Struggling to rev up sales with mid-tier channel partners? 😴 Ditch the discounts and generic incentives – they're a snoozefest! 🥱 This article offers a fresh approach: categorize partners based on performance and tailor your strategy. 📈 Invest in high-performers and leverage automation for the rest. Loyalty programs can be your secret weapon to incentivize results. 🏆 The key? Building trust and strong relationships. 👊 Read the full article and unlock your mid-tier partner sales potential! 🚀 https://ow.ly/zYcl50SgWmI
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Did you know that 75% of the world's commerce is accounted for by channel sales? That's right, selling through partners is not just a trend, it's a proven strategy for accelerating sales and growing revenue without increasing headcount. This approach involves selling through intermediaries such as partners, resellers, dealers, distributors, brokers, agents, and affiliates. The benefits are numerous, including access to a larger network, new markets, built-in trust, amplified reach, lower overhead costs, and improved customer satisfaction. However, it's not without its challenges, such as less control over the customer experience and potential conflicts between partners and direct sales teams. To develop and execute a successful channel sales strategy, companies need to define their program's purpose, determine the type of partner they need, evaluate the value they bring to partners and vice versa, and measure the success of the program. For a comprehensive guide on channel sales, do check out the full article. Happy Thursday! #ChannelSales #SalesStrategy #BusinessGrowth Casey Jones
The Complete Guide to Channel Sales
https://www.salesforce.com/blog
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Employee Engagement | Sales Performance | Channel Growth | Customer Loyalty | Measurable Results
The channel sales process can offer big rewards for businesses. By promoting products and services through channel partners and paying them when they make a sale, businesses can see a significant return. But the benefits don't stop there. Buyers can also reap the rewards of working with independent industry experts. Here are four ways you can motivate your channel partners and increase sales. #channelsales #salesstrategy #businessgrowth
4 ways to motivate your channel sales | BI WORLDWIDE Canada
biworldwide.ca
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Bigger network ✅ Access to new markets ✅ Lower overhead ✅ It's no wonder selling through partners represents 75% of the world's commerce. Dive into our guide to channel sales and how it can work for you. https://sforce.co/3uNwQwg
The Complete Guide to Channel Sales
https://www.salesforce.com/blog
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Great channel sales in 5 simple steps 🤝⬇️ A successful channel sales strategy can be hard to achieve. After all, your channel partners need to have the means - and the motivation - to sell your product, which is not always easy to put into practice. To help you reach the channel sales success of your dreams, we've put together 5 steps to make it happen 👇 #channelsales #partnersales #indirectsales #partnerenablement
Super-charge your channel sales in 5 steps - SP_CE
https://www.spce.com
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“Channel sales — or selling through partners — represents 75% of the world’s commerce, according to Forrester. This approach helps companies accelerate sales and grow revenue without adding to their headcount, a move that’s increasingly important during economic uncertainty.” - Erin Hueffner via Salesforce https://zurl.co/vy7z #marketingprofs #b2bmarketing #growthmarketing #demandgen #leadgeneration #saasmarketing
The Complete Guide to Channel Sales
https://www.salesforce.com/blog
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How do you continue to close deals in a tough macro environment? Billy Robins, Head of Partnerships Jellyfish set out to answer this question in this Snack Bites post with the assistance of 4 sales leaders working in the field with their teams Shep Maher, CRO Betterworks Kevin Nothnagel, VP Sales Clockwise Mark Kosoglow, CRO Catalyst Software Anon, VP Sales in SaaS & AI Tons of actionable tactics & insights are shared about how sales leaders are navigating the current landscape and continuing to perform "Get multi-threaded ASAP" "Be creative with buyouts, pricing, contracts" "Treat mid-market deals like enterprise" "Close easy deals. Get the CARR on the books, make progress towards your quota and have more time to work the complex deals"
How to Sell in a Tough Macro Environment
shomik.substack.com
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🚀 Elevating your sales team to stellar heights starts with hiring stars, not just suits! Sales are the rocket fuel for any company's growth, and getting that mix right can be more art than science. Just like SaaStr's Jason Lemkin suggests, hiring your first #salesperson is a strategic move, not just a task to tick off. But what if we applied this meticulous #hiring process beyond the sales team? Imagine if your ads had the same precision targeting as your top #sales hires. With MNTN, your campaigns can be as carefully chosen as your sales MVPs - ensuring your message lands in front of the #audience that's most likely to #convert. After all, why settle for casting a wide net when you can use #CTV to spearfish? So, let’s not just focus on hiring the right people; let’s talk about placing the right #ads, in the right place, at the right time. That’s how you turn a great sales strategy into a holistic #growth engine. Ready to find out how MNTN can give your sales org that cutting-edge? Let's chat!
