SaaS.City East Coast 2019 Sales Leadership Bootcamp Julie Weill Persofsky, Winning By Design Sales as a Science

1. Sales as a Science
New York, June 4, 2019

2. Introduction
What is a Science Culture
Exercises: Data Driven Methodology
Lunch/Networking break
Moments: Peer-Coaching Roleplay
Break
SPICED: Handoff Exercise
End
Agenda
10.00am
10.15am
10.45am
12.15am
1.15pm
2.45pm
3.00pm
4.00 pm

3. Julie Weill Persofsky
Partner @ WBD
Enterprise Sales and
Customer Success
COACHES
Jerimiah Lee Lancaster
SaaS Sales Consultant
Dominique Levin
Co-CEO
Victor Adefuye
SaaS Sales Consultant

4. GROUND RULES
Ask Questions
Roleplay
Team work
Electronics
Be inclusive
I’m here to share, you need to apply

5. Introduction
What is a Science Culture
Exercises: Data Driven Methodology
Lunch/Networking break
Moments: Peer-Coaching Roleplay
Break
Customer Growth: Handoff Exercise
End
Agenda
10.00am
10.15am
10.45am
12.15am
1.15pm
2.45pm
3.00pm
4.00 pm

6. Practitioners Model
GO-TO-MARKET
SUPER
STARS
COMP
PLAN
GET A
PITCH DEALS
QUOTA
PLAYBOOK
REPORTS
DASHBOARDS
ORG STRUCTURE
MORE
TOOLSGROWTH
HACKER
CRM
TRAINING
PROCESSESONBOARD PROGRAM
OPS
DATA
TACTIC PRICE
CONSULTANT
SKO
TERRITORY
STRATEGY
CONSULTANT
HIRE
VP
TOOL
STACK

7. People Centric Model
SKILLS
ENABLE
TOOLS
PEOPLE
ORGANIZATION
PEOPLE CULTURE
Not an integral part
DATA
METHODOLOGY
Not considered
important
Destabilizes as the organization grows

8. PEOPLE
#2 Strategy
Buy tools and
enable to fix a
people problem
#1 Strategy
Fire and ReHire
SKILLS
ENABLE
TOOLS
ORGANIZATION
PEOPLE CULTURE
People Centric Behavior

9. Changes to Consider: Dependency
Perpetual SaaS/Recurring
SuperstarsOrdinary Players SuperstarsOrdinary Players
20%
80%
20%
80%

10. PROCESS
Aimed at fixing the
process
Inspect the
process based on
evidence
SKILLS
ENABLE
TECHNOLOGY
ORG
SCIENCE CULTURE
Science Centric Behavior

11. ASSESSMENT DESIGN IMPLEMENTTRAIN
Normalize, Measure and Analyze data, Benchmark,
Perform Root-Cause Analysis, and specific, prioritized
recommendations to increase growth..
Process. Tools,
Enable, Skills,
Organization.
Train on very
specialized SaaS
Skills
Execution of trained skills
through a variety of coaching
techniques.
D M A I C
Define Measure Analyze Improve Control
Optimization

14. SALES AS A SCIENCE BY WINNING BY DESIGN
DATA
MODEL
DESIGN
MODEL
IMPLEMENT
ITERATE
ASSESS IMPACTSTART
1 KPI / QUARTER

15. Introduction
What is a Science Culture
Exercises: Data Driven Methodology
Lunch/Networking break
Moments: Peer-Coaching Roleplay
Break
SPICED: Handoff Exercise
End
Agenda
10.00am
10.15am
10.45am
12.15am
1.15pm
2.45pm
3.00pm
4.00 pm

16. PROCESS
INPUT OUTPUT
t(1) t(2)
VOLUME VOLUME
CONVERSION
TIME
A Scientific Culture: Data Driven

17. SaaS Metrics definition
ONBOARD
Yes! Delivered on
time and works as
promised.
AWARENESS
Argh! I have an
issue impacting
our business.
EDUCATION
Aha! There is a
solution to this
problem.
SELECTION
Wow! This will
really help us.
IMPACT
Yeah! Expected
impact is being
achieved.
GROW
OMG! Where
else can we
create impact?
CR4CR3CR1 CR2 CR5 CR6 CR7
ΔT1 ΔT2 ΔT4ΔT3 ΔT5 ΔT6 ΔT7
# SAL
Win rate# PROSPECTS
# MQL
# COMMIT
# LIVE
# MRR
# LTV
Lead to
opportunity
Opportunity to Close Onboarding Churn Usage Churn Upsell
# SQL
Prospect to lead
$ ACV

18. EXERCISE 1

19. PROSPECTS
1,000
1,000
EXERCISE 1: THINK IN SYSTEMS
PROSPECT
> MQL
30%
33%
1 3 75 642
MQL
> SAL
20%
22%
SAL
> WIN
20%
22%
DISC
-15%
-6%
ARR
$972,774
WIN
> LIVE
85%
94%
LIVE
> MRR
85%
94%
MRR
> XPAND
110%
121%
ACV
$120,000
+10%
?

