Nikhil Sarma

When RevOps is really just SalesOps (And the CRO is really just the VP of Sales) 𝗦𝗔𝗟𝗘𝗦 𝗘𝗡𝗚𝗜𝗡𝗘 - Closing deals should work - Clear pipeline management process - Forecasting is as accurate as possible - But everything before & after is an issue 𝗠𝗔𝗥𝗞𝗘𝗧𝗜𝗡𝗚 - Has different goals - Maybe the target is MQLs - Has their definition of MQLs - And their definition of SALs, SQOs - Has systems with different metrics - Their reports don't match sales' reports - Leads routed from one system to the next - With lots of things falling through the cracks - Classic case of marketing/sales misalignment 𝗢𝗨𝗧𝗕𝗢𝗨𝗡𝗗 - Do SDRs report to marketing? - If so, we're misaligned there too - The goal may be meetings booked - So AEs have lots of leads and meetings - But maybe not the ones they really need - The ones that convert to pipeline/revenue - We have more misalignment & finger pointing - Do SDRs report to sales? - What content do they have? - What events and assets do they share? - What visibility do they have into engagement? - How does marketing align with their outreach? 𝗢𝗡𝗕𝗢𝗔𝗥𝗗𝗜𝗡𝗚 - Sales is paid to close deals - How do they hand off customers? - What is the onboarding process? - Who builds/maintains that process? - What is done if sales drops the ball? - What is done if sales overpromises? - How are incentives and comp aligned? 𝗥𝗘𝗧𝗘𝗡𝗧𝗜𝗢𝗡 & 𝗘𝗫𝗣𝗔𝗡𝗦𝗜𝗢𝗡 - Which customers are easiest to retain? - Which customers are most likely to churn? - Which customers are the easiest to expand? - How is this data used to improve sales targeting? - How do we maximize NRR if sales is in their own silo? For me RevOps drives value by getting into the weeds and finding ways to generate more revenue with the resources available. That includes SalesOps and optimizing the sales process to close more deals. However, if we stop there we end up with an expensive and inefficient revenue engine with high CAC, high Churn and low LTV. We end up with different departments chasing different goals in different systems with different reports and different definitions of success. What would you add to this? Anything I missed? ✌️

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Hiring more SDRs ≠ instantly more pipeline There might be a better way to use that budget. 💰 I’ve seen it quite some times now. A business is making a stable chunk of money. Then want to grow and need more pipeline. Start hiring an army of new sales reps. Crash their payroll with more salaries. Results? Same or less turnover than before. Leaving them in a stressful situation. 👉 Handling lead research. 👉 Building lead lists. 👉 Making cold calls. 👉 Sending out cold emails. 👉 Following up with prospects. All of this get's done by the new hire(s). But not on day 1. ❌ There's an onramp phase and learning curve to it. So until the new rep get's into revenue generation... Weeks or months can pass without the needed results. Many hours of skilled reps are spent on onboarding. Hours where they don't generate new leads. These are hidden costs that come with hiring. 📉 Don't get me wrong. Hiring is important and needed. But only if it doesn't cost too much productivity. This is what I would do instead 👇 Build a system that opens new conversations. Without the need of human workforce. Generates predictable opportunities. Almost completely on autopilot. So the machine doesn't stop. ⚙ With all the new sales tech out there. It can be built by businesses of any size. With a budget of less than $1,000 per month. (Depending on the amount of leads of course) Try this basic setup if you have no system yet. 👇 Clay for research, enrichment and personalization. Smartlead to send automated email sequences. Hubspot or Pipedrive to track leads and deals. All these tools natively integrate with each other. Making sure all systems are synced and no data is lost. Simplicity is key. 🔑 (Especially for sales teams that aren't tech savvy.) Don't have the time or skills to build this? That's where we can help. 🤝 We've built systems like this for us and for our clients. If you want to learn how this can work for you... Book a call via the link in my profile. 📲 We'll have a 30-minute chat to see if there's a fit. Make sure we understand your process. And come up with an idea tailored to your use case. Talk soon! 💬 — Hey there, I'm Niklas. I run an AI Agency Automindz Solutions. We use proven AI strategies to build automated business development systems and streamline sales processes so you can focus on strategic growth. 🔔 Follow me for more stuff about AI automation in sales.