🆕 Building a world-class sales org with Jason M. Lemkin Jason is the founder of SaaStr, the world’s largest community for B2B/SaaS founders, and the mastermind behind two of the world's largest annual B2B tech conferences, SaaStr Annual and Saastr Europa. Prior to founding SaaStr, Jason was CEO and co-founder of EchoSign (sold by Adobe), VP at Adobe, co-founder of NanoGram Devices Corp., and VP of NeoPhotonics. In our conversation, we discuss: 🔸 How long a founder should be doing sales 🔸 Signs it’s time to hire full-time salespeople 🔸 Why you need to hire two salespeople 🔸 How to comp your salespeople 🔸 How to interview salespeople 🔸 When to hire a VP of sales 🔸 How to avoid salespeople flaming out 🔸 How to scale your sales org 🔸 How to improve the relationship between your sales and product teams 🔸 Much more Listen now 👇 YouTube: https://lnkd.in/gJZ-WqyQ Spotify: https://lnkd.in/gjgKCACQ Apple: https://lnkd.in/gXGY3VAn Some key takeaways: 1. Hire your first salesperson when you have closed the first 10 customers and are spending more than 20% of your time on sales. Don’t be swayed solely by impressive resumes or acronyms; instead, seek out those individuals who you would personally buy your product from. 2. Instead of rushing to hire a VP early in the startup phase, wait until you have established a repeatable sales process and witnessed success with initial sales reps hitting quota. Hire a VP of Sales to help you scale from three sales reps to 300 reps. 3. Make sure your VP of Sales actually wants to sell, not just manage. 4. Prioritize the early success of sales reps by allowing them to keep 100% of their initial sales for the first three months. This provides an opportunity to assess their capabilities without immediate financial pressure. 5. If your salespeople are making substantial money, it’s a sign that the company is succeeding and the equity of both the reps and the founders is increasing in value. Therefore, don’t be discouraged if your sales team members are making significant earnings, as it correlates with the overall success and growth of the business. 6. Involve sales in product development to ensure alignment between customer needs and product roadmap. Initiate a weekly meeting between the VP of Sales and the VP of Product to discuss the budget allocation for feature requests and prioritize it. This regular interaction ensures that both teams are aligned on priorities and helps prevent last-minute disruptions.
Building a world-class sales org | Jason Lemkin (SaaStr)
https://www.youtube.com/
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A superb listen for anyone involved with a start-up. Even if you're merely considering working in one, this discussion has great nuggets of wisdom about what skills to look for in your sales leaders.
🆕 Building a world-class sales org with Jason M. Lemkin Jason is the founder of SaaStr, the world’s largest community for B2B/SaaS founders, and the mastermind behind two of the world's largest annual B2B tech conferences, SaaStr Annual and Saastr Europa. Prior to founding SaaStr, Jason was CEO and co-founder of EchoSign (sold by Adobe), VP at Adobe, co-founder of NanoGram Devices Corp., and VP of NeoPhotonics. In our conversation, we discuss: 🔸 How long a founder should be doing sales 🔸 Signs it’s time to hire full-time salespeople 🔸 Why you need to hire two salespeople 🔸 How to comp your salespeople 🔸 How to interview salespeople 🔸 When to hire a VP of sales 🔸 How to avoid salespeople flaming out 🔸 How to scale your sales org 🔸 How to improve the relationship between your sales and product teams 🔸 Much more Listen now 👇 YouTube: https://lnkd.in/gJZ-WqyQ Spotify: https://lnkd.in/gjgKCACQ Apple: https://lnkd.in/gXGY3VAn Some key takeaways: 1. Hire your first salesperson when you have closed the first 10 customers and are spending more than 20% of your time on sales. Don’t be swayed solely by impressive resumes or acronyms; instead, seek out those individuals who you would personally buy your product from. 2. Instead of rushing to hire a VP early in the startup phase, wait until you have established a repeatable sales process and witnessed success with initial sales reps hitting quota. Hire a VP of Sales to help you scale from three sales reps to 300 reps. 3. Make sure your VP of Sales actually wants to sell, not just manage. 4. Prioritize the early success of sales reps by allowing them to keep 100% of their initial sales for the first three months. This provides an opportunity to assess their capabilities without immediate financial pressure. 5. If your salespeople are making substantial money, it’s a sign that the company is succeeding and the equity of both the reps and the founders is increasing in value. Therefore, don’t be discouraged if your sales team members are making significant earnings, as it correlates with the overall success and growth of the business. 6. Involve sales in product development to ensure alignment between customer needs and product roadmap. Initiate a weekly meeting between the VP of Sales and the VP of Product to discuss the budget allocation for feature requests and prioritize it. This regular interaction ensures that both teams are aligned on priorities and helps prevent last-minute disruptions.
