💡Weekly Aviso Sales Tip Alert 💡 As a sales rep, you've likely experienced the frustration of pouring your heart and soul into a deal only to watch it stall or slip away. But what if you knew the secret to avoiding this fate? Aviso's analysis of over 13,000 single-threaded deals from one of our customers reveals a startling truth: single-threaded deals have a direct correlation with low deal engagement, which in turn leads to a significantly lower chance of winning the deal or experiencing slow deal velocity. The Data Doesn't Lie ⭕Over 94% of the sample of single-threaded deals have the lowest Aviso engagement grade of D- which has the lowest (buyer, seller) relationship pair score ⭕Deals with low engagement grades (C- and below) are 3x more likely to stall or lose momentum ⭕Single-threaded deals with low engagement grades have a 15-25% lower win rate compared to deals with multiple stakeholders and high engagement Why Single-Threaded Deals Fail? Single-threaded deals rely on a single point of contact, making them vulnerable to: ⚠️Lack of buy-in from other stakeholders ⚠️Inadequate understanding of the customer's needs ⚠️Limited visibility into the customer's decision-making process AVISO TIP: BREAK THE CYCLE To avoid the pitfalls of single-threaded deals, focus on: ✅Building relationships with multiple stakeholders ✅Encouraging active engagement and feedback from all parties ✅Developing a deep understanding of the customer's needs and pain points Don't let single-threaded deals hold you back. Take control of your sales pipeline and start driving results today! https://www.aviso.com/
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Sales Productivity Pitfalls (and Steps to Avoid Them) Pitfall 3: Sellers aren’t tapping the full potential of their territories. Sixty-nine percent of sales professionals told us their job is harder now, according to Salesforce' State of Sales Report. “Reps often feel like they don’t know where to act or when,” said Dave Borrelli, Senior Vice President of Sales at Salesforce. “Throughout my career, I’ve seen this feeling come on as sellers try to make sense of their territories.” You have a productivity problem if your sellers get assigned to their area, but they don’t know which opportunities to prioritize or how to uncover new leads. Solution: Give your sellers visibility into the hottest opportunities in their territories by setting criteria for big-win accounts. Here’s how to help your sellers: - Render territories as maps, not spreadsheets. Let sellers see their territories — and high-impact accounts — visually, rather than as data in columns and rows. - Prioritize high-impact accounts. Help sellers quickly understand the potential revenue impact of every prospect based on their likelihood to close or renew. If possible, use AI-driven insights to spot high-value deals. - Create account plans to go after your top prospects. Once you know your high-impact accounts, create account plans. Those are plans for how to penetrate individual customers and close those deals.
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Partners can be your sales team outside your sales team. 📈 Dive into the 7️⃣ best practices for a smart PRM strategy.
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Go-To-Market and Revenue Leader | Named Top 100 B2B GTM Female Leader 2024 by SalesIntel | Voted Top 100 Customer Success Thought Leader 2023 | Top 50 CS Thought Leader in North America 2023.
