Benjamin Barrier

6 ways to build a 100€ million ARR business. Why is it helpful to know what you're hunting? Each of the 6 ways require a different GTM strategy 👉 Different ICP 👉 Different Messaging 👉 Different Channels 👉 Different sales motion 👉 Different pricing Because of this requires a different way to build your company. ✅ Teams & Skills ✅ Product ✅ Metrics ✅ Growth tactics Thanks CJ Gustafson for sharing.

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🏭 The Revenue Factory: An Orchestra of GTM Motions What are the models that you must use in order to build your own ‘Revenue Factory’ ? First - the GTM model lays out the different GTM motions that you might have across your business - which might include motions such as: - Enterprise motion: High-touch, complex sales cycles - Self-serve PLG motion: Product-led growth at scale - High-velocity SMB AE motion: Quick turnarounds, volume-driven - And more… Once you’ve identified the right GTM motions you should be using, how do you ensure each motion is performing at its peak? Enter the Data Model. 🔍 The Data Model acts like a high-powered microscope, allowing us to zoom in on each motion: - Which are the conversion points that could be improved? And then… - Why isn't the SDR handing off leads efficiently? - What's causing low conversion rates in enterprise sales? - In our PLG motion, why aren't monthly users becoming weekly active users? In order to answer these questions, we must dust off a bit of math skills and apply the Mathematical Model - the engine that calculates input, throughput, and output for each motion. ⚙️ Finally, the Operating Model brings it all together, creating a cohesive GTM that drives sustainable growth across all of the various teams within GTM (sales, marketing, customer success, revenue operations). 💡 How are you aligning your different GTM motions within your Revenue Architecture? #RevenueArchitecture #Bowtie #GTM #RevenueFactory

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🤯 Salesforce just increased their own pipeline goals by 50% from 2x to 3x. 8️⃣ 𝐬𝐮𝐠𝐠𝐞𝐬𝐭𝐢𝐨𝐧𝐬 𝐫𝐞𝐠𝐚𝐫𝐝𝐢𝐧𝐠 𝐩𝐢𝐩𝐞𝐥𝐢𝐧𝐞 𝐛𝐚𝐬𝐞𝐝 𝐨𝐧 B2B Fusion 𝐞𝐧𝐠𝐚𝐠𝐞𝐦𝐞𝐧𝐭𝐬: 1️⃣ Focus on active, qualified pipeline rather than just top-of-funnel quantity. Leads or accounts that don't translate into real sales opportunities don't contribute to accurate pipeline coverage. This counters Quantity > Quality. 2️⃣ Establish a consistent definition and process for what constitutes active pipeline across sales and marketing. This creates alignment on what is being measured. Building the right dashboard from this point helps here (ask us how). 3️⃣ Have a regular "Pipeline Council" meeting with sales, marketing, and other go-to-market teams to review pipeline metrics, identify gaps, and take action. Executive involvement is key. Critical ABM/ABX step in your GTM planning. 4️⃣ Recognize that long sales cycles can create a disconnect between current pipeline and revenue outcomes. Trend analysis is needed to understand the pipeline-to-revenue correlation. This is where measuring conversions by source type matters most. (ask us how!) 5️⃣ Strive for transparency around assumptions in pipeline models, as lack of trust in the models undermines their usefulness. This is where regular spot checking helps - I remember as an operator not doing enough spot checking and taking information at face value. 6️⃣ For companies selling to enterprise (eg ABM/ABX), pipeline discussions often revolve around specific deals rather than just metrics. Qualitative deal reviews are important at that level. 7️⃣ Consider account prioritization and coverage in pipeline analysis, not just aggregate pipeline. Visibility into each territory's pipeline health is valuable, especially again for ABM/ABX. 8️⃣ Align pipeline coverage targets with the company's growth goals and factor in conversion rates, sales cycles, and marketing's contribution. Oh yeah, Marketing can help here. Keep in mind this post is looking mostly at 'top of funnel'. GTM leaders are constantly tuning forecasts and we're about to enter forecast season - so hopefully these tips can guide your conversations. 𝐖𝐡𝐚𝐭 𝐨𝐭𝐡𝐞𝐫 𝐚𝐫𝐞𝐚𝐬 𝐡𝐚𝐯𝐞 𝐲𝐨𝐮 𝐬𝐞𝐞𝐧 𝐞𝐟𝐟𝐞𝐜𝐭𝐢𝐯𝐞 𝐢𝐧 𝐏𝐢𝐩𝐞𝐥𝐢𝐧𝐞 𝐛𝐞𝐬𝐭 𝐩𝐫𝐚𝐜𝐭𝐢𝐜𝐞𝐬? #ABM, #ABX, #GTM ___________ 👏Follow B2B Fusion on Go To Market best practice strategies. 👍Like and subscribe to B2B Fusion 𝐘𝐨𝐮𝐓𝐮𝐛𝐞 𝐜𝐡𝐚𝐧𝐧𝐞𝐥 of 209 GTM videos. 🤙🏽Struggling with faster, more efficient growth? Let's talk. DM.

