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Agentforce Sales Foundations

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Agentforce Sales Foundations Study Checklist
  • Platform Administrator
  • Platform App Builder
  • Platform Foundations
  • Platform Developer
  • Platform Administrator II
  • Agentforce Sales Consultant
  • Agentforce Service Consultant
  • Platform Data Architect
  • Platform Development Lifecycle and Deployment Architect
  • Platform Identity and Access Management Architect
  • Platform Integration Architect
  • Platform Sharing and Visibility Architect
  • Heroku Architect
  • B2C Solution Architect
  • Experience Cloud Consultant
  • Agentforce Field Service and Operations Consultant
  • Agentforce Nonprofit Consultant
  • Data 360 Consultant
  • Omnistudio Consultant
  • CRM Analytics and Einstein Discovery Consultant
  • Platform User Experience Designer
  • Platform Strategy Designer
  • B2C Commerce Developer
  • JavaScript Developer
  • Omnistudio Developer
  • Platform Developer II
  • Marketing Cloud Engagement Administrator
  • Marketing Cloud Engagement Specialist
  • Marketing Cloud Engagement Consultant
  • Agentforce Sales Foundations
  • Business Analyst
  • Marketing Cloud Engagement Developer
  • Marketing Cloud Engagement Foundations
  • Agentforce Specialist
  • Agentforce Life Sciences Consultant
  • B2B Commerce Administrator AP
  • B2B Commerce Developer AP
  • Agentforce Consumer Goods AP
  • Agentforce Financial Services AP
  • Agentforce Health AP
  • Agentforce Manufacturing AP
  • MuleSoft Integration Foundations
  • MuleSoft Developer
  • MuleSoft Developer II
  • MuleSoft Platform Integration Architect
  • MuleSoft Platform Architect
  • Tableau Desktop Foundations
  • Tableau Data Analyst
  • Tableau Consultant
  • Tableau Server Administrator
  • Tableau Architect
  • Slack Administrator

