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Sales vs. Presales: What’s the difference?

Sales vs. Presales: What’s the difference?

Closing a sales deal is a big win. And that’s especially true for businesses selling complex products to other businesses. […]


Category: Tag: Sales enablement automation

Sales vs. Presales: What’s the difference?

Sales vs. Presales: What’s the difference?

Closing a sales deal is a big win. And that’s especially true for businesses selling complex products to other businesses. It takes a lot of work to reach the point where a team of buyers is ready to invest in your product. As you navigate the sales journey, you may find yourself wondering what is sales vs. presales?

But beyond the point where a prospect says “yes,” a sale could still go wrong. If a new client has trouble making your product work with the technology and systems they already use, then the hard work your salespeople put into landing that deal could be wasted. To avoid that, many companies now have multiple teams involved in the sales process: the traditional sales team we’re all familiar with and presales professionals who play a crucial role.

But for anyone new to the concept of presales, or still trying to figure out where a presales team would fit in, you may wonder what the difference between sales vs. presales actually is.

Sales vs. presales: The short answer

The main difference between sales and presales is that sales is responsible for developing customer relationships. In contrast, presales is involved in helping with the technological side of the sales process. Sales is concerned with the customer fit—ensuring a lead falls within your target audience and is likely to buy. Presales is concerned with the solution fit—ensuring your product is a good solution for the customer’s pain points. 

While the two roles are distinct, they’re both important. 

What is presales?

The B2B sales process is long, complicated, and often too much for a salesperson to handle alone. A presales team takes on a number of steps to allow the sales team more time to focus on building the relationship with prospective customers. 

In particular, presales engineers handle parts of the sales process that involve advanced technical knowledge. It’s their job to understand the product well enough to grasp precisely where it will fit into a customer’s tech stack and answer any technical features and implementation questions. Your typical sales representative doesn’t necessarily have the specialized training for that. Presales enables them to do their jobs more effectively and ensures they don’t inadvertently mislead customers about technological features they may not understand. 

Common presales responsibilities

Each company can work out how to break down responsibilities between sales and presales. There’s no one right answer here. But to give you an idea of the kind of work presales professionals typically take on, some common responsibilities include:

  • Sending discovery emails
  • Setting up and/or joining discovery calls
  • Hosting demos
  • Providing proof of concept
  • Drafting sales proposals
  • Working on RFPs (requests for proposals)
  • Completing security questionnaires
  • Helping with instance configuration and setup
  • Building documents for sales and other teams that support a seamless transition

Presales may work alongside a sales representative on some of these tasks, and take on others independently. You’ll want to create a clearly defined presales process that outlines their responsibilities and priorities.

What is sales?

Sales is responsible for gaining a lead’s trust and convincing them that they’re in good hands if they choose your product. They’re in charge of the process’s more persuasive and personality-driven parts. The work presales does leaves the sales team with more time to focus on their primary job: building relationships with prospects and convincing them to buy.

Common sales responsibilities

In some companies, sales representatives may be involved or in charge of some of the tasks listed above. But generally, their most important responsibilities are:

  • Performing prospecting work to identify clients who are a good fit for your product based on factors like budget, size, and need
  • Deploying negotiation tactics to prime prospects for a sale
  • Closing deals
  • Providing ongoing support to customers to keep them happy after purchase (and drive retention)

That list may look short at a glance, but each responsibility is a big one that takes a lot of time and work. By taking on a portion of the sales process, presales ensures sales representatives have the time they need to successfully tackle each step. 

Defining the rules of engagement for presales and sales

Collaboration between sales and presales is key to both teams accomplishing their goals. But you must ensure both teams understand when and how to work together. For that, define clear rules of engagement to avoid any confusion around who’s responsible for what. 

Think through every step in the sales process. Then create clear guidelines for who should be involved in each step, along with instructions on when and how to bring others into the process to fulfill their roles. You can break this down based on the stage in the sales process, the type of customer involved, and/or specific types of sales tasks. Make it clear to sales when they should be reaching out to presales to help with something and vice versa. 

Clarity here ensures people are in charge of the tasks they’re best suited for. And it helps you avoid conflict that can arise when there’s confusion around who’s responsible for what. Both teams depend on each other for success, so you want a system that makes cooperation seamless.

Technology enables sales and presales collaboration

A strong, well-defined process is the best way to ensure sales and presales work together effectively. But the right technology can make collaboration easier. RFPIO provides RFP software that helps sales and presales teams work better together. The content library lets you track common questions you receive from prospects, then easily save and access the best answer to each one. The internal communication features enable natural handoffs between team members and helps you keep customers from falling through the cracks. And RFP automation features cut down on hours of work spent on proposals and answering questions.  

Are you ready to build a better process for aligning sales and presales on content and engagement? Schedule a demo to see how RFPIO can help.

 

What is sales enablement? Why is it trending?

What is sales enablement? Why is it trending?

I’ll be honest. When I transitioned from my frontline sales career to sales enablement operations, I didn’t know sales enablement was going to explode like it has. I was just intensely curious about the tools in our tech stack that helped me stay on top of customer engagement. So much so that RFPIO noticed and asked if I’d like to take ownership of it. “Don’t mind if I do!” I replied, and it’s been a rush ever since.

A recent Smart Selling Tools survey revealed that use of sales enablement tools grew by 567% in a one year period. Why? Well, there are many gears that have to sync before achieving a successful sale. Even the deals that close because you feel like you were in the right place at the right time are a product of a lot of work that has gone on behind the scenes. What’s the Richard Branson quote? “There are no quick wins in business—it takes years to become an overnight success.”