A downside to AEs owning expansion sales is that it can distract from net new customer acquisition and negatively impact long-term growth. Can it work sometimes? Yes Can it backfire? Also, yes. The question that is still often asked is, "Who should own renewals and expansion, CS or Sales?" But we need to ask a different question, which is, "How do I determine who should own each revenue component for my company?" If you ask each individual team, you'll often get biased answers. Sales may want a land grab of all of the revenue and say that they have the commercial skills, not CS. Depending on the leader, CS may respond with "We shouldn't own revenue because it will ruin our trusted advisor status" or "We should own it because we 'own' the customer." To bring some objectivity to it, here are some of the questions you should ask: 1) What are our long-term revenue goals? How are we going to source this revenue? This includes determining what new customer growth we need to continually fuel NRR goals YoY. You don't want to become overly reliant on your customer base for revenue. You don't want to exhaust your pipeline from a saturated customer base and flat line. This does happen. I've witnessed it. 2) How complex are your expansion sales? Do you have upsells in the form of user license add-ons? Or do you have complex cross-sell deals that are very similar to new business sales? Or a combination? Given the relative product complexity, what's the optimal buyer and customer journey? 3) What can the business' economics support? Are your contracts high ACV and include complex sales cycles? Does this warrant an AE team focused on new business, an AM team focused on expansion, and a CS team focused on renewals? Or is such a large commercial team too costly? 4) What are the jobs to be done in order to enable buyers to buy and customers to adopt? RACIs are great for this. Who is best positioned to do each job? And how do we incent each role to focus on each job? If we model the comp plan based on the above, is our Compensation Cost of Sale healthy? 5) What skill is required, who possesses the skill, and what skill development are we willing and able to invest in? 6) What stage is your business and how can I feed my sales team? For earlier-stage companies, the right thing to do might be to split AE targets b/w new biz and expansion to give them a chance to hit their quotas as the company becomes more established in the market. You have to think of the humans on the other end of your decision, too, if you care about employee retention and culture. Is it difficult to figure all of this out? It can be especially if your execs haven't established a solid business strategy but it deserves the right due diligence if you care about long-term growth. There are a lot of implications, and leaders shouldn't be flippant about it or leave it to sales and CS to duke it out on their own. #sales #customersuccess #gotomarket
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The Power of Incremental Increases in the Sales Cycle Every stage of the sales cycle has its significance. But have you ever stopped to think about the cumulative impact of improving each stage by just one opportunity? The numbers might surprise you. SQLs (Sales Qualified Leads): By increasing your SQLs from 10 to 11 – a mere 10% increase – you've already added an additional opportunity into your funnel right from the outset. Discovery Meetings: A 17% increase here means your discovery meetings go up from 6 to 7. That's another opportunity to uncover client needs and refine your pitch. Proposal Meetings: This is where the potential of your product or service starts turning into a tangible offer. An increase from 4 to 5 meetings, representing a 25% boost, gives you another chance to present a solution tailored to a prospective client. Negotiate Meetings: The deal is on the horizon, and every negotiation counts. Increasing these meetings from 2 to 3 means a 50% greater chance of ironing out the final terms. Closed Sales: Now, the most compelling part. By moving your closed sales from 1 to 2, you've achieved a 100% increase in successful deals! What does this mean in terms of revenue? If the average deal is $100k, then a single cycle's incremental increase translates to an additional $100k. Over a quarter, and then a year, this seemingly small tweak at each stage can result in significant revenue growth. In conclusion, the sales process is like a domino effect. Every little push at each stage can create a larger downstream impact. So, never underestimate the power of incremental improvements – they could be your ticket to exponential growth!
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Growing your business sales results through the right sales team and establishing a proven sales infrastructure to accelerate your business valuation by a factor of 10
The Power of Incremental Increases in the Sales Cycle Every stage of the sales cycle has its significance. But have you ever stopped to think about the cumulative impact of improving each stage by just one opportunity? The numbers might surprise you. SQLs (Sales Qualified Leads): By increasing your SQLs from 10 to 11 – a mere 10% increase – you've already added an additional opportunity into your funnel right from the outset. Discovery Meetings: A 17% increase here means your discovery meetings go up from 6 to 7. That's another opportunity to uncover client needs and refine your pitch. Proposal Meetings: This is where the potential of your product or service starts turning into a tangible offer. An increase from 4 to 5 meetings, representing a 25% boost, gives you another chance to present a solution tailored to a prospective client. Negotiate Meetings: The deal is on the horizon, and every negotiation counts. Increasing these meetings from 2 to 3 means a 50% greater chance of ironing out the final terms. Closed Sales: Now, the most compelling part. By moving your closed sales from 1 to 2, you've achieved a 100% increase in successful deals! What does this mean in terms of revenue? If the average deal is $100k, then a single cycle's incremental increase translates to an additional $100k. Over a quarter, and then a year, this seemingly small tweak at each stage can result in significant revenue growth. In conclusion, the sales process is like a domino effect. Every little push at each stage can create a larger downstream impact. So, never underestimate the power of incremental improvements – they could be your ticket to exponential growth!
