing in less time with a
sales teams’ ability to close more deals. solid Sales Enablement program.
Equip Champions – with content that buyers can use to internally

sell your solution for you.
Helpful Hint
Read our Starting Out with Sales Enablement to help you

begin a sales enablement initiative.

1 2 3 4 5 6
Introduction
Problems with Traditional Sales Enablement Sales Enablement Framework

In many organizations, “Sales Enablement” has been a one-way Our Sales Enablement Framework was designed to help orga-
inclusion of Marketing materials into a sales portal or intranet without nizations understand that enabling sales is cross-departmental
any real insight into what’s being used or is valued by the buyer. endeavor requiring careful coordination.
Symptoms of a failing Sales Enablement strategy include content We break Sales Enablement down by the key Roles, Responsibilities,
repositories that contain: Processes, Technology, Content and Metrics needed for success.
Too much content – good quality material is buried amongst the
sheer volume of documents
Minimal insight – Marketing has no idea what content is used by

Sales or what’s working well
Organized by product – rather than by buyer profile, industry or

specific sales situations VIEW RESOURCE
Out of date content – most reps store files locally and use
outdated sales support documents
Adoption issues – when not integrated with CRM, mobile devices

or email, reps don’t use it, or are not achieving their goals.

1 2 3 4 5 6
Introduction
Sales Enablement Maturity Model Demand Metric’s PATCHES Framework

The Sales Enablement Maturity Model will help you progress through Use this acronym to remember a solid framework for Sales
your journey to sales enablement excellence. There are clearly Enablement in your organization:
defined stages and a roadmap for improving capabilities over time.
P
Playbooks: build a Sales Playbook to equip reps with the
Download the full Sales Enablement Maturity Model to assess your knowledge, tools, and activities they need to succeed.
current level of maturity and chart your path for advancing forward.
A
Assets: maintain content and digital assets in a system that
allows sales reps to rate quality and usefulness.
Training: consider methodologies such as SPIN Selling or
Sales
SALES ENABLEMENT
STAGE 1 - Undefined
Maturity Model
STAGE 2 - Progressive
STAGE 3 - Mature
STAGE 4 - World-Class
T Miller Heiman to standardize your sales process.
Enablement Highly strategic orientation, docu-
Commitment: get a formal commitment from sales reps to

C
mented plans in place; Defined Sales
Working from a plan, balanced between
Enablement function in place for 5+
Operational in nature, reacting to strategic and operational; Defined func-
years
No defined, evaluated or requests; Loosely defined function in tion in place for 3+ years
Orientation place for less than two years
implemented Sales Enablement
functions or applications
Senior management view Sales

Sales Enablement a key corporate
function; Major initiatives funded, VIEW RESOURCE
Sales Enablement a critical success
factor driving revenue and growth;
Fully funded and supported by
use and rate all materials provided by Marketing.
Leadership No perceived need for sales enable- Enablement as one of many success dedicated staff & budget senior management
ment; No funding or dedicated staff factors; Funding available for small
pilot projects for testing
H
No CRM, Marketing Automation, Mature, integrated Sales Enablement
Hiring: sales reps with the same skills and attitudes as your
Marketing Automation & CRM infrastructure in place built on a CRM
Knowledge Management or other CRM and/or Marketing Automation in
Technology/ are highly integrated and Sales platform with multiple applications inte-
Sales Enablement applications in place with 80%+ rep adoption;
Infrastructure Enablement applications are being grated & adopted; Reporting available
place; Sales reps use their own Exploring Sales Enablement applica-
used; Defined process for testing and in one interface
systems and technology to support tions such as playbooks, portals,
integrating new applications in place
their sales efforts CPQ, etc
Marketing/sales & others ‘collaborate’

Cross-functional SE group formed with
leaders from all departments; Shared
current star performers.
Some marketing/sales alignment on multiple processes to generate revenue responsibilites; Compensation
Alignment Marketing and sales operate in forming on key processes such as lead revenues; SLAs and/or standard may be tied to revenue growth
distrinct silos with minimal align- scoring, no shared revenue responsi- definition for SQLs in place; Goals set
ment on goals and activities; Typical bilities yet; Able to ‘coordinate’ efforts for contribution to pipeline
‘hand-off’ style working relationship like follow up on campaigns
E Enabling Technology: CRM, Marketing Automation and

Sales Enablement systems should work on mobile devices.
S
Sales Process: map your sales process to the buying
process and build content based on key buyer personas.

