Transcript: Holding Your Teams Accountable

With a Service-Level Agreement

Video 1: The Importance of the Sales and Marketing SLA

Janet Comenos: I think one of the key things you have to do so that you don't have friction between sales and
marketing is to make the sales and marketing teams’ goals complementary to one another so that they're forced to
work together, rather than creating an incentive structure that might be competitive.

Matthew Cook: There is no separation between sales and marketing. You know the line between sales and marketing
has been obliterated and it's got to be a singular focus, which is on revenue, and the companies that we've seen
provide sales enablement services really well have basically had that fundamental belief in common.

Hey, it’s Kyle from HubSpot Academy. Did you know that 69% of high-performing companies rank communicating business
goals company-wide as the most important and effective way to build a high-performing team? Did you also know that, in a
typical company, only 7% of employees know what they need to do to contribute to company-wide goals? That’s a huge
disconnect!

Your company needs to have a clear revenue goal, but unless your teams know what they need to do to contribute, it isn’t
going to do you a lot of good. So you’ll need to help marketing and sales each understand their role in achieving that goal. And
the best way to do that is to implement a service-level agreement, or SLA, between the two teams.

An SLA is an agreement between a service provider and its customer that guarantees a certain output. When it comes to sales
and marketing, this is actually a two-way agreement, with marketing promising a certain number of leads to sales, and sales
promising to contact those leads within a certain timeframe. And the goal, here, is to provide sales with the exact number of
leads they need. Here's Steve Bookbinder, CEO and head trainer at DM Training:

Steve Bookbinder: I only need in my pipeline, I literally only need enough for me to hit my goals. Now I will tell you
that I not only need a certain amount of revenue, but I need a certain number of sales. I may need three sales a
month, or I may need five sales a month, or maybe I only need one sale a quarter. Now we get to the average order
value. Problem is, I don't really have average sales. I could average out the revenue, but what I might really need is
one big sale a quarter, three small sales, and an average sized sale. Some combination, some portfolio like that.

Calibrating your marketing efforts to be able to provide that perfect portfolio of sales is a key outcome of sales enablement.
Developing an SLA will help you get there. Without it, marketing and sales might be chasing differing and even conflicting
goals. But with an SLA in place, marketing and sales become jointly accountable for delivering the revenue your company
needs. And that will enable you to achieve your company-wide goals.

Video 2: Creating an SLA for Your Teams

To create the simplest version of an SLA, you need to know three things: One, the average conversion rate from lead to
opportunity, two, the average conversion rate from opportunity to closed sale, and three, the average value of a sale. With
these three pieces of information, you can calculate how many qualified leads marketing needs to send to sales in order for
your company to meet its revenue goal. Here’s Mark Roberge, who was the founding member of HubSpot’s own sales team,
but has since left us to become a senior lecturer at Harvard Business School:

Mark Roberge: At first, when we started this at HubSpot, we did a pretty good job. We knew that when we gave 100
leads a month to a mid-market sales person, that they connected with half of them, did 30 discovery calls, converted
to 15 demonstrations, and closed five customers for roughly $800 of monthly, recurring revenue. Like clockwork,
right? You look at that, across 10 or 12 reps, and that's easy math to say, "Listen we've got 10 salespeople. Each of
them needs 100 marketing qualified leads each month, so you need to deliver 1,000 leads, per month, for that team."
That's like top five or 10 percent. That's pretty good. Now, in that context, sales does not get off the hook. If
marketing is going to step up and be that accountable to their deliverable, then sales needs to have the same level of
accountability. Essentially, what we created was a pretty simple dashboard that was, it was called the “don't be on it”
 Transcript: Holding Your Teams Accountable
With a Service-Level Agreement
dashboard. Anytime a lead wasn't called within 24 hours, boom. Your name showed up with the number of leads that
fall in that category. Anytime a lead that had been in the cycle for two weeks that wasn't called five times, then boom,
that would show up on the dashboard. You're really codifying and programming in all the expectations of behavior
that you had of your, that you expected of your salespeople, to work those leads with the right amount of rigor and
the right amount of expertise to get a certain conversion amount against it.

Notice how Mark used those conversion rates to calculate how many qualified leads marketing needed to produce — in this
case, it was 1,000. Then marketing promised to deliver that many leads each month, and sales promised to contact those
leads within a certain timeframe — in this case, 24 hours. If these were the numbers for your company, your SLA would look
like this:

Every month, marketing will deliver 1000 qualified leads to sales, and sales will contact each of those leads within 24 hours of
receiving it.

