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Responsive customer care via Social Networks
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Marketing Star Award
Intuit
Led a large cross-functional team that took a big swing, launched flawlessly, learned swiftly from in-market performance and pivoted quickly and successfully. Demonstrated how teams can learn fast and make the right decisions for all 3 stakeholders – the customer, shareholder and employee.
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Marketing Star Award
Intuit
Led massive Payroll growth by digging deep into customer behavior and conversion funnel and led the team to implement a winning marketing strategy.
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Rapid Marketing Innovation Award by Intuit Founder Scott Cook
Intuit
Inspired by Eric Reis's Lean Startup model, launched a rapid experiment in less than 24 hours that validated a key hypothesis about what motivates small businesses to purchase.
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Fast Path II for High Potential Leaders
Intuit
Click to edit honor descriptionSelected by Executive Leadership to be a part of the corporate leadership program Fast Path, designed to accelerate and invest in development of strongest leaders. Less than 5% of employees selected.
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Fast Path I for High Potential Leaders
Intuit
Selected by Executive Leadership to be a part of the corporate leadership program Fast Path, designed to accelerate and invest in development of strongest leaders. Less than 5% of employees selected.
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Meer bijdragen onderzoeken
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Haris Odobasic
People Culture Process Not just key for RevOps but also for scaling a company. Janis shared yesterday his experiences from scaling a company from $0-75M in ARR and selling it. Now, he builds Weflow | getweflow.com Here are my key takeaways: 𝗡𝘂𝗿𝘁𝘂𝗿𝗶𝗻𝗴 𝗠𝗶𝗱-𝗟𝗲𝘃𝗲𝗹 𝗧𝗮𝗹𝗲𝗻𝘁. Instead of targeting only highly experienced executives, prioritize hiring mid-level professionals (3-8 years of experience) and providing them with growth opportunities and increased responsibilities. 𝗠𝗮𝗶𝗻𝘁𝗮𝗶𝗻𝗶𝗻𝗴 𝗧𝗿𝗮𝗻𝘀𝗽𝗮𝗿𝗲𝗻𝘁 𝗖𝗼𝗺𝗽𝗲𝗻𝘀𝗮𝘁𝗶𝗼𝗻. Develop a transparent and fair salary structure to ensure employee satisfaction and retention. Avoid making exceptions that can disrupt team morale. 𝗜𝗻𝘃𝗲𝘀𝘁𝗶𝗻𝗴 𝗶𝗻 𝘁𝗵𝗲 𝗛𝗶𝗿𝗶𝗻𝗴 𝗣𝗿𝗼𝗰𝗲𝘀𝘀: Dedicate ample time to the recruitment process, conducting thorough interviews and assessments to ensure you bring in the right talent. 𝗖𝘂𝗹𝘁𝘂𝗿𝗲. Is important but it can also be fluffy. That is why the next point is important. 𝗢𝗽𝗲𝗿𝗮𝘁𝗶𝗼𝗻𝗮𝗹 𝗖𝗮𝗱𝗲𝗻𝗰𝗲𝘀. Focus on building excellent operational cadences. They become the manifestation of your culture! 