Morgan Jacobson

To all SDRs or anyone entering B2B sales, read this post to avoid falling into common traps. 1. The most successful AEs I have met were the best SDRs. 2. SDRs who didn’t excel in the role and are now AEs are still struggling to generate their own pipeline. 3. AEs who skipped the SDR role, often due to an MBA or strong interview skills, fear switching jobs and roles without inbound leads. They’ve never faced the grind of building a pipeline from scratch, filled with rejections. 4. AEs who have never been an SDR majorly rely on their SDRs or Inbound leads from marketing to help them build pipeline and if any Quarter they don't get inbound or enough meetings from SDRs they sh** in their pants. 5. When these AEs become managers, they often question their team—"Where are the numbers?" or "Why isn’t there a pipeline?"—instead of guiding them on building it. Lacking experience in pipeline generation, they fail to lead by example and eventually lose the respect of their team. Learn the art and science of being an SDR and excel at this job at any cost, you will never have to look back or depend on anyone for pipeline EVER. Prospecting and Generating Pipelines is fundamental to Sales whether you are an SDR, AE, Sr Manager, or VP if you don't know how to do OUTBOUND you will continuously live a sales life of fear and anxiety. So SDRs ask yourselves do you want to be such AE and Managers in the future who depend on others to determine their performance and faith or would you like to own your job? #sales #prospecting #outbound #pipeline #sdr #ae #b2b #saas

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Amen to this. Senior leaders need to get involved in the details and understand the structural and operational issues in their organizations that lead to customer churn. You hold the power to improve the quality of your product and the value of your service - you're customer facing Sales and CSM teams do not.

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I was asked what is the fasted way to win new business for sales - get warm introductions in your target accounts. Here are 7 steps that I think will help you get radically more pipeline fast:🔥📈 Inboxes are overflowing, cold outreach is losing its punch. Warm introductions are the key to breaking through the noise and accelerating your sales pipeline. 1. Define Target Accounts 🎯 Zero in on accounts that align with your ideal customer profile. Know their challenges, and understand how your solution uniquely solves them. Focus on a subset you’re confident about – don’t let analysis paralysis slow you down. Key: Don’t get stuck on the first step; just go for it! 2. Identify Connectors in Your Network 🕸️ Expand your network (or automate this with platforms like https://lnkd.in/e-XsFVmR) to match up with contacts who have trusted relationships with key players in your target accounts. Look for people with deep industry and solution experience- they’ll help boost your credibility.  3. Engage with Value First 💬 When requesting an intro, lead with value. Show why the intro matters to their connection and how it benefits them. Remember, your Trusted Advisor isn’t your sales rep – they’re a facilitator of value for their network. Offer insights, unique perspectives, and collaborate in a knowledge exchange. This will set you apart as more than “just another sales rep.” 4. Personalize Your Outreach to the New Contact 🧑‍💼 After a warm into, skip the canned pitch. Reference your mutual connection, then tailor your message to your target accounts needs. Tap into your advisor’s inside knowledge on what truly matters, from active projects to key priorities. This approach makes you relevant, aware, and genuinely interesting. 5. Nurture the Relationship, Not Just the Opportunity 🤝 Warm intros open doors, but it’s the relationships that close deals. Focus on building trust, actively listening, and providing value. Even if there’s no immediate sale. 6. Don’t Forget Your Sales Process 🚀 Whether it’s Solution Selling, MEDDICC, or MEDDPICC, stick to your process to stay on track. Use your advisor’s insights to set you apart, but also to qualify out quickly – if it’s not a fit, pivot to protect your credibility and the trust of your connection. 7. Reward Your Trusted Advisor 🏆 Recognize your advisor’s role in your success! A thoughtful gesture, creative reward, or a few percentage points on the deal can make a significant impact. It shows appreciation, strengthens the partnership, and sets the stage for future collaboration. Warm introductions are your ticket to stronger connections, faster cycles, and higher close rates. Are you tapping into them? 🔑 And if you want to make this easy, check out https://lnkd.in/e-XsFVmR – the first platform designed to automate and scale your ability to find and leverage warm introductions into all of your target accounts. 🔗 #SalesTips #Sales #SDR #SalesPipeline #WarmIntroductions #ForceEquals