How can you make the sales process smoother? The answer to that question is sales enablement. The value prop for sales enablement is to make sure those gears behind the scenes are fully lubricated and precisely machined, no matter how unpredictable your product, market, or customer may be.

What is sales enablement?

Sales enablement is the ongoing, strategic process of equipping sales teams with the right resources in order to effectively close more deals. We complement the sales cycle and help reps do what they do best: Sell. There are myriad ways companies can provide these resources, like through knowledge management software, training programs, and other types of support.

Mind you, sales enablement isn’t just for the rookies. Sales enablement adds a layer of support for reps of all levels, from senior leaders to new hires.

Without enablement, there’s a lack of alignment between process and training. Sales professionals are hard chargers who want to succeed. If their organization doesn’t enable them, then salespeople will go rogue to find ways to succeed on their own. While this is admirable in a proactive sense, it can result in long-term issues with team dynamics, inconsistent messaging, and loss of native expertise when your strongest sales people leave the company. Because along with a penchant for seeking successful outcomes, great sales reps want to be in environments where there are as few barriers to success as possible. If they can be enabled elsewhere to greater success, they’ll leave.

With sales enablement, you can have an open line of communication between all stakeholders—from sales development reps to account executives to account managers. Only then are you able to develop a list of goals that can link the sales team’s needs with business objectives. Of course, goals will vary depending on roles within the sales team. For example, account executives want to rely less on others and have more control over meeting their quota, but other members of the sales team may be looking for ways to share resources faster so that everyone can succeed and better manage revenue streams.

Why is sales enablement important?

Sales enablement can scale the work of sales teams and can also improve collaboration across sales and presales. With these areas of the business communicating to each other, you’re able to formulate a sales enablement strategy that can improve business goals more efficiently.

I don’t believe that every deal is just another number. As the owner of sales enablement at RFPIO, I strive to make every customer journey an experience in partnership with RFPIO. I want to create a sense of community. The support we offer the sales cycle will provide dividends in the customer experience as a whole. If we can drive competency levels with demos, strengthen the sales team culture, and simplify knowledge management, then deals close faster and customers are more satisfied. Reps always want to sell better, they’re always looking to improve, and we’re their biggest cheerleaders.

As sales enablement matures, it can help with so much more behind the scenes, from prospecting to demos and deeper dives, including:

  • Reinforcing knowledge through training and coaching
  • Breaking down silos for sales team roles
  • Documenting best practices for the sales tech stack
  • Delivering the right content at the right time
  • Keeping communication open so sales teams know what they need to know to close deals smarter and more effectively

What is sales enablement strategy?

A sales enablement strategy is the business approach put in place to provide sales with the resources that they need to effectively sell. Not all sales enablement strategies will be the same, as it is unique to your business and its needs. The sales enablement strategy should include data on how to improve sales and an analysis on current sales tools to determine where improvements can be made.

Sales enablement strategy is what bridges the gap between sales leadership and sales operations. Sales leadership sets revenue goals. Sales operations has to meet those goals. Sales enablement strategy determines the technology, content, and support sales ops needs to execute their business development strategy. Sales enablement strategy also evaluates the sales tech stack to make sure it’s optimized to give leadership full visibility and ensure deals aren’t shrouded in the mystery of reps’ own records. It’s about finding ways to make internal relationships more efficient so they’re not detracting from time spent on revenue-generating activities.

7 sales enablement best practices

Sales enablement is important because it plays such a key role in scaling the organization. By providing all salespeople with a level playing field and equipping them with knowledge on demand, sales teams should thrive. I recommend following these seven steps to get the most out of your sales enablement strategy.

  1. Define objectives: The key to sales enablement is that every team involved is on the same page. What is our goal? How do we get there together? What is in our way? I drive and execute on the sales enablement strategy at RFPIO, but I don’t develop it single handedly. Strategic development falls on a combination of leadership from sales, marketing, IT, contracts, and operations.
  2. Understand your buyers: Empowering the sales team also involves empowering your buyer. Make sure that your buyer journey is mapped out accordingly in order to maximize sales enablement and customer experience outcomes.
  3. Continue training: Sales enablement is not a one-and-done solution. Adequate and frequent training will need to be incorporated into the company culture in order for veteran sales members to stay up to date on the trends and new sales members to learn the ropes.
  4. Create valuable content: There are two layers to this step.
    1. Work with marketing and/or your content development manager to provide assets like case studies, white papers, blog posts, webinars, and other content that sales teams can utilize to develop relationships. The best websites and products can bring in their own leads with content and branding, making it easier for sales to close the deal.
    2. Make sure the content that the sales team needs to do their job well is always up to date and accessible. This can include sales briefs, training materials, product roadmaps, and any other knowledge they need to have in order to build trust with a customer. At RFPIO, we actually conduct and record sales enablement sessions on everything from product updates to contracts to ongoing customer support to train anyone in the company who’s interested.
  5. Manage sales enablement processes: This doesn’t mean micromanage, because no one likes a micromanager. However, this process can be new to sales teams. Take the time and effort to ensure sales is enacting the strategy. Check in to ask if anything can be improved and gather feedback.
  6. Use tools effectively: Don’t just give answers. Show the sales team where they can find answers so that they can take control of the process.
  7. Document (v.): Too many sales processes only exist as word of mouth, especially in startup environments. Sales enablement can own the documentation of these word-of-mouth preferences to convert them into manageable, trackable processes. Take handoffs from one team to another, as an example. Sales enablement can smooth out these traditionally rough patches. Rather than nurturing or babysitting handoffs, document how those handoffs need to take place to make sure there’s a smooth transition for customers. This is the type of help that keeps sales teams focused on selling instead of getting distracted by vague operational details.