1 2 3 4 5 6
Introduction
What Goes Inside a Sales Playbook? Why Do You Need a Sales Playbook?
A Sales Playbook is a collection of information, knowledge, sales
tools, and activities that have been proven to assist with closing busi-
ness in a variety of common sales situations. “51% of reps attain quota at firms using a Sales Playbook,
compared to 40% at firms who don’t have a Sales Playbook.”
You can structure your playbook like this:
Aberdeen Group,
Company Overview November 2011
Marketing Insights
Sales Opportunities “38% of buyers felt solution providers didn’t
Stage 1 – Need / Prospecting provide enough content to help them navigate
Stage 2 – Discovery / Qualification through each stage of the buying process.”
Stage 3 – Consideration / Demo Demand Gen Report:
Transforming the B2B Buying Process
Stage 4 – Decision / Proposal
Stage 5 – Review / Contract
“Only 8% of B2B companies say they
have tight alignment between sales and marketing”
Forrester
VIEW RESOURCE “65% of companies said sales teams use less

than 50% of marketing content as it is
not accessible, low impact or inappropriate.”
Corporate Visions Q2 2012
Sales and Marketing Messaging Report

1 2 3 4 5 6
Introduction
Where do Sales Playbooks Help Most? How to Use this Playbook:

On-Boarding New Hires Faster – when new high-cal- This playbook consists of six stages, each with a description, steps and
iber sales reps join your firm, they will get up to speed action items. Action items include using our premium tools & templates.
quicker by following the ‘best practices’ or ‘plays’ used Our intention with this playbook is to help you:
by top performing reps rather than learning from their
own experiences and failures. Understand sales enablement and identify
opportunities to improve your organization’s capabilities
Improving Performance for Average Reps –
by showing a repeatable process for how your star
performers achieve their results, you can increase Evaluate and select the technology that will be the
the performance of ‘middle-of-the-pack’ reps who are
backbone of your enablement strategy
generally the ones who affect the bottom-line the most.
Radiating & Penetrating Key Accounts – in tough

Plan and craft a strategy to drive adoption of Sales
competitive environments or mature industries, having
Playbooks by sales reps & channel partners
key knowledge about competitors, buyer needs, and
industry-based solutions can make the difference
between growing an account or losing it all together.

STAGE 1
Get Project Approval

Unless your senior management team is spear-heading a Sales Enablement initiative in your
company, you will have to build the case for allocating resources and funding to this project.
In this Stage, you will focus your efforts around the preliminary
analyses required to get approval for a Sales Enablement project:
STEP 1: Assess Organizational Readiness

STEP 2: Build the Business Case
STEP 3: Create a Strategy Scorecard
STEP 4: Monitor Project Deliverables
2 3 4 5 6
Introduction
1 Prepare Your Implement Build a Sales Launch to Sales Measure &
Company Solutions Playbook Evolve
Get Project
Approval
STEP 1 STEP 2
Assess Organizational Readiness Build the Business Case
Action Item Action Item
Use the Sales Enablement Readiness Assessment to Use the Business Case Template to document why senior
help you measure your preparedness for a Sales Enable- management should allocate resources to this program.
ment initiative.
VIEW RESOURCE VIEW RESOURCE
Areas of the readiness assessment include: Sections of the Business Case should include:
Senior Management Commitment Executive Summary Decision-Making Criterion
Digital Asset Management Opportunity Overview Business Impact Analysis
Content Management Process Key Success Factors Risks & Contingency Plans
Sales & Marketing Alignment Assumptions Recommendation
Systems & Technology

2 3 4 5 6
Introduction
1 Prepare Your Implement Build a Sales Launch to Sales Measure &
Company Solutions Playbook Evolve
Get Project
Approval
STEP 3 STEP 4
Create a Strategy Scorecard Monitor Project Deliverables
Use the Sales Enablement Strategy Scorecard to docu- Use the Project Plan Template to create a guide for project
ment your high level sales enablement objectives, initia- execution and control.
tives, KPIs and target timeframes.
Examples of common objectives include: Key benefits include:

