The Sales Execution playbook that helped Algolia close millions

The Sales Execution playbook that helped Algolia close millions

If you want to win more deals, you need to understand what moves deals forward. Easier said than done..

The method below was used by the billion dollar search and discovery powerhouse Algolia to increase their sales team performance, accelerate deal closure and win more deals.

The core ideas of this playbook are built on three fundamental principles that have the power to transform sales execution.

1. The method

1.1 Create rhythm, cadence, and deal momentum

In sales, timing is often more influential than content. In fact, time kills deals. It is therefore key to maintain a strong, unbroken momentum in the sales process. The rhythm with which a sales rep engages with a prospect can sometimes be the game-changer—consistent, meaningful interactions build trust and demonstrate a commitment to the prospect's needs.

The key is to eliminate long stretches of inactivity, as any lull can be detrimental. More than 7 days without any activity reduces win rates by 65%, a staggering statistic that underscores the importance of constant, engaged communication. A deal should always have a next step, a next meeting planned or a next activity recorded in the CRM, ensuring the deal stays warm and moves forward at a healthy pace.

Time kills deals. More than 7 days without any activity reduces win rates by 65%.

1.2 Not all movement is progress. Identify and list actions that move deals and opportunities forward.

Sales activity is often a source of comfort; it feels productive. However, not all movement is progress. It doesn't matter how many emails you send, how many meetings you do, what matters is whether or not the deal is moving forward.

The essence lies in identifying and executing actions that genuinely advance the deal. Examples include:

  • Onboarding users onto the platform;
  • Completing MEDDPICC early in the sales cycle;
  • Mapping the organization and the key stakeholders;
  • Encouraging users to invite their team during a trial;
  • Getting your users to experience the aha moment on your app;
  • Obtaining a champion's private phone number;
  • Gaining an introduction to C-level executives;
  • Securing a paid proof of concept (POC);

By tracking these actions, patterns begin to emerge, highlighting the strategies consistently employed by top performers in successful deals.

1.3. The Give-and-Get Model

Too often, sales reps can feel like they're bearing the full weight of the sales cycle. However, sales is inherently a partnership between the buyer and seller. The give-and-get model champions this balance by requiring an exchange. This approach ranges from mutual commitments in the sales process to simple reciprocity, ensuring that the buyer is as involved in the deal's progress as the seller.

Each action or commitment is an opportunity to not only move the deal along but also to understand the buyer's motivations and ensure that their interests are adequately represented in the final agreement. The outcome is a sale that isn't just closed but one that lays the foundation for a long and successful business partnership.

2. Implementing the Playbook

In a nutshell: implementing this method begins with a thorough listing of all actions likely to accelerate deal closure, from both the seller and buyer perspectives. Each action is then assigned a score (e.g., +1 to +5), allowing for the development of a comprehensive deal scorecard. This scorecard quantifies the contributions of both parties, offering a clear view of each deal's momentum and progress.

2.1 List actions that move deals forward or consume resources

Start by listing the actions, engagements, and milestones that signify genuine deal movement. Both seller and buyer actions must be carefully documented, across the entire sales lifecycle, to paint an accurate picture of progress. You can also list actions that, while not directly advancing the deal, show effort from either the buyer or seller. By including these actions, you aim to enhance the management of the give-and-take model. It's crucial to balance resource-intensive tasks on one side with corresponding actions from the other party.

On the Sellers side (the GIVE side of the Give&Get model)

  • Completing a discovery meeting or product demo;
  • Sending sales collaterals (case studies, guides, documentation, marketing collaterals, ..)
  • Visiting on site;
  • Bring executive sponsorship (e.g. asking the VP Product to present the Product roadmap, getting the VP of Sales on the meeting, or even the CTO of a technical deep dive);
  • Creating or extending a trial account;
  • Answering support tickets during the trial;
  • Agreeing to a discount;
  • Agreeing to custom legal terms;
  • Providing a detailed security or compliance assessment;
  • Hosting a customized workshop or seminar for the prospect's team;
  • etc...