20. PROSPECTS
1,000
1,000
EXERCISE 1: THINK IN SYSTEMS
PROSPECT
> MQL
30%
33%
1 3 75 642
MQL
> SAL
20%
22%
SAL
> WIN
20%
22%
DISC
-15%
-6%
ARR
$972,774
$1,926,236
WIN
> LIVE
85%
94%
LIVE
> MRR
85%
94%
MRR
> XPAND
110%
121%
ACV
$120,000
0.85
0.94

21. 10% = 2x
7
SMALL CHANGE BIG IMPACT
FEW KEY
MOMENTS

22. EXERCISE 2

23. Scientific Model: SaaS Sales Method
ACV
Prospect
MQL
CR1
MQL
SQL
CR2
SQL
SAL
CR3
SAL
Commit
CR4
Sales
Cycle
T4
Commit
Live
CR5
Live
Renew
CR6
Renew
Expand
CR7
<$1k 5% 15% 80% 15% 1-10 95% 90% 5%
$1k-$5k 10% 20% 85% 17% 10-20 96% 92% 6%
$5k-$25k 15% 20% 90% 20% 30-60 97% 95% 7%
$25k-$50k 20% 25% 95% 22% 60-90 99% 96% 10%
$50k-$1M 30% 25% 100% 28% 90-180 95% 97% 15%

24. SCENARIO 3
PROSPECTS
#
ACV
#
SQL
#
SAL
#
MQL
#
Lead to opportunity Opportunity to Close Onboarding Retention Usage Retention Expansion
LIVE
#
MRR
#
LTV
#
COMMIT
#
%
t
%
t
%
t
%
t
%
t
%
t
%
t
VALUE
BENCHMARK
25% 95% 40%
$60k
95% 70% 25%30%
1,000

25. SCENARIO 3
PROSPECTS
#
ACV
#
SQL
#
SAL
#
MQL
#
Lead to opportunity Opportunity to Close Onboarding Retention Usage Retention Expansion
LIVE
#
MRR
#
LTV
#
COMMIT
#
%
t
%
t
%
t
%
t
%
t
%
t
%
t
VALUE
BENCHMARK
25% 95% 40%
$60k
90
95% 70% 25%
1,000
30% 25% 95% 35%
30%
180
97%95%

26. EXERCISE 3

27. SCENARIO 1
PROSPECTS
#
ACV
#
SQL
#
SAL
#
MQL
#
Lead to opportunity Opportunity to Close Onboarding Retention Usage Retention Expansion
LIVE
#
MRR
#
LTV
#
COMMIT
#
%
t
%
t
%
t
%
t
%
t
%
t
%
t
VALUE
BENCHMARK
$30k
45% 95% 17%
1,000
SALES CYCLE TIMESt
CONVERSION RATES%
20%

28. SCENARIO 1
PROSPECTS
#
ACV
#
SQL
#
SAL
#
MQL
#
Lead to opportunity Opportunity to Close Onboarding Retention Usage Retention Expansion
LIVE
#
MRR
#
LTV
#
COMMIT
#
%
t
%
t
%
t
%
t
%
t
%
t
%
t
VALUE
BENCHMARK
$30k
45% 95% 17%
200
25% 95% 30%
%
t
CONVERSION RATES
SALES CYCLE TIMES
20%
1,000
20%
90 86 15

29. EXERCISE 4

30. SCENARIO 2
PROSPECTS
#
ACV
#
SQL
#
SAL
#
MQL
#
Lead to opportunity Opportunity to Close Onboarding Retention Usage Retention Expansion
LIVE
#
MRR
#
LTV
#
COMMIT
#
%
t
%
t
%
t
%
t
%
t
%
t
%
t
VALUE
BENCHMARK
25% 85% 25%
$20k
90
$3 million revenue target
20%
1,000