Improve Average Deal Size Provides a database to insert project tasks
Reduce Length of Sales Cycle Manages project milestones efficiently
Gain Adoption of Sales Playbook Provides a pie chart to represent the status of your project tasks
Audit Assets to Identify Gaps Easy to use Excel format

STAGE 2
Prepare Your Company

In this Stage you will seek to understand the gaps between the Sales & Marketing departments in terms
of sales support, organizational alignment, content and assets, and missing job functions and skills.
You will perform the following actions to prepare your company for Sales Enablement:
STEP 1: Conduct a Sales Support Survey

STEP 2: Assess Sales & Marketing Alignment
STEP 3: Audit Condition of Existing Assets
STEP 4: Outline New Roles & Responsibilities
1 3 4 5 6
Introduction Get Project
2 Implement Build a Sales Launch to Sales Measure &
Approval Solutions Playbook Evolve
Prepare Your
Company
STEP 1 STEP 2
Conduct a Sales Support Survey Assess Sales & Marketing Alignment
Use the Sales Support Effectiveness Survey to identify Use our Sales & Marketing Alignment Tool to identify gaps
strengths and weaknesses in your current sales support in your existing alignment and see how world-class organiza-
processes, systems, assets and knowledge management. tions structure their relationship between Sales & Marketing.
This survey is intended to address the following areas: This assessment will audit these key alignment areas:
CRM Company Training Organizational Relationships Systems & Technology
Demand Generation Marketing Collateral Metrics & Value Measurement Messaging & Materials
Lead Management Brand Awareness Lead Generation & Pipeline Culture
Product Training Partnership Management
Helpful Hint
Use our Aligned Sales and Marketing Funnel to organize

your sales & marketing activities.

1 3 4 5 6
Introduction Get Project
2 Implement Build a Sales Launch to Sales Measure &
Approval Solutions Playbook Evolve
Prepare Your
Company
STEP 3 STEP 4
Audit Condition of Existing Assets Outline New Roles & Responsibilities
Use our Marketing Collateral Management Tool to iden- Use our Director of Sales Enablement Job Description
tify the condition of your existing marketing collateral and to clearly document the new role and responsibilities of
sales assets. the person who will be heading up your Sales Enablement
department.
This audit will provide you with the following information: Some major responsibilities of this position include:
Name of Asset Implementing CRM & Marketing Automation systems
Status Developing a Sales Playbook
Owner Training, Mentoring & Coaching of Sales Managers
Last Updated Date Managing Technical Support for End Users
Usage Ensuring Sales Methodologies are Followed
Distribution

STAGE 3
Implement Solutions
This Stage will help you select, implement and integrate your Sales Enablement solutions:
STEP 1: Implement a CRM System

STEP 2: Implement a Marketing Automation System
STEP 3: Implement a Sales Intelligence System
STEP 4: Implement a CPQ System (if necessary)
STEP 5: Implement an Enablement KM System
STEP 6: Implement a Sales Communication System
STEP 7: Request Proposals for Your SE System
1 2 4 5 6
Introduction Get Project Prepare Your
3 Build a Sales Launch to Sales Measure &
Approval Company Playbook Evolve
Implement
Solutions
STEP 1 STEP 2
Implement a CRM System Implement a Marketing Automation System
Use the CRM: Insights, Landscape & Vendor Analysis Use the Marketing Automation: Insights, Landscape &
Solution Study and tools and templates to implement a Vendor Analysis Solution Study and tools to implement a
CRM system. Marketing Automation system.
CUSTOMER
RELATIONSHIP VIEW RESOURCE MARKETING VIEW RESOURCE
MANAGEMENT AUTOMATION
Solution Study
(CRM)
Solution Study
Insights, Landscape, & Vendor Analysis Insights, Landscape, & Vendor Analysis
CRM Readiness Assessment CRM System RFP Marketing Automation Business Case
Tool Template Marketing Automation Consulting RFP
CRM Program Strategy CRM Vendor Marketing Automation Maturity Assessment
Scorecard Evaluation Matrix
Marketing Automation ROI Calculator
CRM Maturity Assessment CRM Program
Marketing Automation System RFP
CRM Business Case Template Metrics Dashboard
Marketing Automation Vendor Evaluation
CRM Consulting Services RFP CRM Administrator
Marketing Automation Vendor Matrix
Job Description
Lead Qualification Process Diagram

