GTM OPERATING PLAN
Interlock Framework
05/27/2020 SBI Proprietary & Confidential. All rights reserved. 1
QUESTIONS TO ASK
PLANNING INTERLOCK EXECUTION
1. You consistently follow a strategic planning 1. You have a documented corporate strategy. 1. You have an itemized execution plan with dates and
agenda and process. 2. You have documented functional strategies. owners.
2. You hold an annual planning session once a 3. Your documented strategies are short and easy to 2. When developing execution plans, your
year with your executive leadership team. consume (i.e. one or two pages). organization routinely assesses the feasibility to
3. You hold quarterly business reviews with your 4. You update your strategy on a quarterly basis. accomplish the tasks as outlined.
executive leadership team. 5. Your corporate strategy dictates the direction of 3. Execution plans are always tied to an expected
4. You have identified a list of initiatives that need each functional strategy. return on investment (ROI).
to be accomplished on an ongoing basis. 6. The functional leaders actively align with each other 4. Tasks that do not lead toward the strategic
5. There is an agreed upon shortlist of “decisions with weekly meetings. objectives are discontinued.
to be made” prior to every strategic planning 7. Even your field-level employees understand the 5. Your execution plan is derived from your
session. company strategy and how to execute their day-to- documented strategy.
6. The team arrives prepared with research, day tasks to achieve it. 6. Roles and responsibilities have been assigned to
feasibility studies and/or business models that 8. Your functional teams hold daily 15-minute calls to each item in the execution plan.
enable the executive leadership team to make assure daily alignment of activities to corporate 7. The status and progress of the execution plan is
data-driven decisions. strategy. reviewed with executive leaders on a weekly basis.
7. Most of your annual strategic priorities are new 9. Your company-wide objectives are quantified and 8. Your execution plan is adjusted each quarter to
each year, and not simply a rehash from shared via weekly reports and dashboards. reflect changes to your strategic plans.
previous years. 10. The management team holds a quarterly business 9. Your team is rewarded when they meet deadlines
8. One of your strategic outcomes is a focus on a review to assess the prior quarter performance and and deliver results as designed.
new customer or market segment. to define the plan for the next quarter. 10. You have a Project Management Office (PMO) that
9. The financial plan is completed through a centrally manages the progress of the execution
separate process, before the annual planning plan.
exercise.
10. You routinely identify and act upon strategic
opportunities throughout the year.
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ILLUSTRATIVE
GTM INTERLOCK
How we will What we need from
Lever Big Rock Impact to 5 Year Plan Why we believe it others to make this a
determine impact
reality
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ILLUSTRATIVE
MARKETING INTERLOCK
What we need from others to make
Lever Big Rock Impact to 5 Year Plan Why we believe it How we will determine impact
this a reality
To hit the $105M goal, need net new • PM: Value props
HIGH • Net new ERP/CRM/Etc.
growth from growing markets • Sales Ops: Segmentation
Increase global ERP/CRM/Etc. opportunity creation
Engagement Marketing Worldwide & enter majority of N.A. • Sales: Partner co-marketing and lead
opportunities • New SW/SUB bookings
1 Pursue new opportunity
creation Worldwide (ERP,
deals handoff
HIGH • R&D: Quality products launched on
CRM, etc.), create b2b Key personas unaware of full
Increase b2b awareness of key • Uncover new B2B opps time
awareness of ACME capabilities. Remove this obstacle to
personas of the full suite of • New product B2B opps • PMM: Enablement
capabilities, and position increase B2B new opportunity creation
capabilities • Sales: SLAs and execution
ACME to win with sales
through the buying process. • Persona-based Sales • Sales: Deal-level dialogue request
HIGH Sales requires case studies, references,
Enablement materials custom content, inform efforts and
Increased pipeline velocity etc. to convert
• Pipeline velocity review
NPL Execution Ability to hit 5-year plan hinges on • NPL pre-launch ProForma • R&D: Quality products, on-time
HIGH
Plan and execute New product launch success. Dedicated validation • PM: Enablement
2 Product Launch (NPL)
Ensure new products meet year 1
goal
tiger team increases probability of • NPL opps • Sales: Execution
efforts to gain a foothold success. • NPL bookings • CS: Onboarding
Partner Marketing • Sales: Partner segmentation and
MEDIUM Partners are a key part of the int’l • Partner opps
Identify and support recruitment
3 resellers to enter more deals
Worldwide
Drive additional opps via partner
network
growth plan. They require enablement
and air cover to generate opps.