𝗖𝗼𝗻𝘁𝗶𝗻𝘂𝗼𝘂𝘀 𝗜𝗺𝗽𝗿𝗼𝘃𝗲𝗺𝗲𝗻𝘁. Business keeps changing and the key is to learn fast and adapt. “Learn faster than your sales cycle”. 𝗚𝗲𝘁 𝗮 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗰𝗼𝗮𝗰𝗵 (𝗲𝗮𝗿𝗹𝘆 𝗼𝗻). Even if it just to have someone to talk to. 𝗛𝗼𝗻𝗲𝘀𝘁𝘆. Be honest and open with those who you work closely with. 𝗛𝘂𝘀𝘁𝗹𝗲. There are no shortcuts. You will be hustling. Thanks, Janis, for sharing your lessons in this truly humble and fun meet-up! See you later today for the your guest lecture at the RevOps Essentials course. Also, hanks to Marc Grewenig and the team at emlen for organising! P.S. Networking events in Berlin hit differently. On two occasions I was invited to a rave. Does not happen in Amsterdam! Or I am at the wrong events 🙃
41
5 commentaren -
Eddie Reynolds
How do you explain the ROI of RevOps to your CFO? Let me share a conversation I had with a CFO He asks me: “What’s the ROI of RevOps?” I open the hood and start asking questions. “𝗛𝗼𝘄 𝗺𝘂𝗰𝗵 𝗱𝗼 𝘆𝗼𝘂 𝘀𝗽𝗲𝗻𝗱 𝗼𝗻 𝗿𝗲𝘃𝗲𝗻𝘂𝗲?” - 40% of revenue goes to the Revenue Team - So on $10M in revenue, that’s a $4M budget “𝗪𝗵𝗮𝘁’𝘀 𝘁𝗵𝗲 𝗥𝗢𝗜 𝗼𝗻 𝗲𝗮𝗰𝗵 𝗺𝗮𝗿𝗸𝗲𝘁𝗶𝗻𝗴 𝗰𝗵𝗮𝗻𝗻𝗲𝗹?” - We can’t see that currently - Our marketing and sales data are separate “𝗛𝗼𝘄 𝗹𝗼𝗻𝗴 𝗱𝗼𝗲𝘀 𝗶𝘁 𝘁𝗮𝗸𝗲 𝘁𝗼 𝗼𝗻𝗯𝗼𝗮𝗿𝗱 𝗻𝗲𝘄 𝘀𝗮𝗹𝗲𝘀 𝗿𝗲𝗽𝘀?” - Too long - We’re really struggling here “𝗪𝗵𝗮𝘁’𝘀 𝘆𝗼𝘂𝗿 𝗰𝗼𝘀𝘁 𝘁𝗼 𝗮𝗰𝗾𝘂𝗶𝗿𝗲 𝗰𝘂𝘀𝘁𝗼𝗺𝗲𝗿𝘀 𝘃𝗶𝗮 𝗼𝘂𝘁𝗯𝗼𝘂𝗻𝗱?” - We’re not measuring that today - We’re struggling with outbound as well “𝗛𝗼𝘄 𝗱𝗼 𝘆𝗼𝘂 𝗶𝗱𝗲𝗻𝘁𝗶𝗳𝘆 𝘂𝗻𝗵𝗲𝗮𝗹𝘁𝗵𝘆 𝗰𝘂𝘀𝘁𝗼𝗺𝗲𝗿𝘀 𝗶𝗻 𝗖𝗦?” - We’re having trouble there too - Usually we find this out at renewal - And by then it’s too late to save them “𝗛𝗼𝘄 𝗱𝗼 𝘆𝗼𝘂 𝗶𝗱𝗲𝗻𝘁𝗶𝗳𝘆 𝗼𝗽𝗽𝗼𝗿𝘁𝘂𝗻𝗶𝘁𝗶𝗲𝘀 𝗳𝗼𝗿 𝗲𝘅𝗽𝗮𝗻𝘀𝗶𝗼𝗻?” - Yeah, we need to improve this process too - We don’t have much data shared with AMs “𝗪𝗵𝗲𝗿𝗲 𝗮𝗿𝗲 𝗯𝘂𝗱𝗴𝗲𝘁𝘀 𝘁𝗵𝗶𝘀 𝘆𝗲𝗮𝗿?” - We cut back. “𝗦𝗼 𝘆𝗼𝘂 𝗹𝗼𝘄𝗲𝗿𝗲𝗱 𝘆𝗼𝘂𝗿 𝗿𝗲𝘃𝗲𝗻𝘂𝗲 𝘁𝗮𝗿𝗴𝗲𝘁𝘀?” - No, we absolutely have to grow revenue “𝗛𝗼𝘄 𝗮𝗿𝗲 𝘆𝗼𝘂 𝗴𝗼𝗶𝗻𝗴 𝘁𝗼 𝗱𝗼 𝘁𝗵𝗮𝘁?” - We’re hoping the team can produce more - We just need to get sales to close more deals - And generate more leads in marketing - And retain and grow more customers - With less headcount and budget "𝗦𝗼 𝗺𝗼𝗿𝗲 𝗿𝗲𝘃𝗲𝗻𝘂𝗲 𝘄𝗶𝘁𝗵 𝗹𝗲𝘀𝘀 𝘀𝗽𝗲𝗻𝗱𝗶𝗻𝗴?" "𝗜𝗻 𝗼𝘁𝗵𝗲𝗿 𝘄𝗼𝗿𝗱𝘀, 𝗥𝗲𝘃𝗲𝗻𝘂𝗲 𝗘𝗳𝗳𝗶𝗰𝗶𝗲𝗻𝗰𝘆?" “𝗬𝗲𝗽, 𝘁𝗵𝗮𝘁’𝘀 𝘁𝗵𝗲 𝗥𝗢𝗜 𝗼𝗳 𝗥𝗲𝘃𝗢𝗽𝘀!” More on this in our Newsletter... 𝗧𝗵𝗲 𝗥𝗲𝗮𝗹 𝗥𝗢𝗜 𝗼𝗳 𝗥𝗲𝘃𝗢𝗽𝘀: https://bit.ly/48YMTWm ✌️
81
14 commentaren -
Richard Smith
From the stage at Pavilion GTM EMEA event. The state of B2B Sales this year looks even worse than last year. Less than a third of reps making quota. Close to half of all deals slipping. Win rates through the floor. Can Sales Leaders change the economy and interest rates? Nope Can Sales Leaders change the competitive landscape? Nope Can Sales Leaders double down on helping their sellers acquire new skills so the below metrics move in a different direction? Of course. Pull the levers you CAN control.