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Sales reps today are overwhelmed — large books of business leave little time for prospecting, making it tough to drive growth. But with ZoomInfo Copilot, five minutes is all you need to check in with existing accounts, start an expansion conversation, and engage with a new, likely-to-buy prospect. Watch our own Jake Lehman demo ZoomInfo Copilot’s prioritized accounts, signals, and buying groups features. Coupled with the AI emailer, Jake crafts high-quality personalized outreach to three companies in the time it takes to make a cup of coffee. #ZoomInfoCopilot

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The AEs and SDRs from 5 years ago are the CROs and VPs today. This may sound somewhat self-serving, but here it goes. It’s been cool to see the goodwill I created with those AEs and SDRs over the years turn into meaningful opportunities, pipeline, and revenue for Copy.ai. This has never been the primary intent of my presence or content here. But I will say, it’s a nice benefit. Build trust, provide value, be kind, build your network. It’s worth it for many reasons. #sales #sdr #gtmai

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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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What most teams use to scale sales teams: Tools, Process, Methodologies. What ACTUALLY scales sales teams: Team culture, Buyer language, Guiding Principles. I had a really fun conversation with Dannii Mathers on ‘The State of Sales Enablement’ podcast about how to use your call recording data to build a culture that scales. If you’re a fan of IKEA or Mark Cuban, it’s worth the 28 minute listen. (Sidenote: for some reason there’s a bunch of silence at the end of the episode, so if it looks like it’s 55 mins, just know it’s not that long).

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Need to transform your SDR team’s performance? How to help your sales team achieve results that will earn you trust and budget. First, audit your content arsenal. Are your SDRs armed with the right tools? Invest time in creating or curating great collateral that addresses your Ideal Customer Profile’s (ICP) pain points and your solutions. Convert the best-performing material into templates. If budget allows, invest in intent tracking tools like ZoomInfo. Provide your SDRs with real-time intelligence on potential leads. This could involve identifying companies visiting key pages of your site or using tools that detect general intent based on topics. Now, launch micro-campaigns. Develop industry-specific value propositions and targeted landing pages. Your SDRs need ammunition that speaks directly to each vertical. Always measure & optimize. Track response rates, meeting conversions, and pipeline velocity. Use these insights to refine your approach. Don’t fear failure – it’s the only way to hit the target. Make small changes based on what works and what doesn’t. What’s working for your SDR enablement? While it can be an overwhelming project, it’s crucial for establishing the foundation for solid growth. #B2BMarketing #SalesEnablement #CMO #Leadership

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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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Enterprise sales reps, hear me out -- you've got to stop thinking that "Proficient with Microsoft Word" is a differentiated selling skill. What I mean: Ten years ago, you could build a really unique account plan by doing google+social sleuthing because it was (a) relatively hard work that (b) not everyone would do even if they could. Today, I'm still seeing Enterprise sellers stand out from the pack by doing hard work that their peers won't — specifically, by going hard after primary sources instead of using the web. In other words, they're not settling for "Proficient with Microsoft Word." 3 approaches I've heard in the last month of discussing this with leaders of enterprise sales teams: 1. Sales rep using their 1st+2nd degree network to contact and interview literally anyone with recent work experience at the target company. Doesn't matter if they have to start below the line in the wrong department — they turn one referral into another and eventually have account insights that no competitor does. For penetrating a huge org this is invaluable. 2. Having the sales rep and SDR pair up on calling into the Sales organization of the target company, and just nicely ask for insights "sales rep to sales rep". The advantages of calling the sales org, despite not being your actual persona, are that (a) they pick up the phone more than other depts and (b) as sales reps they know how to be helpful if they want to be. I didn't personally expect this to work that well and was surprised how well it did when we tried it. 3. Hiring former employees of the target company as consultants for building account plans and/or designing RFP responses. This is harder work than sending out AirPods, champagne bottles, or gift cards in exchange for meeting — but you get a willing coach, maybe even a former executive, helping you sell. That's huge. (Obviously I'm biased toward using Emissary.io to simplify this.) There are no shortcuts in sales but there is always "doing what others won't." Would love to hear other under-utilized, hard-to-do tactics!