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Sales Leaders - Avoid this Mistake! Please don’t give your SDRs access to Smartlead/Instantly and ask them to manage multichannel workflows like LinkedIn touchpoints and cold calling. It doesn’t integrate well with your CRM, dialler or data provider meaning it will make a simple workflow very complex. You might actually be better off with a traditional sales engagement platform like Outreach, SalesLoft, or even Lemlist (even though you're hearing something else from Linkedin.) Instead you should think of SmartLead/Instantly as an additional SDR on your team that can send emails at such a high volume and low cost. Use it to reach out to your Tier 3 and some Tier 2 prospects where the average deal size doesn't justify having a dedicated SDR. ----------------------------- Hi, I am Leo, former head of sales now agency founder of the The Playbook Agency

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CSMs are heroes without capes. An average CSM handles almost 70 accounts. Considering 160 work hours a month. A CSM on average gets 2.5 hours per customer per month And what do we expect them to handle? -> Churn ❌ -> Renewals 💰 -> Case Studies 📖 -> Up-Selling 🤑 -> Firefighting bugs and feedbacks 🐞 -> QBRs and regular checkups 📈 If you are not helping them with clear insights on which customer needs attention - you are doing injustice. Join our waitlist - we can help you with predictive insights on your churn/expansion accounts specific to your business model. Link to the waitlist (2 months free trial) in the comments. #customersuccess #churn #ai

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How do you measure the ROI of RevOps? How do you measure “Revenue Efficiency?” I think about this a lot. 𝗛𝗼𝘄 𝗱𝗼 𝘄𝗲 𝗮𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝗴𝗿𝗼𝘄 𝗿𝗲𝘃𝗲𝗻𝘂𝗲? 𝗢𝗻𝗲 𝘄𝗮𝘆 𝗶𝘀 𝗴𝗲𝘁𝘁𝗶𝗻𝗴 𝗺𝗼𝗿𝗲 𝗿𝗲𝘀𝗼𝘂𝗿𝗰𝗲𝘀: - More headcount - More marketing budget - More resources to execute 𝗔𝗻𝗼𝘁𝗵𝗲𝗿 𝘄𝗮𝘆 𝗶𝘀 𝘁𝗼 𝗯𝗲 𝗺𝗼𝗿𝗲 𝗲𝗳𝗳𝗶𝗰𝗶𝗲𝗻𝘁: 𝟭. 𝗜𝗺𝗽𝗿𝗼𝘃𝗲 𝗖𝗔𝗖 𝘁𝗼 𝗡𝗲𝘄 𝗔𝗥𝗥 𝗿𝗮𝘁𝗶𝗼 - Close bigger deals - Close our deals faster - Improve our Close Rates - Improve our Conversion Rates - Generate more inbound revenue - Generate more outbound revenue - With the same headcount we have - Or on the same $$ cost of headcount 𝟮. 𝗜𝗺𝗽𝗿𝗼𝘃𝗲 𝗡𝗥𝗥 𝘁𝗼 𝗖𝗦 𝗖𝗼𝘀𝘁 𝗿𝗮𝘁𝗶𝗼 - Improve onboarding - Have healthier customers - Improve our renewal process - Improve our gross retention rate - Improve our overall expansion rate - On a CS dollar basis That’s my view, but this is also an oversimplification. - These numbers change a lot as revenue grows - Sales, Marketing and CS blend across these lines - Sales and marketing affect retention and expansion - CS can even have an effect on new customer acquisition What do you think? 🤔 I dove into this with 𝗕𝗲𝗻 𝗠𝘂𝗿𝗿𝗮𝘆 “𝗧𝗵𝗲 𝗦𝗮𝗮𝗦 𝗖𝗙𝗢” to ask his view on our last episode of 🎙𝙏𝙝𝙚 𝙍𝙚𝙫𝙊𝙥𝙨 𝘾𝙤𝙧𝙣𝙚𝙧🎙 podcast. Check it out here: 𝗦𝗽𝗼𝘁𝗶𝗳𝘆: https://spoti.fi/3RNMKiL 𝗔𝗽𝗽𝗹𝗲: https://apple.co/3RNU8ui ✌️