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5 commentaren -
Wilma Eriksson 🎈💙
"It's awesome to see companies are finding solutions for more efficiency - I don't actually find the numbers that crazy." This was the response from one of our HubSpot partners 😍 when I shared the link. 🙀 400% ! I still, find the numbers crazy! I am well aware that we are one of all, as important pieces, of the 🧩. I am BEYOND proud that one of the pieces is thanks to vloxq CPQ , integrated to HubSpot. But most of all, I am SO happy for the journey we have done together with the team of Retriever. With Alexander Mason in the lead, Ludvig Ljungström having perfect control of all details (the devil is in the details, right!) and brilliant Klas Hellqvist. Together we have challenged our self, our colleagues and our systems to work smoothly and efficient. To support the overall goal, and to be user friendly. We, and the setup up, can and will be improved. But for now 400% increased profitability is definitely something to celebrate! Well done team Retriever! You are really role models for working in a efficient way to enable customer centricity 🤸♀️ 💸. #efficiency #customercentricity #opex #cpq #hubspot #profitability
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Sarajit Jha
The #SAAS revolution of ever growth of sales & market cap is not working for most users The impact of unspent licenses and unused tools are becoming an eye sore The use it or lose it philosophy with users are being used for many IT tools by business focussed IT departments I see decommissioning of SAAS tools becoming a trend as many companies see taking out systems that are just protecting old ways of doing work a value driver Those providers that try to arm twist customers into staying may succeed in the very short term, but are well served to remember that SAAS was sold on " pay per drink", rip and replace and their ilk #Salesforce #Microsoft
29
6 commentaren -
Oliver King
Customer success is the new sales in the PLG era. Reducing churn automatically helps drive expansion. Gainsight found that companies with mature customer success programs achieve 130% net revenue retention. Evolving customer success for PLG: • Focus on product adoption metrics • Use behavioral data to predict needs • Automate low-touch engagements • Prioritize expansion opportunities • Align compensation with net revenue retention In a PLG model, every user interaction is an opportunity for growth. How is your customer success team driving product-led expansion? #founders #startups #growth
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Richard Smith
I stood on stage at SaaStock US last week to present 'Six ways to help your sales team close more deals this year'. Here is what I shared: 1. Focus on the follow ups In my last company, the conversion ratios of prospects who were in their 2nd, 3rd ,or even 4th cycle with us, converted at a significantly higher clip each time round. Summary? Timing is everything, but you need to create awareness first. Fortunes are made in the follow ups. Get your reps to focus on 'Closed Lost' opps before they focus on new prospects. 2. Four killer question deal scorecard Do they have a problem? How big is the problem? Are they motivated to solve that big problem now? Do they understand why you are best to solve it versus the others? Simple sales deal qualification, but its staggering how much time is sank into deals where those questions simply aren't answered. Get your reps focused on the deals where they are answering 'Yes' to the above questions, and less time focused on the deals where the answer is 'No'. 3. Create 'What I heard you say' and 'I will show you today' slides for their demos. Use these before the demo or at the start of each call in the deal cycle. Show the prospect you have listened and that you understand their problems (the first slide should basically provide the answers to the 'Four Killer questions'). Then show them the 3 or 4 things you will focus on during the demo. Don't stray away from the 3 or 4 things on the 'I will show you today' slide. Prospects will love you for this. 4. Start with the money shot. Make sure your reps are starting their demos with the big head turning feature your prospect will most care about. Get them excited from minute one versus waiting ten minutes to get there. Simple. 5. Creative deal structure. Prospects crave this in today's economy more so than ever. Move away from rigid contract terms. -Incentivise early renewals by giving additional users at a discounted rate for a short period of time. -Leverage buy-outs to get commitment, where you are dealing with an incumbent vendor with time left on their contract -Create 15 month subscriptions with break clauses after three months, Meaning you can do 'paid pilots' but you're only having to sell the deal once versus twice. Get creative and make it easier for people to buy from you. 6. Double down on coaching. Your sellers are 33% more likely to hit their quota if coached. Companies with dynamic coaching programmes achieve 28% higher win rates. 82% of sellers want MORE than they are getting today. Struggling to do this effectively? Ask me how we can help.