Empower your sales team

When you empower your sales team with the tools they need to succeed, they will return the favor with better performance. From presales to sales leadership, improved outcomes will leave all team members happy.

On-demand access to knowledge and content is essential to sales operations and sales enablement. Operationalizing your sales tech stack with AI-enabled software that drives more self-service experiences can remove many dependencies that have become frustrating pauses in the sales cycle. It can also increase revenue by up to 20%!

To learn more about how RFPIO can help with knowledge management and how RFPIO® LookUp can grant sales teams access to all content from almost anywhere, schedule a demo today!

How proposal teams can prove their value and drive sales productivity

How proposal teams can prove their value and drive sales productivity

This blog is a continuation of RFPIO’s white paper, Experience the Freedom to Thrive. Read the full paper here.

RFPs are part of the sales cycle. Ergo, RFP teams should be part of the sales team. You’d think it would be that simple… but, alas, nothing in the world of proposals is simple.

I’ve been in the proposal industry for almost two decades. Throughout that time, I’ve had to “make my case” to prove why I deserved a spot at the sales table.

This is despite the fact that $11 trillion of revenue is won through competitive proposal processes every year—and organizations with proposal professionals submit 3x more RFPs than those without.

And I know I’m not alone. According to a recent LinkedIn poll we conducted, only 69% of respondents said proposal management sits within the sales organization.

Proposal management in sales

For proposal managers who want to prove their value and drive sales productivity, the first step is demonstrating how your role fits in with the sales cycle.

Put an end to RFP telephone

Oftentimes, the RFP handoff from sales looks something like this:

  1. Sales forwards an RFP to the proposal manager and tries to get the proposal manager up to speed on the last 8 months of activities in about 15 minutes.
  2. The proposal manager starts herding the cats of SMEs and leadership in a short amount of time.
  3. Because the proposal manager wasn’t fully part of the sales strategy from the get-go, they aren’t able to answer questions about proposal strategy from SMEs.
  4. If the SMEs want to know what kind of “spin” they should put on certain questions, proposal managers might not know if they didn’t have a good hand-off from sales.

As a result, the SME answers the question generically. The proposal won’t be tailored to the customer’s specific needs. And sales might lose the deal.

That’s why proposal managers need to be involved in sales conversations from the very beginning.

If you’re trying to get caught up on everything, it’s too much to take in in a short amount of time. You need to understand how sales has been building up to that proposal, and what you need to highlight in the proposal to make sure you’re putting your best foot forward.

Take your seat at the sales table

The most important thing you can do to prove that you’re part of the sales team is act like you’re part of the sales team.

That means making it clear to your sales leader that you need a better understanding of what’s coming down the line and need to be part of sales huddles and pipeline meetings. This is especially important in this new era of remote work, where we’re not running into each other at the office. In the absence of impromptu conversations, we (proposal professionals) need to be more purposeful about communicating with sales.

If you’re not currently part of sales huddles and pipeline meetings, here’s an email template you can borrow to request to be part of those meetings:

Hi {boss name},

I’m writing to request an invitation to the sales team’s weekly sales huddles and pipeline meetings.

As the proposal manager, I’m responsible for crafting a compelling proposal that solves our clients’ problems. The sooner I’m clued into the status of open opportunities, the sooner I can start researching our client—and the more compelling proposal I can write.

To put a number on this:

    • Total dollar value of proposals won in [last year]:
    • Total dollar value of proposals lost in [last year]:

By joining sales conversations early on, I’m confident I can increase our proposal win rate—and help push deals deeper into the sales cycle.

Looking forward to seeing you in the first meeting!

Best,

{Your Name}

Take this template and make it your own—especially the metric purpose. I recommend tailoring your impact data t your company’s sales goals, whether that be revenue, membership, or new logos signed.

Once you’re part of those meetings, you have a chance to bring up ideas and offer your help. And help people understand that proposal teams don’t exist just to respond to RFPs. They are critical to winning and retaining accounts.

Gimme the data

After you’ve made the case to rightfully take your spot on the sales team, the next step is proving to leadership what you’re bringing to the table. And, more importantly, what would happen if you weren’t there.

This leads me to my golden rule of proposal management:

Even if you think everyone knows how much you’re working, they don’t.

If you’ve ever been told something along the lines of “Wow, your team is magic!”, that’s a big red flag.

My team is full of amazing, competent human beings who are excellent at their jobs. But there’s no such thing as magic. And if everyone else at your company believes you’re a team of magical proposal elves, that’s an easy recipe for burnout.

If you find yourself in that situation, you need to demonstrate how much time you’re spending on projects.

Here’s a list of everything you need to track to start building your case:

  • # of questions in each RFP
  • Time spent
  • By RFP
  • By task (e.g. formatting, printing, coordinating with SMEs)
  • By team member
  • # of RFPs and due dates

If you’re thinking, “I don’t have time to track all this”… Well, that’s probably a sign that you need to start tracking these metrics and prove to leadership how much you’re working.

If you have RFP software, tracking these metrics is easy. If you don’t, it’s a bit more challenging, but not impossible. I’ll cover both methods in the next two sections.

I think there’s an app for that…

If you really want to get on top of your data tracking, RFP software is going to be extremely helpful. It tracks all those metrics I listed in the previous section automatically, so you can just get on with your normal business and pull a report at the end of the quarter (or month or year or whatever it may be).