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It's getting to that time of year when your CFO sends an email asking for your help to save $1M or $10M in costs... It's a common tactic when Sales teams don't hit their H1 targets or when the Q3 and Q4 pipeline is looking weaker than expected. If you didn't fill your open headcount fast enough or spend your travel and training budget, you might start to panic and scramble to protect your budget. It's tempting to keep your head down and remain out of sight, hoping you will stay off the Finance team's radar. There's a better way to approach this. A company-wide push for cost savings is a golden opportunity to bring attention to your best ideas. Here are 5 ways you can seize it: 1️⃣ Volunteer to swap some open headcount for outsourced or contingency spending. If you believe your headcount may be trimmed anyway, lean into it by proposing to trade in a portion of your open headcount for agency or outsourced spending. It can help secure your remaining open headcount while simultaneously accelerating your key projects with external resources 2️⃣ Ramp up short-term spending on opportunities with strong ROAS & LTV:CAC. Although your CFO wants to cut costs, spending for revenue growth is a more efficient way to achieve this. Do you have strong Marketing channels where you can accelerate customer acquisition with more paid search spend? Perhaps you've been holding back on Mobile ad spend or non-English paid search - this is the right time to make a case for highly focused investment. 3️⃣ Modernize your tech stack. If you haven't overhauled your technology stack in the past 3 years, take a look at some modern tools and platforms that can eliminate manual effort or reduce high third party spend. It's the perfect time to consolidate and overhaul your use of technology. 4️⃣ Ask for your vendors help. Don't wait until your budget is cut to renegotiate contracts and service agreements with your vendors. They are experts in their field - ask for their ideas and suggestions to reduce costs or gain efficiencies. Ask your web developer agencies how you can reduce costly manual work with routine processes and standardization. Ask your localization agency how AI and Machine Translation can make your budget go farther. 5️⃣ Fast-track revenue growth opportunities. Where are the low-hanging fruit opportunities to expand or grow revenue in your team? Consider adapting your roadmap to fast-track initiatives that drive monetization and lower churn. Perhaps you can repurpose open headcount towards initiatives that have strong revenue potential. How else have you approached company-wide cost saving goals?

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People don’t realize what “closing skills” are in sales, and they’re not “is persuasive.” Reps with closing skills CONSISTENTLY know, can choreograph and advise on how the deal gets signed and returned. And their forecast accuracy reflects those skills.

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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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In 3 months, we’ve seen a 20% increase of pipeline in validation stage or greater. And here’s why… ✅ We’re aggressively training all SDRs on exactly what the full sales cycle looks like for our prospects. 👉 Driving stronger alignment with AEs. 👉 Supporting the team's development into closing roles. 👉 Allowing us to compensate our SDRs for activity further down the funnel. If you’re looking to improve the retention rate of your team, remove the disconnect, and build better pipeline, don’t cut SDR enablement at just the initial meeting. This approach will have a strong impact on pipeline - yes. But more importantly, it’ll have a huge impact on the development of SDRs 🏆

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Multi-threading... A skill that's fast becoming the most critical in a sales reps arsenal. Why? 🤔 The market is tough at the moment. 🤔 Buyers are more budget conscious. 🤔 CFOs are asking teams to reduce spend and cut back on investment. 🤔 Prospects that once had buying power and sign off capability now have to get approval from C-Suite. It sounds like an uphill battle 🏃‍♂️‍➡️⛰️ but the truth is, multi-threading is not as daunting as you might think. ⭐️ Here's some tips that have worked well for me in the last 6 months ⭐️ 🗺 Map out your accounts. Org charts are critical for multi-threading. You need to understand who your prospects are, who they report to, and who holds decision making power. Tip - LinkedIn SalesNav let's you build drag and drop org charts! 🗣️ Check with your your champion. Confirm your org chart is correct. Ask them what the process is for bringing on a new vendor. If they don't know, 🆘 they are not a true champion. 📧 Share content early. Begin introducing yourself to key stakeholders quickly. Tip - Connect on LinkedIn with a short and sweet connection request, something like "Wanted to put a face to a name following some great conversations I've been having with (champion name) re (challenge). I'll send over some content via email shortly. I look forward to hearing your thoughts." 🎺 Make sure your content is personalised, engaging, and stands out. TOP TIP - Using a tool like trumpet 🎺 (digital sales room) is a sure fire way to encourage stakeholder engagement. Upload clear and concise value props, how you can solve their businesses challenges, client case studies and more. Ask these contacts to bookmark the page as you will regular update it with content as the deal progresses. And, track their engagement, so you can meet them in the moment. So far, my prospects have been LOVING it! 📞 Pick up the phone. Once you've connected on LinkedIn and sent content, call prospects to ensure that they have seen it. Ask what questions they have and tell them about next steps. By doing the above, when it comes to negotiation these stakeholders will be informed and aware of the entire process to date, and you and your product will be top of mind 🧠 Tenured AE's in my network (I know there are a lot of you), what do you do to successfully multi-thread? P.S. You can guess what I'll be doing in the office today :😉 #multithreading #sales #digitalsalesrooms #dsr #aestrategies