1 2 4 5 6
Implement
Solutions
STEP 3 STEP 4
Implement a Sales Intelligence System Implement a CPQ System (if necessary)
Use the Sales Intelligence: Insights, Landscape & Vendor Use the CPQ Insights, Landscape & Vendor Analysis
Analysis Solution Study and tools to implement a Sales Solution Study and tools to implement a Configure, Price,
Intelligence system. Quote (CPQ) system.
SALES VIEW RESOURCE CONFIGURE, VIEW RESOURCE

INTELLIGENCE PRICE, QUOTE
Solution Study Solution Study
Sales Intelligence Maturity Assessment CPQ Readiness Assessment

Sales Intelligence Strategy Scorecard CPQ Strategy Scorecard
Sales Intelligence System RFP CPQ System RFP
Sales Intelligence Vendor Evaluation CPQ Vendor Evaluation
Sales Intelligence Vendor Matrix CPQ Vendors Matrix
Sales Intelligence Metrics Dashboard CPQ Metrics Dashboard

1 2 4 5 6
Implement
Solutions
STEP 5 STEP 6
Implement an Enablement KM System Implement a Sales Communication System
Use the Enablement Knowledge Management: Insights, Use the Sales Communication: Insights, Landscape &
Landscape & Vendor Analysis Solution Study and tools Vendor Analysis Solution Study and tools to implement a
to implement an Enablement KM System. Sales Communications System.
ENABLEMENT
KNOWLEDGE VIEW RESOURCE SALES VIEW RESOURCE
MANAGEMENT COMMUNICATION
Solution Study
Solution Study
Enablement KM Maturity Assessment Sales Communication Strategy Scorecard

Enablement KM Strategy Scorecard Sales Communication Vendor Matrix
Enablement KM System RFP Sales Communication Metrics Dashboard
Enablement KM Vendor Evaluation
Enablement KM Vendors Matrix
Enablement KM Metrics Dashboard

1 2 4 5 6
Implement
Solutions
STEP 7
Request Proposals for Your SE System
Action Item
Use our Sales Enablement RFP Template to create a

request for proposal (RFP) for a sales enablement system.
VIEW RESOURCE
This tool will enable you to receive bids from multiple software
vendors of sales enablement systems, and will reduce the
cost of projects from competing bids. In addition to this, the
template provides all project requirements and includes real-
life examples.

STAGE 4
Build a Sales Playbook

To this point, you have received approval for a Sales Enablement initiative, assessed and prepared your
company, and selected the right technology solutions to be successful. Now is the time when the rubber
hits the road and you build your Sales Playbook to realize the all the benefits of Sales Enablement.
In this Stage, you will do four major activities:
STEP 1: Identify Key Buyer Personas & Needs

STEP 2: Map Assets & Messages to Buying Process
STEP 3: Build a Sales Playbook
STEP 4: Put Playbook in Sales Enablement System
1 2 3 5 6
Introduction Get Project Prepare Your Implement
4 Launch to Sales Measure &
Approval Company Solutions Evolve
Build a Sales
Playbook
STEP 1 STEP 2
Identify Key Buyer Personas & Needs Map Assets & Messages to Buying Process
Use the Buyer Persona Template to document relevant Use the Buying Process Stage Template to identify the
information about the prototypical ‘key players’ involved in messages and assets needed to align your sales process
making a decision to purchase your products and services. and actions with each buyer persona’s progress through
their buying process.
Characteristics you will want to capture include: Buying Process Sales Actions
Background (Job Title, Income, Age, Education) Need Provoke
Situation (priorities, pain points, motivation, needs, goals) Discovery Educate
Habits (likes/dislikes, trusted resources, research methods) Consideration Explain
Decision-Making (authority, budget, purchase process) Decision Reassure
Review Maintain