At my previous employer, we used RFPIO. We just went about our normal business and let RFPIO whir in the background. At the end of our analysis, we created a report showing (in quarterly timeframes and YTD):

  • How many hours go into each RFP
  • How many hours each individual is working per week
  • How many hours are spent on each part of the RFP

And the results of my report were really eye-opening for senior staff. I was able to prove that we needed an extra 2.5 people to achieve the same output and work 8 hours per day. As a result, we were put at the top of the list for new hires over the entire sales organization.

In lieu of RFP software, pivot tables are your friend

If you aren’t using RFP software, you’ll need to say hello to pivot tables, because they are going to be your new best friend.

First, ask your team members to use a free time-tracking software (like Toggl) to track their time. If you’re anything like me, you hate asking your over-worked team to do extra work.

If you start thinking that, just remember: The only way you can help your team get the support they need is by proving to the rest of the organization how much work you and your team are actually doing.

To put together a comprehensive report, you’ll need to ask your team members to track time by:

  • RFP, and
  • Task (e.g. formatting, printing, coordinating with SMEs, etc.)

At the end of the week, compile the report from each of your team members and pivot table away.

You don’t have to do this exercise forever. Only as long as it takes to build your case. Maybe it’s a week, maybe it’s a month. But just know that at the end of the exercise, you’ll have the data you need to prove how much you’re working.

Because—and I can’t say this enough—nobody knows how hard you work. And after you show them the numbers, they’ll wonder how you were ever able to do it all.

Building the right tech stack for your proposal team

As a proposal manager, you probably won’t have a huge say in what sales technology your team uses. When my previous company switched from Skype to Teams, nobody asked me what my thoughts were. All I could do was adjust and adapt.

And here is my pitch for RFP software. It truly is a game-changer for proposal teams. If you (or your boss) still need convincing, here are all the stats you need to build your case.

With RFP software, you can:

  • Act on the 80/20 rule: Automate responses to standard questions, and spend more time personalizing the client-specific questions
  • Always use the right client names: With RFP software, merge tags like [client name] make sure you never accidentally use the wrong client in a proposal (an easy mistake, but still embarrassing)
  • Consolidate content and keep it up to date: With an AI-enabled content library, you can store pre-approved, proposal team-blessed content, and make sure your entire sales team has access.

If you are already using RFP software, find ways to integrate with the rest of your tech stack. For example, RFPIO (my personal favorite) integrates with all kinds of platforms, including:

  • CRMs (Salesforce, MS Dynamics, Hubspot)
  • Cloud Storage (Box, Dropbox, Sharepoint, OneDrive, Google Drive)
  • Communication Apps (Slack, MS Teams, Google Hangouts, Jira)
  • SSO Authentication (Azure, Okta, OneLogin)
  • Web Browsers (Google Chrome, Chromium Edge) (These are technically called “browser extensions” and not “integrations” but whatever)
  • Microsoft Office (Excel, Word, PowerPoint, Outlook)

Proposal managers are essential to driving sales productivity

Trillions of dollars of revenue are won through competitive proposal processes each year, and organizations with dedicated proposal managers submitted 3.5x more responses in 2020 than those without.

To learn what else proposal managers can to do drive sales productivity, check out our newly published white paper: Experience the Freedom to Thrive.

 benchmark-blog-report

Are you ready to jump into the revenue-generation game?

Read our white paper to learn how

One thing we found… with the right sales stack, proposal managers become an impactful source of revenue.

Not to toot our own horn, but with RFPIO, you can expect to reduce your RFP response time by 40% (on average).

To put a number on that: If you spend 40 hours per week responding to RFPs, RFPIO could save you 16 hours per week, on average.

Ready to see how it works? Schedule a demo.

3 steps to improving customer experience through pre-sales

3 steps to improving customer experience through pre-sales

If you’re reading this, then you’ve already bought into the importance of customer experience in your sales cycle. A simple product backed by great customer experience will always have more conversions than a great product with a terrible customer experience. Many of the world’s leading enterprises concur. Data points that support customer experience are plentiful, indeed. The one that stands out to me is from PWC’s Future of Customer Experience report: 73% of customers consider experience an important factor in their purchasing decision. 

73% of customers consider experience an important factor in their purchasing decision.

Obviously, pre-sales is not solely responsible for good customer experience — that’s an organizational responsibility for every department, from legal and security to executive and marketing, to product development and engineering. Whether your pre-sales function is its own entity or a responsibility tacked on to product management or sales or technical support, it can be solely responsible for strengthening (or damaging) trust with prospects and customers. 

The pre-sales process: A quick level-set

What is pre-sales? The short answer is.. It’s complicated. Most organizations differ in how they define pre-sales and the pre-sales process. Often, the definition is intentionally vague to give teams the flexibility necessary to respond most effectively to a customer.

For the sake of this article, I’ll say the pre-sales process takes place from initial contact to demo or proof of concept (POC) presentation. From here, pre-sales hands off the relationship to the appropriate sales entity, such as a business development representative, a sales development representative, or even an account executive.

The overarching key to customer experience success resides in every hand-off. Prior to presenting a recent webinar, I surveyed registered participants—most of whom were pre-sales professionals. Only 50% were confident that commitments made in pre-sales get fulfilled. 

Only 50% of pre-sales professionals are confident their commitments made in pre-sales get fulfilled.

The only way to make sure details don’t fall through the cracks, or that promises made by one department aren’t met by another, or that any other pitfalls don’t derail the overall customer experience is through process. Process in a scaleup company is like a guitar string. If it is too tight, the quality of music is not great, and if it is too loose you cannot make any music at all. 

