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Provo, Utah, United States
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Explore more posts
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🧡 Selim Maalouf
The CEO of an enterprise company is not looking up "What is the best CRM?" on Google They reach out to their trusted consultants and ask them instead. HubSpot dominated organic search for the last decade, and as a result, dominated SMB. Breaking into Enterprise is not going to happen the same way That is exactly why HubSpot Consultants need to do better. I commend everyone who is creating content around HubSpot's latest beta features. However, that content will not bring net new customers into the HubSpot ecosystem. There is a gap in business process solution architecture content from HubSpot consultants. Content around the problems that these companies face and leaders are losing sleep over Content around possible solutions for these problems that are not simply "Buy HubSpot" Until we can build trust and become advisors to enterprise leaders, we will always be seen as software vendors. And I'm starting with my own content strategy moving forward.
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10 Comments -
Tracy Young
I would much rather have a consistent, predictable sales team that works hard every day than a rep who slams Red Bulls at the end of each quarter and closes a few big deals to get to their number. The best reps will achieve their quota target while continually improving their conversion rates, sales cycle, average deal sizes, and building pipeline for the future. Even if there is not enough pipeline, they do something every day to control their own destiny. They talk to prospects and customers, learn more about the product, and share soundbites and objection handling with other reps. This consistency in work pays off in the long run and is not reflected in sales quota attainment alone. https://lnkd.in/dfp5XDJy
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5 Comments -
Brad Rosen
Are you tracking your efficiency metrics? Quota:OTE Revenue per Employee Revenue per S&M Spend CAC:LTV Profit Margin If not, there's no time like the present. Leaders in our community are really starting to focus on efficiency metrics to understand if their companies are 1) viable and 2) firing on all cylinders. I had a conversation with a founder the other day who is revamping their whole GTM process. What does that mean? -Only hiring additional reps when calendars are completely full (that definition is up to interpretation though) -BDRs are used but for a defined scope (and many times reps are incentivized to set their own meetings as well) -No longer is a rep who is producing at 70% viable. In the past, any additional revenue was seen as good. Now, it needs to be productive revenue. -AI and automation is helping to make everyone more productive -Everyone, leaders included, are expected to know how to use tools that will improve the efficiency of their teams -Outsourcing / 1099s are being used more frequently to get the most out of the current team So if you dont have a grasp on what your metrics are, start tracking them. Then benchmark them against industry standards to see where you might be falling short. Had a great chat with Cory Pitt about this the other day.
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6 Comments -
Jeff Kushmerek
CS teams NEED to start "managing up" with execs and the board by talking about REVENUE. Yes, you can keep talking about sentiment and feelings, but start with the $. Don't lead with churn- Bottom-line-focused execs don't like that headline, so you need to tell the story better. An informal poll had CS teams owning over 50% of the revenue of many SaaS companies. Lead with this and have it be your first talking point. From there you will be able to get more things done with other departments, as your requests will be revenue-focused Need to get a Customer Success Platform as you scale? Point to revenue and the potential to lose revenue without efficiencies Need to hire more to prevent burnout? Point to Revenue potential with renewals and upsells Talk in the language your execs and board want to hear.
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13 Comments -
Usman Mukaty
The initial pain point Jaldi was built to solve was optimizing cold calling for inside sales teams. You may be asking yourself, "Usman, isn't cold calling dead?" The short answer is no. Cold calling is not only growing in popularity, but is the channel many decision makers PREFER to be contacted through, 57% to be exact. With a flood of message based automation tools many channels have lost their effectiveness. (Think of your escalating unread email inbox). If you're wondering, "How can I increase my qualified lead volume?", it may be time to invest in a strong cold calling team. It works for us at Jaldi too. #sales #jaldi #startup #marketing #coldcalling #salesmanagement #leads #leadmanagement #deals #dealflow https://lnkd.in/dtZZQfTj
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Jayden Belcher (The Saas Snowboarder 🏂)
SDR’s, how do you keep prospects on the phone??? Authenticity is crucial when reaching out to random strangers….Humor & setting clear expectations upfront to build rapport and keep the conversation going. Tune into Altar of the Demo Gods Podcast as we (John Morton & Keith Wilson) unpack the perspective of SDR’s within the sales process. - What strategies do you use to capture & retain your prospects attention? #SalesDevelopment #Prospecting #Engagement #SDR #coldcall
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4 Comments -
Bob S.