19
4 commentaren -
Michael H.
The way most SaaS companies structure sales leadership compensation creates inter-team competition in a *NEGATIVE WAY* that costs millions of $’s in revenue and 100’s of hours of headaches a year. Here’s why (and a simple change you can make to fix it): Typically sales managers are compensated on the performance of their direct reports. For example, if their 8 Account Executives crush their targets, the manager's compensation reflects this. This sounds reasonable, right? But what about the rest of the sellers? What about the other 25 Account Executives who need to succeed for your company to hit its growth goals? Sales Managers have different strengths and need to be incentivized to help the ENTIRE sales organization, not just THEIR team. That’s why every time I started a new sales leader role here’s what I did…. I switched the manager comp plan so 20% of their variable earnings were based on the total sales orgs performance, not just their direct reports. I often got pushback, but this simple change always led to stronger collaboration, teamwork, and unity. And helped us avoid account controversy, resentment and entitlement. Sales leaders aren't coin-operated, but they are human and humans respond to incentives. Make sure you're incentivizing the right behavior. And create one team.
48
7 commentaren -
Victor Embrechts
Who should RevOps report to? The CRO? CFO? COO? CEO? I recently started reporting to the CFO and I'm super excited about the possibilities! When I joined Rydoo as their new Head of RevOps one of the first questions I got was "Are we able to interview you about the collaboration between RevOps and finance?" Of course, I said yes! After seeing some of my peers make the shift from the Revenue team => Finance team, I was curious to learn more. Now I'm experiencing it firsthand and hope my experiences can help others. If you're a finance professional => Have you collaborated with RevOps? What was your experience? If you're a RevOps professional => Who have you reported to and what did you enjoy about it? let's discuss in the comments 👇 Link to article: https://lnkd.in/ehjzXepC
33
13 commentaren -
✌️Marc DiGiorgio
So many variations on what RevOps means. Most vendors just consider it some glorified combo of markops and salesops. We think revops runs a little further down the customer journey. If it costs $25K to get a $25K ARR customer, you are a pretty efficient sales/marketing team, but the company needs to keep that customer around a few years to make back its investment. Somewhere between 5-8 years. Can't keep the customer around if you cant get them live. So revops should include processes around onboarding, running a service delivery team, running support. Need to grow that customer somewhere around 20% a year to make up for the customers that don't stick around. To do that requires some sort of customer success function. Revops should provide these teams with tools to show what a customer owns, doesnt own, is using, not using. There should be automated plays versus plays for strategic accounts. Finally, a company needs to bill and account for the services it provides. So often companies mess up sales orders, add on orders, renewals, and services billing. So definitely revops has some involvement here too.
5
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Chris Orlob
90% of salespeople get the first 5 min of sales meetings wrong. They either don't control the meeting. Or they overdo it (and come off scripted). 5 steps to nail the first 5 minutes of discovery calls. Swipe thru the slides to get the talk tracks: STEP 1: Transition from small talk. STEP 2: Set the objective. STEP 3: Set the agenda. STEP 4: Set the DECISION to be made at the end of the call. STEP 5: End with the 'F-Word' Which of these 5 steps are you NOT doing today? P.S. Once you nail the setup, the next way to crush it is asking amazing questions. I've tested over 1,000 discovery questions. Here's a free list of the top performing 39 questions that sell: https://go.pclub.io/list
362
37 commentaren -
Andrés Angulo
My Salesroom AI coach saved me in a call last week! There were 5 stakeholders in the call. Everything was running smoothly. I had the right engagement in the call, but... I completely missed one of the stakeholders who was not engaging in the call. We all know we want to do pulse checks in the call and ensure everyone is engaged. But I was in the heat of the moment answering questions, providing value, showing Amplemarket... And then my AI coach came in and nudged me in the call... "Prospect x has not been interacting and has not spoken in the last 10 minutes." This nudge was fantastic... So I pivoted and asked: "Prospect x, based on our discussion so far, how do you envision your team using our platform?" And the magic happened. She was acknowledged and provided great feedback... So much so, that she said she just Slacked the people in the call saying that my demo was fantastic. But I wouldn't have known if I hadn't asked. Coaches are a pivotal part of professional teams for a reason... They trust their players, but they are observant and can provide insights to change the trajectory of the game. That's exactly what happened! One of the biggest gaps in sales is real-time coaching. And that's exactly what I got. Cheers to the age of AI assisting sellers and giving them superpowers! #salesenablement
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18 commentaren -
Sam Friskey