I apply an 80/20 rule to my pre-sales model. Basically, it means that 80% of the rules of engagement between teams during pre-sales are streamlined. The remaining 20% gives teams wiggle room to personalize customer buying journeys and react to exceptions pertaining to customer needs. 

Keep this in mind as you consider my model for creating trust during the pre-sales process.

Step 1: Collect and analyze data

Remember that from the customer perspective, their experience needs to be seamless. They expect consistency across channels–but different internal owners of parts of that experience can cause inconsistency. Take a longitudinal view of the total experience to spot inconsistency.

Data-driven insight is just as valuable in pre-sales as elsewhere in the organization. It’s just that at the pre-sales stage, much of the customer interaction involves gathering data. In my webinar survey, 33.3% of participants agreed that access to customer feedback data that allows them to measure customer experience would be helpful. And only 9.3% said they always have access to up-to-date information to answer customer questions. Easier access to data about prospects and your product or solution will always help pre-sales stay a step ahead during the evaluation process.

Most pre-sales professionals strongly agree developing customer trust is their top priority.

Research the company, business model, values, and funding (if applicable) 

Examine any existing CRM notes or call recordings all the way back to the first touchpoint. The first discussion should be as consistent as the most recent one. Get in sync by going through any previous activities and speaking to personnel who have been involved. Best practices say to automate this as much as possible through your CRM and other sales enablement tools.

Summarize and confirm findings-to-date during discovery

Get on the same page with prospects first, and then ask them if you have missed anything. Acknowledge their effort in the buying process so far. This is the first step in establishing trust and opens the door for a prospect to reveal new details because they view you as their advisor in the buying process. 

Next, ask open-ended questions to unearth details you can use to personalize your demo or POC engagement with the prospect. This can range from getting their core triggerpoint to identifying the details of their standard buying process to gaining insight into high-value stakeholders. Document all the discovery details.

Analyze data to inform your personalized engagement plan

You now have two critical data sets to help personalize your engagement and take the customer experience to the next level.

  • Research Data: Company, industry segment, persona role, timezone, culture, etc.
  • Sales & Discovery Data: Tone, intent, urgency, problems, specific features, success criteria, possible effort into evaluation, etc.

Evaluate all of this data to develop a personalized engagement plan for each prospect.

Step 1 to improving customer experience: Create a personalized engagement plan

Step 2: Personalize engagement

How does a touring stand-up comedian win over her audience in every new city by pointing out their local cultural idiosyncrasies? Carefully, respectfully, and by setting the right tone. In essence, this is what a pre-sales professional has to do: Point out what in the prospect’s process is not working to find the true selling opportunities. 

Build your ‘Persona 360’

So far, you’ve gathered intel on the prospect company and one or a few key individuals who have been involved in product evaluation to this point. Be transparent about the plan and share it with the prospect. For the demo/POC, expect additional stakeholders and testers to join the process. 

Use the initial discovery call and LinkedIn to find out more about these new additions: 

Fill out your Persona 360, which is a combination of the roles, work locations, industry segments, cultures, time zones, ages (estimated, by Generation X, Y, Z, etc.) and more of the entire evaluation team. 

A day or so before the demo, resend the personalized engagement plan to update expectations. Be sure to mention new members by name and ask them if they would like to see something specific in the demo/POC. 

Grow a library of demo/POC models

Always maintain a variety of demo/POC models. Match the most relevant version to the audience based on your Persona 360, weighting it for those who you deem to have the greatest influence in decision-making. Consult sales when you finalize your demo model. Each model may differ based on talktrack, flow, order of features shown, and time allocated to specific sections. 

The Persona 360 should also give you insights into optimizing the structure and timing of your demo/POC. You can personalize the demo/POC with prospect’s problem statements agreed upon during discovery and emphasize how your product’s features help them solve those problems. Educate the new audience without surprising the existing audience to further build trust. 

Create personalized success criteria templates

Improving customer experience is about showing your prospect you understand their needs. Do this by sending a personalized success criteria template

After the first demo with the majority of the evaluators from the prospect’s side, send them a success criteria checklist to illustrate how your product or solution directly addresses some of their key pain points. This checklist will also give the prospect an easy reference to compare how your offering measures up to a competitor’s.

The more activity around this checklist the better. It’s a strong signal of their intent to proceed further with the evaluation or even to purchase. It’s not a mandatory touchpoint. If the prospect already has a standard process for evaluation, respect that and only suggest best practices as a trusted advisor. 

Step 3: Prepare for hand-off

When we board a bus or a train, we trust the vehicle will take us to our destination because:

  1. The journey is short.
  2. The route (process) and destination (value) are defined.

Length of the buying journey varies according to product and industry. Customers are more likely to notice when the journey is too long or arduous than they are to notice that it’s too short. In SaaS, the higher the price point, the greater the customer expectation that they’ll have ample opportunity to demo and evaluate if it’s the right fit. No matter how long the buying journey is in your customer experience, always make room to deliver incremental value.

A feedback call is a mandatory checkpoint after the initial demo/POC to determine where you stand on the overall evaluation. On the feedback call, be ready to review your account handbook, which covers relationship details from discovery, Persona 360, user journey, feature wishlist, and information about post sales implementation and support.

The account handbook documents any business case you can build with the prospect to help advance evaluation to purchase. It also shows the prospect everything that’s been accomplished so far on their buying journey and gives the impression that you’re ready to proceed to the next step. Perhaps most importantly, the account handbook can be used as a hand-off document to the post sales team to ensure a seamless transition for the customer. 