Long sales cycles can test even the most seasoned salespeople. As sales leaders these are some key strategies to keep your reps focused & deals moving forward. Content is the key: Targeted content that addresses the prospect's specific challenges throughout the cycle keeps them engaged and positions your reps as thought leaders. Nurture your champions with relevant material and keep them engaged. Personalization at all touch points: Pay close attention to your team’s messages & what they share. Make sure they are all based on the use case & interests of the prospect. This attention to detail shows attentiveness to their role, personal interests, plus respect for their position. Stage-Specific Outreach: Tailor outreach based on their progress in the buying journey, offering valuable insights and resources. Examples are, timely business case material before reviewing a proposal or engaging with customer success and an overview of the implementation process before sending out the contract are all good practices. Don't just use email, combine email with social media interactions, personalized video messages, and even handwritten notes to show genuine interest. Leverage Multiple Sponsors: Engage multiple business leaders from your side to keep the conversation fresh and multifaceted. This diversification not only enriches the dialogue but also shows a deep commitment from your team towards the prospect’s success. Not just exec to exec, MarketingOps to MarketingOps, IT to IT, etc... Direct Engagement: As leaders, your direct involvement can signal to the prospect the importance of the partnership. Personal emails, strategic meetings, or even a simple check-in call can make a significant impact. Sales leaders can add immense value by joining calls at crucial junctures, demonstrating high-level commitment and providing insights from their experience. Calibration Meetings: Regularly assess the sales cycle & identify opportunities for leadership intervention. This could involve crafting a compelling message for a specific stakeholder or navigating a potential roadblock. Balance is Key: Leaders must avoid micromanaging, but also recognize when additional firepower is needed to reinvigorate a prolonged sales cycle. Finding the balance between being persistent and being a nuisance is crucial. Focus on Outcomes, Not Outputs: Don't measure success solely on the number of calls made. Track the value delivered through each interaction, ensuring content and conversations are relevant. Enable and equip your reps: Provide fresh insights into industry trends, competitive analysis, and personalized content that they can use to speak directly to the prospect's business pain points. By implementing these strategies, you can empower your sales reps to navigate long sales cycles effectively, fostering valuable relationships that convert into long-term wins. In what ways have you adapted your strategies to manage longer sales cycles? #SalesLeadership
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Martin Roth
The path to $10MM ARR is about finding your repeatable, scalable sales motion. The formula is simple, but not easy. It looks like this: Effort + Enthusiasm + Messaging + Lead Quality = Results When you are scaling a sales team, your job is to manage the inputs. Those are the things on the left side of this equation. If you can reduce the variability of the inputs, you will have more consistent results. Put another way. Consistent inputs leads to consistent outputs. Let's break it down... 1. Effort is the driver for your sales performance. You cannot scale without consistent effort. Effort includes the velocity of sales activity (phone calls, emails, meetings, etc.). Effort also includes the way that you execute your sales activity. This is your sales process and sales playbook. You can improve the quality of your effort with learning and development. 2. Enthusiasm is an amplifier for your effort. You have to act like you want to earn the business. A little enthusiasm goes a long way in closing more business. I've found that you can't teach enthusiasm. You must hire for it. 3. Messaging is how you get prospects to believe what you believe. Your messaging is your value prop. It's how you approach your ICP. It's the way that you convince customers that their current version of the world is no longer acceptable and they must make a chance. The best messaging illustrates the consequences of inaction. 4. Lead quality drives your conversion rate You have to stay focused on your ICP. The more variable your lead quality, the more inconsistent your sales results. The best effort, enthusiasm, and messaging are helpless if you are focused on the wrong accounts. This is the formula for predictable, repeatable, scalable sales. Manage the consistency of your inputs and you will have consistent outputs. What about you? What's your formula for repeatable results?