That’s the most basic form of an SLA, and it’s a great starting point. Mark calls it top five percent. But it can still be improved
upon:

Mark Roberge: Obviously not all leads, even MQLs, are created equal, and what happened was when we measured
the marketing team, and it got behind on that SLA in a given month, they started to tweak the calls to actions that
they went after. Right? As an example, we counted a VP of Marketing that came to the site from a mid-market
company and downloaded the ebook. We counted that as an MQL. That's a great lead. VP of Marketing, mid-market
company, comes and downloads an ebook. Now, you've got a VP of Marketing that comes to the website and
requests a demo. That's a great lead, too. Now, which one do you think closed at a higher rate? Clearly the demo
request. It was about three times higher. Which is easier for marketing to get to convert on the site? An ebook. Right?
It's a lot easier to get a visitor to come to a website and download an ebook than it is to request a demo. Even in the
top five percent, SLA approach are on MQLs and marketing generated leads, there was clearly misalignment, and as
the month went on, and marketing fell behind on their SLA, all the calls to actions changed to ebook downloads, and
the sales team was like, "Where are the demo requests?" Right? We went back to the drawing board and thought
about it. Essentially what we did was we took a segment of leads, and calculated what percent of them converted to a
customer, and how much those customers spent on their software. Right? We knew when a mid-market VP
downloaded an ebook, one percent of the time, that converted to a customer, and they bought $100,000 worth of
software. We also knew that when a VP-level executive at a mid-market company requested a demo, that converted
at three percent, and they also purchased $100,000 worth of software. If you multiply those two numbers together,
you get a lead value at the time of conversion. You know that an ebook download, on average, is worth $1,000 to the
company, and a demo request from a VP is worth $3,000. Now, it was no longer get 1,000 MQLs. It was generate
$300,000 of lead value. If you need to get there through 1,000 demo requests, or 3,000 ebook downloads, I don't
care. Do it either way. We gave the correct credit to marketing for getting that higher value lead. There was a
profound moment that we were able to put marketing on a revenue quota, just like sales, and have that level of
accountability.

Now, that sounds really mathy, but it isn’t as complicated as it seems. If you have your leads organized into a two-by-three
matrix, then you already have the hand raisers separated out. If you look at your past sales data, you’ll almost certainly find
that hand raisers close at a higher rate than other sales-ready leads. So when it comes to your SLA, you may want to count
hand raisers differently from the way you count other sales-ready leads.

In Mark’s example, the close rate for hand raisers was three times as high as other sales-ready leads, so they were counted as
being three times as valuable. If you can calculate the close rates for each of the six buckets in your lead qualification matrix,
do it, and funnel that information back into your SLA requirements. The result might look something like this:

Every month, marketing will deliver $100,000 in lead value to sales, and sales will contact every marketing qualified lead
within 24 hours of receiving it.
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With a Service-Level Agreement
That’s how you focus your teams on pipeline creation. If you can get your SLA to that point. you’ll give your marketing team a
lot more flexibility in the number of leads they need to send to sales, and sales will be able to enjoy a steady stream of higher
quality leads and discover what it really means to sell efficiently at a higher velocity.

Video 3: Optimizing Your SLA

Once you have the math figured out for your SLA, you’ll need to spend some time thinking through the logistics of delivering
on it. There are strategies you can use to improve the way both teams deliver on their promises. Let’s start with marketing’s
deliverables:

Your SLA is going to require that marketing delivers a certain number of leads or a certain amount of lead value every month.
It’s great to know exactly what marketing has to deliver within a given month, but if you don’t pay attention to pacing, you
can run into serious trouble. Here’s Mark again:

Mark Roberge: When it came to measuring marketing, at scale, that became a pretty precise engine to run. Right?
Because you could imagine a chart where it's like, "Okay, mister marketer, you're supposed to generate $100,000 of
lead value for the mid-market team this month." Okay, so every day, we can draw a straight line that goes from zero
to $100,000 of value, spent over 30 days. Now, you can't have marketing run this super campaign in week one, get to
the $100,000, and go to sleep for three weeks. I just don't have the salespeople to call those leads, and you're going
to waste a bunch of them. Similarly, you can't have marketing go to sleep for the first three weeks of the month, and
then run a super campaign at the end. I've got reps sitting around, for three weeks, doing nothing. When you have
five salespeople, six salespeople, it's not as big a deal. But when are you going to start to scale? When are you going
to start to grow? You've got to have a much more precise engine to hug that line really closely, and make sure the
lead capacity that you're sending to your sales team matches the sales capacity you have to receive it.