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Renewals are the lifeblood of every SaaS company. However, we don’t talk enough about what makes a great AM/CSM who handles renewals. Since there are so many lists on what makes a great AE, I thought I’d take a stab at what makes a great AM/CSM who handles renewals: 1/ They prioritize the renewals that move the needle Renewal rate comes down to simple math. What renewals are going to move the needle for them? Great AMs/CSMs spend their time where they’ll get the most bang for their buck. 2/ They prepare 6 months in advance Average AMs/CSMs prep 3 months in advance. Great ones plan 6 months in advance. This includes asking hard questions well ahead of time during a mid-year QBR, so they know where to spend their time. 3/ They can re-sell the product Stakeholders change. Priorities change. Competitors try to break in. Great AMs/CSMs can sell the product as well as their AEs and know how to position their value props and handle objections. 4/ They know how to negotiate I don’t know any procurement person in the post-ZIRP era who doesn’t try to negotiate their contracts. A great AM/CSM knows how to turn negotiations into win-wins. 5/ They know the difference between procurement and decision-makers Similar to point four, they know how to negotiate and with whom. Negotiating with procurement is much different than negotiating with a key stakeholder. Each party wants something different, and it’s important to recognize what that is. 6/ They know how to rope in their AEs or extended teams Just like the best AEs know how to “quarterback” deals, a great AM/CSM knows how to rally resources to help with renewals. AEs, Execs, SEs, and Professional Services can all be brought in to help show the customer extra love. 7/ They develop a renewal champion We always talk about champions in the presales process, but not enough about champions during renewals. A great AM/CSM knows how to develop champions to help push renewals through. An AM/CSM who knows how to do these things is worth their weight in gold. Keep them happy as long as you can!

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I did an informal poll on CSM vs Sales commission splits. I was pleasantly shocked to see that over 95% of companies do not have Sales take a commission on renewals unless it’s a particularly challenging one; the AE is there to help with it as a “bounty renewal”. in this case, the AE gets a % but is not taken from the CSM. Other interesting data points: "Commission on upsells and renewal made up 30% of the total compensation package. However, the exact commission % was determined by dividing the 30% by $$$ into the total ARR managed by the CSM." What metrics should this be based on? Most followed this model to Typically, companies that are earlier in their CS maturity will base this off a few leading indicators (adoption milestones, EBRs, etc.), and then move to comping on lagging indicators (retention, expansion, NRR, etc.) once their leading indicator activities have been proven. The following are examples of metrics you can use, not an exhaustive list: Leading: QBRs and/or EBRs (attained vs scheduled) Product adoption milestones (product dependent) Lagging: Net Revenue Retention (NRR) - this is likely the most common Retention Expansion Advocacy (hard to make this scale across large teams and mixed portfolios - this is better as a SPIFF or annual metric to Bonus on) From there, you can determine the weight of each metric on the bonus. I'll give an example using a bonus that is achieved by a renewal retention goal and an NRR goal. Criteria for 100% Bonus Attainment: 90% Renewal Retention (50% weight) 125% Net Revenue Retention (50% weight) "This keeps it pretty simple with two priorities. Retain and Expand Revenue. The Retention goal being assessed separately ensures CSMs don't have significant churn masked by massive upsells. In this example, if a CSM had 85% Retention and 115% NRR, they'd end up at 93.22% to goal for their overall commission/variable comp."