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0/213Learned

  • Purpose and benefits of sales territory planning
  • Aligning territory design with company go-to-market goals
  • Why fair territories matter for reps and the business
  • Data-driven territory balancing with multiple factors
  • Matching quota and rep experience to territory size
  • Planning territories early for growth, buy-in and new-hire ramp
  • Maintaining and adjusting territories throughout the year
  • Leveraging territory insights to focus a rep's selling effort
  • Account-based selling versus a wide-net sales approach
  • Deciding when account-based selling fits a sales situation
  • Ideal customer profile as the filter for target key accounts
  • Tiering accounts to match coverage and touch level
  • SWOT and market research on a target key account
  • Purpose and core contents of a strategic account plan
  • Cross-functional and account team alignment on key accounts
  • Personalized outreach for high-value target accounts
  • Measuring and refining key account engagement
  • Growing existing key accounts after the first deal
  • Quota and quota attainment as core sales measures
  • Activity measures versus outcome measures
  • Calculating quota attainability from activity and conversion rates
  • Activity quality versus volume when pursuing quota
  • Building a quota attainment plan with a manager
  • Building rapport and trust as a trusted advisor
  • Five-step relationship selling sales model
  • Analyzing a customer's business, including small and private firms
  • Mapping and engaging decision makers across a customer account
  • Understanding each decision maker's role, priorities, and challenges
  • Buyer personas and role-based sales messaging
  • Sales success stories built on the Magic Formula
  • Referrals and continued business from existing customers
  • Trusted advisor role and insight-led thought leadership
  • Client Credibility Statement structure
  • Customer-centric conversation framework components
  • Whiteboarding with the customer to confirm challenges
  • Building a case for change through storyboarding
  • Key elements of executive conversations
  • Bottom line up front for brief customer and executive conversations
  • Executive presence and ineffective verbal tendencies
  • Engaging multiple levels and buying roles in a prospect account
  • Prospect account tiers in a contact strategy
  • Outreach touch levels, channels and prospect nurturing
  • Research and trigger events for timing prospect outreach
  • Qualities of an attention-grabbing prospecting message
  • Crafting a relevant customer success story
  • Purpose and approach of a prospect cold call
  • Social selling as a prospect engagement touchpoint
  • Networking and referrals to generate prospect interest
  • Handing a warm prospect to an account executive
  • Relationship selling versus transactional selling
  • Building trusted customer relationships
  • Practicing empathy to center the customer's experience
  • Customer experience as a driver of loyalty
  • Matching rep actions to the customer's lifecycle stage
  • Nurturing customer relationships after the deal closes
  • Driving product adoption after the sale
  • Expanding existing accounts with the relationship selling model
  • Basic sales process steps and the relationship-building stage
  • Sales process versus sales methodology
  • Leads, prospects and opportunities across qualification
  • Purpose of qualifying a prospect before the sales pitch
  • Fit and interest criteria for a qualified prospect
  • BANT qualification framework components
  • BANT as a yes/no checklist versus building blocks for investigation
  • Qualifying budget when no budget is allocated
  • Identifying authority and the buying team while qualifying
  • Running a qualifying conversation on an initial cold call
  • Qualifying call versus discovery call
  • BDR and AE roles in qualification and handoff
  • Deciding to advance, nurture or disqualify a prospect
  • Readiness criteria before moving a prospect to the next stage
  • Ongoing qualification throughout the sales cycle
  • Four steps of customer-centric discovery
  • Distinguishing customer goals, initiatives, strategies and obstacles
  • Three levels of customer issues
  • Researching the customer's industry trends and challenges
  • Research sources for public versus small or private customers
  • Agenda Statement for a customer discovery meeting
  • Sharing insights to connect with the customer
  • Collaborate phase and the Questioning Model
  • Open-ended discovery questions about priorities and obstacles
  • Clarifying versus confirming questions
  • Mapping decision makers and their priorities during discovery
  • Purpose of challenge framing and its framing questions
  • When to frame a challenge
  • Challenge framing versus scoping and the elements of scoping
  • Success metrics and common business goal types
  • Building a case for change around a priority challenge
  • Storyboarding and co-creating a plan from challenge to goal
  • Customer-focused value proposition basics
  • Solution selling versus product selling
  • When to use solution selling
  • Mapping product capabilities to the customer's challenges
  • Create phase of the Dale Carnegie Sales Model
  • Summary Statement in the solution presentation
  • Fact, Benefit, Application technique
  • Evidence and customer success stories in presenting value
  • Talk-to-listen balance and needs alignment on the sales call
  • Building the customer's business case and return on investment
  • Purpose and core elements of a sales proposal
  • Sales proposal writing process
  • Choosing a pricing strategy for a deal
  • Meaning and value of objections in the buying process
  • Common objection types and their underlying reasons
  • Empathetic listening and buying or warning signals
  • Defuse, Discover, Deliver objection-handling sequence
  • Clarifying the real objection before responding
  • Relationship selling tactics for responding to objections
  • Deny, admit, and reverse as replies to an objection
  • Relationship selling versus transactional approaches to objections
  • Handling a price objection in a value-focused sale
  • Stalling and hidden objections from a possible gatekeeper
  • Surfacing all remaining obstacles before the close
  • Give-and-get concessions and deal dials in negotiation
  • Commit phase of the relationship selling sales model
  • Word Picture as the lead-in to asking for commitment
  • Relationship selling commitment methods
  • Asking for the commitment and setting a defined next step
  • Common sales closing techniques
  • Preparing a deal for the close
  • Creating the formal agreement after commitment
  • Purpose and required elements of a sales contract
  • Types of sales contract documents
  • Internal preparation and approvals for contract negotiation
  • Redlining and preparing the customer for contract review
  • Signature processes and the deal-closing timeline
  • Breaking a stalemate at sign-off
  • Pipeline as the leading indicator of annual contract value
  • Role of prospecting in the sales cycle
  • Benefits of strategic prospecting for the sales rep
  • Pipeline generation roles on a sales team
  • Ideal customer profile and target account focus
  • Inbound versus outbound prospecting
  • Prospecting outreach channels for finding new leads
  • Partnering with marketing to fuel pipeline
  • Existing customers as a source of new pipeline
  • Researching a prospect before personalized outreach
  • Targeting contacts above the power line
  • Benefit-led versus product-led prospecting messages
  • Lead nurturing to keep prospects engaged
  • Lead qualification before a lead enters the pipeline
  • Building a healthy sales pipeline
  • Sales pipeline definition and purpose
  • Sales pipeline versus sales funnel
  • Pipeline tracking dimensions and what each reveals
  • Metrics for evaluating pipeline health
  • Pipeline coverage relative to quota
  • Top-heavy versus bottom-heavy pipeline imbalance
  • Keeping opportunity records clean and current
  • Removing stale and poor-fit deals from the pipeline
  • Regular pipeline reviews and a shared pipeline view
  • Using pipeline insights to personalize and prioritize customer outreach
  • Purpose of a defined sales process
  • Sales pipeline stages and their typical order
  • Stage exit criteria and consistent stage definitions
  • Matching rep activities to the deal's current pipeline stage
  • Planning next steps to advance prospects toward conversion
  • Sales velocity and what a low velocity signals
  • Stage duration versus overall sales cycle length
  • Stage-to-stage conversion rates and sizing the pipeline
  • Getting a deal moving again when it lingers in a stage
  • Diagnosing stage bottlenecks across the pipeline
  • Why forecast accuracy matters to the business
  • Consistent stage definitions and stage-advancement steps
  • Forecast categories and stage-to-category mapping
  • Objective commit criteria versus rep intuition
  • Deal inspection questions for forecast placement
  • Weekly forecast review cadence and forecast submissions
  • Typical forecast accuracy benchmark
  • Analyzing forecast accuracy over time
  • Compelling events and close-date risk
  • Early deal red flags: stalled, pushed and inactive deals
  • Account team transparency for surfacing deal blind spots
  • Price increase impact on a deal and response options
  • Renewals and expansion as forecast risk and upside
  • Monthly progress measurement against quarterly targets
  • Pipeline versus forecast
  • Forecasting roles: rep, manager and executive
  • Opportunity details that feed the sales forecast
  • Deal lifecycle stages and rising close likelihood
  • Opportunity-level activities and dated next steps as forecast inputs
  • Current opportunity data versus static spreadsheets
  • Five forecasting questions: who, what, where, why and how
  • Business variables and trends that feed a forecast
  • Annualized contract value (ACV) as a sales metric
  • Pipeline coverage: conversion rates and pipeline gaps
  • Steps to build a sales forecast

