Fluint

Ever heard a sales leader tell you to “bring a?point of view?" If so, here’s a 7-min breakdown on how to actually do that. Using a?"driver graph" to map your message to each buying level. (Understanding how to do this for a target account is table stakes —?especially if you’re not "verticalized," and cover a multiple different industries.) 2 examples inside the video for you + graphics + whiteboarding exercise here: https://lnkd.in/gtyZFks6

Here’s a breakdown on how to stop deals from stalling out mid-funnel. With tailored messaging built for every deal, in a step-by-step process that covers each stage in the buying journey. It’s the process modern GTM teams have shifted toward, for both new logos and up/cross-sell, and across mid-market, enterprise — even the complex commercial deals. (And it’s exactly what we’ve built our whole platform around at Fluint.) Letting you treat every account like a key account, with messaging your buyers actually read, love and share internally.

Made you a 54-slide crash course on how to find & fill deals gaps early stage. It's *the* process top reps use to develop an exec-level POV, and figure out which deals are: (1) a waste of time and energy (2) the path to plan: higher win % and bigger ACV $ Stories + editable frameworks inside the full version: https://lnkd.in/gaRgH_26 Also, for you enterprise teams on the road, I have a big decision to make. Found out I can swap all my United miles / status for Delta: Is it worth it? Which is better?

I ask this 1 question to every sales leader we work with. A surprising number of them can’t answer it. (I get more of a wandering story, not a short, specific answer.) → The question: “Which stage saw the biggest dropoff in your last 2 quarters?” → The typical answer: “Well, we’re pretty good at getting the HR team excited on the demo, and then, you know, Finance really started to tighten approvals, so, etc..” → The ideal answer: “40% of Stage 3 pipe converts to Stage 4, vs. our target of 75%.” That kind of clarity = focus. We don’t have do too much. We just focus on the 1 play that actually matters, right now. Here’s how we’re doing this with teams on Salesloft now: - Salesloft just dropped “Command Center” this Fall - We’re a #Salesloftpartner (integration is live baby!) So at kickoff, we: - Pull up Command Center view of conversion x stage - See how that stage conversion % changed over time - With a specific list of deals where time-in-stage > median Then we pick the play that’ll move the needle + run it on that list of deals. For example: - New customer sells to HR, who loves them - But it’s a new offering that’s de-prioritized by Finance/Ops - So reps need to engage the COO/CFO, not just the CHRO - When they don’t, deals evaporate between S3/4. So, we pick the play for S1 → S2, before deals stall at S3: 1/ Generate a written point-of-view in S1 2/ Use that content to highlight gaps in dicso 3/ Bring those gaps to HR champions in S2 4/ Then, they share with Ops/Finance before S3 Which are the 2 big ideas from our work together you can run with in 2025: 1/ 2025 is the year of mid-funnel finesse (win rate). Not just top-funnel force (pipe coverage). 2/ “Detailed” leaders are asking their teams to do *less* next year. They know what to focus on, they cut the noise, and simplify their operating rhythm. Here’s the detail on how this looks in Command Center now: https://lnkd.in/gNFhmg_8 PS, got some videos I filmed at HQ in Atlanta last month coming for you on these topics soon. Standby!

Sales Assembly had a good year.? Not a great year, but a good one (and I’m perfectly fine with good years).? Some highlights + what helped us get there: - A 26% YOY lift in new logos. We have a sales team of one (??♂?), aren’t blessed with inbound, and don't do outbound - though that’s changing next year. So what drove enough pipeline to allow us to close nearly a logo per week?? The 3 R’s: Referrals Relationships #samsales Consulting's linkedin stRategy Referrals = self explanatory Relationships = members take us with them if they move from one company to another LinkedIn = People find us on here, seem to like the cut of our jib, and we start DMing.? So I guess that’s a version of inbound.? Regardless, we follow Samantha's guidance, and it works. - A 10% lift in ACV We have 3 different tiers of membership based on a company’s GTM team size.? Via the 3 R’s above, we just happened to attract a few more orgs that fit into our MM and ENT buckets than we did last year. Plus, I just got better at not giving away the farm via discounts.? I mean, I still am a bit of a pushover.? As long as someone says “please” I’ll think to myself “Well, who am I to NOT give a discount to such a polite person?” But I’m making progress. - A 29% decrease in sales cycle length One word can account for this: Fluint We have a bunch of tools, but none of them have had a bigger impact on our GTM efforts than Fluint.? And it’s not even close. The best part here is how much faster our deals are closing when you consider that there are more stakeholders involved than we’ve ever experienced.? Again, Fluint ftw. Start using it if you're not already. - Hit 105% of our in-person event sponsor revenue goal Dunno what to say other than we throw the best events with GTM leaders in the space.? I don’t mind saying that. And when you have a great product, people will buy it.? There’s a reason why our sponsors stick with us each year.? Because we deliver what we say we’re going to deliver.? Now, again, a good year - not a great one.? We missed our new logo target by 4.? Our ACV, while improved over last year, was still short of goal. While we only missed our new logo target by 4, the gap between our actual ACV and our goal was....not as close. ?? But that’s balanced out by the fact that we’ve had the opportunity to provide skills training to 8,754 ICs and front-line leaders of Sales Assembly member companies this year. Yes, 8,754 is the exact number (as of Friday, at least). We’ve also awarded 476 certifications this year on skills such as Deal Management, Value Articulation, Negotiation, Risk Mitigation, Relationship Management, and others. That, of course, is why we get out of bed in the morning. 476 certifications. 8k+ ICs learning from us. Shit, I changed my mind. Maybe it was a great year? I can't extend enough thanks to all of our members, partners, and friends. SA turns 8 next year, and we wouldn't be here without you.

