Playbook Onboarding process

Disclaimer: Please follow the Onboarding process as detailed when you sign up (and login) on Playbook the first time. What I write here is only a guidance and the steps on the app may be (very) slightly different.

First, write down your ultimate objective for the current fiscal year. We are talking about the ultimate objective which we defined as your revenue goal.

In PB it will be your organizational Annual Target in revenue. 

Before this though, you will have to enter a nominal figure that denotes your current cash balance. It may not sound prudent to put that information in a sales revenue management software, so it is totally cool to put a starting figure, let’s say $1000. This will act as your control figure while measuring objectives vs actual month on month revenues and will give you a final cash balance at any time.

I. So, 2 inputs to PB in the beginning

  • Current cash balance (a nominative figure is good enough)
  • Your annual revenue target – including new sales, upsells and renewals

Then we break down this Overall Target into 2

  1. New sales – all new sales + cross sells + up sells
  2. Renewal sales – expected renewal revenue annually

II. These will be our second inputs into PB

  • New Sales Targets
  • Renewal Targets

Then we break New Sales by using some standard formulas. To derive at the formulas please use the following method.

  1. What is your average deal value in the past? (If you are a new startup with very less business a desired average deal value may be a good place to start).
  2. This will give your Deals to achieve number annually 

III. No: of annual deals required to achieve annual target

Let’s distribute the deals monthly choosing one of these methods

  1. Equally – i.e. 8.33% of the total deals or just divide total deals by 12 and distribute among the months – (OR)
  2. Unequally – since this could use any random formula or method this has to be manually input monthly

IV. Distribute targets monthly – New and Renewal & Confirm

Then we calculate the number of meetings or demos, or whichever is your opportunity defining activity, it requires to close 1 deal. This will be our opportunities to deal conversion ratio.

  1. How many demos/meetings (opportunities or deals) does it takes to achieve this annual number. For e.g. you may have a 50% conversion ratio of meetings (opportunities – whatever works for you) to a won deal.
  2. Using this number we get the Target number for the Sales Development team. The SD team will have to achieve this number to help you convert to your annual goal.

V. Input the opportunity to deals won conversion ratio. Confirm the SQL target for your SD Team

From the number of SQLs required you can also calculate the number of ‘leads’ your marketing team needs to generate. The output for the marketing will be called as an MQL – Marketing Qualified Lead. This is also a conversion ratio calculation involving the number of leads that your marketing team needs to push to the SD team for them to be successful towards their objective. An MQL can be defined simply as a lead that is ready for engagement but needs more information/convincing before taking a meeting with the sales team. 


  1. How many qualified leads (let’s say – matching your Internal Customer Profile aka ICP and ready for actual engagement) does it take to schedule 1 meeting/demo (input to the sales team).
  2. Using this number we get the Target number for the Marketing team. Marketing will have to achieve this number to help your organization reach your annual goal.

VI. Input leads to opportunity ratio. Confirm MQL target for Marketing team.

In our experience not all your WON customers actually end up using or even complete their onboarding/implementation process. This can happen for various reasons which we will not go into right here. So we need to understand this CHURN to define the onboarding/usage/implementation target for your Customer Success team. Playbook is not yet a complete Customer Management platform and hence at present let’s use it to manage the revenue generating part of Customer Management, i.e. the target for the team to ensure Customer usage and happiness.

  1. Let’s say you have a 5% droppage from WON to actual Users.
  2. This means 95% of your customers in this period will be actual users and may be the input required for your renewal team.

VII. Enter your WON to USER ratio and confirm the CS target.

At renewal, there may be a further drop in customers renewing. This is actual Customer CHURN for you. We try to minimize this during active usage of your product/service and ensuring that your customer gets great value. Let’s say the CHURN ratio is 5% – this will help us calculate the number of customers that should be available for renewal to ensure that the Renewal team will have sufficient numbers to achieve their targets. 

Finally, confirm all the Team targets one last time.

Points to note:

  • You may not have different teams defined as of now (e.g. separate marketing, sales development, sales, renewal, etc)
  • That is totally cool. But please do break down your overall targets as if you have these teams in hand already.
  • This helps organize your revenue generating process from the very beginning
  • And ensure that you have data for different teams and customer journey through you pipelines when you will have all these teams defined clearly.
  • You also may have personnel doing multiple jobs. For e.g. a sales person may be asked to generate their leads, qualify them, set up meetings, negotiate and close. This involves at least 3 different teams’ work – Marketing, Sales Dev and Sales. 
  • That is also totally cool. Let them still define number of MQLs and SQLs required to get the final number and work towards it.
  • This will also help in ensuring that the sales person is aware of required numbers at different stages in a lead’s journey to achieve their targets.
  • Finally – the efficiency you will achieve will be directly proportional to the dedication in inputting and maintaining data (records). Hence, an all out participation from all teams and users in ensuring their own data integrity will go a long way in helping your organization grow faster, better and efficiently.

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