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I did an informal poll on CSM vs Sales commission splits. I was pleasantly shocked to see that over 95% of companies do not have Sales take a commission on renewals unless it’s a particularly challenging one; the AE is there to help with it as a “bounty renewal”. in this case, the AE gets a % but is not taken from the CSM. Other interesting data points: "Commission on upsells and renewal made up 30% of the total compensation package. However, the exact commission % was determined by dividing the 30% by $$$ into the total ARR managed by the CSM." What metrics should this be based on? Most followed this model to Typically, companies that are earlier in their CS maturity will base this off a few leading indicators (adoption milestones, EBRs, etc.), and then move to comping on lagging indicators (retention, expansion, NRR, etc.) once their leading indicator activities have been proven. The following are examples of metrics you can use, not an exhaustive list: Leading: QBRs and/or EBRs (attained vs scheduled) Product adoption milestones (product dependent) Lagging: Net Revenue Retention (NRR) - this is likely the most common Retention Expansion Advocacy (hard to make this scale across large teams and mixed portfolios - this is better as a SPIFF or annual metric to Bonus on) From there, you can determine the weight of each metric on the bonus. I'll give an example using a bonus that is achieved by a renewal retention goal and an NRR goal. Criteria for 100% Bonus Attainment: 90% Renewal Retention (50% weight) 125% Net Revenue Retention (50% weight) "This keeps it pretty simple with two priorities. Retain and Expand Revenue. The Retention goal being assessed separately ensures CSMs don't have significant churn masked by massive upsells. In this example, if a CSM had 85% Retention and 115% NRR, they'd end up at 93.22% to goal for their overall commission/variable comp."

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How can you be more strategic in RevOps? - Move from report jockey to strategic advisor? Here’s a tangible example: - Suppose we’re running a Pipeline Council meeting... - We start showing CQ pipeline and forecast are on target Then, we show the pipe gen for the next quarter is not on track. Here’s how we could tackle the conversation: 𝗪𝗵𝗮𝘁 𝗮𝗿𝗲 𝘄𝗲 𝗮𝗻𝗮𝗹𝘆𝘇𝗶𝗻𝗴? - This slide shows our pipeline for next quarter. - Current progress is $1M against a target of $3M - We’re behind pace to hit that $3M target on time. 𝗪𝗵𝗶𝗰𝗵 𝗞𝗣𝗜 𝗶𝘀 𝘁𝗵𝗶𝘀 𝗿𝗲𝗹𝗮𝘁𝗲𝗱 𝘁𝗼? - This will impact one of our major KPIs… - New business bookings for next quarter.” 𝗔𝗿𝗲 𝘄𝗲 𝗮𝗵𝗲𝗮𝗱 𝗼𝗿 𝗯𝗲𝗵𝗶𝗻𝗱? - We have about 40 more days here - To increase our pipeline generation - In order to close the gap we have today 𝗪𝗵𝗮𝘁 𝗶𝘀 𝘁𝗵𝗲 𝗶𝗺𝗽𝗮𝗰𝘁? - If we stay at the same pace - We’ll likely only reach $2.2M in pipeline. - We would likely miss next quarter’s revenue targets. 𝗖𝗮𝘂𝘀𝗲 𝗼𝗳 𝘁𝗵𝗲 𝗽𝗿𝗼𝗯𝗹𝗲𝗺: - We can see the issue is in the enterprise segment. - We’re creating about 1/3rd the opportunities we need 𝗦𝘂𝗴𝗴𝗲𝘀𝘁𝗶𝗼𝗻 𝗼𝗳 𝗮 𝘀𝗼𝗹𝘂𝘁𝗶𝗼𝗻: - We’d suggest having a 2nd meeting - Looping in marketing and field sales - To brainstorm a one-off campaign here - And how we can close this gap together 𝗢𝗽𝗲𝗻 𝗶𝘁 𝘂𝗽 𝘁𝗼 𝘁𝗵𝗲 𝗴𝗿𝗼𝘂𝗽: - Other ideas to beef up pipe gen in the next 40 days? This is the fundamental difference in being strategic - We’re identifying a root issue and a potential solution - We’re making it easy for leadership to respond to this data - Not asking them to analyze data and make conclusions alone But what do you think? What would you add here? 🤔 More on this in in yesterday’s 📰 𝙍𝙚𝙫𝙊𝙥𝙨 𝙒𝙚𝙚𝙠𝙡𝙮 📰 Get it here: https://bit.ly/4cDUcVO ✌️