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“SDRs are lazy.” “SDRs don’t care about revenue.”  “SDRs don’t take ownership.” If any of these sound familiar, I’ve got news for you: the problem is 𝘯𝘰𝘵 your SDRs—it’s how they’re being managed. Here’s how we approach this at SpotDraft and empower our SDRs to take true ownership: 𝟭. 𝗦𝗲𝘁 𝗮𝗰𝗵𝗶𝗲𝘃𝗮𝗯𝗹𝗲 𝘆𝗲𝘁 𝗰𝗵𝗮𝗹𝗹𝗲𝗻𝗴𝗶𝗻𝗴 𝘁𝗮𝗿𝗴𝗲𝘁𝘀: We’ve designed a replicable process that allows anyone on the team to hit around 80% of their target. But getting to 100%? That takes extra effort. The stretch keeps things challenging and motivating. 𝟮. 𝗚𝗶𝘃𝗲 𝘃𝗶𝘀𝗶𝗯𝗶𝗹𝗶𝘁𝘆 𝗶𝗻𝘁𝗼 𝗰𝗼𝗺𝗽𝗮𝗻𝘆 𝗴𝗼𝗮𝗹𝘀: We don’t just hand out targets. We give our SDRs full visibility into the company’s broader goals, so they know exactly how their work ties into the bigger picture and what’s at stake if we miss targets. 𝟯. 𝗜𝗻𝘃𝗼𝗹𝘃𝗲 𝗦𝗗𝗥𝘀 𝗶𝗻 𝗱𝗲𝗮𝗹𝘀: My SDRs are closely involved in 2-3 deals every quarter, right through to closure. This helps them understand the entire sales cycle, customer pain points, and the AE’s perspective on things. We also offer additional incentives for closed-won deals, helping shift their focus from just SQLs to overall revenue impact and see the bigger picture. 𝟰. 𝗜𝗻𝘃𝗼𝗹𝘃𝗲 𝘁𝗵𝗲𝗺 𝗶𝗻 𝗱𝗲𝗰𝗶𝘀𝗶𝗼𝗻-𝗺𝗮𝗸𝗶𝗻𝗴: Whether it’s processes, tech stack updates, or new initiatives that directly impact them, our SDRs are part of the conversation. This involvement creates a sense of ownership and significantly boosts their engagement. 𝟱. 𝗧𝗿𝗲𝗮𝘁 𝘁𝗵𝗲𝗺 𝗮𝘀 𝗲𝗾𝘂𝗮𝗹𝘀: Too many orgs treat SDRs like second-class citizens while relying on them to build the entire pipeline. It’s time we change this mindset as an industry. SDRs are just as critical to a company’s success as any other role, and they should be treated that way. 𝟲. 𝗥𝗲𝘁𝗵𝗶𝗻𝗸 𝗲𝗻𝗮𝗯𝗹𝗲𝗺𝗲𝗻𝘁: Enablement isn’t just about skills—it’s about motivation. Writing personalized emails that get left unopened or facing constant rejection on cold calls, can drop morale. We focus on recognizing small wins and giving the team opportunities to recharge, like team dinners or virtual hangouts. 𝟳. 𝗕𝗮𝗰𝗸 𝗼𝗳𝗳: Once SDRs are trained to hit targets and understand what conversion rates look like, let them plan their outreach. A manager’s role is to advise, not develop every strategy for them. Step in when they’re stuck but encourage them to try things on their own first. 𝟴. 𝗖𝗿𝗲𝗮𝘁𝗲 𝗮 𝗰𝘂𝗹𝘁𝘂𝗿𝗲 𝘄𝗵𝗲𝗿𝗲 𝗺𝗶𝘀𝘁𝗮𝗸𝗲𝘀 𝗮𝗿𝗲 𝗼𝗸𝗮𝘆: As Akshay Doshi always says, “𝘺𝘰𝘶 𝘤𝘢𝘯 𝘮𝘢𝘬𝘦 𝘶𝘯𝘭𝘪𝘮𝘪𝘵𝘦𝘥 𝘧𝘪𝘳𝘴𝘵-𝘵𝘪𝘮𝘦 𝘮𝘪𝘴𝘵𝘢𝘬𝘦𝘴.” It's only a problem if you make the same mistake again. When SDRs aren’t afraid to make mistakes, they feel empowered, take higher ownership, and have faith in management to back them up. 𝗛𝗼𝘄 𝗮𝗿𝗲 𝘆𝗼𝘂 𝗲𝗺𝗽𝗼𝘄𝗲𝗿𝗶𝗻𝗴 𝘆𝗼𝘂𝗿 𝗦𝗗𝗥𝘀 𝘁𝗼 𝘁𝗮𝗸𝗲 𝗼𝘄𝗻𝗲𝗿𝘀𝗵𝗶𝗽? #sdr #sales #leadership #growth #spotdraft