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(7 of 52) As we continue to strive for excellence in our sales efforts, it's imperative to have clear metrics in place to measure our success. Here are three essential ways we can gauge our performance on a weekly, monthly, and quarterly basis: Weekly Sales Targets: Setting weekly sales target allows us to break down your larger goals into manageable weekly increments, we can quickly identify any deviations from the desired direction and take corrective actions promptly. This approach fosters an accountability and ensures that we stay on course to achieve our broader objectives. Monthly Revenue Growth: Monthly revenue growth serves as a barometer of our overall sales performance. By comparing our monthly revenue figures against previous months and targeted goals, we can identify trends. Additionally, analyzing month-over-month growth enables us to spot opportunities and make any need adjustments. Quarterly Sales Pipeline Review: Conducting quarterly reviews of our sales pipeline provides valuable insights into the health and effectiveness of our sales processes. By examining key metrics such as conversion rates, sales cycle, and working pipeline, we can refine our approaches, and reallocate resources as needed to drive greater effectiveness. We're all aware of the challenges and issues sales people face regularly, we tend to share those, but how often do we celebrate our wins and share what's working? let's make it a habit to share our successes with your colleagues, what’s working for you might just be the ticket for someone else on the team. Whether it's a new approach to prospecting, a killer presentation that seals the deal, or a creative way to overcome objections, let's spread the good vibes and insights. You’ll be amazed by doing this, it will come back to you 10-fold.
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So many sales pros I hear from want to be the first seller at a promising start-up. But they have no clue what they're getting into or how to vet an opportunity like that. Here are 10 questions (and an appropriate answer) to consider if this opportunity ever surfaces. 1/ How many deals have been closed so far and who closed them? (ideally 10 or more) 2/ How much involvement has the founder had in dealmaking? (ideally pretty much all of it thus far, it’s a red flag if they’ve not been involved) 3/ Who will I report to and how much involvement will they have in selling (ideally the founder - it’s a red flag if they want to step back from this function) 4/ How many of them are with customers that had zero pre-existing relationship with the founder or team? (ideally only 1 or 2 with pre-existing relationships and the vast majority did not) 5/ What kind of technology is in place to support you now? (CRM system, possibly supported by contact data and call intelligence, anything more would be a bonus) 6/ Who will support selling on the operations / data side of things? (expect this to be a combination of you and the founder or some other existing key employee - the first AE will come before the first ops person) 7/ Where did the initial set of deals come from (inbound, lead form, etc)? (ideally they were driven by a combo of market, network, or social awareness) 8/ Is there a draft of a compensation plan (i.e. how is success defined)? (if the founder doesn’t have one now (maybe they do), they need to explain their philosophy around it and commit to having a plan within a week or two of the start date, the variable component of the plan should not be an afterthought) 9/ What pain does the product solve? (the founder needs to be able to clearly explain the value proposition) 10/ What features are on the roadmap to expand the addressable market? (ideally you’ll immediately understand how the roadmap is closely aligned with customer and prospect needs). BONUS/ What happens to the deals after they close - is there an onboarding process and/or customer success team? Who’s leading that, how are you thinking about renewals and NRR? (remember they may not have yet hit a renewal cycle for their earlier deals) It’s CRITICAL to fully vet any opportunity, particularly this type of opportunity where the risk of failure is amplified based on a lack of operational history. Vet culture, vet compensation, talk to potential customers, etc. Research 1000s of companies here based on what sales team members think of their company(s): https://bit.ly/44q2DiF #startups #transparency #hiring