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The B2B Buyer Journey is Broken. 🚫 What's Broken: ➝ Disjointed Processes: Multiple handoffs between teams create confusion and inefficiencies. ➝ Lack of Hyper-Personalization: Messaging fails to convey value and benefits such as ROI and efficiency. ➝ Rat’s Nest Structure: The buyer journey is more chaotic than a funnel. ➝ Reliance on Digital Resources: Buyers depend more on digital channels for information. ➝ Early Research Ignored: Buyers start their research much earlier than anticipated, and we haven't adapted. 🔧 How to Fix It: ➝ Self-Service Tools: Implement interactive videos and other tools to empower buyers to do their research independently. ➝ Hyper-Personalize Outreach: Tailor communications to highlight the specific value and benefits of your solutions. ➝ Omnichannel Approach: Ensure a seamless experience across all channels for independent research. ➝ Integrated Infrastructure: Align teams in sales, marketing, and customer success to collaborate seamlessly. ➝ Unify Messaging: Ensure consistent branding and messaging across all touchpoints. 💬 Join the Conversation: What challenges do you face in your buyer journey? Comment below or DM me to discuss how we can transform your B2B strategies! #B2BMarketing #BuyerJourney #Personalization Read more on the B2B Buyer Journey here see #blog ➝ https://lnkd.in/gd2eC3Ba

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Revenue operations, or RevOps, is the latest buzzword taking the business world by storm. But what is it, and why should you care? Let's cut to the chase: the purpose of any business is to make money. RevOps is all about aligning teams with data-driven strategies to boost sales, shorten cycles, and crank up those win rates. More importantly, fix disjointed communication among businesses. Bottom line: the impact of RevOps is massive and can't be ignored. #RevenueOperations #RevOps #DataDriven

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Operationalizing outbound campaigns is one of the most time-intensive and complex tasks to do well. 

 • You need accurate research or accurate signal-based account lists • You need accurate and up-to-date contact data    • You need personalized content especially if this is an ABM outbound play to an enterprise account you are tailoring all your content for.    • You need to think about how to get email deliverability without compromising domain reputation    • You need address verification if sending direct mail.    • You need to  measure the success of the play the same way you measure an inbound campaign. So since seeing a rise of AI tools to help with this process, I have been doing research into them.
 First up - Clay. This video is short rambling (lol) on my initial take on the tool in case you haven’t been able to do the research yourself. 𝗪𝗵𝗮𝘁'𝘀 𝘁𝗵𝗲 𝗧𝗟:𝗗𝗥? This tool definitely requires someone who is operational/technical and comfortable prompting AI. I also believe right now the top use case is around the data side and how to do account and contact research and targeting more accurately and intelligently. 
 You can definitely do content or hook personalization but I would still be careful to not make your outreach too generically “personalized” (oxymoron but still feels like the right way to describe this hah)

 Using Clay already? Would love to hear about your experience in the comments.