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6 Comments -
Melissa Gaglione✨
My biggest tip for demos: practice navigating your platform as your ICP. What specific challenges/workflows/use cases does your ICP use your product for? The demo isn’t to show cool features.. it’s to show how you can solve their problems. Practice solving problems on your demo account! 🤔What’s your demo tip?
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35 Comments -
James McKay
Low value meetings. I’ve observed this damaging assumption GTM teams make in outbound sales: If a certain persona is highly engaged and responsive, they are therefore an ideal persona to target. This is absolutely not true. And it could be an expensive mistake. It’s not THAT it happens that is frightening…it’s WHY it's happening: advanced gamification. Vanity metrics are something that start to spike when selling gets hard. This is not new. Sales are sluggish, so your team starts jacking up low value activity. But low value activity is easy to detect. Low value meetings are not as easy to uncover. There is an assumption that if someone will actually take the time to meet and discuss your product, that a deal is closer to happening. But just because someone finds your product interesting does not mean they will drive the deal forward. Even if someone wants to buy your product, they may not be in a position to influence or make that decision. Sales teams are trained to weed these people out of the funnel, so I have two theories on why I’m seeing this more now than ever. 1. Salespeople are freaked out. The market is bad, targets are getting harder, OTEs are out of whack. Whatever. The good ones will tell you they are freaked out, but the others may start looking for ways to buy themselves time. 2. Poor role design. BDRs/SDRs might be incentivized to just book meetings. This is bad practice. Meetings alone are not a marker of productivity. If the team is only measured on meetings, then they will book them however they can. If your top of funnel is performing way better than the rest of your org, this would be a good place to dive in deep.
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Matt Green
Our Risk Mitigation Certification has been one of the most popular curriculums we've run here at Sales Assembly. We've gone ahead and compiled clips & frameworks from these programs that y'all can access: Taking a step back - we've had hundreds upon hundreds of CSMs and Account Managers go through this program over the past quarter. And for good reason. Post-sales teams are saddled with the responsibilities of retaining logos in a market where no budget line item is safe, while also finding and capitalizing on upsell / cross-sell opportunities. Sure, some orgs have these responsibilities segmented into teams. But a whole ton don't. Anyway, managing risk is - in large part - about being prepared and avoiding hiccups before they happen. To that end, we've gathered 5 clips and takeaways from recent courses of ours on: 1. Strategies for Time Management and Scheduling 2. Navigating the Most Common Customer Stumbling Blocks 3. Segmentation and Engagement Models 4. Creating and Utilizing Account Plans 5. Multi-Threading: Aligning Execs, Champions, and Owners Hopefully you find this stuff valuable: https://lnkd.in/gZystDZf If you're a CS/AM leader and would like to send an IC or two from your team to upcoming courses like these as our guests, just holla at me.