VP Sales search scorecard They MUST have led the $5m to $15m + ARR journey within domain X. But are we neglecting context in our persona prerequisites? Scenario/Candidate 1: led $5m - $20m ARR in domain X. Established Enterprise company Strong product-market fit before arrival Significant inbound lead/demand generation Higher customer acquisition cost Scenario/Candidate 2: led $3m - $12m ARR in domain X. Early-stage challenger Built the sales engine/process from scratch Built a true outbound culture & rigour Maintained fiscal discipline & creative resource allocation The goal should be to evaluate a candidate's ability to excel in the specific circumstances and challenges that your company currently faces rather than relying solely on predetermined revenue milestones from their past experiences. Who are you hiring? #GTMHIRING #VPSALES #GTM
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Kathleen Hartigan
Tired of losing hard-earned deals? Solve for Revenue Leak. In Clari’s 2024 Revenue Leak Report, RevOps leaders said leak happens at every stage of the funnel. - Creating: Poor and slow upsell pipeline tracking - Converting: Unsure where pipeline is dropping off - Closing: Slipped deals Don’t let Revenue Leak drag down another quarter – or another year. Download the Revenue Leak Report for more: https://lnkd.in/eeVWViQz
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Elizabeth Italiano
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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15 commentaren -
Ben Taylor
Here are four signs your GTM alignment is out of whack: 1. Fragmented Customer Lifecycle View If your team lacks a comprehensive view of the customer lifecycle, you're likely missing key opportunities for upselling, cross-selling, and customer retention. A unified perspective is essential for seamless customer experience and strategic decision-making. 2. Disparate Data Sources When every department has its own ops person with different data sets, it creates a fragmented picture of your business. Without a single source of truth, your strategies will be inconsistent and less effective, leading to misaligned goals and metrics. 3. Inconsistent Terminology If the same terms (e.g., "SQL," "MQL," "Funnel,") mean different things to different people, communication breakdowns are inevitable. This inconsistency can lead to misaligned expectations and strategies, undermining your overall GTM efforts. 4. Unclear ICP Definition and Belief If your team is frequently questioning, “Should we sell to this company?” it indicates a lack of confidence and clarity in your ICP. I like to think of it as who is my "Market of 1?" Can I define a single person who I know is the absolute best market? Then I build my ICPs off of their persona. 5. Sales & Marketing are sending inconsistent messaging to the same people every week. Your sales team is going to work the MQLs, your marketing team is going to work them too. If the messaging is disjointed - you're setting yourself up for failure. Start there. Or you can take our Revuhnew GTM Assessment to get a crystal clear view of where you're at right now! https://lnkd.in/gb936XbN
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Andrés Angulo
The feeling of generating a 6 figure oppty from outbound is priceless! 🕺🏽 All it took was sending a highly personalized signal-based email to the right contact... And voila... Meeting booked! My CRO asked me the other day, what are you doing to book meetings? My answer: "I am doing the work." If you are not willing to research, prospect, email, DM and call... How do you expect to book meetings? Beats me! 🤷🏽♂️ #outbound #prospecting
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8 commentaren -
Jason Hable
There are some interesting thoughts from Esben Friis-Jensen on PLG company org design in this article. Simple is almost always better. We’ve been thinking a lot about the VP GTM role and recently hired one for one of our portfolio companies to lead marketing and sales. Revenue leaders traditionally come out of the sales discipline. In PLG companies, which rely more heavily on inbound demand generation, self-service, and a sales-assist motion, I expect we’ll see more young PLG companies consolidate revenue teams under leaders from a marketing background. https://lnkd.in/gjhgYNuF
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4 commentaren -
Jonas Gesslein
"Should my company still do outbound with SDRs?" Here is the first question I would ask you: ⬇ What is your deal size? All the noise on LinkedIn about outbound being dead... It is just that outbound is not profitable the way VC backed SaaS companies do it. If your deal size is 2,5k, 5k, 10k etc. PLEASE, PLEASE, PLEASE do the maths. In what year would you make a return of investment? (considering life-time-value) (given real, current conversions) Most companies have not done the maths until recently. Why? Because it was like the wild west. Growth at all cost. We pump in as much money as we want - to grow. These times are over. Jason Lemkin (famous software investor) has said this 5-10 years ago: If you are below 20k deal value, then don't do outbound. And if you are below 20k deal value, do everything you can to get up to 20k deal value. 🤣 Mind you, considering inflation too, I would rather make sure to get to more than 20k on average. The thing is, the way how most SaaS companies approached outbound was never rational. There were no efficiency or profitability calculations behind it. It was crazy 5 years ago and it is still crazy now. By the way, this is also why the quality of outbound has been so low...
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