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Explore more posts
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Dan Sixsmith
Here is the real impact that value selling is having for revenue teams: Tom Pisello David Yockelson 🔑48% improvement in winrate 🔑35% increase in deal size 🔑25% reduction in sales cycle time BUT...... ⛔️ only 19% of reps and 19% of pipeline is using value selling today. BIGGGG opportunity here...!
174 Comments -
JR Butler
I meet and talk with 5-10 of the greatest GTM minds on the planet every week. CRO’s, VPs of Sales, CMO’s. 100% agree that getting outbound right is one of the hardest parts of their business, why? 1. Recruiting is hard again The same voices that sold tech sales as an easy path to 6 figures are now the voices saying the BDR role is dead. They sold a bill of goods to people who didn’t understand how hard this role is, are surprised these people who chose a path because it was sold as “easy” aren’t performing, and now have ulterior motives to pivot to a new message. Hard jobs are hard to recruit for. 2. Lack of Leadership 2020 through mid 2022 we had a bunch of capital bloat and talent bloat enter the market. Just like we have overvalued “zombie” companies we have overvalued “zombie” leaders who don’t know how to coach good habits for this type of market. Outbound was easy from 2014ish to summer 2022. 8 years is a long time, most of the voices we hear only know those times or only know what type of sales motion. 3. Absolute statements muddy the waters I've been around the block enough to click on their profile and see their track record. 99.9% of folks make these statements only sold transactional commodity technology, sold to GTM teams, or in most cases – only both. What works depends on multiple factors: ASP, buyer persona, and complexity of your sales process/customer’s buying process. Depending on what you sell – sometimes you are going to need to pick up the phone or send a note to get someone’s attention. That will NEVER change. 4. Generational consideration for career pathing is key BDR is still hands down the best route to market for future AE’s. You have to learn to prospect and get meetings before you can run a meeting, qualify, and manage a deal. No argument from me on CAC math – thousands of products require veracious qualification, deal management, and creating customer consensus. You can not run those types of deals and prospect. If any Voice had EVER done that type of role or ran a team that did, they wouldn’t say what they are. For BDRs to stick around for more than 14 months, you need steps in the BDR path where comp, responsibility and role grow over time. 5. Results are tanking Point 1&2. You are the equivalent of a fire fighter that starts a fire then takes the glory when you put it out. I absolutely loved the movie Backdraft – but stop it. These are the ideas of “not famous” GTM people. People who spend all day serving their customer and developing their people – not posting on this platform. They don’t care about clicks, followers, or impressions. They care about revenue and earnings. Outbound is hard. It (almost) always has been. Ya’ll need to block the noise and focus on what works for your business and try everything. Even the hard stuff. #AllGasNoBrakes #DialedIn
28032 Comments -
Chris Orlob
99% of SMB sellers think they need to get promoted to enterprise to make $300,000 a year. They're wrong. What they REALLY need is a hungry market and a decent comp plan. Here's 4 reasons why SMB reps can out-earn enterprise reps. 1. If your company isn't firmly "upmarket," enterprise reps struggle. In my heyday at Gong, the highest-earning salespeople were SMB reps. I knew several who cracked $300,000. We had not yet 'crossed the chasm' to selling to the enterprise. Yet startups and SMBs were RAVENOUSLY hungry for what Gong had to offer. Enterprise reps struggled. SMB AEs routinely hit 200% of their number. When you have commission accelerators in place, that's big money. 2. Enterprise customers are "laggards." Again, if your company hasn't "crossed the chasm," most enterprise buyers view new technology with skeptical eyes. They want to see other enterprises "go first." They aren't trying to get a fast-mover advantage. They're trying to not f*** up. It can take YEARS for your company to "crack" the enterprise. 3. Enterprise is feast or "famine." The people who make HUGE incomes in enterprise? They close 2-3 MEGA deals per year. They aren't hitting a bunch of singles, doubles, and triples. They choose to go "all in" on a few home runs. If it pans out, they make millions. If it doesn't, they make their base pay. 4. Your quota in enterprise is much higher. Here's a dirty secret for you, coming from a former sales leader who designed comp plans: If your OTE goes up, so does your quota. Senior business leaders know that quotas must be at least 3.5x to 5x the size of your OTE. It has to be that way. Otherwise the math of the business falls apart. 5. Product/market fit in enterprise and SMB are VERY different. Just because you have product/market fit in SMB doesn't mean that applies to the enterprise. Big enterprises have DIFFERENT demands on your product for it to be considered. SSO and advanced security capabilities to name a couple. Many companies are light on these features. So enterprise reps have to "sell around those gaps," which is REALLY hard. Ok. To the future guy in the comments: I agree with you: There are long-term career reasons to want to land an enterprise sales role, even if it means making less money short term. I support that. But don't tell me for a second that SMB reps are destined to make peanuts and enterprise reps are destined to make millions. Rarely happens that way. Especially in hot startups. You can make $300,000 in SMB if you find a hungry market. P.S. I had dinner recently with the COO of a $2B publicly held SaaS company. He formerly worked at Box in their heyday. Mentioned their highest-earning salespeople were SMBs reps, often topping out at $500k. Something to think about. P.P.S. I've watched over 3,000 discovery call recordings "by hand." Here's a list of the 39 best questions that sell: https://go.pclub.io/list
