SH/FT Client Lifecycle

START

Use this course to learn about the end-to-end lifecycle of a deal.

Sales lifecycle

Next

Highlight roles and responsibilities within each processes within each stage to hold each role highly accountable.

03.

Understand stage-based processes in sales, and your role within those processes.

02.

Learn about each stage of the client lifecycle, from sales to delivery at a high-level.

01.

LEARNING objectives

Keep in mind, for this activity, we have only highlighted sales-based stages

Advocate

Close

Deliver

Resource

Solution

Expand

Measure

Onboard

Contract

Qualify

This interactive client lifecycle is designed to guide you through each stage of the client journey, from initial qualification to advocacy. This comprehensive tool should enable you to better understand the processes, roles, and best practices involved in managing client relationships effectively. To get started, click on the circles below to learn more about each stage of each lifeycle.

CLIENT LIFECYCLE

4. Create Outcome*

2. Call Prep

3. Discovery Call

1. Partner Sync

* Required step

Return to Lifecycle

1-4 Weeks

Assessing potential clients (contacts and accounts) to determine fit and deal potential. This stage includes identifying decision-makers, understanding client needs, and using the BANT framework (Budget, Authority, Need, Timing) to qualify leads. Key discovery questions should uncover the client’s pain points, goals, and budget.

1: Qualifying the Customer

Shown here are seveal micro-processes within this stage. Select one to learn more.

• Create an Outcome in Salesforce prior to your discovery call.
• Conduct a thorough discovery call to understand the client’s needs and challenges.
• Use B.A.N.T. criteria to score and qualify the lead.
• Add key decision-making process and stakeholders to Salesforce.
• Set up a follow-up meeting with the client to discuss potential solutions.

Processes within this stage

Key Activities

• Growth Advisor (GA)

• Go-to-Market (from lead gen)
• Partner Alliances (from partner generated leads)

Who's Involved

* Required step

7. Create Pitch*

6. Start Scoping*

2. Request Channel

5. Create Opportunity*

3. Notify Deal Team*

4. Sales Solutioning*

1. Deal Staffing*

2-12 Weeks

• Solution collaboration with SDL, CS, and GA, along with CSO to support positioning
• Develop a solution that aligns with the client’s needs and business objectives.
• Create a series of options for the client to evaluate with a strategic approach to timelines, costs and deliverables.
• Be transparent about pricing and any assumptions.

Return to Lifecycle

Once we've qualified that there is a potential sales opportunity, we begin solutioning the best possible engagement based on the clients need. Start by collaborating with the client to develop a tailored solution, including pricing strategies and a formal proposal. This is a collaborative phase where the Strategic Delivery Leader (SDL), the Client Success (CS) and the GA work closely to create a compelling value proposition.

Key Activities

2: Define the Solution

• Growth Advisor (GA)
• Client Success (CS)
• Strategic Delivery Leader (SDL)
• Key Executives (depending on deal needs and potential)

Shown here are seveal micro-processes within this stage. Select one to learn more.

Processes within this stage

Who's Involved

4. Create SOW*

5. Approve SOW*

3. Client Paper

1. Solidify Pricing

2. Weighing Investment

1-6 Weeks

• SDL, CS, GA will all align on final scoping sheet that will be translated to SOW
• CS will create SOW for the team to begin to apply critical components to.
• Review the SOW with internal team to ensure accuracy and feasibility.
• Confirm pricing (payment terms, RPH, hours, value) are in alignment with team and client expectations.
• Gain internal approvals before sending the contract to the client.
• Negotiate terms and conditions to reach a mutually beneficial agreement.
• Ensure all legal, finance, and compliance aspects are covered.
• Use Docusign to facilitate signature and Salesforce to process the opportunity.

Return to Lifecycle

Create legal agreements and negotiate the Statement of Work (SOW). This stage focuses on ensuring that all contractual aspects are aligned with both the client’s and our internal expectations.

Key Activities

3: Contracting & Negotiating

• GA
• CS
• SDL
• PM
• Leaders (CFO, CSO, CGO, SVP of GTM & SVP of Delivery Operations)

Shown here are seveal micro-processes within this stage. Select one to learn more.