 #revenuegrowtharchitecture #clay #outboundmarketing

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I often get asked what I think the biggest challenges are for enterprise revenue teams today. The short answer: Consistency and Repeatability. But when it comes to consistency and repeatability, we have to look at it through 3 lenses: AEs, RevOps leaders, and CROs. It means different things for a RevOps leader than it does for a CRO. AEs want to take the risk out of missing their number and get to a place where they see a path to exceeding the quota target. So how do they know they're leaning on the right information that is going to mitigate that risk and maximize their upside? That’s where an AI-powered workflow can help: ensuring AEs know what to do, when to do it, whom to do it for, and why to do it. Without that structure, it can be challenging for them to understand what is most important, and when and how to execute, ultimately impacting whether they hit their revenue number consistently. For RevOps leaders, they need to be able to identify patterns and data. Without consistency and repeatability, that’s hard to do if the people on your revenue team are all taking wildly different approaches to their day-to-day responsibilities to serve their prospects and customers. RevOps needs everyone singing from the same songbook so they can figure out what's working and what's not. With commonalities in execution behavior, the patterns of what's working and what's not will surface faster along with the data to validate the need for optimization, whether it be to the process, messaging, or training/onboarding. For CROs, they need visibility and insight into the business at scale to affect change. Forecast accuracy is certainly important, but it’s getting visibility into the forecast that is paramount: deal gaps, missed workflow, missed give/gets. If a CRO has that context, then they have the information they need to make it actionable where it matters most and can affect change. When you look at the distribution of sellers from a performance perspective, the key for many CROs is to determine how to improve the performance of their second tier cohort – those sellers that routinely achieve 75%-90% attainment. The “B players” can be incredibly detrimental to a company’s guidance.  An enterprise workflow platform allows CROs to tether the team to a common set of behaviors and insights that, when properly managed, will drive consistent improvement among your B players, ultimately changing the trajectory of a business for the positive. So consistency and repeatability for a CRO is really about adherence to the best practices and responding to the insights such that one can optimize the mix of art and science in the selling approach. A CRO isn’t going to be able to touch dozens or hundreds of deals or listen to thousands of calls, so they need a platform that can guide them as to where to focus. When the system and your RevOps team can, then the CRO knows where to focus and coach and guide. #revenueorchestration #revops #cro #revtech

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The biggest mistake marketers are making with ABM? Jumping in before the GTM team is tightly aligned on ICP and the fit + intent signals that matter most. This often comes with additional problems: Letting Sales arbitrarily select target account lists —> we make it much harder on ourselves if we don’t use fit and intent signals to prioritize ICP accounts and prospects that are most likely to buy and get immediate value Spray and pray tactics —> high volume, transactional, low quality, generic outreach just results in your whole TAM blocking and unsubscribing ABM without rigorous data standards —> using dirty/outdated data to multi-thread, to show up everywhere for target accounts, to (gulp) automate any part of your ABM workflows = playing with fire Piping in a bunch of signals without a clear plan of action —> just creating distracting noise (results in wasted $$ and muted Slack channels) Teams taking action on random signals without GTM alignment/coordination = total chaos Sendoso is a direct mail and gifting platform, yes. But gifting is so much more than sending swag or gift cards in exchange for a meeting. It’s a high impact ABM art that helps revenue teams take timely personalized actions with the right people to deepen relationships, increase pipeline conversion rates and speed up deal cycles. To do this well, our team uses a variety of signals to select the right accounts and automate thoughtful, personalized engagement touchpoints across the entire customer journey, from segmented outbound marketing to sales interactions with ABM accounts and creative direct mail campaigns that deliver a delightful experience for buying committees. We’re obsessed with data quality/accuracy, and partnering with the best signal providers is crucial for us. I’m so excited about the UserGems 💎 Signal Platform announcement today! We’re loving their signal library and workflows. If you’re also obsessed with data-driven, account-focused marketing and thoughtfully automated workflows, they’re an amazing addition to the marketing stack.