If you want more details…

Check out the webinar I presented on the importance of pre-sales in providing a positive customer experience. You can learn more results of the participant survey (very enlightening) and access some of the nitty gritty details I didn’t have space for in this article. It’s especially valuable if you’re in B2B SaaS because I spend a lot of time discussing how to deal with feature requests throughout the customer experience.

How intelligent RFP search saves valuable time for salespeople

How intelligent RFP search saves valuable time for salespeople

Sales enablement tools have become a household name. It’s no longer a question of whether or not your team needs these tools. It’s a question of how to use these tools effectively throughout every aspect of the sales cycle.

20% of lost deals are caused by internal complexity within sales organizations, according to Gartner. One of the biggest obstacles for sales teams to overcome involves their longtime manual process of responding to RFPs.

Searching for ways to protect the time of your sales team? Look no further than RFP software. This sales enablement solution offers intelligent RFP search so you can optimize your responses and your resources.

The high cost of searching manually for RFP responses

Finding response content is a top challenge for busy teams. Every day salespeople spend valuable time hunting around spreadsheets, docs, folders, and emails for response content. This manual RFP response process is costing organizations from both a time and resource perspective.

Let’s say your team responds to 50 RFPs annually. By bringing in a sales enablement tool like RFP software, you can automate many of the tasks your team completes manually today. Annual savings would amount to nearly $57,600 or 480 hours. Much of that effort is being spent searching for previous RFP response content.

If you put your own numbers into our ROI calculator, in seconds you will see how much your sales organization would save through RFP automation.

RFP software is a dedicated sales enablement tool for responders. The solution addresses the common challenge of content accessibility by delivering intelligent RFP search functionality. When you quickly find the content you need, your most valuable resources will save time and be able to focus on other priorities.

RFPIO search commands that save valuable time

An easy way to understand search capabilities within a solution like RFPIO is to think about the way you use Google to find information. The majority of Google searches involve a simple phrase or question. But, did you know there are handy search commands you can use to find specific information even faster?

Called search operators (aka search commands or advanced operators), these special characters and commands extend the capabilities of ordinary text searches. Typically, search operators are used by more advanced Google users—like SEO experts.

With RFP software, search commands are very often underutilized. Because we know just how valuable your time is, here are several RFPIO search commands that will help you better optimize your searches during the RFP response process.

1. Combination search

Combination search is the most commonly used search command by RFPIO users. This search allows you to find response content using a combination of terms—you can have either/or, both, or exclusions.

Let’s say you search for multiple keywords, such as “technical” and “architecture.” Use these all-caps search commands and RFPIO will serve up the most relevant responses from your RFP Content Library:

  • OR – technical OR architecture
  • AND – technical AND architecture
  • NOT – technical NOT architecture

2. Phrase search

The second most commonly used search command is phrase search. This command is simply where you add quotations around a specific phrase you want to find in your Content Library response content.

The search command would look like this:

  • “technical architecture”

“Technical” might be the first word and “architecture” might be the twentieth word. Phrase search automatically pulls these words together to find entire RFP response sections with these two words.

3. Proximity search

Now we get into search commands that are rarely used—with the exception of advanced RFPIO users. Proximity search is similar to phrase search, except that you get even more specific about the proximity or distance between words.

The search command would look like this:

  • “technical architecture”~5

In this search command example, the ~5 means that “technical” and “architecture” are no more than 5 words away from each other. If there are too many words in between the searched keywords, the response would not show up.

4. Stemming

Perhaps one of the most frustrating things in a Word or Google doc is not automatically finding different variations after searching for a root word. In RFPIO, stemming is a default search functionality that shows documents with variations on a root word.

If you search for “correspond,” you will find documents that also include word variations, such as “correspondence” and “corresponding.” Stemming search technology makes finding related words much easier.

The search command would look like this:

  • “correspond”

…and, that’s all you have to do. Since this is a default search setting, RFPIO will show documents that contain the root word and any word variations.

5. Faceted (or filter) search

Faceted (or filter) search is something you already use when you’re shopping on Amazon. For filtering, you might use the sidebar to filter by ratings of 4 stars and above. Faceting is similar to filtering. On Amazon, it asks you if you want to see products by brand (Apple, Sony, etc.)

The search command involves:

  • Check boxes to filter.

In RFPIO, a faceted/filter search will help you get the best RFP response based on your selected filters. As long as you properly organize your Content Library responses by collections, tags, project names, owners, admins, and other customizable categories, simply drill down to find hyper-specific content.

6. Star ratings

Your star content is your team’s favorite RFP response content—these responses are rated manually by your team and/or chosen by the common usage of the content (i.e. responses used more than 5 times).

The search command involves:

  • Sort by star rating.

Sorting by star rating, such as 3 stars and above, means you can find the cream of the crop through a quick selection.

Internal complexity within your sales organization will only keep you from reaching annual objectives. Sales enablement tools like RFPIO support you and your team throughout the sales cycle. Modernize, automate, and simplify…then, nothing will stand in your way when a big opportunity comes along.

How to master your SaaS sales process and close more deals

How to master your SaaS sales process and close more deals

As a member of your SaaS organization’s sales team, you will likely be asked to contribute to software RFP responses—and, you will probably be asked a lot.

Because you prioritize the relentless pursuit of the sale, your time is a rare commodity. By improving your software RFP process, you’ll save time and contribute the best possible RFP responses for your organization. The best possible content is obviously important, being that sales proposals are critical selling documents that impact revenue.