On the Buyers side (the GET side of the Give&Get model)

  • Getting a clear understanding of the problems they are looking to solve;
  • Obtaining detailed requirements or specifications;
  • Sharing all the information to complete MEDDPICC;
  • Scheduling a follow-up meeting with key decision-makers;
  • Giving a verbal commitment or a letter of intent;
  • In case of a POC, sharing measurable success metrics;
  • Sharing constructive feedback on the proposal or product;
  • Sharing their budget or the last SaaS tools purchased;
  • Sharing their phone number for direct access;
  • Asking for customer references;
  • Initiating the paper, legal or procurement processes;
  • Requesting a deeper dive or additional demos for other team members;
  • Providing a timeline for decision-making;
  • Providing feedback on the proposal or contract;
  • Committing to a mutual plan;
  • etc...

2.2 Scoring each actions

For every action, assign a score that reflects either (1) its impact on deal advancement or (2) the resources or efforts it takes to complete the action. A scale of 1 to 5, or 1-10 can be used. When first starting this method, it doesn't really matter the scale as long as you try and keep some consistency between actions. Not every action has the same impact on the deal, your scores should reflect that. Also keep in mind that the scoring can be adapted. The longer you follow this process, the better your intuition and scoring will get.

2.3 Deal scorecards

Alone, a score is just a number, but collectively, it becomes a deal scorecard, a tool that allows you to measure and track the progression of multiple deals. Quickly, you'll identify patterns:

  • What was the average buyer/seller score for all closed won deals? What is the average score for deals in your current pipeline?
  • What are the actions that top sales performers most rely on to accelerate closing?
  • What action can you take in return for any action you give? For example, can you request a C-level introduction when renewing a trial? How about gaining a thorough grasp of their problems, along with specific requirements or success metrics they aim to achieve?
  • How do score trends correlate with sales cycle durations?
  • What is the threshold score that indicates a deal is likely to close?
  • What is the impact of multi-threading on the deal score?
  • etc...

We could go on and on and list 50 more insights you'd get from analyzing the deal scorecards!

3. How can this method drastically improve Sales Execution?

Implementing the above methodology can be a game-changer for your organization.

Identify actions that really move deals forward

By having a scoring system, you can now categorize actions based on their impact, distinguishing the necessary from the nice-to-haves. This clarity empowers your sales team to focus on actions that are empirically proven to move the deal forward.

Consistent sales execution

By deconstructing a standard playbook, a successful sales methodology can be unraveled, creating a blueprint that other teams can follow. This will help you build a repeatable sales process and make sure it is consistently used by your team.

Sales forecast confidence

Your deal scorecard becomes the backbone of your forecasting efforts. Grounded in real, impactful engagements, you will significantly increase sales forecast confidence.

During pipeline reviews and 1-1 with your sales team, ask your reps "What is the tally?"

Ensure your sales team is spending most of their time with customers

The consistent approach encourages a sustainable momentum that carries through the sales cycle. This not only increases deal flow but also sets a standard for efficiency that becomes a part of your company's ethos.

Hold your sales team accountable

A specific, measurable, and scored system ensures that your team remains accountable for progress, not mere movement. It's about quality over quantity, and the system makes it easier to celebrate real achievements.

Replicate the playbook of top performers

Identifying successful practices allows you to systemize them and replicate them across your sales force. This scalability consolidates your successes, pushing your entire team to perform at their best.

Celebrate Success and coach your team

The deal scorecard allows you to identify high-performing sales representatives, while providing clear indications of areas that require coaching or improvement.

Identify sales champions and internal advocates

By monitoring the activities of buyers and sellers, this method allows for the identification of internal advocates and sales champions. They'll be the individuals scoring the most points and completing actions that move deals and opportunities forward.

In conclusion, implementing this sales methodology fosters a culture of accountability, precision, and growth. It not only sharpens the focus on meaningful actions that drive sales but also creates a transparent, measurable process for recognizing and replicating success. By celebrating achievements and continually optimizing based on actionable insights, your sales team is positioned to excel in a competitive marketplace. This systematic approach to sales ensures that your team is not just busy, but effectively driving towards outcomes that matter.

Want your deals to move forward? 
Start asking your team: "what is the tally?"

Kickstart your journey towards sales actions that move deals forward. Drive deals to a successful close today.

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