Playbook Mapping
Platform Stage | $40M+ ARR | 200+ headcount
Main challenge: Running a durable company. Org drag, governance.
Playbook Mapping: Platform Stage
Essential Playbooks at Platform Stage
| Category | Playbook | Why Essential |
|---|---|---|
| Foundation | Growth Model | Still essential — now multi-product, multi-geo |
| Sales | MEDDPICC / Qualification | Enterprise deal complexity requires rigor |
| Sales | CPQ Implementation | Pricing complexity cannot be manual |
| Sales | Territory Design | Multi-dimensional territory management |
| Sales | Commission Plan Design | Complex comp plans need governance |
| Marketing | ABM/ABS | Enterprise deals require account-based motion |
| Marketing | Marketing Metrics and Reporting | Attribution and ROI at scale |
| CS | Customer Success Platform Implementation | CS at scale requires platform |
| CS | Renewal Process | Renewals are systematized |
| Partnerships | Partnership Success Platform | Partner ecosystem requires infrastructure |
| Operations | Forecasting and Pipeline Management | Predictable revenue for investors/board |
Recommended Playbooks at Platform Stage
| Category | Playbook | Why Recommended |
|---|---|---|
| Sales | Strategic Account Management | Top accounts need dedicated motion |
| Marketing | Analyst Relations | Gartner/Forrester influence enterprise buyers |
| CS | Customer Advisory Board | Strategic customer input for roadmap |
| Operations | Revenue Operations Audit | Periodic health check on systems/processes |
| Strategy | Competitive Analysis | Market position protection |
Playbooks by Function (Full Reference)
| Function | Playbooks |
|---|---|
| Sales | Enterprise Sales Hiring, Account Management, MEDDPICC, Sales Stage Definition, Territory Design, Commission Plan Design, CPQ, Forecasting |
| Marketing | ABM/ABS, Content Strategy, Event Strategy, Partner Marketing, Marketing Ops, Marketing Metrics |
| CS | CS Platform, Renewal Process, Expansion Playbook, Health Scoring, Support, Reference Program |
| Partnerships | Partner Program Design, MDF Management, Partner Enablement, Co-Sell Motion |
| Operations | RevOps Audit, Data Quality, Integration Architecture, Vendor Management |
What to Skip at Platform Stage
These don't require primary focus at Platform stage — organizations at this stage should manage these rather than build them:
- Rebuilding from scratch — optimize and govern what exists; wholesale rebuilds are expensive and disruptive
- Founder-led sales (unless strategic) — founders should be on strategic deals only, not in pipeline
- Tool experiments — new tools need clear ROI and governance approval; experimentation is expensive
- Dramatic org restructures — stability enables execution; constant reorgs create churn
- Manual processes — anything still manual at Platform stage should be automated or outsourced
- Single-point-of-failure knowledge — if one person leaving breaks something, document and cross-train
- Under-investing in data — data quality and architecture are foundational; don't defer investment
- Ignoring governance — governance feels like overhead until a compliance issue or M&A due diligence