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13 Comments -
Dan Cremons
Plugging the hole at the bottom of your company's revenue bucket = one of the biggest value generators in a B2B biz. In a recurring rev businesses, small improvements in churn can yield BIG improvements in long-term EBITDA. Model it out and you'll see. So reached into the Winning Moves video archive and pulled out 9 how-tos for improving customer retention. It's like Flex Seal for a B2B company's revenue bucket. Check it out in the comments below ↓
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6 Comments -
Leandra Fishman
In 2024 sales leaders are being asked to hit bigger targets with tighter budgets. On a macro level this can feel daunting, but if you boil it down team by team, rep by rep– the answer clearly sits in the efficiency and productivity of your rep’s day. And in order to drive that daily efficiency and productivity, you need to deeply understand the foundational systems + processes that actually allow your team to spend the bulk of their day talking to customers and prospects. If I’m a frontline manager or Dir of sales right now, I am revisiting this checklist quarterly to drive that efficiency and productivity within my teams: 1.) Revisit your deal cycle workflows and ensure your reps understand the ins and outs of the tooling and sales process. ↳They need to know how to navigate the sales methodology you use ↳They need a deep understanding of your CRM and entry and exit criteria for deal stages ↳They need to have clarity around forecasting expectations and how to keep their pipeline clean ^ All the logistics of getting the job done. 2.) Skills assessment/reinforcement and training around how to make sales conversations meaningful. ↳Revisit messaging and positioning ↳Regular objection handling practice ↳Understanding each persona, their problems and buyer signals that indicate it’s time to reach out to that specific prospect ↳Value, benefits, ROI, differentiation matters Fewer tools means less complexity. See where you can cut standalone tools and consolidate to more comprehensive and all-in-one tools (like Apollo) to give your reps a more centralized operating system and reduce the time spent navigating their tech stack. Simplicity will help your reps win. 💪🏼 The market and selling environment is changing rapidly. Your teams are growing and shifting constantly. These things should be top of mind and regularly revisited at the team and rep level to ensure they are as equipped and empowered to do what they do best (sell!) at all times. How often are you running enablement sessions with your team? Do you focus on process or skills more? #salesexcellence
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12 Comments -
Armand Farrokh
It’s 10x harder to reset expectations than it is to set them upfront. From AE to VP of Sales, I learned this the hard way as the stakes increased: - As a rep, tell them happens if they cannot close by EoQ upfront. - As a manager, tell them what happens if the performance issue isn’t fixed. - As a VP, tell your CEO when the goal is at risk before the slip. I’ve faced the consequences of the inverse of each of these. Pay it forward to your future self. #sales
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1 Comment -
Derek Steer
The highest-performing sales rep in Mode history did one thing differently from everyone else. Well, he did a few things. But when we studied how he closed deals, there was one thing that really stood out. When a prospect asked him for pricing, he offered it freely. There are categories where it’s not typical for companies to list their pricing on their websites. It happens that Business Intelligence is one of those categories. Like most of our competitors, we chose to quote prices only to prospects we had qualified during a sales process. Most of the time, that went like this: 1. Customer signs up for a demo through the website. 2. Before we give them a demo, an SDR does a qualifying call where we get information about what is important to them. If the prospect asks for pricing on that call, the SDR says that our quotes are custom and that we would be able to quote a price with a little more info about how the company would be using our product. 3. Assuming they are qualified, they would have a call with an AE next. The AE would demo our product, but typically not quote pricing; for that, they would need to go back and write up a custom quote. Our highest-performing salesperson gave ballpark pricing whenever the customer asked, which was typically very early in the process. “Customers at your stage typically pay about...” He wasn’t precise, but he did anchor his prospects to a particular number. It did a couple things. First, it made prospects happy. When I buy software and have to go through this kind of process, I find it infuriating. I don’t want to have multiple phone calls with human beings in order to get information that might disqualify me entirely. And I don’t want an SDR to decide for me whether I am qualified based on price. I want to actually know the price and make a decision. I don’t think that’s abnormal. Second, it filtered this AE’s pipeline down to fewer deals, all of whom were willing to pay. He always quoted at the top end of what he thought customers might pay. As a result, he lost more prospects early in the sales process than any other rep. When we did this analysis, we determined that he was definitely leaving money on the table. But he was still selling more than anyone else. Fewer prospects meant more time with each one, which meant much higher conversion rates. We tried to teach this to the rest of the team and it wasn’t particularly successful. In retrospect, that was the wrong way to systematize it. I think we should have just shared pricing on our website. It felt scary, but, in almost every case, I think it’s the right thing to do. It’s certainly the most pro-customer thing to do.
