Targeting
| Element | Objective |
| ICP Definition; Segments; Buyer Personas | -Documented ICP with distinct market segments (industry; size; geo; etc.) -Documented persona(s) |
| Addressable Market | -Bottom-up identification of account universe with priority tiering (of target accounts) and estimate of per-account potential |
| Competition | -Track primary competitor positioning / differentiation, pricing, offerings, etc. |
Product & Pricing
| Element | Objective |
| Product Market Fit | -GRR in excess of 90% -NPS in excess of 40 -Recurring processes to discover and validate customer pain points |
| Roadmap Design & Backlog Management | -Roadmap prioritized by market opportunity (new logo & expansion) -On-time and well coordinate releases spanning Product, Sales, Post-Sales, Marketing, etc. -Tight feedback loop from sales & post-sales (service & success) into Product and Marketing |
| Pricing & Packaging | -Easy to understand (for prospects & sellers) -Aligned with customer value -Well-controlled discounting -Competitive (does not mean lowest) |
Marketing
| Element | Objective |
| Messaging & Positioning; Brand Impact & Market Perception | -Succinct, differentiated value proposition communicated across all channels (web, social, sales, channel partners, etc.) -Social engagement reach and quality measured relative to targets -Key influencer program (analysts; traditional media; new media) -Modern, customer-aligned branding |
| Content Marketing | -High quality TOFU, MOFU, and BOFU content that addresses customer pain points -Content distribution tuned to reach target customer personas |
| Community Development & Engagement | -Strategic presence (or not) at industry events -‘Own’-event strategy (in-person events, dinners, virtual events/webinars, etc.) -Active participation (or more rarely ownership) of online communities |
Sales
| Element | Objective |
| Sales Process | -Documented and well adhered to process with stages, exit criteria, etc. -Sales engineering / value-engineering processes -Routine win-loss analysis with feedback loops to Sales, Post-Sales, Product, Marketing, etc. -Customer journey (CX) is smooth -Contracts balance deal velocity with company interests & risk mitigation |
| Sales Qualification & Methodology | -Documented and well adhered to methodology (ex: BANT, MEDDICC, etc. |
| Expansion Development | -Whitespace identification in key accounts (via account planning) for cross-sell & upsell -Processes and incentives for CSQLs -In-app upgrade offers (where appropriate) -Proper AE/AM org. structure and incentives |
| Pipeline Management & Forecasting | -Documented and well adhered to operating rhythm that yields high performance (win rate; sales cycle) and strong forecast accuracy (+/- 5% as of Day 15 of the quarter) |
| CRM | -CRM has accurate, up-to-date data on accounts, contacts, opportunities, and activities that facilitates performance measurement and process optimization |
| Enablement & Reinforcement | -Reps regularly certified on product, market, sales skills, etc. -Ramp defined based on performance (ex: $xx bookings) rather than time -At least 50% of ramped reps meeting or exceeding quota (with at least 4x quota:OTE) |
| Territory, Quota, & Compensation | -Reps have been assigned equal potential territories -Quota is at least 4x OTE |
| Organization Design; Roles & Responsibilities | -Organization design is efficient, customer-focused, and aligned with growth objectives |
General
| Element | Objective |
| Reporting & Analytics | -All KPIs have target ranges and are regularly monitored -KPIs actioned when trending out of desired range -Strategies are in place to optimize KPIs |
Demand Generation
| Element | Objective |
| Demand Generation – General | -Defined and tracked targets for pipeline generation and bookings contribution by source (inbound; outbound; partner; etc.) -Routine optimization via A/B testing |
| Demand Generation – Inbound | -Efficient, measurable, and repeatable process for generating, scoring, and routing inbound leads -SEO optimized to generate organic traffic and convert to high-priority leads (ex: demo requests) -Highly optimized processes & tools for nurturing and inbound funnel execution (Lead -> MQL -> SAL …) -Achieving ROI targets for paid (SEM & social) |
| Demand Generation – Outbound | -Highly efficient xDR organization (where applicable) -AE’s achieving self-source qualified pipeline generation targets |
| Demand Generation – Channel Development | -Target partner profile and focused channel partner acquisition strategy -Achieving targets (ex: partner-sourced bookings) -Competitive and efficient channel partner incentive structure -Robust partner onboarding & enablement program -Effective channel conflict management (deal registration system, etc.) |
Customer Success
| Element | Objective |
| Customer Onboarding | -Documented and well adhered to playbook that includes milestones to accelerate time to first value (TTFV) -Clear definition of onboarding completion (value bound, not simply time bound) |
| Customer Success – Proactive | -Renewals & Retention -Regular engagement with the executive decision maker (EBRs) -Regular engagement with admins and power users (QBRs) -Proactive communication to drive usage |
| Customer Success – Reactive | -Customer health scoring system -Orchestrated workflows to react to customer health warnings |
| Customer Service Motion | -CSAT in excess of 80% (4.0 out of 5) -Multiple support channels (chat, phone, email) with defined SLAs -Key support metrics tracked and optimized (time to resolution; cost per ticket; etc.) |
| Customer Advocacy | -Documented case studies -Rich database of customers willing to serve as customers |