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Should CRO’s even exist? Not if they’re going to be: - Super expensive glorified head of sales - With no marketing or CS experience - Compensated like an account executive  - No focus on ICP or aligning the entire GTM motion - No coordination with peers in cross-functions - No P&L fluency or ability to read a P&L  - Only focused on new business with no understanding of recurring impact - No knowledge of the bowtie or systems designed to deliver ongoing customer value - Have a short term view and only care about the quarter CROs should absolutely exist if they: - Can come from Marketing, CS, or RevOps not just Sales - Have foundational understanding and respect for other functions - Are compensated like all other executives - Are focused on driving tight alignment across the GTM motion - Are focused on collaborating across Sales, Marketing, CS leveraging data generated from RevOps - Are focused on a customer journey that begins when the prospect lands on the website and continues through at least 3 annual renewals - Have a deep knowledge of the bowtie  - Have built expertise as revenue architects - Have a long term view that balances short term urgency with long term enterprise value Revenue generation is a team sport. Recurring revenue is driven by recurring impact. If you’re leading the revenue function, you have to understand that and you have to be an expert at driving tight alignment across the customer journey to deliver that impact. This is the way.

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“Nurture is the new outbound” – an SVP of Sales who previously led GTM teams at multiple unicorns including a 10 figure exit, recently said this to me on a call. Steal this 4 step nurture process we use to revive 2 opps / rep a month: BACKGROUND From our Q3 analysis, a Champify customer has on average 1.8 closed lost opps before they sign on as a customer. In SaaS today, IT’S IMPERATIVE to enable your team to nurture accounts well. A strategy that used to be viewed as a marketing function has shifted toward one that sales must now master. The problem is twofold: 1) Your prospects are inundated with too much email to open your drip emails 2) The bar has gone up dramatically to get prospects to re-engage  THE SETUP This is exactly what we’ve built to help us revive 2 opps / mo / rep. 1) Have real lost reasons Catch all loss codes kill reps’ ability to prioritize lost opps. When creating the loss reasons, you should have a clear answer of exactly WHY someone didn’t move forward. For 9/10 of us “budget” OR “timing” isn’t the real reason. 2) Build in a flow when a rep marks an opp as closed that has two key fields: When should you re-engage? (Date field)  What needs to change in this account for them to move forward? (open text) THE PLAYBOOK 1) Set up an intent provider to know when the account is on your site (or the person) AND notifications if they view and previous collateral 2) Ensure you are monitoring key exec changes and previous user movement into the account 3) One owner from marketing to consistently feeds reps “reasons to re-engage” 4) A flow that resurfaces the account to the rep based on the previous re-engagement date Now you are arming your reps with intelligence of when a certain account is re-engaging with your marketing site or collateral. You have insight into previous champions moving into the account to get intel and craft a more unique POV to get to the real DMs You have insights into key exec movement which typically is a sign of strategic changes coming. Marketing is arming sales with value-based touches to re-engage that includes relevant webinars, new content, product updates, etc — these align to the loss codes reps previously filled out. And, an automated flow to make sure your reps are engaging the account with the right frequency and depth. TAKEAWAY If you, like this SVP and I, believe that nurture is the new outbound, this is a skill your GTM team must master. A consistent flow of revived opps with higher likelihood to close are on the other side.

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