Processes within this stage

Who's Involved

* Required step

1. Resource Alert*

2. Resource Request*

1 - 4 weeks

• Coordinate with the Resource Manager to allocate the right team members.
• Assess resource availability and align with project requirements.
• Determine needs for contractors or additional staffing if required.
• Schedule internal kickoff meeting with the assigned team.

Return to Lifecycle

Identifying and allocating key resources for the project based on required skills, capacity, and client needs. This stage involves assembling the project team and ensuring they are prepared to begin work.

Key Activities

4: Resourcing the Project

• Resource Manager
• Client Success (CS)
• Strategic Delivery Leader (SDL)
• Delivery Team Leads

Shown here are seveal micro-processes within this stage. Select one to learn more.

Processes within this stage

Who's Involved

• The request will be done in WorkFront through submitting a service desk ticket.
• When you make the request please ask IT to submit to add all of the critical members to that channel.
• The name of this channel can be either #RFP_Account-Name OR #Pitch_Account-Name
• Once it's created by IT, the requestor should then begin to orchestrate and communicate to the team on any next steps for the deal directly within the channel.
• We recommend using the Canvas feature within Slack to document all of the key deal dynamics, and Pin any critical documents such as the Scoping sheet, RFP brief, or pitch to the channel.

If the deal is an RFP or will require a lot of collaboration with many internal stakeholders, GAs/CS should request a new slack channel.

Request Channel

1. Seller (CS / GA) creates presentation that must include. Please start from a template you can find from the Google Library or from a previous, relevent, Pitch.
2. Once the team starts building out the pitch here is who should be building or drafting content for each slide:
1. Seller (GA for NB / CS for EB) will add all "About SHIFT" slides
2. Seller is responsible for "Defining their need". They should use the recommendations and insights from qualifying call to do so.
3. SDL will build the "Recommended approach(es)" slides.
4. SDL will also add any relevent deliverable examples to highlight.
5. Seller will add "case studies" from the Client Story book or request a new Case study from the GTM team.
6. Seller will complete the deck with "pricing ranges" and "timeline options"

Building out the pitch deck can be either straight forward if we're rinsing and repeating an existing pitch for a new client or incredibly time consuming and highly custom if we're builing a bespoke solution for a client. Here is the way the pitch shoould be structured and drafted regaurdless of the complexcity of the pitch:

Create the Pitch Deck

While negotiating costs and cost adjustments are common in the scoping process, there is always a case to stay the course with your current pricing, even with the risk. As you, both GAs & CS, consider adjusting pricing we'd recommend you weight the following items with the deal team to choose the best course of option.

• How does this scope measure up to the client's historic spending with us (for EB)?
• How does this scope compare to clients like them and projects like this in terms of the cost and work?
• Will this deal be a success with reduced scope? Or does this put both us and the client at risk?
• Will we be missing any critical components to the work with this reduction?
• Where do you believe margin will be projected with this adjustment? Will we be profitable?
• Is there an investment for this engagement in hopes there is expansion in the future?
• Can we keep scope as is but instead utilize lower-rate resources to accomplish the same scope?
• Is any adjustment really worth it, or should be stay the course, even with the risk? What would that risk be?

Don't hesitate to pull in your CSO, CFO, CGO, or SVP of GTM to help you in this process.

Weighing Businss Value: Don't Bet Agaisnt Yourself

Expansion Sessions

Account Plans

Shown here are seveal micro-processes within this stage. Select one to learn more.

Submit Outcomes

2-3 Weeks

Processes within this stage

• Build a strategic account plan that outlines growth opportunities.
• Conduct a post-project review to identify new needs or opportunities.
• Schedule regular check-ins with the client to maintain the relationship.
• Propose additional services or solutions that align with the client’s future goals.

Activities

• Growth Advisor (GA)
• Client Success (CS)
• Key Project Leads (SDL, PM)

• Executies & GTM (for support)

Who's Involved

9 // Expansion Opportunities

Identifying opportunities for upselling or cross-selling additional services to the client. This stage focuses on building long-term relationships and increasing the lifetime value of the client.

All deals in pursuit must go through deal staffing. There are slightly different processes for new and existing business, which can be found here.New Business Staffing (assigning an SDL & CS)

• GAs to submit deal details currently in pursuit in #NB-deal-staffing slack channel.
• JT (or in some cases Ryan, Adam) will assign an SDL.
• Arturo, or Natasha, will also assign a CS for this account.
• Depending on the deal the CSO, CTO, or CXO may also stay closely involved.