31. SCENARIO 2
PROSPECTS
#
ACV
#
SQL
#
SAL
#
MQL
#
Lead to opportunity Opportunity to Close Onboarding Retention Usage Retention Expansion
LIVE
#
MRR
#
LTV
#
COMMIT
#
%
t
%
t
%
t
%
t
%
t
%
t
%
t
VALUE
BENCHMARK
$3 million revenue target
25% 85% 25%
$20k
90
20% 85% 25%
30
20%
20%
1,000 200 50 43 11

32. Introduction
What is a Science Culture
Exercises: Data Driven Methodology
Lunch/Networking break
Moments: Peer-Coaching Roleplay
Break
SPICED: Handoff Exercise
End
Agenda
10.00am
10.15am
10.45am
12.15am
1.15pm
2.45pm
3.00pm
4.00 pm

34. Introduction
What is a Science Culture
Exercises: Data Driven Methodology
Lunch/Networking break
Moments: Peer-Coaching Roleplay
Break
Customer Growth: Handoff Exercise
End
Agenda
10.00am
10.15am
10.45am
12.15am
1.15pm
2.45pm
3.00pm
4.00 pm

35. P PSICLE
MOMENTS

36. ?

38. Moments That Matter
GROWTH LOOP
ΔT3ΔT1 ΔT2 ΔT4 ΔT5 ΔT6 ΔT7
#PROSPECT #MQL #SQL #COMMIT #LIVE #MRR#SAL #LTV
CR1 CR2 CR4 CR5 CR6 CR7CR3
ONBOARD
Yes! Delivered
on time, within
budget as
promised.
AWARENESS
Argh! I have an
issue impacting
our business.
EDUCATION
Aha! There is a
solution to this
problem.
SELECTION
Wow! This
company can
really help us.
IMPACT
Yeah! Impact is
being achieved.
GROW
OMG! Where
else can we
create impact?
Trade.
Reach out
based on
relevance
Grow
together
Have a
conversation
Achieve
ImpactOrchestrateDiagnose

39. How? Focus on the Moments that Matter
1 2 3 4 5 6 7
PROSPECT MQL SQL WIN LIVE MRR LTV
Orchestrate
not onboard
Diagnose
not pitch
Conversation
not qualification .
Pain.
not fit.
Trade
not negotiate Impact
not usage
Grow.
not renew
The SaaS Sales Methodology.

41. EXERCISE 3

42. DISCOVERY
1
WORKSHOP
2 3 4
A Appreciate
C Check time
E Set end goal
Connect the
WAGONS
STAGE MEETINGS

43. ACE and Agenda
A ppreciate C heck end
time
E nd goal Agenda Ask “what else
to add?”
Summarize
previous call or
research
Diagnose /
SPICE
Establish
S ituation
Identify
P ain
Summarize &
Prioritize
their pain
Share
3rd party story
Identify
I mpact
Uncover
C ritical
E vent
Connect the
Wagons
Summarize
Did I get that
right?
Client says
“that’s exactly
right”
Ready for next
step?
Schedule
Follow Up
What do you
want out of
next step?
Ask if others
would benefit
to join next?
TALKER
T one of
voice
A sk
questions
L isten &
mirror
K eep
notes
E mpathize R epeat

44. Introduction
What is a Science Culture
Exercises: Data Driven Methodology
Lunch/Networking break
Moments: Peer-Coaching Roleplay
Break
SPICED: Handoff Exercise
End
Agenda
10.00am
10.15am
10.45am
12.15am
1.15pm
2.45pm
3.00pm
4.00 pm

45. Introduction
What is a Science Culture
Exercises: Data Driven Methodology
Lunch/Networking break
Moments: Peer-Coaching Roleplay
Break
SPICED: Handoff Exercise
End
Agenda
10.00am
10.15am
10.45am
12.15am
1.15pm
2.45pm
3.00pm
4.00 pm

46. SALES AS A SCIENCE BY WINNING BY DESIGN
CSM
LAND EXPAND
SMBENTERPRISE
SMBENTERPRISE
Jr. CSM
MIDMARKET
AESDR
MIDMARKET
Sr.AE
AWARENESS EDUCATION SELECTION ONBOARDING USING GROWING
PROSPECT MQL SQL LIVE ARR LTVCOMMIT
SALES ENGINEER
Highly specialized during acquisition
Highly specialized during fulfillment
MDR Jr.AE
ONB
Sr. CSM AM
INBOUND MARKETING
THE NEED FOR SCIENCE: SPECIALIZATION