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🪦 R.I.P SDRs? 🪦 When I open my Linkedin every second post is debating whether SDRs will be still around in the future or if this function is no longer needed due to automation and AI. Here is my take on this: - Some teams(especially SMB focused) might realise they don't need to segment sales roles into pipeline generating and closing roles, they will be going back to full cycle sales roles - Lot of SaaS teams restructured recently, this also means SDR teams got leaner, on the other hand due to AI and new tools they can be a lot more productive, making these teams more efficient - I also see a new trend where some SDRs are shifted to a "Sales Development Engineer" role, where this function knows all the in-and-out about scaling and automating pipeline generation with the help of AI and automating workflows - New GTM playbooks will focus more on "warmer" leads, especially visitor and intent data Few weeks ago, I was debating the same topic at a roundtable discussion at SaaStr Europa with various revenue leaders and I could feel excitement about the advancement of technology and AI, but there was a strong agreement that at the end of the day people love to buy from other humans. You can read more about this topic and how leading SaaS teams are changing to a playbook that can be successful in this changing environment. What do you think will we still have SDRs in 3 years time?

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This is what a real backdoor reference check looks like between sales leaders. Two lessons to take away from this: ✅ Sales Leaders: The world is a small place. When you're making your hires, especially the ones you consider to be really important, take the time to tap your network and do a little extra research on your candidate during the interview process. You'll be glad you took a little extra time to do this. Salespeople: The world is a small place. 😡 Don't lie about your accomplishments. 😡 Don't disrespectfully leave a company. 😡 Don't rage quit. You're not thinking about it at the time but your actions have consequences. You might fool a few employers but it will catch up with you eventually. x

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Managing complex Sales deals? Join us at our annual B2B Sales Circle and learn first hand from Tom 🤖 Tomaszewski about proven strategies and toolkits to nail even the most challenging deals. 🏆 Sign up today and secure your ticket. Link below 👇 #b2bsalescircle

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Do not read this post if your quota attainment per seller is >70%, Average Deal Sizes have grown >2x in the last year and if you don't need more Sales Pipeline. For those of you that do, I'm proud to announce a revolutionary way for your GTM teams to drive productivity with DatabookGPT. But, don't listen to me, listen to our customers: “As we pilot the new DatabookGPT, we find it’s driving down the creation of our initial account plans from seven weeks to seven minutes,” said Chris Smith, Chief Strategy Officer at Grant Thornton. “It's a game changer." "Every AE at Databricks lives by our value of 'customer obsessed.' Understanding the value the Data Intelligence Platform delivers for every customer is essential. DatabookGPT was built on Databricks and supports our sellers by giving them that account intelligence," said Ron Gabrisko, Chief Revenue Officer at Databricks. "Through our teams' use of Databook, we saw our average deal size increase by 54.8% in FY24", said Kirsty Mundy, WW Field Enablement Microsoft, Industry Solutions Delivery Learn more at www.databook.com. It's Generally Available now for companies looking to grow their deal sizes, shorten their sales cycles, and grow pipeline. #accountintelligence #enterprisesales #strategicrelationshipmanagement