Existing Business Staffing (assigning an SDL)

• If the deal is similar to the work already being done with the client, continue to work with your existing SDL on the active project, there is no need to assign anyone new.
• If the deal is different then what is currently being done with client today, GA or CS to submit deal details in #EB-deal-staffing slack channel.

• JT (or in some cases Ryan, Adam) will assign an new SDL for this new engagement.

Deal Staffing

Redlines

Approving SOW

Shown here are seveal micro-processes within this stage. Select one to learn more.

Creating SOW

2-3 Weeks

Processes within this stage

• CS will create SOW for the team to begin to apply critical components to.
• Review the SOW with internal team to ensure accuracy and feasibility.
• Confirm pricing (payment terms, RPH, hours, value) are in alignment with team and client expectations. Gain internal approvals before sending the contract to the client.
• Negotiate terms and conditions to reach a mutually beneficial agreement.
• Ensure all legal, finance, and compliance aspects are covered.
• Use Docusign to facilitate signature and Salesforce to process the opportunity.

Activities

• CS
• CS
• SDL
• PM
• Leaders (CFO, CSO, CGO, SVP of GTM & SVP of Delivery Operations)

Who's Involved

3 // Contract

Create legal agreements and negotiate the Statement of Work (SOW). This stage focuses on ensuring that all contractual aspects are aligned with both the client’s and our internal expectations.

There are key team members who should review and approve the SOW based on the key areas of that SOW:

1. SVP of GTM & SVP of Delivery Ops can do an end-to-end first review
2. CSO (or CTO/CXO for specific projects) Must review approach & approve all SOWs
3. CGO reviews assumptions, terms and conditions
4. CFO reviews terms and conditions (if deviated from standards)

Approving the SOW

• GA or CS shares client needs & challenges.
• GA or CS communicates budget desire.
• Team brainstorms.
• GA or CS sets next steps & timing.

Solutioning & positioning the deal is a critical skill all sellers must have and prepare for, leading up to a pitch. The processes are very similar for new vs existing business but below you will see some specific nuances based on the type of deal: New Business Solutioning

• GA should schedule a 30 to 45 min meeting with the assigned deal time.
• This should include at minimum GA, CS, SDL, and where neccessary executive leadership (CSO, CGO, CTO, CXO), though not required within this intial call.

Existing Business Solutioning

• For a deal under 12 months, GA should continue to coordinate these discussions, however, for deals past 12 months CS should schedule these sessions.
• Attendance, however, is dependent on the type of deal.

Structuring the Meeting This meeting can be flexible, but overall the structure of this call should be similar to this:

Sales Solutioning & Positioning

6. Start Scope

3. Notify Deal Team

4. Sales Solutioning

2. Request Channel

5. Create Opportunity

7. Create Pitch

Shown here are seveal micro-processes within this stage. Select one to learn more.

1. Deal Staffing

Processes within this stage

2-8 Weeks

• Solution collaboration with SDL, CS, and GA
• Develop a solution that aligns with the client’s needs and business objectives.
• Create a series of options for the client to evaluate with a strategic approach to timelines, costs and deliverables.
• Be transparent about pricing and any assumptions.

Key Activities

• Growth Advisor (GA)

• Client Success (CS)
• Strategic Delivery Leader (SDL)
• Key Executives (depending on deal needs and potential)

Who's Involved

2 // Define the Solution

Once we've qualified that there is a potential sales opportunity, we begin solutioning the best possible engagement based on the clients need. Start by collaborating with the client to develop a tailored solution, including pricing strategies and a formal proposal. This is a collaborative phase where the Strategic Delivery Leader (SDL), the Client Success (CS) and the GA work closely to create a compelling value proposition.