29820 Comments -
Emil Gondos
Converting your AEs to start sourcing a majority of their own pipeline might not be such a good idea and here’s why: Typically this transition fails for three main reasons: 1) The pipe gen goal that’s assigned is completely made up and is based on the financial model and not relevant sales data 2) You don’t have the right resources in place including an airtight ICP, deep understanding of your persona, the right messaging or tech stack 3) Typically exec or senior level leaders are disconnected from the realities of how difficult cold outreach really is and don’t give the campaign enough time to be successful Here’s what you can do to give yourself a better chance at success: 1) Pick a few key data points to track (such as number of accounts worked, positive contacts, opportunities created, pipeline generated, closed won $$$s) and benchmark these over a period of time that makes sense for your sales cycle. Use this data set to understand what is or isn’t working and make adjustments from there. 2) Start with a small campaign to select accounts within your ICP using targeted messaging and an intriguing offer 3) Cold outreach is a team sport, get your execs and senior leaders involved by having them look through your target account list and see if there are any doors they can open from their network 4) Have some fun while doing it, celebrate the wins along the way! What do you think?
263 Comments -
Andrey "Andy" Kastelmacher
OUTBOUND IS DEAD - They shouted and fired the OB team. Then the reality check - How was your OB process setup? You used a tool to round-robin call 1000's of prospects, if they pick up the phone - SDR is on the call. Seems quite efficient - you manage to get the person on a call! No personalisation, no focus, no context. You may as well be selling mortgages or insurance slips or Dead Sea products the same way. Now you got you title (what's the actual role??) on the call. What do you say? They will automatically start with "not interested" and if you can't pinpoint the exact value and pain in the first breath of the call - it's all done and lost. So who killed outbound? You just did, by spamming your buyer on their personal phone without any context. Context is still king:) #isdead #sdr #abm #outbound #marketing #gtm
21 Comment -
Sam Jacobs
Should CRO’s even exist? Not if they’re going to be: - Super expensive glorified head of sales - With no marketing or CS experience - Compensated like an account executive - No focus on ICP or aligning the entire GTM motion - No coordination with peers in cross-functions - No P&L fluency or ability to read a P&L - Only focused on new business with no understanding of recurring impact - No knowledge of the bowtie or systems designed to deliver ongoing customer value - Have a short term view and only care about the quarter CROs should absolutely exist if they: - Can come from Marketing, CS, or RevOps not just Sales - Have foundational understanding and respect for other functions - Are compensated like all other executives - Are focused on driving tight alignment across the GTM motion - Are focused on collaborating across Sales, Marketing, CS leveraging data generated from RevOps - Are focused on a customer journey that begins when the prospect lands on the website and continues through at least 3 annual renewals - Have a deep knowledge of the bowtie - Have built expertise as revenue architects - Have a long term view that balances short term urgency with long term enterprise value Revenue generation is a team sport. Recurring revenue is driven by recurring impact. If you’re leading the revenue function, you have to understand that and you have to be an expert at driving tight alignment across the customer journey to deliver that impact. This is the way.
1,050120 Comments -
Stefan Conic
Why is 60-70% of SDRs missing quota? It's because their leadership is failing them. I had the pleasure of interviewing Sara Storm on the SDR Hire Podcast - a tenured SDR and Revenue leader with multiple successful teams behind her, countless lectures and trainings delivered. Sara has a very unique, no BS approach to sales and SDR leadership. In this episode she shared: • What's the current state of the SDR/BDR role • Why sales leaders are failing their sales teams AND their customers • How can SDRs take ownership of their careers?! • Should you even be in an SDR role? • How she used to close 7/10 cold calls she'd make Here's the full episode: https://lnkd.in/eCANhKGu Sara thank you for sharing your expertise and holding sales leaders everywhere accountable! Hope you all enjoy and subscribe! #sdr #bdr #salesdevelopment #techsales #career
1911 Comments -
Josh Braun
"Always use a permission-based cold call opener." "Don't use a permission-based cold call opener." "Always set an upfront contract during a discovery call." "Don't set an upfront contract during a discovery call." Don't accept what sales gurus tell you without putting it to the test yourself.