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The era of GAAC (Growth at all costs) is behind us. Yet companies are still spending a higher % of $ on acquiring net new ARR. One of the biggest reasons is that the paradigm hasn’t shifted to the architected and operating the post-sales customer journey with same emphasis and focus as acquisition and the buyer journey. We shouldn’t keep making these mistakes. Here are some hard truths that the math behind the revenue machinery supports. 1️⃣ Retention is the number one driver of the ARR of a company at a certain point. Very critical to understand your customers, their needs and how you are delivering impact to them across their time with you. 2️⃣ Acquistion is and always will be critical for all companies, however once you get around $10M ARR expansion is equally important and the same investments and focus need to be on it. 3️⃣ Expansion is your cheapest lever for growth. If you have 120% NRR you can double your revenue in 5 years without adding one new customer. 👀 The question you have to ask yourself isn’t “do I need more or less of a particular role?”, but “what do we need to do as a company to ensure more customers see value?” ➡️ 47% of customers expect to see ROI within 6 months ➡️ 55% will increase spending in 2024 Are you setup for success in the new environment? Check out the Unlocking Customer Growth report from GTM Partners Sangram Vajre Sarah Allen-Short (in the comments)

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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.

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Here are 3 things #customersuccess leaders get wrong. And what they should do differently: 1️⃣ 𝐔𝐧𝐝𝐞𝐫𝐞𝐬𝐭𝐢𝐦𝐚𝐭𝐞 𝐭𝐡𝐞 𝐩𝐨𝐰𝐞𝐫 𝐨𝐟 𝐜𝐮𝐬𝐭𝐨𝐦𝐞𝐫 𝐫𝐞𝐯𝐞𝐧𝐮𝐞 In most companies where #CS exists, the majority of company revenue comes form the customer base. In some instances, 85-90 % of revenue comes from the customer base. But CS leaders fail on two fronts here: - To realize this revenue impact on the company success - Articulate this revenue impact to the board, CEO, C-suite in a way that will empower the CS leader & team ✅ 𝐖𝐡𝐚𝐭 𝐬𝐡𝐨𝐮𝐥𝐝 𝐲𝐨𝐮 𝐝𝐨? Just like with your customers, you need to be able to show ROI internally. First, figure out how much revenue impact you own. And what 1 %-point improvements in NRR would mean for the company. Now create a plan to improve NRR and articulate that to leadership so you get a seat at the table and empowerment you need. 2️⃣ 𝐒𝐩𝐞𝐧𝐝 𝐭𝐨𝐨 𝐥𝐢𝐭𝐭𝐥𝐞 𝐭𝐢𝐦𝐞 𝐰𝐢𝐭𝐡 𝐭𝐡𝐞𝐢𝐫 𝐂𝐅𝐎 Let's be real, most CS leaders have lived in spreadsheets. They are analytical and have a nack for using numbers and data. But when it comes to really understanding the impact of CS, we too often stuck believing that our CS metrics are the end all, be all. But anyone that has spent time with their #CFO and dug in, realize what KPIs and metrics matter for the business. ✅ 𝐖𝐡𝐚𝐭 𝐬𝐡𝐨𝐮𝐥𝐝 𝐲𝐨𝐮 𝐝𝐨? Have quarterly meetings (if you can) with your CFO or a FP&A leader to walk through the metrics the CEO/board cares about. You'll see things like EBITA, Rule of 40, Gross Margins, Cost of XYZ, ARR Growth etc. The key is not just to know what financial metrics impact the business but HOW the metrics you own impacts those financial metrics. Knowing that will ensure you are driving company success through your team. 3️⃣ 𝐀𝐫𝐞 𝐭𝐨𝐨 𝐨𝐧𝐞-𝐝𝐢𝐦𝐞𝐧𝐬𝐢𝐨𝐧𝐚𝐥 𝐂𝐒 𝐨𝐫𝐠. 𝐛𝐮𝐢𝐥𝐝𝐞𝐫𝐬 As a CS leader, you can typically impact your org. in four key areas: Position (within the company), Team, Methodology, and Resources. I see too many CS leaders focus on one or two of these areas. For example, they are great at driving internal buy-in (Position) and good at getting the right Resources (e.g. a CSP), but not great at hiring/developing people (Team) and how to drive workflows (Methodology). ✅ 𝐖𝐡𝐚𝐭 𝐬𝐡𝐨𝐮𝐥𝐝 𝐲𝐨𝐮 𝐝𝐨? All these parts are all connected, so when you create your annual budget, also create a CS Audit plan that incorporates these four areas. You can structure this plan like this: ➡️ What and who do I need internally to be successful ➡️ What is the optimal team structure to build around our customer base ➡️ What methodology do we deploy (what, when, who, how) ➡️ What resources do we need to make this all happen? What else do you see? 👇🏾 Jan Young, MBA, CSPO, CSM Aaron Thompson Bob London Markus Rentsch Astrid Adriaens-Berges Rachel Provan *** 🛎️ If you enjoy my content, follow me for more ♻️ Repost to share with your network