Identify the actions needed to book and fulfill orders

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Stages of the order lifecycle

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Sales order versus purchase order versus invoice

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Sales contract purpose and when to use one

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Sales contract types and the contracting process

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Actions from accepted quote to booked order

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Verifying sales order details before fulfillment

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Implementation planning after the agreement is signed

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Identify post-sales customer journey

0/10

  • Customer lifecycle stages from first interaction to trusted relationship
  • Conversion half versus success half of the customer life cycle
  • Sales process as a continuing cycle after the close
  • Customer experience and connected customer journeys
  • Customer success role and objectives versus support
  • Sales-to-customer-success handoff
  • Communicating post-sale expectations to a newly signed customer
  • Standard versus escalation paths for post-sale customer issues
  • Renewal, expansion, and churn in the post-sale journey
  • Developing customers into champions and referral sources

Assess customer realized and expected value

0/9

  • Realized value versus expected value
  • Agreeing on desired outcomes and success measures with the customer
  • Key customer experience measurements and their goals
  • Net Promoter Score and CSAT as satisfaction indicators
  • Shared customer health metrics between sales and customer success
  • Post-sale check-ins and feedback on value received
  • Building trust, demonstrating value and minimizing effort
  • Responding when realized value falls short of expectations
  • Responding to a customer's total cost concern

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  1. Agentforce Sales Foundations Checklist
  3. Customer Success

Actions from accepted quote to booked order

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Next conceptVerifying sales order details before fulfillment

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  1. Agentforce Sales Foundations Checklist
  3. Customer Success
Actions from accepted quote to booked order

Explainer

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Practice Question

Keep going

Next conceptVerifying sales order details before fulfillment

Explainer

A customer's yes is not the end of a sale. Between an accepted quote and a delivered order, a sales rep formalizes the deal in a signed agreement and turns the purchase into a sales order that the business uses to deliver exactly what was promised. Doing these steps carefully keeps the customer from buying one thing and getting something else.
Core information
  • From quote to order, Salesforce recommends a simple flow. The customer asks for a quote on the products they want, and the sales rep responds with a formal quote. The customer then agrees and sends a purchase order, and the seller creates a sales order.
More details and nuances
  • If several signatures are needed, you may need to extend your timeline, because you don't want to miss any key decision-makers.

Explainer

A customer's yes is not the end of a sale. Between an accepted quote and a delivered order, a sales rep formalizes the deal in a signed agreement and turns the purchase into a sales order that the business uses to deliver exactly what was promised. Doing these steps carefully keeps the customer from buying one thing and getting something else.
Core information
  • From quote to order, Salesforce recommends a simple flow. The customer asks for a quote on the products they want, and the sales rep responds with a formal quote. The customer then agrees and sends a purchase order, and the seller creates a sales order.
More details and nuances
  • If several signatures are needed, you may need to extend your timeline, because you don't want to miss any key decision-makers.