1 2 3 5 6
Build a Sales
Playbook
STEP 3 STEP 3A
Build a Sales Playbook Sales Playbook: Company Overview
Use the Sales Playbook Template to customize your sales Use the Vision Statement Worksheet to capture your
playbook and ensure that it will be adopted and cherished CEO’s vision for the organization and add it into your Sales
by your sales representatives and marketing department. Playbook, along with other company facts in the Company
Overview section.
Here are a few resources you can include in your Playbook: A vision statement outlines what the organization wants to be,
Case Study Template or how it wants the world in which it operates to be (an “ideal-
ized” view of the world).
White Paper Template
Having a solid vision statement is important because:
Press Release Template
Business Case Template It is a long-term view and concentrates on the future
It can be emotive and is a source of inspiration

1 2 3 5 6
Build a Sales
Playbook
STEP 3B STEP 3C
Sales Playbook: Marketing Insights Sales Playbook: Sales Opportunities
Use the following resources to complete the marketing infor- Use the following resources to highlight key industries,
mation section: buyers, and sales “plays”:
STEP Industry Analysis Tool Market Segmentation & Analysis Tool

Customer Profile Template Buyer Persona Template
Lead Acquisition Model Buying Process Stage Template
Qualified Lead Definition Tool
Marketing Calendar

1 2 3 5 6
Build a Sales
Playbook
STEP 3D STEP 3E
Sales Playbook: Stage 1 (Building Need) Sales Playbook: Stage 2 (Discovery)
Use the following resources to help sales reps build need Use the following resources to help sales reps qualify
and position your solution: sales opportunities:
Positioning Statement Worksheet Qualified Lead Definition Tool

Unique Selling Proposition Template Bid or No Bid Assessment

1 2 3 5 6
Build a Sales
Playbook
STEP 3F STEP 3G
Sales Playbook: Stage 3 (Consideration) Sales Playbook: Stage 4 (Decision)
Use the following resources to help your sales reps demo Use the following resources to help sales reps improve
your solutions effectively: their proposals to win deals:
Feature Advantage Benefit Tool Sales Proposal Template

Objection Responses Tool Competitive Analysis Tool
Sales Script Template Competitive Products Sales Reference
Sales Presentation Template Decision Maker Influencer Map
Note – Remember to add screenshots for how to update Note – Be sure to include other data & success metrics in this
sales opportunities in your CRM system for this stage. section such as Closing Ratio %, number of Meetings/Deal, Sales
Cycle (avg. number of days) and Revenue/month needed to be
a top performer.

1 2 3 5 6
Build a Sales
Playbook
STEP 3H STEP 4
Sales Playbook: Stage 5 (Purchase) Put Playbook in Sales Enablement System
Use the Service Level Agreement to provide customers Upload the completed Sales Playbook document(s) into
with your SLA post-purchase. a Sales Enablement system to allow for tracking of usage,
rating of materials, and other key analytics.
Note – Be sure to ask sales reps to inquire as to whether new Sales Playbooks can be formatted in the following ways:
customers would be willing to participate in a case study or A single PDF document that can be downloaded
provide a testimonial to assist in future deals.
A directory of files on a Sales Enablement system
Note – We recommend using a Sales Enablement system as

it provides the most flexibility, will track individual document
usage & ratings, ensures the most current version is being
used and can be integrated into CRM systems & mobile apps.

STAGE 5
Launch to Sales
In this Stage you will be rolling out the Sales Enablement program to sales. We recommend that
you start with a small pilot group of 3–10 reps who are well respected and solid performers. Once
you have ironed out the kinks and incorporated the pilot group’s feedback into your program, you
are ready to launch to the entire sales team and channel partners.
There are three steps to go through:
STEP 1: Launch to Pilot Group of Sales Reps

STEP 2: Launch to Sales Team
STEP 3: Launch to Channel Partners
1 2 3 4 6
Introduction Get Project Prepare Your Implement Build a Sales
5 Measure &
Launch to
Sales
STEP 1 STEP 2
Launch to Pilot Group of Sales Reps Launch to Sales Team
Get your Sales Playbook in the hands of a pilot group of Set up a training workshop to roll-out the Sales Playbook and
sales reps for feedback, and ask them to integrate the mate- Sales Enablement system to the entire sales team. This can
rials into their daily routine. Run the pilot for 30–60 days. be done in a live meeting or in an online webinar format.
A few key success factors for the roll-out include:

Getting Formal Commitment to Use Playbook
VIEW RESOURCE Having Top Reps Champion the Program
Preparing Answers for Objections from Sales Reps
Ensuring Senior Management Sponsorship
Making the Playbook Easy to Use to Find Sales Tools
Expect to make the following revisions:

Styling & Format
Organization of Content
Update Training Documents
Add Unexpected Sales Situations
Identify Missing Critical Assets

1 2 3 4 6
Introduction Get Project Prepare Your Implement Build a Sales
5 Measure &
Launch to
Sales
STEP 3
Launch to Channel Partners
Action Item
Set up a training workshop to roll-out the Sales Playbook

and Sales Enablement system to your channel partners.
Again, this can be done in a live meeting or in an online
webinar format.
Here are a few additional resources to help you manage your

channel program:
Distributor Metrics Dashboard
Partnership Application Form
Partnership Development Tracking Tool
Partnership Marketing Assessment
Partnership Marketing Agreement
Partnership Marketing Evaluation Matrix
Referral Partnership Agreement

STAGE 6
Measure & Evolve

Now that your Sales Enablement program and Sales Playbook have been launched, you need to
take a moment to reflect on the program, measure success of the initiative and plan for the natural
evolution and maintenance of your Sales Playbook.
In this Stage you will:
STEP 1: Set Up a Metrics Dashboard

STEP 2: Conduct a Post-Project Review
STEP 3: Update the Sales Playbook
1 2 3 4 5
Introduction Get Project Prepare Your Implement Build a Sales Launch to Sales
6
Approval Company Solutions Playbook
Measure &
Evolve
STEP 1 STEP 2
Set Up a Metrics Dashboard Conduct a Post-Project Evaluation
Use our Sales Enablement Metrics Dashboard to collect Use our Post Project Evaluation to determine the overall
key metrics and compare with previous results, before the success of the project, document lessons learned and
Sales Enablement initiative was launched. provide closure on the first round of activities.
Following are some key metrics you want to analyze: Here are the sections of the post-project evaluation:
Average Deal Size Overall Project Assessment
Win/Loss Rate Scope Management
Sales Cycle Length (days) Quality of Deliverables
Number of Monthly Downloads from Sales Enablement system Key Accomplishments
Adoption Rate of CRM system Best Practices Developed
Adoption Rate of Sales Enablement system

1 2 3 4 5
Introduction Get Project Prepare Your Implement Build a Sales Launch to Sales
6
Approval Company Solutions Playbook
Measure &
Evolve
STEP 3
Update the Sales Playbook
Action Item
Create a quarterly or semi-annual project to formally audit all

Sales Playbook materials to ensure they are up-to-date and
new ‘best practices’ and analyses have been added.
VIEW RESOURCE
When Do You Need to Update the Sales Playbook?

When New Marketing Assets are Created
A Top Performing Rep Discovers a New ‘Best Practice’
New Products are Launched or Acquired
There is a Change in Senior Leadership
The CEO Sets a New Vision for the Company

Conclusion
At the end of any project, it’s always a good idea to review it and identify
areas for improvement.
Demand Metric has the tools and expertise to help you build an effective
Sales Enablement program:
Creating or auditing your existing Sales Playbook
Assisting with using any of the tools referenced in this playbook
Providing hands-on marketing assistance to accelerate achieving
your marketing department’s goals.
About ANA
The ANA (Association of National Advertisers) makes a difference
for individuals, brands, and the industry by driving growth, advancing
the interests of marketers and promoting and protecting the well-
being of the marketing community.
Founded in 1910, the ANA provides leadership that advances marketing

excellence and shapes the future of the industry. The ANA’s member-
ship includes more than 1,000 companies with 15,000 brands that
collectively spend or support more than $400 billion in marketing
and advertising annually. The membership is comprised of more than
750 client-side marketers and 300 associate members, which include
leading agencies, law firms, suppliers, consultants, and vendors.
Further enriching the ecosystem is the work of the nonprofit ANA