As Mark said, this matters more once you start to grow, but it’s an important thing to keep in mind regardless of what your
current size is. Implementing an SLA is a recipe for growth, so you need to be looking forward and preventing problems before
they start. As marketing gets better at delivering the right number of leads every month, they’ll need to also get better at
delivering those leads at a sensible cadence.

And keep in mind, too, that the shape of that line might need to change from time to time. It could be that there are industry
events or seasonal factors that make it so sales is really busy in certain months and less busy in other months. If it’s a
predictable ebb and flow, marketing can shoot to turn down the lead generation during the busy months and turn it up during
the slow months to help things out. A straight line is the best place to start, but always feel free to adjust if you think there’s a
better way to achieve your goals.

For sales, the SLA requires contacting leads within a certain amount of time. Determining this timeframe is one of the most
delicate parts of designing the terms of an SLA. Marketing’s deliverables are calculated using math — you look at how much
revenue you need in a month to meet your company’s goals, and you figure out exactly how many leads you need to hit that
goal. But how quickly should sales contact those leads?

The correct answer is as quickly as possible, and even though that isn’t specific enough to go into an SLA, that should always
be the goal your teams have in mind. Why? Because the faster you contact your leads — particularly those hand raisers — the
more likely they are to close. Here's Josh Harcus, founder of Huify and author of A Closing Culture:

Josh Harcus: In fact, to give you some real hardcore data on this, most companies call MQLs or leads is what the
overall study states, within 42 hours of them becoming a lead. Studies show if you call them within five minutes
versus waiting 24 hours, you increase the chances of closing them 1000 times. Not 1000%, 1000 times. Just that move
alone, knowing that all of your competition is most likely calling leads within 42 hours, that's really the reason why
sales and marketing line matters. We saw that firsthand. Our company really rallied behind that, Hüify did, and we
practiced what we preached. In one year, we 6x-ed our revenue. That's the kind of case study is we’re like, “Okay,
hold on a sec. What?” It was because even down to customer success, we were completely aligned. Every lead needs
to be called within five minutes. It doesn't matter if the entire sales team is busy out to a conference, whatever,
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someone needs to get on the phone with a lead. We would even have customer success people jumping on the
phone and saying, “Hey, just wanted to make sure I called you. It seems you had some questions. I might be all
answer some of them, maybe not. I know a few people who can definitely answer these questions, but go ahead. Lay
them on me.” People, overwhelming positive response, they're like, “Wow, thank you so much. Yeah, I do have some
questions.”

That’s amazing! And it’s worth noting that Huify was a seven-person company when they implemented this rule, so it isn’t as
though a large team is required to hit that goal of contacting leads within five minutes. And if there’s potential to 6x your
revenue, it’s probably worth the effort.

That’s why the timeframe for contacting leads is the most delicate part of the SLA: on the one hand, faster is always better; on
the other hand, you have to have a high level of dedication to be able to pull off a Huify-style five-minute follow up. So work
with your sales team to figure out what the fastest reasonable timeframe is, and then look for ways to shorten it as time goes
on. And there are lots of ways that you might speed up your response time. If you’re a small company like Huify, it might
require getting people outside of sales involved. If you’re a bigger company, you might want to make some organizational
changes. Here's Laura Poggi, Vice President of Marketing North America and Global Marketing Infrastructure at PeopleDoc,
explaining how they reorganized their teams to improve their response time:

Laura Poggi: Another thing that we did recently, which has yielded great results so far, is we've actually decided to
move our insides sales team or our business development team into the marketing organization for better alignment.
That does a couple of things. It allows us to work way more closely with the inside sales team and we were working
with them pretty closely before but to actually take a look at the messaging because often times that team may be
the first touch or really human interaction that a prospect has with our organization. You really need that to be a
strong interaction and a great interaction. How do we make sure that we're really staying true to who we are and to
the messaging that we want people to hear? Really helping people find the information that they need. That's been
great and ever since we've done that, we've increased the number of qualified meetings that team has generated by
60 percent.