Building a world-class sales org | Jason Lemkin (SaaStr)
https://www.youtube.com/
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I thought this whole interview was great, but a portion of it (the Role of VP Sales) super-landed with me. This part is halfway through the interview, and Jason M. Lemkin talks about how sales leaders need to be in deals, on calls, and out meeting customers. Whether or not to get into the weeds of all deals and be on a LOT of live calls is something I've had to change my mind about (AKA "unlearn"). When I first started management, the playbook was: hire, train, coach, hire, train, coach. Managers, Directors, VPs learned to "let go". Reps run their own calls. Sink or swim. And SaaS, as a whole, accepted that bunches of reps would simply not make it. Everyone pretty much agreed that it wasn't scalable to be on calls with all the reps, and it created bad dependencies. We all bought Gong (still love it) and committed to reviewing X number of calls a week. And, unless you were selling something very Enterprise- you stayed inside. This worked out well for a long time. But things changed... and it was only in the past 2-3 years that I realized how much I needed to change too. I shifted from only being on calls with brand-new reps to being on as many as I could fit. Even with very senior reps. Shifted from spending a ton of time in dashboards to checking 1-2 reports 1-2x a week 🤷♀️. Shifted from being "inside sales for life" to getting out there a little each quarter to meet customers and prospects (a differentiator, IMO). If you bought from our team in the past year, we probably met on at least one call that you had with us. This is absolutely not because you aren't in *incredible hands* with your sales rep. But, we sell as a team. Here are the major changes in SaaS that forced me to rethink how involved to get... how in the weeds to be: Changed in the past 3-5 years: • Way more competitors in every space! Faster-changing market landscape 🤯 • SaaS teams shipping faster- can't train the sales team on a static battle card Changed in the past 3 years: • Teams went fully or partially remote. Less on-the-floor learning from peers Changed in the last 1-2 years: • Less demand for everyone! Had to improve deal sizes and win rates or else fail • Fewer enablement resources (especially in earlier-stage companies) • Must get to know every customer- long game now, need relationships at Day 1 Overall, being on more calls, in more deals, and out face-to-face has allowed me to get better coaching coverage, catch gaps early (!), get to know buyers and needs early, and... stay sharp myself. Know the sale. As leaders, if we're behind on the roll-up of ramped rep quotas relative to the goal, we're carrying a bag. So, the question is, how well can we do it? Our team still does prep + debrief, film review, and role plays. I still care about managing to metrics and process. But win rates don't lie- getting deep into deals and knowing almost every buyer is magic. Thanks, Lenny Rachitsky, for all your great interviews.