Educational Foundation (AEF), which has the mission of enhancing
the understanding of advertising and marketing within the academic
and marketing communities.
About Demand Metric
Demand Metric helps Marketing teams get stuff done with practical tools,
training, and a simple, modern platform for managing work.
Our analysts identify best practices from fast-growing companies and

build Playbooks & Toolkits, Guides & Reports, Training Courses, and Project
Templates to help you optimize your processes, add structure to your depart-
ment, and get your team punching above their weight class.
Manage your work visually with our easy-to-use platform, built for small
marketing teams by design. See what your team is working on at a glance
so you can spend less time managing projects and more time knocking
stuff off your list.
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time-saving tools & resources have become the industry standard. Don’t
start from scratch! LEARN MORE
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ANA Sales Enablement Plan Playbook

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SALES ENABLEMENT PLAN

Playbook & Toolkit

Follow this simple step-by-step playbook to develop a sales enablement plan

stage 1 Get Project Approval 12

stage 2 Prepare Your Company 15

stage 3 Implement Solutions 18

stage 5 Launch to Sales 30

1 APPROVE 2 PREPARE 3 IMPLEMENT 4 BUILD 5 LAUNCH 6 MEASURE

Sales Support Distributor Metrics Sales Enablement

Sales & Marketing Marketing Automation Buying Process Partnership Application

Marketing Collateral Sales Intelligence Sales Playbook Partnership Develop-

Project Plan Dir. of Sales Enablement Partnership Marketing

Enablement Knowledge Unique Selling Partnership Marketing

Sales Communication Partnership Marketing

Sales Enablement Competitive Products Referral Partnership

Senior management view Sales Sales Enablement a critical success

No CRM, Marketing Automation,

Some marketing/sales alignment Marketing/sales & others ‘collaborate’

Want to rate your organization’s Sales Enablement maturity with an

What Is the Purpose of This Playbook? Outputs from This Playbook

Stage 3 - Implement Solutions

Stage 4 - Build a Sales Playbook

Marketing Communications Plan Stage 6 - Measure & Evolve

SALES ENABLEMENT PLAN 6

Sales Enablement Defined What Can ‘Enabled’ Sales Reps Do Better?

Deal with Objections – learn how to respond to common objec-

Pitch with Confidence – having the knowledge and tools they

Equip Champions – with content that buyers can use to internally

Read our Starting Out with Sales Enablement to help you

SALES ENABLEMENT PLAN 7

Problems with Traditional Sales Enablement Sales Enablement Framework

Minimal insight – Marketing has no idea what content is used by

Organized by product – rather than by buyer profile, industry or

Adoption issues – when not integrated with CRM, mobile devices

SALES ENABLEMENT PLAN 8

Sales Enablement Maturity Model Demand Metric’s PATCHES Framework

Training: consider methodologies such as SPIN Selling or

Commitment: get a formal commitment from sales reps to

Senior management view Sales

Marketing/sales & others ‘collaborate’

E Enabling Technology: CRM, Marketing Automation and

SALES ENABLEMENT PLAN 9

VIEW RESOURCE “65% of companies said sales teams use less

SALES ENABLEMENT PLAN 10

Where do Sales Playbooks Help Most? How to Use this Playbook:

Radiating & Penetrating Key Accounts – in tough

SALES ENABLEMENT PLAN 11

Get Project Approval

STEP 1: Assess Organizational Readiness

Action Item Action Item

VIEW RESOURCE VIEW RESOURCE

SALES ENABLEMENT PLAN 13

Action Item Action Item

VIEW RESOURCE VIEW RESOURCE

Examples of common objectives include: Key benefits include:

SALES ENABLEMENT PLAN 14

Prepare Your Company

STEP 1: Conduct a Sales Support Survey

Action Item Action Item

VIEW RESOURCE VIEW RESOURCE

Use our Aligned Sales and Marketing Funnel to organize

SALES ENABLEMENT PLAN 16

Action Item Action Item

VIEW RESOURCE VIEW RESOURCE