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A good CRO, or Commercial Leader, can indeed come from sales, marketing, or CS - the main thing is that this is a holistic role, not a gloried sales leader with a higher title. Great words of wisdom from Sam - thanks for sharing. #leadership

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Revenue Leaders - More than 58% of sellers are missing their quota targets in 2024. (Forrester) The average salesperson only spends 36% of their time actually selling. (CSO Insights) < 50% of B2B SaaS companies have a defined ICP (GrowthMentor) 𝐓𝐇𝐄𝐒𝐄 𝐒𝐓𝐀𝐓𝐒 𝐒𝐇𝐎𝐔𝐋𝐃 𝐇𝐀𝐕𝐄 𝐘𝐎𝐔 𝐖𝐀𝐈𝐕𝐈𝐍𝐆 𝐀 𝐑𝐄𝐃 𝐅𝐋𝐀𝐆...this is problematic! There are many reasons for the above statistics - but it's critical you look ahead at solving them vs looking behind to figure out where you went wrong. We're finding with genAI that there are so many optics within the sales process that can be automated and contextualized. In the revenue world, that takes the form of a Virtual SDR. 👀 These automations offer deep analysis of your historical data, ICP, behavioral trends, wins/losses, and real-time analysis of buying signals that your sales people need to convert 1:1 conversations. We're halfway through the year - so if you're behind your revenue targets, something needs to drastically change. Otherwise, you can't expect different results in H2. Need help knowing what buyers are in market for your services? Looking for an ICP analysis? Let us know. Our Virtual SDR can 😉 #gtm #gtmstrategy #autonomousgtm

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So you want your CSMs to be more revenue-focused. This is the #1 thing you're missing. 👇 It's not about new skills. It's about them WANTING to do it. I talk to 5-10 CEOs and CS leaders every week. Virtually every one of them is trying to get CS to be more focused on revenue. They are usually focused on: --> New skills around consultative selling and negotiation. --> New compensation structures involving CS having a quota for the first time. --> Split of responsibilities between Sales and CS for renewals and upsells. Yes, these are all important. But none of this matters if you don't deal with the elephant in the room. Most CS people got into CS because THEY DIDN'T WANT TO BE IN SALES. If you don't re-frame what being "more salesy" means to your team, none of this other stuff matters. ___________________ How do you do this? Focus on showing that being more commercially focused aligns with their purpose. In Daniel Pink's book, "Drive. The Surprising Truth About What Motivates Us", he shares the research on motivation. For complex tasks like selling, people need 3 things... --> Autonomy: Control over our work and how we do it. --> Mastery: The drive to continually improve. --> Purpose: Doing work in service of a larger goal. Applying this to our situation, I see most leaders focused on autonomy and mastery. --> Building autonomy with new skills and tools. --> Building mastery with support and mentoring. But without purpose, your stool only has 2 legs. Great CSMs are passionate about being of service to their clients. They love building long-term relationships. They see "sales" as being in conflict with their purpose. Focus on showing them how being commercially minded helps them at what they care most about. Once you have that, the comp and everything else won't matter. They'll show you what needs to be done. Oh, and what does my fish pic have to do with this topic? Nothing. Sometimes you just need to show off your nice bass. P.S. If you want to talk about turning your CS team into a growth engine, DM me. 🔖 Save for later 💬 Comment and let's start the conversation ♻️ Repost for more visibility and to show you care

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Popular Sales Prediction vs. My Prediction: Popular: In the age of AI - RevOps will be the competitive advantage for sales teams My Prediction? In the age of AI - Sales Enablement will be the competitive advantage to stand above the sea of sameness

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The current approach to ABM account selection is flawed. OLD WAY Account selection takes a sales-centric approach—i.e., account selection is more or less of a wishlist from sales or revops. The process typically goes something like this: - Use a vendor to narrow TAM by firmographics like funding, industry, etc. - Find a list on the internet (e.g., Cloud 100 or Enterprise30) - Sales selects on gut or from top-of-mind brands At best, the approach above is occasionally informed by data—i.e., what does the makeup of our most successful customers look like? Find accounts that fit that mold. NEW WAY What’s missing with the old way? 📶 Signals Specifically, signals that move an account from passive to in-market. Signals like: - Job listings - Hiring trends - New tech added - Recent funding rounds - Have more than one product user - Mentions of keywords in news articles - Mentions of strategic direction in an earnings call All can (and should) be used to inform account selection for ABM. Doing so flips the approach from sales-centric (WIIFM?) to customer-centric (what’s happening inside a company that we can help with?). Shifting to a signals-based approach to inform ABM delivers: 💬 Higher response rates 👀 More interested buyers 🏍️ Faster deal cycles === We just added 150M+ account-intelligence signals to Common Room to help with account selection, prioritization, and prospecting. Recorded a quick demo to show how it works.