🆕 Building a world-class sales org with Jason M. Lemkin Jason is the founder of SaaStr, the world’s largest community for B2B/SaaS founders, and the mastermind behind two of the world's largest annual B2B tech conferences, SaaStr Annual and Saastr Europa. Prior to founding SaaStr, Jason was CEO and co-founder of EchoSign (sold by Adobe), VP at Adobe, co-founder of NanoGram Devices Corp., and VP of NeoPhotonics. In our conversation, we discuss: 🔸 How long a founder should be doing sales 🔸 Signs it’s time to hire full-time salespeople 🔸 Why you need to hire two salespeople 🔸 How to comp your salespeople 🔸 How to interview salespeople 🔸 When to hire a VP of sales 🔸 How to avoid salespeople flaming out 🔸 How to scale your sales org 🔸 How to improve the relationship between your sales and product teams 🔸 Much more Listen now 👇 YouTube: https://lnkd.in/gJZ-WqyQ Spotify: https://lnkd.in/gjgKCACQ Apple: https://lnkd.in/gXGY3VAn Some key takeaways: 1. Hire your first salesperson when you have closed the first 10 customers and are spending more than 20% of your time on sales. Don’t be swayed solely by impressive resumes or acronyms; instead, seek out those individuals who you would personally buy your product from. 2. Instead of rushing to hire a VP early in the startup phase, wait until you have established a repeatable sales process and witnessed success with initial sales reps hitting quota. Hire a VP of Sales to help you scale from three sales reps to 300 reps. 3. Make sure your VP of Sales actually wants to sell, not just manage. 4. Prioritize the early success of sales reps by allowing them to keep 100% of their initial sales for the first three months. This provides an opportunity to assess their capabilities without immediate financial pressure. 5. If your salespeople are making substantial money, it’s a sign that the company is succeeding and the equity of both the reps and the founders is increasing in value. Therefore, don’t be discouraged if your sales team members are making significant earnings, as it correlates with the overall success and growth of the business. 6. Involve sales in product development to ensure alignment between customer needs and product roadmap. Initiate a weekly meeting between the VP of Sales and the VP of Product to discuss the budget allocation for feature requests and prioritize it. This regular interaction ensures that both teams are aligned on priorities and helps prevent last-minute disruptions.
Building a world-class sales org | Jason Lemkin (SaaStr)
https://www.youtube.com/
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Product Manager driving revenue growth via UX-focused product improvements | 6+ yrs expertise in SaaS products, customer experience and product roadmaps | Grown products from ideation to 10k daily users
A big problem I notice in many companies is that they often hire a sales manager without knowing who their product is for. I strongly suggest watching that episode to avoid making such mistakes. Thank you Lenny Rachitsky for a great episode (as always btw😃) #productmanagemnt
🆕 Building a world-class sales org with Jason M. Lemkin Jason is the founder of SaaStr, the world’s largest community for B2B/SaaS founders, and the mastermind behind two of the world's largest annual B2B tech conferences, SaaStr Annual and Saastr Europa. Prior to founding SaaStr, Jason was CEO and co-founder of EchoSign (sold by Adobe), VP at Adobe, co-founder of NanoGram Devices Corp., and VP of NeoPhotonics. In our conversation, we discuss: 🔸 How long a founder should be doing sales 🔸 Signs it’s time to hire full-time salespeople 🔸 Why you need to hire two salespeople 🔸 How to comp your salespeople 🔸 How to interview salespeople 🔸 When to hire a VP of sales 🔸 How to avoid salespeople flaming out 🔸 How to scale your sales org 🔸 How to improve the relationship between your sales and product teams 🔸 Much more Listen now 👇 YouTube: https://lnkd.in/gJZ-WqyQ Spotify: https://lnkd.in/gjgKCACQ Apple: https://lnkd.in/gXGY3VAn Some key takeaways: 1. Hire your first salesperson when you have closed the first 10 customers and are spending more than 20% of your time on sales. Don’t be swayed solely by impressive resumes or acronyms; instead, seek out those individuals who you would personally buy your product from. 2. Instead of rushing to hire a VP early in the startup phase, wait until you have established a repeatable sales process and witnessed success with initial sales reps hitting quota. Hire a VP of Sales to help you scale from three sales reps to 300 reps. 3. Make sure your VP of Sales actually wants to sell, not just manage. 4. Prioritize the early success of sales reps by allowing them to keep 100% of their initial sales for the first three months. This provides an opportunity to assess their capabilities without immediate financial pressure. 5. If your salespeople are making substantial money, it’s a sign that the company is succeeding and the equity of both the reps and the founders is increasing in value. Therefore, don’t be discouraged if your sales team members are making significant earnings, as it correlates with the overall success and growth of the business. 6. Involve sales in product development to ensure alignment between customer needs and product roadmap. Initiate a weekly meeting between the VP of Sales and the VP of Product to discuss the budget allocation for feature requests and prioritize it. This regular interaction ensures that both teams are aligned on priorities and helps prevent last-minute disruptions.
Building a world-class sales org | Jason Lemkin (SaaStr)
https://www.youtube.com/
Executive Administrative Manager @ Extu | Critical Thinking, Strategic Partner, Visionary
1moLove all the valuable insights here!