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Sales velocity is an incredible thing. When you have momentum, it feels like your team can close anything When you lose momentum, it’s like you forgot how to sell anything at all. The thing is, you can manufacture velocity So how do you create momentum when you don’t have it? 1. Stop focusing on the closed won deal. This is an outcome. You can’t create momentum by looking at the outcomes. 2. Pick a metric that you can influence today. Before noon. Let’s use “demos set” as an example (I love this one, btw). Pull your team together and set a target: “we are going to set 10 demos by the end of the day” Make the goal attainable, you gotta hit it. 3. When you hit the goal, celebrate. Adding demos will lead to customers, and that’s a good thing! So when you hit your “demos set” metric, make it a moment with your team. Buy them ice cream or get a dunking booth for the office. Do something fun! ____ Why does this work? People want to believe that they are successful, so make them FEEL successful. When you show the team that their efforts will lead to success, they will be motivated to do more of the action that you are celebrating. How do you drive velocity for your team? I'm hosting a workshop tomorrow at 2p ET on How to Convert More Opportunities to Customers, come join us! https://lu.ma/et7p87wu
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Sales Productivity Pitfalls (and Steps to Avoid Them) Pitfall 2: Sellers don’t know when to advance customers to the next stage in the pipeline. A sales pipeline without clearly defined stages makes it difficult to know when to move deals forward. “Without structure, reps don’t know what their next actions should be,” said Richard Harris, Founder of the Harris Consulting Group. “That fuzziness in your pipeline data will create inaccuracies in your forecast.” For example, if sellers don’t have guidance for when a deal is ready to advance down the pipeline, then qualified and unqualified opportunities may end up assigned to the same stage — creating confusion and muddy pipeline data. Solution: Define each stage in your sales pipeline with clear exit criteria, so your sellers always know the next step to take. Here’s how to begin: - Name and define your sales stages. Break the sales journey down into the basic activities that advance deals to close (think calls made or meetings set). - Define the exit criteria for each stage. List what needs to happen before the prospect can move to the next stage. (For example, the prospect says you’re short-listed.) - Make it easy for sellers to update pipeline data. Bring in tools that help sellers update customer records in a click, and connect tools together so they don’t have to make redundant updates.
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I am a Business Strategist & Sales Readiness Advisor. I help CEOs/Founders of Small/Medium sized & Startup firms in Manufacturing/Distribution/Services/I.T to "Visualise Simple Practical Doable Strategy". More in About👇
Hey Sales Reps, can you spot the 100% accurate status of every B2B sales deal for the entire buying process? ------ Can you spot bottlenecks in the deal, much before it sinks the deal? Hey Sales Leaders, Do you have a uniform sales methodology, that is followed by every sales rep, for your specific offerings? If Your Answer is a big ‘NO’, read on! I did, what almost no sales rep ever does. I documented every 'UNIQUE' situation and every 'UNIQUE' ask by the buyers in buying committee for 15,500+ sales interactions. I also documented every 'UNIQUE VALUE' asked for and given to the buyers along the entire customer path. It took me 2 years to arrange, rearranged, tune, fine tune them in stages and sub-stages of the sales funnel from above the funnel to below the funnel. THE RESULT: I now have the most comprehensive and customisable (you can add your own best practices too) sales process and sales methodology. You and all the members of Customer Facing Teams have the ability to VISUALISE all the customer touchpoints with the brand, the offerings, the customer services, and the people. It covers the entire product life-cycle from product awareness stage to consideration, quantification, evaluation, close, realisation, and to product install end-of-life stage. This ability to VISUALISE all the sales and sales support activities in a sales cycle, enables Sales, Marketing & Customer Success teams to: 1) Easily set objectives, plan and execute sales meetings perfectly, 2) Easily align sales support activities to buying process, 3) Remove subjectivity from sales forecasting, 4) Drastically enhance sales productivity, 5) Create content and sales tools for the key points by the buyer for the complete product-life-cycle at customer's premises, 6) Create business value proposition that maximises customer experience, competitiveness and profitability for self. 7) Business Leaders to make empowered decision-making. SUMMARY: There is old saying that sales reps build bridges between customers and the company and then nurture the relationships. Well, now the salespeople have a very comprehensive and customisable, ready-to-ride built bridge, with light shining bright on the bridge, to steer your customer relationships in the right direction. It is like GPS for B2B sales leads. It is akin to a newbie driver in a town uses Google Maps to find the way to a location and an experienced driver uses Google Maps to find the fastest route. Blue Apple Sales Process is your sales direction finder. To Know More! DM me, OR, Write to me @ mayank.g@salesforesight.in #sales #productivity #leader #b2b #startup #india #salesforesight #smb #sme #salesdirector #b2bsales #b2bsalesmanager #businessowners #salesleaders
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