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Forget Inbound and Outbound artificial boundaries...and your old-fashioned play(s)/silos by Sales or Marketing in our new "B2B buyer in full control" world. No more spamming, sequences, non-personalised, un-engaging messages please SDR/AEs bombarding me;)... ending up straight into our Junk and Trash WATCH my one-min summary shown (SLIDES AVAILABLE) in June's Revenue Marketing Alliance Product Marketing Alliance ABM summit (watch on demand see link in comment) on https://lnkd.in/e2-4aZXR Thx as always Andrei Zinkevich Vladimir Blagojević Fullfunnel.io too for the usual inspiration, Elena Simou also, lkg fwrd to sharing more soon! It is all about an integrated AllBound, "a la ABM" playbook and even more importantly a GTMOps / RevOps mindset and framework. ABM = GTM: Pure & simple. Not Marketing, not Sales but cross-Product, CS, Sales, Marketing and related teams, all for the full customer journey benefits...from new sales to renewal & expansion (incl Partners) You need to (1) focus on enabling & boosting your Go To Market strategy, which motion(s) or which mix of, PLG, SLG, PLS or whatever.. (2) adapt your ABM playbook, craft your strategy and segmentation as you see here from top to bottom. What are the cohorts, firmographics, attributes, triggers, HubSpot properties, you name it, that are critical to define these cohorts with first, second or third-party data or other... selecting your most promising accounts using predictive AI, scoring, buying intent tactics and MarOps set-up

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Three under-appreciated assertions in go-to-market for B2B SaaS... 1. You will gain an advantage focusing your strategy around GTM motions that are more difficult to directly attribute to sales. Don't fall into the trap of thinking difficult to measure = ineffective. 2. If you're willing to make a junior hire, 80% of the time you will save time, money and net better ROI outsourcing to a killer agency *that you know how to manage well*. 3. Having a high-output, engaging content engine that serves both internal stakeholders and aligns to the user journey, leveraging automation and AI *tactfully*, will be a deciding factor for who gets left behind and who gets acquired in the next few years. Companies that can prioritize evidence and reason-driven "directionality" (the more scientific approach) will be faster and gain outsized market share than companies stuck certifying ever-higher levels of attribution with every move. Outsourcing, especially for a new function, nets greater results than making a junior hire and training internally; internal training sounds good but the training quality, stakeholder incentives, and subsequent ROI and results are often lacking. And finally, revenue teams should focus on resonance and harmony of message across buyer channels. Unify content across channels, and tie it together through each part of the buyer journey tastefully and consistently; all of a sudden your "organic" conversion will explode, your sales people will have less no-shows and higher conversion, and your ads will become cheaper per inquiry.

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RevOps leaders, it's your last chance. The RevOps Demo Day is today. All registrants get the recording. See demos of 5 fast growing RevOps technologies. No sales cycles. No BDR calls. No forms. Pure, platform demos. Register here: https://lnkd.in/d3wM86Ns