Your job is both a science and an art…selling is a science, and closing is an art. Learn how to master this balance in your SaaS sales process, overcome common obstacles, and close more deals for your organization.

“Today, the sale is won by the salesperson who communicates a story that gets a buyer to imagine new possibilities.” – John Livesay

SaaS sales: Relationships, price wars, and time

We reached out to SaaS salespeople and asked them to describe their top industry challenges. Casey Hill, Sales Executive at Bonjoro, shared his top three hurdles and we shared some ideas for overcoming these sales hurdles to help you succeed.

1. Not hearing back after an initial meeting.

Your follow-up is absolutely critical. You must demonstrate value, and personalize and tailor messaging for your individual prospect. To establish this relationship, you need to demonstrate precisely why they need your solution to solve their problems.

2. Getting involved in a price war.

You are put on the defensive here, but you don’t need to be. Casey says “know the value of your product, and stick to your guns.” Your prospect may be putting you under a lot of pressure, but in the end, the cheapest solution is not always the winner. Show them how your software will directly benefit their bottom line.

3. Knowing where to allocate time when it comes to your pipeline.

Time is money, and nowhere is this truer than sales. Know your statistics, manage your pipeline, and stay organized and proactive. Casey advises using your organization’s top salespeople as a blueprint for success. Learn how they break down their processes. The most successful sales teams know how to balance time management and limit distractions.

Overcoming each of these challenges is a learning experience. Apply these takeaways to your next sales proposal to hone in on the value-add and show ROI potential. With better time management, you’ll have the headspace to make these improvements in your SaaS sales process.

SaaS sales: Listen, be inquisitive, and sell benefits

There’s an old adage you likely already know by heart if you’re in SaaS sales. If the customer says “I’m buying—stop talking,” you’re in big trouble.

We need to let the customer do the talking. This is how we learn what they are looking for in a SaaS solution. The best salespeople are inquisitive. You listen and respond. You want to find out what problem you can solve. Sell them the benefit, not the feature.

How will a given feature of your software increase the customer’s revenue, lower their costs, and save them time? Talk to your potential client about end-users. Target their needs in the conversation.

In the 2019 RFPIO Responder Survey, we asked busy salespeople what their favorite RFPIO feature was. A resounding 93% said the Content Library. It’s a great feature, definitely—but how do you sell that? You could point out what the Content Library does in mechanics and specifics. However, the real win lies in selling it as “an efficiency.”

RFP response automation is a winning solution. When you save a salesperson’s time, they can focus more on selling, thus also affecting the bottom line. Now you’ve sold them on saving time and increasing revenue.

Apply these principles to your next RFP response. If you allow your prospect to do the talking and find out their greatest need, you’ll walk in their shoes and know which benefits will best appeal to them.

Take the next step in mastering your SaaS sales process. Find out how RFPIO can help.

11 candid healthcare sales lessons explained by a nurse

11 candid healthcare sales lessons explained by a nurse

You’ve been in healthcare sales for years, but do you really know how to sell to the people who work in healthcare? Whether you are responding to a healthcare RFP or following up with a prospect early in the sales conversation, it takes finesse and commitment.

Michelle Katz is a well-known healthcare advocate, author, and nurse—and she is the Chief Health Information Officer and Senior Vice President of Communications at F1 HealthIT. Also known as Nurse Katz, Michelle has appeared on the “Real Money” segments of ABC World News Tonight in addition to the “Doc on a Dime” segment on The Doctors Show.

nurse katz
For the past 15 years, Michelle has seen the other side of the sales cycle, approached by countless salespeople from tech companies who wanted to sell their solution. Listen closely…what follows are 11 candid healthcare sales lessons told from a nurse’s perspective.

Healthcare sales lessons from a nurse’s perspective

1. Know what’s important

Know what’s important to your prospect in terms of healthcare. At your prospect’s hospital, is their primary focus cancer patients or women’s health? Stick to their focus, rather than the whole scope.

2. Know your product

It may sound weird to say “know your product,” but I find a lot of salespeople come in and they really don’t know their product. If you know what’s important for the healthcare entity you’re pitching to—and you know your product—you can home in and not waste your time or their time.

3. Know the personalities

Get used to the personalities so you learn what your prospect is comfortable with. Some clinicians are dead set against technology. I’ve seen doctors retire early because they don’t want to deal with new technology.

As I nurse, I can tell you if it’s more than one click, you have a lot of explaining to do. Truthfully, this complex, multi-click software of yours better be able to wash our scrubs at the end of the day.

4. Know the end-users

When deciding on a solution, bring key leaders from different departments together. A CIO might think a product is fantastic, then the doctors and nurses sit there and say: “This technology is not important to us.” Salespeople need to listen to the clinical folks, not disregard them.

5. Know budget cycles

You can be the best salesperson in the world, but you won’t even get in the door if you don’t know the hospital’s budget cycle. You might come in too late, when they have already budgeted for their year—or six years out, or even 15 years out. Unless they get a grant, or some big money falls in their lap, you’re done.

6. Know the priorities

For almost any healthcare entity, everyone is ramping up their security. More hospitals are going to be hacked in the next five years than ever before, because ransomware is getting better and better. Now security is in the top three for hospital priorities, up there with HIPAA compliance and interoperability.

7. Know the Chief Medical Officers

Chief Medical Officer (CMO) positions are becoming increasingly popular. CMOs are the doctors and nurse leaders you need to include in decision-making conversations. If you don’t have the CMO’s consent, you will not move forward in the sales process. CMOs know exactly what kind of technology solutions they need to do their job.