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13 Comments -
Supratim Biswas
To win in the world of AI/ digital disruption, progressive startups are embracing structural change . #1. Right prioritise your planning model ( short vs long).The short game (i.e. short term planning and execution) is critically important until you get to $50 M ish, more important than the long game ( i.e. long term vision) #2. Right size-mix your organization model (i.e. hire special forces vs full time employees / build small teams vs large teams) #startup #scaling #winning #longtermvsshortterm #specialforces #growth
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Patrick Trümpi
The best salespeople are those who can go "off script" when it is needed Here is an example Let's look on the talk track at the beginning of a discovery call Me: "What is your main reason you are taking the time to talk to me today?" (➡️ Always ask that question first in any outbound or inbound generated meeting) Client: "We are processing invoices still manually today and I really want to digitise that now. We have been looking into a few of your competitors so that we can do a thorough evaluation which one is the best tool for us" Two options you can take from here: 1️⃣ Dig into the ROI / process they have today: "Did you calculate an ROI around what the processing of invoices cost you today?" "What exactly of your process do you want to automate?" Or 2️⃣ Ask about their opinion of the competitors: "What are the aspects you really liked from our competitors and what are the aspects you did not like at all?" I advice to take route no. 2️⃣ Why so? Because that is where the buyer is emotionally They already compare and have preferences You want to nail those preferences and potentially put yourself into a good position by showing a solution for the weaknesses of the competitors The ROI is secondary right now The decision criteria are a priority You need to nail those first And potentially add criteria that you know you can fulfil and your competitors cannot How so? Ask them questions around your strong features: "Is it important to process bills in other currencies such as Poland and Sweden?" Then: "Should we add that on your list of important features?" That is how you win deals with competitors in the game Focus on what matters most
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38 Comments -
Josh Roth
Controversial sales topic: I do not like to give pricing quickly in deals. Why? People do not buy enterprise software to solve a problem. People build a larger strategy and buying software *might* be one aspect of this strategy. Those that disagree here (and many do) argue that it's not good to withhold pricing. In my experience, a thirty minute discovery call is rarely enough time to fully understand the strategy, value and pain a customer has. My belief is price is what you pay, value is what you get. If you're so willing to only give one side of that equation (price) you're doing yourself and your customer a disservice by not understanding their strategy and lacking the ability to quantify the pain they're experiencing. Anchoring bias is very real. This bias is not just the number$. You also can accidentally anchor yourself to measuring an opportunity based upon price and not upon value. If you anchor yourself to price and a competitor anchors themselves to value, you will lose that deal 99% of the time. #Sales #Marketing #Leadership #gtm
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49 Comments -
Kyle Asay
Poor territory management sinks even the best sales reps. Here are my three rules to help you get territory management right: 1) Ongoing, not static Reps should have smaller territories so they can focus attention. Then, when AEs uncover details that make an assigned account a poor fit, replace it with another high-potential account. If a territory is too big, AEs will be pulled thin. If it's too static, AEs will spin their wheels in poor-fit accounts. I've found focused but evolving territories most effective for all but strategic account segments. 2) Accounts belong to the company, not the rep High-potential accounts with unengaged reps are a massive waste of territory. If a rep doesn't give an account the attention it deserves, leaders should move it to a rep who will. I've seen "stagnant" accounts turn into six-figure wins by moving an account to a rep willing to do the work. 3) Balance propensity and TAM A territory full of potential whales is a slog - reps may work for quarters without closing a deal and getting paid. A territory full of small transactions is a drain—reps will be on a hamster wheel, unable to focus on significant revenue opportunities. Great territory build requires understanding what drives TAM for your product (hint: it's not just revenue and the number of employees) and using tools like Common Room to uncover propensity to buy via mentions, signals, multi-threading, etc., across different sources. Accurate TAM projections + understanding buying propensity = balanced and scalable territory management. Any other territory management rules you have seen drive success?
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61 Comments
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