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What we were promised: a unified ops function for all GTM teams. 😎 What we got: a new name for sales ops. 😔 The labels aren’t really the issue here. It’s the fact that alignment across functional ops teams still seems elusive in many companies. These are some common objections to creating a unified RevOps function: 😰 Functional leaders are worried about their ops teams becoming less responsive 😰 MOPS and CS Ops worry about getting swallowed up by Sales Ops and losing autonomy  😰 Marketing and CS worry their needs won’t be prioritized if RevOps reports to a sales leader These concerns are legitimate and need to be addressed. But they don’t change one simple reality: a lack of alignment among operational teams is usually just a mirror of the lack of alignment among the GTM functions. And these silos harm business performance. Instead of focusing on the challenges, let’s look at what a business can GAIN when ops teams are strongly aligned or unified: 🗺️ A holistic view across the entire revenue process ⚖️ Initiatives prioritized by business impact rather than executive fiat 🥰  A more unified and seamless customer experience 💰 More efficient tech spend with fewer redundant tools 🤝 All revenue teams rowing in the same direction 🤗 Pooled ops resources and mutual support 💪 A stronger ops function that can manage performance rather than just close tickets These teams DO exist, and this week on RevOps FM, I spoke with Julia Kim, who leads one of them at Electric. Julia leads a very mature RevOps function that supports marketing, sales, CS, and partnerships. Not only does this org structure work—her team is a driving force behind the business, which wasn’t at all the case when ops teams were embedded in their functions. In this episode, Julia shares: • The scope and structure of her team • How they plan and prioritize • How they balance running the business as usual with innovation and strategy • How RevOps can have different objectives at different stages of maturity • How she finds efficiencies across the tech stack • And much more Episode link in the comments 👇 —--- P.S. a unified function is one way to achieve alignment, but I don’t suggest it’s the only way. At my company, for example, my team supports marketing and BDR Ops and reports into marketing, while all other ops teams are centralized. This still works very well because a) The marketing leader also reports to the COO, ensuring consistent priorities b) Marketing ops still works closely with other ops teams, has regular cadences, shared OKRs, etc. So the key factors here are a centralized reporting structure and close collaboration. P.P.S. I feel like I've seen the meme I used before somewhere. If you created it first please raise your hand and I'll gladly give credit 😊

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MEDDIC is a popular approach to lead qualification for B2B SaaS. The M stands for Metrics and itis often where sales struggles. Some even skip over this. The value based approach provides the tools needed to manage the M in MEDDIC. Amar Dhaliwal shows how to think through the first critical Metrics (or Money) step in MEDDIC. https://lnkd.in/dbn9WAqT #MEDDIC #SaaS #valuebasedpricing #Sales

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✨ Imagine a future where your sales performance management is unified, adaptive, and seamlessly collaborative.       🧬 Where resilient growth initiatives are fueled by flexible planning that evolves with your business.       🎯 Where incentives dynamically optimize channel partner performance amid shifting market conditions and misalignments are pre-empted through integrated workflows.      This isn’t a long-awaited dream. It’s reality.       At Varicent, this future-ready sales performance management guides our advancements in the industry we helped pioneer. 🚀 It led us to completely rethink sales planning, creating a purpose-built solution that adapts with your changing approaches to GTM.         As we continue to innovate and evolve SPM with the Revenue Performance Engine, the path forward rests on the three strategic pillars guiding our future-ready approach at Varicent.      3️⃣ Strategic Pillars for Future-Ready SPM:      Resilient Growth Initiatives 📈   Sales planning today demands flexibility - balancing territories and quotas, adapting sophisticated go-to-market models each year. Purpose-built, unified solutions like ours rewrite the rules to support your most complex planning needs.      Agility and Flexibility 🏎️💨   In a world of rapidly shifting channel incentives, legacy systems fall short. You need to detect and swiftly adapt to market changes. With AI-powered agility, our platform revolutionizes partner engagement and performance.      Enhanced Collaborative Efficiency 🤝   Eliminating cross-functional misalignments and “costly patchwork” is vital. We embed workflows that sync planning, execution and motivation, enabling unified objectives across your teams.      📣 The future of sales performance management is resilient, agile, and collaborative. Realizing the opportunities of tomorrow requires shedding the limitations of yesterday. Is your sales performance management strategy ready?    Join us on this journey to redefine sales performance and lead the charge into a future of unmatched growth and potential. See how you can build a high-performance revenue engine: ▶ https://lnkd.in/g6C8MZPA #SPM #RPE #revenueperformanceengine #salesperformancemanagement #salesplanning #varicent

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