6220 Comments -
Mike Gallardo
The best "cheat codes" every AE should know: 1. 1:1s with your boss. Approach them strategically. Proactively share format and content. Biggest deals you need support on. Challenges you need help with. Forecast for the month, quarter, etc. Wins. 2. Perception. Performance is your fire. How you're perceived internally (aka your brand) is the water or gas that gets dumped on your fire. Attitude, how you show up, handle change, communicate, matters. Hold yourself to a high bar. Two levels above where you're currently at. 3. Document everything. Take the time to write down your own sales playbook. Every strategy, process and template you have. Store it on your personal computer. The value of this over time is immeasurable. I can't state this enough. 4. Problems are a good thing. Anytime there's a problem that's an opportunity to solve it, improve it, and add value. Some of the biggest opportunities I've gotten in my career came because I dove head first into problems and helped move the business forward. Startups always have problems. Don't be the negative person. 5. Time management. Block Monday mornings every week. Don't go to meetings if they're not worth your time. Most things can be solved async. Make meetings 15 to 20 mins. Sometimes you need a whole week of no meetings to catch up, get organized and do deep work. Don't feel bad for saying no to people. They'll understand. 6. External coaching. Up level by listening to podcasts, taking courses and building an external network. Don't rely on your company for everything. Even if they're doing a great job get the perspectives and strategies of other people for a significant edge. What would you add to this list? - Mike G 👉 Join 5,000+ sellers getting my (free) sales newsletter here: https://lnkd.in/gwQVvVBK
26336 Comments -
Shabri Lakhani
I’ve seen 200 + SDR teams. One of the most common reasons why SDR teams fail? They’re spending time doing the wrong things. 1) Companies are hindering their team with non pipeline generating activities. 2) Complicated or lack of process... CRMs that are like a maze and have 15+ fields to fill in just to change a lead status. 3) Activities that aren’t linked to quota. What have I missed? 💡
3514 Comments -
Todd Busler
MEDDPICC and other sales qualification methodologies can be overwhelming for sales teams. After doing 1000s of deals and 100s of deal reviews, these are the 3 things that matter most: 1. Metrics Do you have real metrics you can tie to? Do you understand their current state and how your solution will credibly impact the metrics they care about? 2. Identified pain How much pain exists? How big of a problem is this to solve? What happens if they do nothing? 3. Champion Do you have a real champion who can get you to power, isn't afraid to give you bad news, and is actively coaching you? If not, it's very rare to get a deal done. A real Champion with strong metrics and severe pain will get you access to the executive buyer.
28339 Comments -
Claudia B.
I first read about this notion in the book #ChiefCustomerOfficer 2.0 in 2015. The book discussed company Power Cores and how, for organisations to fully pivot to a 'Customer-Led' model, Power Cores need to shift from a traditional Sales-led Power Core to a Customer Power Core. The book is pretty clear on ensuring readiness but also how to: 👉 Earn the right to growth (expansion isn't a given it takes work and focus) 👉 Create customer-driven growth architecture (to support the expansion there has to be a carefully created framework to make it easy) 👉Honour and manage customers as assets to your business (the same goes for your people 😁) 👉Recognising Customer Experience Development is as important as Product Development 👉Build the revenue erosion early warning process by understanding the intersection points that impact customer decisions to stay, leave, buy more, and recommend you to others. #CustomerSuccess and the quality of the frameworks on which it is built in your organisation are at the centre of this. Instead, what did the majority of companies do? They either gave the CRO the CCO title and changed nothing or (worse still) created a #CCO role, changed nothing operationally, yelled about how badly this role fails, and went back to traditional sales models. All over, CSMs are still underappreciated and over-burdened. #CSM
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Matthew Volm
hey RevOps - if you're a high-velocity SMB shop selling a large number of small deals, how should you grant quota credit to AEs? 🤔 Signature date? Payment date? Contract effective date? Like most things in RevOps, simple questions like this do not have simple answers. This question was posted in the RevOps Co-op Slack group recently and the community provided some 🔥 feedback like: 📍 Signature date seems to be the most popular choice, but always with a big caveat 📍 That caveat relates to the amount of churn or turnover when it comes to signed deals that don't pay - if the AEs are closing crumby customers that don't pay, then you want to use payment date instead 📍 If you have deals that get signed far in advance of the contract effective date / subscription start date, this adds additional risk to revenue - so may want to consider using the contract effective date instead 📍 Some folks do a mix; for example, 50% at signature, and 50% at payment (or some other metric, like 6 months after deal signature) 📍 In all cases, you want to make sure the structure is set up to drive the behavior you want to encourage without a huge delay between the work done and incentive provided Anything else you'd add to this list? #revops #revenueoperations #salesops #salesoperations #compensation #incentivemanagement
253 Comments -
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?