Navigate pricing discussions, modifications, and negotiations is very common at this stage. If the client is asking to reduce cost of this scope, we have multiple ways to modify but not all are created equal. Shown below are how we'd recommend you prioritize those adjustments, with the top of the list being the preffered way to adjust, and the bottom being the least preffered:

1. Split into payment terms that are more in line with client's budget. Same scope, paid out differently.
2. SDL can reduce # of individuals / roles on each line item
3. SDL can reduce # of non-critical line items / scope / deliverables (if it doesn't impact client's direct asks)
4. GA or CS can reduce the volume of "meetings" on scoping calculator (ie: weekly 1 hour to bi-weekly 30 min)
5. GA or CS can reduce "Leadership" time on scoping calculator
6. GA or CS can reduce "Value" time on scoping calculator
7. GA or CS can reduce "Rate Per Hour" time on scoping calculator.
8. GA or CS can reduce time within a specific role, if needed, such as CS role, PM role, SDL role, but before you go here, re-review the #1/2/3 above.

Approvals: Adjustments must be made in collaboration with GA, CS, and SDL, and approved by CSO and CFO. Salesforce: If pricing is adjusted, the Opportunity Owner in Salesforce, must ensure the new price and dates are also reflected within the system and the Client Forecasting sheet.

Solidify or Adjust Pricing

If the contact has been sourced from a Partner (Salesforce, Adobe, Braze, etc...) then Stefana will likely be involved within the first qualifying call OR she will pre-qualify on behalf of the seller depending on timing and details of opportunity.

Partner Sync

Call Preparation

To prep for qualifying / discovery calls, use can use the "Discovery Prep" tab within the Sales Navigator sheet. This includes recommended steps to better understand the account and prospect before the call. This also reminds you of key items within salesforce. This is what anyone who joins a discovery call should be doing, but it is the primary responsibility of the sellers(GA or CS). This also sheet also includes "Qualifying Questions" you can use to surface needs.

4. Negotiations

3. Approving SOW

Shown here are seveal micro-processes within this stage. Select one to learn more.

1. Modifying Pricing

2. Creating SOW

Processes within this stage

2-3 Weeks

• CS will create SOW for the team to begin to apply critical components to.
• Review the SOW with internal team to ensure accuracy and feasibility.
• Confirm pricing (payment terms, RPH, hours, value) are in alignment with team and client expectations. Gain internal approvals before sending the contract to the client.
• Negotiate terms and conditions to reach a mutually beneficial agreement.
• Ensure all legal, finance, and compliance aspects are covered.
• Use Docusign to facilitate signature and Salesforce to process the opportunity.

Activities

• CS
• CS
• SDL
• PM
• Leaders (CFO, CSO, CGO, SVP of GTM & SVP of Delivery Operations)

Who's Involved

3 // Contract

Create legal agreements and negotiate the Statement of Work (SOW). This stage focuses on ensuring that all contractual aspects are aligned with both the client’s and our internal expectations.

1. Stage
2. Close date
3. Product (add the most relevent one) with an estimate of cost / hours to allow it to generate Total Bookings Ammount.
4. Next Steps

For guidance on this connect with the SVP of GTM.

Throughout this stage, the Seller (GA for NB + under 12 months, CS for EB post 12 months) will also create and maintain an Opportunity in Salesforce. This individual should also be marked as the "Opportunity Owner" within this Opportunity. Key areas that should be updated right away in a new opportunity by the seller:

Create a Salesforce Opportunity

Regaurdless of who joins you on this call, ensure you prep with that individual to align on how the call with be run, do your reserve on the account and the individual(s) you'll be meeting, and prepare to ask key questions around B.A.N.T.

• If the lead is SDR sourced, then Hannah will join the discovery call.
• If the lead is a VP of Engineering or IT, bring a more technical SDL on the call to support you.
• If the first discovery is with a partner rep, we recommend included Stefena on the call.
• If the lead is with a C-level executive, feel free to add a C-level or SVP on our side to help navigate.

Qualifying calls are critical in determining if we are a good fit for one another. These calls can be run solo (by GA or CS) but there are a few exceptions:

Discovery Call

5. Offshore Hires

4. Sourcing Contractors

3. Assign Ressources

2. Resource Request

Shown here are seveal micro-processes within this stage. Select one to learn more.

1. Resource Alert

Processes within this stage

1-3 Weeks

• Coordinate with the Resource Manager to allocate the right team members.
• Assess resource availability and align with project requirements.
• Determine needs for contractors or additional staffing if required.
• Schedule internal kickoff meeting with the assigned team.