Impressive. So put some serious thought into how you can contact people faster, but there’s another question you need to
consider as well: What happens if your sales team can’t get a hold of someone? When should they try again? How many times
should they try before giving up?

The answers to these questions depend on the sorts of people you’re selling to. For us here at HubSpot, Mark Roberge did a
ton of analysis and found that the optimal calling pattern for our sales teams was different depending on whether they were
calling enterprises, mid-market companies, or small businesses. If you have the ability to perform that sort of analysis, do it
and see what you find. But if not, don’t worry — Mark has some advice just for you:

Mark Roberge: It takes a lot of effort to do your own analysis, and it takes a lot of volume to do your own analysis. In
the beginning, if you're a newer company, and you just haven't gone through the analysis yet, look at some of the
market research, and come up with some subjective guesses as to what these things are. Come up with some guesses
as to what the ideal patterns are. Come up with some guesses around a lead value, even though you haven't studied
it yet. Put in the infrastructure, and then start measuring it. Right? At least, it will give you that metrics cadence that
you can speak to, and a quarter from now, six months from now, you'll start to have some historic data to compare it
against and say, "We really undervalued this lead," or, "You know what? It turns out that we are actually under-calling
these types of lead segments." I would start with the market research, and some qualitative, subjective sort of
guesses on this stuff, to put the infrastructure in place, and then if you've got the ops bandwidth, and you've got the
volume, then check against that and bring it to your data over time.

So if you don’t have enough data or if you don’t have the ability to perform an in-depth analysis, don’t worry. Remember,
even having a very basic SLA in place will set you apart from the competition. The best thing you can do is start with your best
guess and iterate toward something more sophisticated.
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With a Service-Level Agreement
So start with an SLA that requires marketing to deliver a certain number of leads each month and requires sales to contact
those leads within a specific timeframe. Once you get that in place, start getting more sophisticated in the kinds of leads
marketing sends to sales, and start looking for ways to optimize the timeframe and cadence of your sales outreach. And from
there, you’ll be able to iterate your way to an SLA that completely revolutionizes the way your company performs.

Video 4: Beyond the SLA

As you implement an SLA between your marketing and sales teams, there are four concerns you might encounter. Here’s how
to address and overcome them.

Concern #1: What if the SLA requires more leads than marketing can deliver?

This is an important thing to keep in mind as you create your initial goal. If you do the math and it requires marketing to
deliver an impossible number of leads, then your goal isn’t realistic, and you may need to rethink it.

That said, if the math says marketing needs to produce more leads than they ever have before, that doesn’t necessarily mean
the goal is impossible. You may just need to optimize your marketing velocity. Here’s Jamie Shanks, CEO of Sales for Life,
explaining how to do this:

Jamie Shanks: Now that you understand that there is a discrepancy or delta challenge between what you're creating
and the end result you're trying to get to, you then have to understand that you and marketing can control three
levers. You can control the volume at which you produce more insights. You can control the velocity, the speed at
which it takes you to create one, two, three, four, thus giving you a time savings to allocate resources to other
marketing initiatives. Then the last is the conversion or probability of a particular insight. As you go through your
evaluation process, you have to determine how many blogs do we make, how fast can we make one blog, and what is
the average yield or throughput conversion probability of a blog taking and converting one new lead. As an example
you might say, "Well, we create 250 blogs a year. Each converts five leads per average. It takes us three average each.
This is our man hours." You'd break it down like an ad agency would, blogs, eBooks, infographics, case studies,
podcasts. All of it is what you're capable of doing today. What you need to do is reallocate resources as you do these
measurements to realize wow, it takes us three hours to write a blog, what if I were to trim that down to one hour
and I were to give back the company two man hours times 250 business days, where could we reallocate resources to
maybe infographics? You got to learn these abilities of these tips, these ways of templating and creating insights scale
to speed up the lead flow for your sales team so you can hit the goals.

So if you need to increase your marketing velocity, the first thing to do is to see how much time your marketing team is
spending on the different assets they’re creating and how many leads those assets are actually generating. Once you know
that, you can allocate your marketing resources to focus more on the assets that perform best and less on the ones that don’t
perform as well.

Concern #2: What if marketing is delivering more leads than sales can handle?