306 Comments -
Kevin Knieriem
The #1 problem with today’s selling environment: Reps are spending too much time on admin tasks & working out of siloed systems. Instead, they should be: - Focusing on direct-selling activities - Engaging with high-ROI customers - Executing high-probability tasks that can help them close deals faster Enter Clari’s Revenue Execution. A new solution providing sales reps with full funnel AI-driven execution tools including: - Top of funnel prospecting and engagement - Opportunity management and account inspection - Conversational intelligence and AI coaching - Buyer collaboration and mutual action plans The goal? To create, convert, and close more deals all in one consolidated platform. See it in action here: https://bit.ly/3RZaeRX
402 Comments -
Arjun Pillai
Sales Enablement is changing fast. And the supporting tools haven't really caught up. That is one of the core reasons of CROs not able to justify the spends on Sales Enablement function. CROs still care about supporting their AEs. However, they're compelled to cut sales enablement teams (aka; non-revenue aligned resources). Is Sales Enablement really not revenue-aligned? It obviously is. The real problem is the metrics that older Sales Enablement platforms track. The older tools focus on things like — how many times content is opened or how many certifications are completed. Who cares? We need better SE metrics! Metrics that (i) help in making decisions or (ii) show the impact on revenue. For example, how quickly new hires get up to speed is a good metric to track. If sales enablement teams could show that they've reduced onboarding time from four months to three, they'd be seen as extremely valuable. It's time for sales enablement tools to improve or perish.
533 Comments -
Ben Humble
I don't understand why companies insist on having inbound BDR'S.. In B2B sales there are 2 types of leads, inbound and outbound. Inbound is your SEO, ads, word of mouth etc who typically end up on your website to book a call where as outbound is mainly cold emails or calling. Now for outbound, a BDR finding leads and booking calls is the oxygen of the business and helps the AE's focus on closing. However, inbound is a different story. I booked 2 calls with potential software tools through their website trying to get onto a sales call. Company #1 - AE and AM, taking me through a full demo with all information I needed. Company #2 - BDR calling just to then book me with an AE. When someone has gone to your site and booked a call they are showing buyers intent. Having a BDR call to ask surface level questions to an inbound lead is both a waste of the prospects time and of the companies resources. The BDR then reached out 2 weeks later asking if I was still interested. In that time I had already moved forward and met with Company #1'S CEO. The shorter the sales process, the faster the close. #sales #B2B #BDR #AE #salesprocess
9235 Comments -
Michael Ranmi Akinlé
🗣️Pipeline Development is one of the biggest revenue growth challenges for most companies today 🙂↕️ Though only a minority include pipeline generation as part of the sales incentive compensation plan. Every AE can relate … when you’re sitting in the bench because you have little pipe, it’s absolutely miserable … Usually when you’re working on a ton of deals at once, it’s so hard to make and stick to the time to prospect… As a AE, I would have loved pipe gen to be part of my comp plan… Hear me out … keeping your reps motivated is EVERYTHING … so why not motivate them even more by rewarding quality pipeline build…. It’s not rocket science 🧬 You then have reps that are not only motivated to close deals… But also super motivated to build their own pipeline too … How would that work at your business?
247 Comments -
Paul M. Caffrey
Stop wasting time on boring questions in discovery calls. 🚀 Here are 7 steps to make your discovery calls impactful. 1. Understand your client’s goals and problems. 🤝 2. Bring a clear solution to the table. 💡 3. Review all notes and information before the call. 4. Have a strong perspective on how you can help. 5. Engage in meaningful business conversations. 📈 6. Identify all potential stakeholders early on. 🔍 7. Help the customer make a confident yes or no decision to proceed to the next call, if they are not sure give them an easy out and let them sell the next call to you. 🔥 p.s. If you’re an Account Executive looking to fill your pipeline and exceed quota in 90 days or less, then send me a DM saying "90". #SalesTips #AccountExecutive #DiscoveryCalls #B2BSales #SalesExcellence
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