Activities

• Resource Manager
• Project Manager (PM)
• Client Success (CS)
• Delivery Team Leads

Who's Involved

4 // Resourcing the Project

Identifying and allocating key resources for the project based on required skills, capacity, and client needs. This stage involves assembling the project team and ensuring they are prepared to begin work.

Create Scope

Create Opportunity

Create Strawman

Request Channel

Shown here are seveal micro-processes within this stage. Select one to learn more.

Deal Staffing

Processes within this stage

2-3 Weeks

• Solution collaboration with SDL, CS, and GA
• Develop a solution that aligns with the client’s needs and business objectives.
• Create a series of options for the client to evaluate with a strategic approach to timelines, costs and deliverables.
• Be transparent about pricing and any assumptions.

Key Activities

• Growth Advisor (GA)

• Client Success (CS)
• Strategic Delivery Leader (SDL)
• Key Executives (depending on deal needs and potential)

Who's Involved

2 // Define the Solution

Once we've qualified that there is a potential sales opportunity, we begin solutioning the best possible engagement based on the clients need. Start by collaborating with the client to develop a tailored solution, including pricing strategies and a formal proposal. This is a collaborative phase where the Sales Development Leader (SDL), the Client Success (CS) and the GA work closely to create a compelling value proposition.

1. CS will create the SOW document

1. CS will then modify title page, draft an executive summary, and translate areas such as pricing and phases into the statement of work
2. CS will also translate any "approach" based content (such as summaries, titles, deliverables, assumptions), already vetted in decks and scoping sheets by the SDL, directly into the phases of work within the SOW.
3. CS or GA will also make any required adjustments to Terms & Conditions or Payment Terms.
4. SDL & PM will then add any key missing details within the SOW around the approach that was not able to be obtained through historic documents.
5. SDL & PM Leadership will finally add general and project assumptions
6. CS or GA should give the document a full, final review before it is sent to leadership for review and feedback. Due to timing, reviews may happen at the same time as drafting key sections. We request flexibility from all parties in the sales process to help us all work together to get the deal done.

Now it's time to formalize all the hard work you've been pitching into a legally binding document with the client, the Statement of Work (SOW). Like much of what has been shared, this too is a team sport to the finish line. Here is how to get started:

Create Statement of Work

Create Outcome

Qualify Call

Shown here are seveal micro-processes within this stage. Select one to learn more.

Partner Sync

Processes within this stage

2-3 Weeks

• Conduct a thorough discovery call to understand the client’s needs and challenges.
• Map out the client’s decision-making process and identify key stakeholders.
• Use BANT criteria to score and qualify the lead.
• Set up a follow-up meeting with the client to discuss potential solutions.

Next Best Actions (NBA)

• Growth Advisor (GA)

• Go-to-Market (from lead gen)
• Partner Alliances (from partner generated leads)

Who's Involved

1 // Qualifying the Customer

Assessing potential clients (contacts and accounts) to determine fit and deal potential. This stage includes identifying decision-makers, understanding client needs, and using the BANT framework (Budget, Authority, Need, Timing) to qualify leads. Key discovery questions should uncover the client’s pain points, goals, and budget.

Assign Ressources

Skills Evaluation

Shown here are seveal micro-processes within this stage. Select one to learn more.

Resource Request

1-3 Weeks

Processes within this stage

• Coordinate with the Resource Manager to allocate the right team members.
• Assess resource availability and align with project requirements.
• Determine needs for contractors or additional staffing if required.
• Schedule internal kickoff meeting with the assigned team.

Activities

• Resource Manager
• Project Manager (PM)
• Client Success (CS)
• Delivery Team Leads

Who's Involved

4 // Resourcing the Project

Identifying and allocating key resources for the project based on required skills, capacity, and client needs. This stage involves assembling the project team and ensuring they are prepared to begin work.