8. Know the background

Do a little bit of reading before you pitch something to show that you have an interest in the healthcare entity. I can’t tell you how many times a salesperson has pitched me something that we were already doing at our hospital. All they had to do was read our website to find that information.

Check content publication dates too—otherwise you might watch an old YouTube video and pitch a solution to a problem your prospect solved eight years ago.

9. Know their value

Anyone who’s in the buying position in healthcare is often willing to listen to learn more about the solution you are selling. But, you have to be considerate of your prospect’s time, especially in the medical field.

Five minutes is very, very valuable for a clinician or a doctor who has patients to care for. You’ll get more respect if you take that into consideration and value their time.

10. Know your value prop

What’s good for one person is not always good for another. No matter how fantastic you think your product is, think of what makes your product different and valuable for them.

What technology will appeal to the nurse who is the head of the maternity ward? What solution will work best for the ER doctor working 24/7? Show the value from a medical standpoint, which also means showing some knowledge.

11. Know the commitment

I know you have deadlines, I can sniff out your sales goals a mile away, and I know when you want to sell anything you can or run. I just want you to educate me.

It’s not going to happen overnight—I may not have the budget this year, but your solution may be really interesting to me next year. If you stay on top of the latest regulations on Capitol Hill, educate me about new technology, and keep in touch with me, your product will be pushed to the top of the list.


Now you’ve seen the other side of the healthcare sales conversation. With RFP software, your best content is always accessible and customizable. Start showing your organization’s value with more personalized healthcare RFP responses.

Why that sales proposal matters more than you think

Why that sales proposal matters more than you think

If you’re deep into a sales process and seeking feedback from a prospect, any sentence with the word “unfortunately” in it generally doesn’t bode well. “Unfortunately, you weren’t selected.” Or, just as bad: “You were our number one choice, but unfortunately the project budget was cut.”

There is another sentence that fills salespeople with a sense of foreboding: “Please send me a sales proposal.” Or, even worse: “You’re invited to respond to our RFP.”

Why is this? It’s not as if creating a sales proposal is an unusual step. Most sales processes have a “proposing” stage. Surely being asked for a proposal is a positive sign—a buying signal.

There is quite a disconnect happening for sales teams when it comes to prioritizing sales proposals. Which is precisely why we’re here today to show you why that sales proposal matters and should not be ignored.

A sales proposal is not this

A sales proposal serves a very specific function within your sales process. But, let’s start with what it is not.

A sales proposal is not just a price quote. It’s not a marketing slick, a bill of materials, or a statement of work. If all the client has to work with is a price quote, the only information available to compare you with the competition is the cost. That’s a distinct disadvantage if you’re not one of the lower-cost options.

“Even if you’re seeing a ten percent conversion with sales proposals, depending on the cost that goes into creating those, it could be a far more efficient funnel than traditional outbound/inbound demand generation.” – Matt Heinz

Here’s what a sales proposal is

A sales proposal is a selling document designed to move the sales process forward—plain and simple. It should reinforce the work you’ve done throughout the sale process by:

  • Succinctly articulating your understanding of the client’s needs.
  • Outlining measurable business outcomes.
  • Recommending specific solutions.
  • Showing demonstrable ROI.
  • Calling out your relevant experience and differentiation.

It’s likely this proposal will be circulated far and wide within your potential client’s organization. For many stakeholders, this document will be their first interaction with your company. And we all know the importance of first impressions.

Making a good impression with your sales proposal

The goal of your sales proposal is to paint a clear picture of why your prospect should choose to work with you. Help them understand why you are uniquely positioned to address their needs more efficiently or effectively.

To create an impressive sales proposal, your document should be…

  1. Concise – Your sales proposal doesn’t need to be long. Around 4-5 pages will often suffice to get your point across.
  2. Simple – A proposal is a selling document, not a technical document. It doesn’t need to be complex.
  3. PersuasivePersuasive writing is a skill. Use the right tone of voice, avoid jargon or buzzwords, and focus on underlying business drivers.
  4. Personalized – Use the client’s name in a 3:1 ratio versus your organization’s name. The client should feel that this proposal is written for them, not you.
  5. Accuracy – If you are repurposing content from previous proposals, the quality of information quickly degrades. Leave plenty of time for reviewing and polishing.
  6. Visual – Break up the content by making good use of white space with graphics. Adhere to your marketing guidelines for brand consistency.
  7. Attractive – With sales proposals, appearance matters. Take the time to format your document into a presentable deliverable.

Make it look easy with proposal automation software

Why then it is so hard for sales teams to produce a good sales proposal? Because you have to work hard to make it look easy.

Writing something compelling from scratch is daunting and takes people out of their comfort zone. Instead, many will resort to copying and pasting from their last proposal. But quality and personalization will suffer. This is where proposal automation software plays a key part.

An RFP software or response management platform like RFPIO offers the ability to create and maintain a library of persuasively-written, formatted, up-to-date, and approved content. From which (often initiated from within the CRM application), sales teams can generate highly personalized sales proposals.

Using technology to automate your sales proposals allows you to make client-specific content selections to ensure only the relevant issues, outcomes, products, and value-drivers are incorporated. In other words, you quickly develop sales proposals that pack a punch.

You don’t need to become a Pulitzer-winning author or an expert in desktop publishing to impress prospects with your sales proposals. By allowing technology to do the heavy-lifting for you, you’ll “make it look easy” because this process is, in fact, easier with proposal automation software.

See for yourself. Happy to show you around RFPIO…schedule your demo here.

See how it feels to respond with confidence

Why do 250,000+ users streamline their response process with RFPIO? Schedule a demo to find out.