Chances are, your sales team doesn’t currently know how many leads they can handle. But just as you were able to calculate
your marketing velocity, you can also calculate your sales velocity. The formula to do this comes from the book Aligned to
Achieve, which was written by Andrea Austin and Tracy Eiler of InsideView, who are featured elsewhere in the Sales
Enablement Certification. In order to do this, there are four metrics you need to identify and measure:

• Number of opportunities. How many sales opportunities can a rep handle in a given time period? For more
complicated sales, where the rep has to be deeply involved throughout the process, this number might be fairly low,
but for more transactional sales, it can be fairly high. This number might also vary from rep to rep, based on how
much experience they have.
• Average deal value. How much does a typical sale close for? This is a key metric to know when you’re initially
calculating the SLA.
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• Win rates. What percentage of sales opportunities actually close into new business? This is another metric you need
to know to calculate the SLA, and it’s an important one for both sales and marketing to keep an eye on. If this rate is
low, it could be that marketing is attracting the wrong kinds of people. Revisit your ideal customer profile and make
sure it’s accurately reflecting the sorts of people who are most likely to close. Dig into your sales team’s lost deals and
see if you can find common traits that don’t exist among your customers.
• Sales cycle length. How long does it take your sales team to turn opportunities into customers? Remember, the goal
of sales enablement is to make your sales team more efficient, so hopefully you’ll be driving this number downward
soon.

Once you know these four numbers, you can calculate a single sales velocity metric by multiplying the first three numbers and
then dividing them by the fourth one. This will tell you how much revenue your sales team is capable of producing in a given
time period. And that’s an important datapoint to have when you first design your SLA: If your goal is half a million dollars per
month and your current sales velocity is only $300,000 per month, you might be in trouble.

But remember, the purpose of sales enablement is to help your sales team achieve goals they can’t achieve on their own. As
you calculate your sales velocity, look for areas where marketing can help improve the numbers. Certainly they can drive a
greater number of opportunities into the pipeline, and they can improve win rates by making sure leads are fully qualified
before sales reaches out. And once you get the content creation part of your sales enablement strategy in place, you’ll find
that marketing will also be able to reduce the sales cycle length. As sales and marketing work together to achieve your
company’s revenue goals, make sure they’re considering all of these metrics and what each team can do to improve them.

Concern #3: What if sales rejects marketing’s leads?

Hopefully, if sales and marketing have defined the lead qualification matrix together, all of marketing’s leads will meet or
exceed the standards sales has for their leads. But what happens if a sales rep thinks a particular lead isn’t actually qualified?

For most organizations, the leads sales chooses not to contact just get dropped, but that should never happen. If the lead
wasn’t sales-ready, it should be passed back to marketing for further nurturing. And if it was sales ready, sales should contact
it. But there may be times when there’s a dispute between marketing and sales as to whether a lead is ready or not, so you
need a system in place to make a final determination. Dan McDade, President and CEO of PointClear, calls this system the
judicial branch.

The judicial branch is a small group of leaders who review every lead sales rejects. They look them over and decide if sales was
justified in rejecting them and determine next steps. Here’s Dan explaining how it works:

Dan McDade: And, in essence, the judicial branch is basically saying, “Okay, we've said this is the market we're gonna
sell to, this is the qualification criteria for a lead, we're going to measure that any time a lead goes from marketing to
sales, that it's within that market and it's met that qualifying criteria.” If it doesn't, for some reason, when it gets to
sales, then basically sales needs to push it back, but instead of it just being pushed back to marketing, and marketing's
really not at this point, in many companies, not prepared to really do anything about that, what it does is it goes back
to the judicial branch. The judicial branch handles exceptions. I'm in marketing and I send the lead to sales, sales says
this isn't a lead, it goes back through the judicial branch because otherwise you're not gonna find out was it really
because the marketing lead wasn't qualified or was it because, as Sirius Decision says, “There were some intuitive
reasons why sales just stopped following up on the lead and decided to call it quits before they invested enough
touches really to understand what was the value of the lead.” And it throws out ... if you throw out all of these
exceptions and you start to handle them, then you're going to basically fix marketing from the standpoint of what
they call a qualified lead. You're eventually going to fix sales because they're going to have to start either following up
on the leads and reacting to them or they're going to find that they're going to be in a tough spot with their
management. And you plug this leaky funnel, this incredibly leaky funnel where leads are leaking out at every step of
the process, there's no control over and you're basically just getting a small fraction of the value of the marketing
efforts that you're doing. Another thing that this identifies, is it identifies the longer term leads and when should sales
be involved in the longer term leads. You don't want to get sales just involved in the shortest term window because a
lot of times they're going to lose that business because it’s been won by somebody else.
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So the judicial branch acts as a review board for the leads that sales rejects. In the early days of your SLA, a lot of leads might
fall into this category. Some of them will be bad leads, and the judicial branch will need to work with the marketing team to
figure out why they got passed to sales and how that can be prevented in the future. Other leads will be fully qualified, and
the judicial branch will need to follow up with the sales rep who rejected them and figure out what went wrong on that end.
As time goes by, the number of leads needing reviewal will gradually decrease. Marketing will get better at qualifying leads,
and sales will become more trusting of marketing’s ability to do so.