While it is always preffered to sign agreements and legal language on our preffered contracts, we understand that many businesses require their vendors to work through their approved legal languages and because of the complexity of their orgs, it may be more mutally beneficial for us to do this due to timing. When we're at the stage to share an MSA and or Statement of work (SOW) the first thing you'll ask the client is "Do you prefer this on our paper or yours?" This is something we should be doing withn New Business Primarily, leaving the GA responsible for this. For EB, we will know already, in advance, if a client prefers their paper or ours as it's usually one of the first contracting discussions had with a buyer. Once the GA is aware of the preference, they can notify the team. If the client prefers their paper, this requires involvement with CFO much sooner in the process. Assume an additional 2-4 days to review legal language for client paper vs our paper just to familiarize ourselves with the legal langage from the client and ensure we're not taking on undue risks in this relationship. GAs should and will work collaborative with CFO during this time, typically also aligning with finance, legal or procurement on the client side, to ensure contracting language is mutually beneficial.

Client Paper vs SH/FT Paper

Expansion Sessions

Account Plans

Shown here are seveal micro-processes within this stage. Select one to learn more.

Submit Outcomes

2-3 Weeks

Processes within this stage

• Build a strategic account plan that outlines growth opportunities.
• Conduct a post-project review to identify new needs or opportunities.
• Schedule regular check-ins with the client to maintain the relationship.
• Propose additional services or solutions that align with the client’s future goals.

Activities

• Growth Advisor (GA)
• Client Success (CS)
• Key Project Leads (SDL, PM)

• Executies & GTM (for support)

Who's Involved

9 // Expansion Opportunities

Identifying opportunities for upselling or cross-selling additional services to the client. This stage focuses on building long-term relationships and increasing the lifetime value of the client.

Expansion Sessions

Account Plans

Shown here are seveal micro-processes within this stage. Select one to learn more.

Submit Outcomes

2-3 Weeks

Processes within this stage

• Build a strategic account plan that outlines growth opportunities.
• Conduct a post-project review to identify new needs or opportunities.
• Schedule regular check-ins with the client to maintain the relationship.
• Propose additional services or solutions that align with the client’s future goals.

Activities

• Growth Advisor (GA)
• Client Success (CS)
• Key Project Leads (SDL, PM)

• Executies & GTM (for support)

Who's Involved

9 // Expansion Opportunities

Identifying opportunities for upselling or cross-selling additional services to the client. This stage focuses on building long-term relationships and increasing the lifetime value of the client.

Seller (GA for NB / CS for EB) will notify the deal team of their assigned involvement in the new deal. Seller will then notify #deal-solutioning (formerly RevDesk) channel of the upcoming deal to get group thoughts, stories, and recommendations.

Notify the Deal Team

• Outcomes are created within Salesforce OR created within Workfront and pushed to Salesforce to manage.
• For NB, typically Growth Advisors create the Outcomes and Contacts for any and all prospects being currently being qualified (whoever had the discovery conversation should create the outcome).
• If someone else, outside of a GA creates a NB outcome, they must notify Natasha, to assign the right GA to the prospective account.
• For EB, anyone can create an outcome across the organization, but CS should manage outcomes post 12 months and under 12 months should be managed by GA.
• GA or CS must change the status to 'Qualifying' and add all required data (Next Steps, Opp Size, Opp Open Date, etc...) directly into the Outcome within Salesforce.

Create Outcome

RESOURCE REQUEST is required once an opportunity is Closed Won on Salesforce. The responsibility is on the PM.

Resource Request

RESOURCE ALERT is required once an opportunity gets to the Engagement Review stage on Salesforce

• If it is existing business, the responsibility is on the PM
• If it is new business, the responsibility is on the CS

Resource Alerts

1. CS creates Scope Sheet
2. CS will select a Scope Sheet based on a template by project type (Implementation vs Solution vs Retainer).
1. If the deal requires options (typically early in deal cycle) start estimating the work in the 'Proposal Options' tab available in each of template option.
2. If there is an existing scope that an SDL has created that is similar to this deal, make a copy of that to start, it will likely reduce time.
3. CS will set the focus & stages of the scope that are required to guide SDL in their estimates.
4. SDL should add line items, key assumptions, job roles, & hours estimate by role
5. GA (or CS for post 12 months EB) is only one to modify rate/value.
6. CS or GA shares scope sheet to CSO/CGO for review & approve
7. GA & CS should align with CSO/CGO on pricing before it's shared with client.

At SH/FT scoping is a bit of a team sport. This is a collaborative experience between primarily the CS and SDL roles. Here are the key steps and resposibilities of scoping

Start Scoping