47. ONBOARD
Yes! Delivered on
time and works
as promised.
AWARENESS
Argh! I have an
issue impacting
our business.
EDUCATION
Aha! There is a
solution to this
problem.
SELECTION
Wow! This will
really help us.
IMPACT
Yeah! Expected
impact is being
achieved.
GROW
OMG! Where
else can we
create impact?
74%
29%
NET-30.
YEAR 2, 3.
NET-30.
SAASPERPETUAL
Changes to Consider: Profits are Delayed
100%
IMPACT
71%YEAR 2, 3.
26%

48. S P I C E DSITUATION PAIN IMPACT CRITICAL EVENT DECISION

49. IMPACT
Rational Emotional
Lower
cost
Increase
revenue
Sell
more
New
Market Experience Interface
Profit Volume Customer
Impact
Often takes 4-7 “layers”
until you identify the true
impact
Resulting in...
Causing...
Need this...
To get to...
Threat Oppty
Personal
Impact
R
1
2
3
4
E
Questions are like layers of
an onion, with each layer a
new layer reveals itself.
Takes multiple
questions to get
to the impact
Rational Impact Emotional ImpactYou likely will have to combine
research with assumptions. E.g.
Research: Your average price of the
top 5 products on your website is $50
Assumption: Based on 1,000 products
a day that would equal to $50k/day or
$1.5M/mo, or $18M/year
PAIN IS ON
THE OUTSIDE

50. It has now
become a
priority
Client recognizes
there is a problem
and requests a
disco/demo call
CLIENT’S
PRIORITY
The (real) critical event
occurs, but this time a
solution is in place.
Client didn’t pick a
solution and the
opportunity looks
dead. But is it?
Client has
gone dark
TIME
MUST
HAVE
NEED
TO HAVE
NICE
TO HAVE
Client recalls the pain and
not having a solution and
wants to solve it before it
happens again.
PAIN
Priority is
building
Client experiences the
problem but does not
have a solution
Client now is
an educated
buyer
1
2 3
CONSULTATIVE SELLING
CRITICAL EVENT

51. Criteria
213Price
Performance
Integration
Competitor
Substitute
You
321
123
Support 432
4
Noaction
4
4
1
Step1
Step 3
Step 2
Revenue
Cost
Experience
-$
+$$$
+$
-$
Step 4
How do we rank?
First establish what
the different decision
criteria are. Then
determine the priority
of the criteria.
Substitutes are other
ways to spend the
budget and still solve
the problem
The key to winning a large
deal is to understand the
decision criteria and
establish the impact of each
on the client’s business.
Note that different people
may experience different
impact for their organization
and themselves.
-$
-$$
What is the impact
we created?
How do you
measure
“experience?
Option
Impact
DECISION CRITERIA

52. EXERCISE 4

53. H A N D O F F C H E C K L I S T .
SPICED
SITUATION
❏ Facts or circumstances
❏ Examples: number of users, licenses, locations, products purchased, etc.
PAIN
❏ The emotional issues that brought the customer your way
❏ Often these are personal frustrations of the champion or decision maker
❏ Examples: too many systems, cumbersome process, time-consuming or boring tasks, etc.
IMPACT
❏ How you improve your customer’s business
❏ Typically: increase in profit or revenue, reduction in costs, making things easier (which may lead to employee satisfaction, retention, etc.)
❏ Examples: % or $ Profit Margin increase, % Retention Improvement, Reduction in # of days of onboarding, New Revenue Stream
CRITICAL EVENT
❏ Deadline to achieve the impact
❏ Then work backwards from impact date to launch date and contract signed date (critical event timeline)
❏ Examples: Product Launch Date, Contract expiration, Annual Conference
DECISION CRITERIA
❏ Decision process & Decision criteria
❏ Highlight key stakeholders to attend business kick-off and to leverage/keep in the loop, temperature of different players
❏ Examples decision criteria: Integrations? (i.e. SF Managed Package), Mobile version, etc.

54. Debrief

55. #1 RESOURCE
METHODOLOGY

56. #2 RESOURCE
METHODOLOGY

57. #3 RESOURCE
BLUEPRINT DESIGNS

58. Introduction
What is a Science Culture
Exercises: Data Driven Methodology
Lunch/Networking break
Moments: Peer-Coaching Roleplay
Break
SPICED: Handoff Exercise
End
Agenda
10.00am
10.15am
10.45am
12.15am
1.15pm
2.45pm
3.00pm
4.00 pm

59. Thank You!
Please be in touch:
Julie@winningbydesign.com