• Partner bookings
• Sales coverage by region
• Sales: Partner coverage
• PMM: Partner enablement
Customer Success HIGH
• New customer NPS • CS: Provide SME’s for review of new
Marketing Ensure new customers have New customers as raving fans who
4 Execute customer marketing
and provide CS with content
successful start and provide
messaging to enable CS to move
want to buy from ACME and in turn
influence other new customers
• Successful starts
• NPS detractors>neutral,
marketing content
• CS: Participate in persona training
neutral> promoters and Adopt persona-based approach
to x/up-sell and drive value 75% of non-promoters
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ILLUSTRATIVE
GTM INTERLOCK REQUIREMENTS – MARKETING
FUNCTION WHAT FUNCTION OWES MARKETING? WHAT MARKETING OWES FUNCTION
• Marketing Plan written against the Product Strategy with plans that demonstrate how
• Communicate the priority of Products and/or Solution groups resources are allocated to reach the goals
• Written documentation of product level research of the market, • Detailed product launch plans with allocation of resources to hit deadlines, regular updates on
user and buyer needs, solution benefits and business case, progress
Product points of differentiation and win strategy • Dashboards by product and/or priority solution area with real-time updates on marketing
• Collaborate with Product Marketing on product revenue ToFu, Opp Management and Sales Wins against product goals
objectives and launch plans – specifically through annual • Personas and Buyer Process Maps for members of Buying Decision Team and key influencers
planning, quarterly plan updates • Quality positioning and sales enablement materials that convey the differentiation of Ellucian
products and solutions
• Communicate precise revenue goals by product and region
• Provide quality contact-level information updates and insights in a timely basis
INTERLOCKS
• Agree on common definitions for funnel stages
• Battlecards that show true differentiation
• Adhere to SLA for SQL/SAL follow-up
• Higher quality leads from MDR team
• Maintain active account and contact records in CRM
Sales • Collaborate with marketing in Account-based Marketing and
• Active participation of Marketing in Pipeline review calls and QBRs to identify Sales
Enablement opportunities
Sales Enablement initiatives to identify where custom SE
• ABM initiative partnership with high focus on 8-10 new logo and 7-8 base opportunities
materials, demos, RFP, etc. at the deal level can push a deal
• Higher quality CRM data through quality list purchase and data enrichment of key personas
forward
• Provide quality contact-level information updates and insights in a timely basis
• ‘Enlist’ cross-sell/up-sell opportunities to marketing campaigns
• Communicate a campaign calendar of events and campaigns to suggest to customers
• Add CRM contacts for users, buyers and influencers by
• Provide guidance for enlisting customers into automated nurture paths
account, map the BDT and assign persona tags
Customer • Provide suggestions on marketing content and insights on the
• Notify CSM’s of relevant activity in marketing funnel for base contacts to work in
Success coordination
performance of existing content
• Provide X-Sell/Up-Sell content
• Coordinate permission/interviews with account level personas
• Provide buyer and influencer personas and Buyer Process Maps to guide CSM activities
for referrals/case studies
• Onboarding content
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ILLUSTRATIVE
GTM INTERLOCK FUNCTIONAL DEPENDENCIES
FUNCTION WHAT FUNCTION OWES SALES WHAT SALES OWES FUNCTION
• Market ready products released by committed date in product roadmap
• Messaging/support to articulate business case to buyers and stay within
• Real-time and summarized feedback from market (non-biased) to assist in
traditional sales cycle
adapting products
• Commitment to address feedback in a timely fashion to reduce stuck and
Product lost opportunities
• Consistent competitive feedback on a weekly basis to strengthen ACME
competitive intelligence on a regular basis
• Updated features for next launch of product to shorten sales cycles and
• Attribution when product exceeds plan
improve win rates next fiscal year
• Global product launch and readiness program vs. NA focused in 2017
• 15% of opps in 2017
• 20% of opps in 2018
• Messaging/support to communicate value props and differentiation to • Communicate precise revenue goals by product and region
INTERLOCKS
customers • Agree on common definitions for funnel stages
• Enablement for direct and indirect sales force to progress deals through the • Adhere to SLA for SQL/SAL follow-up
Marketing sales cycle on time • Maintain active account and contact records in CRM
• Ongoing maintenance of Buyer Personas and Buyer Process Maps to enable • Collaborate with marketing in Account-based Marketing and Sales Enablement
Sales to increase relevance of messaging initiatives to identify where custom SE materials, demos, RFP, etc. at the deal
• Provide territory specific or product specific marketing support where sales level can push a deal forward
identifies soft pipeline
• Analyst coverage (Gartner, Forrester, etc.) for 2017 product releases
• 10% of pipeline through 2017
• Reduce support time required of sales team to <10% • Proactive leadership and collaboration during new customer changeovers (Q3’16)
Customer • Transparency to at risk customers/support • Help convince customers to become ACME references (Q4’16)
Success • Extra attention paid to customers with forecasted deals • Notification of and visibility into late stage deals (Q4’17)
• Increased NPS scores • Updated pipeline forecast in an integrated CRM
• Customer references
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ILLUSTRATIVE
INTERLOCK ROADMAP
Phase Purpose Owner Milestones Effort Success Timing
Marketing Planning
Med Med
Med High
Med High
High Med
Engagement
Med High
High High
Med High
Med Med
Low Med
Support
High High
Med High
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