In order for the judicial branch to be effective, it’s paramount that its members are unbiased. You don’t want the branch to be
predisposed to side with either marketing or sales; you want its only concerned to be doing what’s best for the company as a
whole. That means that having the CMO or the SVP of Sales leading the charge is probably a bad idea, though both might be
involved as members of the branch. The ultimate decision needs to be a COO or even CEO — someone whose primary interest
is the success of the company and who can be trusted not to side with one team over the other.

When your SLA is still new, the judicial branch should meet in person, if possible, to discuss these dropped leads and figure
out the best way to determine whether they need to go to marketing or sales. But as time goes on and the list of leads shrinks,
the judicial branch might become a rotating duty several executives share, and it might be no more than reviewing a
dashboard and alerting the appropriate team leaders.

And just to be clear, the judicial branch doesn’t have to have multiple people on it. If your company is fairly small, just having
one leader review the leads is probably sufficient, as long as that leader is impartial. Here's Jen Spencer, who at time of
interview was Vice President of Sales and Marketing at a startup called Allbound:

Jen Spencer: I heard the other day from a member of our BDR team. “Well, yeah, this last batch of leads we got,
they're not good. They're not good.” It's like, okay, time out. Let's go through them please, right? Let's go through
each one of these actual people and tell ... Let's go through why these are good, why they're not good. Where did
they come from? What was the source? When did you contact them? Were they ready to be contacted? We’ve just
got to get it all out on the table. The truth of the matter is there are going to be some lead sources from ... We're, I
should clarify, we are, like, 100% inbound organization, so marketing drives leads for sales. There are going to be
some lead sources that are not going to be as valuable as others, for sure, especially when we start doing things like
syndicating content, doing a sponsored webinar with somebody else and it's not 100% inbound totally organic. Those
leads are not going to be as hot as the person who's like, "Yes, please. I want to demo your software." That doesn't
mean that they're not our ideal customer profile and a buyer persona in a customer profile. It just seems we have to
take a different approach in how we communicate with them. That takes a lot of effort. I can see how it would be
really easy to just let it go and just be like, "Oh, they're just complaining. They don't know what they're talking about."
But that's where that divide is going to happen. That's what I am hellbent on keeping from happening here.

Concern #4: What if marketing’s leads aren’t any good?

If it turns out that marketing is generating bad leads, that’s a fixable problem. Here’s Marcus Sheridan, who has helped many
companies solve this very problem:

Marcus Sheridan: Sometimes, sales organizations, when I meet with them, they say to me, "Our internet leads are not
very good." Bull. Fundamentally false. Here's what's not good. Leads are as good or as bad as the messaging that
brought them there. If your messaging is very specific and very clear as to what you are and what you are not, then all
of a sudden, you'll say ... Many of our customers say, "Our internet leads are killer. They're just tremendous. We love
our internet leads." Then you still have the ones that say, "Yeah. They just don't ... internet leads don't convert."
Messaging problems. You fix your messaging and now all of a sudden you're going to fix your lead problem.

This is why content is such a crucial part of sales enablement: Good content generates good leads; bad content generates bad
leads. Be sure to check out the sales enablement classes on content creation to learn how to avoid this problem.
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To sum up, there are four basic concerns that you might encounter when implementing a sales-and-marketing SLA, but all of
these can be overcome if you put the proper systems in place. So if you run into trouble while implementing an SLA at your
company, don’t worry — the skills you’ve acquired in this class will help you overcome them and ultimately succeed.