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High-paid SDRs: ❌ make 200+ dials a day ✅ make 40-50 dials to ICP prospects ❌ send 1000s of automated emails ✅ send 25/30 manual emails per day ❌ connect with everyone on LinkedIn ✅ only connect with top prospects ❌ ignore 'not interested' email responses ✅ call them and figure out why no interest ❌ build new sequences every week ✅ A/B test their existing sequences ❌ attend every internal meeting possible ✅ treat selling time as the number 1 priority ❌ add 1000s of contacts to sequences ✅ pick who deserves to go in the sequence ❌ moan about their AE being rubbish ✅ execute with their AE every single day ❌ hand over opps with 1 stakeholder ✅ multithread before the AE handover SDRing isn't rocket science. It's relentlessly putting in high quality reps. Do you agree? ♻️ Repost to share with others in your network. ---- PS. My SDR courses are all 51% off for Black Friday right now. Ends this week.

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How to build a bad*ss outbound playbook (in 5 steps) - To get your AEs self-sourcing more pipe - To get SDRs landing higher-quality meetings - To get your team off the sales roller coaster Already have a playbook? Use this checklist to beef it up. ✅ 1) Assemble the team Enablement should facilitate this process, but they shouldn't create the playbook in a silo. - Two best self-sourcing AEs. - Two best outbound SDRs - Best marketing copywriter - Product specialist (if applicable) - Sales leaders(s) actively working deals The team shouldn't be more than 10 in total. Bonus: Find a consultant who's worked in the role of your persona (e.g. an ex-CISO if you sell to CISOs). ✅ 2) Pick the medium I've seen playbooks built into enablement tools like Seismic. On Google Docs/Sheets. On PowerPoints. And everything in-between. What's most important: the playbook is built in a medium that's easily transferrable into a rep's existing workflow. The more clicks away the playbook is, the less likely it gets used. Example: Playbook is in Notion, and the talk tracks are copied into the dialer. ✅ 3) Gather examples of what good looks like Reverse-engineer examples of success. Gather cold emails that landed meetings. Recordings of cold calls that landed meetings. etc. And then go a step deeper. Provide a quick background and analysis. Example: Rep sent a cold email that landed a meeting with a CISO. Get the background on the account. Why the rep chose that account. Research they leveraged. etc. ✅ 4) Build these core components An outbound playbook should contain the following + answer these questions: - ICP & targeting strategy: How do I prioritize and tier my accounts to find low-hanging fruit? - Messaging: What do each of my core personas care about? - Triggers/signals: What 3-5 triggers align most with our personas? - Talk tracks: How do I approach the cold call conversation? - Email copy: How do I approach the email? (the provided email copy should get reps 80% of the way there) - Sequencing recommendations: What does my contact strategy look like? - Objection handling: What objections am I most likely to get? How do I handle them? - Time management: How should I think about structuring my week for optimal success? - Sales math: How should I calculate the required outbound activity to hit my desired sales target? - Plays: What are the most common plays that work? - Tech enablement: How can I best utilize the tools in our tech stack? ✅ 5) Ongoing refinement Last but not least: A playbook is a living, breathing document. Enablement should own the ongoing refinement. Every quarter: - Add more examples of what good looks like - Update messaging as necessary - Fill in gaps where reps are struggling ~~~ These are the core elements we build into outbound playbooks for our clients. What's missing? Comment and let me know. #sales #outbound

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