Here are some pretty fascinating stats from a customer call I was on last Friday, with Zack Hamilton & Nick Bareham: Two incredible leaders that are WAY ahead of the curve on building out a modern GTM, built around the way buyers have to sell internally. Get this, from Gong data: - *Prospects* (not reps) brought building a business case 611 times. - Most often in S3 followed by S2. Other stages are a small %. What's fascinating is: - It's on the prospect's mind, almost always. - We're not talking at S5, "let's get this done." It's an EARLY thought. I'd bet it's the same for you. Watching Zack, Nick and team operate, they've: 1/ Rolled out a simple, 1-page business case framework. 2/ Built weekly skills training sessions, with live examples. 3/ Tied deal progression to "stage-based" scores / scorecard. 4/ Showcase winning content on company all hands / win reviews. 5/ Aligned every GTM role around the process, for example: - SE's require a link to the business case draft to design demos. - Finance / deal desk requires the business case to approve quotes. - CSM's get the customer context during handoff's post-sales. - Sales leaders find and help fill deal gaps based on the case. And here's the thing... This hasn't?been a, "Stick it in a board slide and talk about it," thing. They're *actually doing it,* every day. While landing brands for some killer retail / ecommerce tech?that you shop at and probably experience every week. My points in sharing this out with you: 1. Your buyers need and are probably thinking the same. "I'm going to have to sell this." So if you're not operationalizing this, you're putting the work back on your buyers. Start with their steps above. 2. When you see a parcelLab job opening, I'd take a look ??

Most AE's don’t understand how execs think, simply because they haven’t spent any time with them. So here's a shortcut for you: → Read their writing. Specifically, their closed-door, "internal" writing. Not the polished PR stuff. Because it's the evidence of how they think. And it's why I've spent 50+ hours this year reading leaked, internal emails and memos.?Pulling out?*exactly*?what you need to know, to craft messaging that resonates at the highest levels in your top accounts. I just broke down a memo from Snap CEO, Evan Spiegel. Here's the first 50%. If you want the full video + a redlined version of the memo with my notes: Comment?here, and drop me a connect request so I can send it over for you to nerd out on ??

“Your content can be in the room when you can’t be.” How do you enable your champion to sell internally? Your content can script and shape internal buying conversations even when you’re not there. Nate Nasralla shares more about this with Gray Hardell in the first episode of Behavior Hacking. Watch the full episode: https://lnkd.in/ek2QmYJZ?

The more you write, the more you’ll sell. That's because your content can be in the room even when you can't be: Guiding the internal conversations happening about you, without you — where buying decisions are made. So if you've got Q4 deals *without* a written message in place: Here's a step-by-step guide?on how our highest-selling users write business cases that grab exec attention, and land large deals. With a breakdown on: (1) when to write a business case (2) how to write it, section-by-section (3) common mistakes to avoid Hope it's helpful y'all: → https://lnkd.in/g_VK_D5e

Board: "So, you're really going to bet your career on this plan, huh?" Chris?(VP Sales): "Yep, sure am." *Fast forward 6 months later* - Sales team moves upmarket - Closes the largest deal in company history - Gets feedback from buying teams: "Your sales process easily shaved at least 2 months off this project." ____ Not all sales leaders have the courage and conviction to create change. To not just "tweak" and "optimize" the little stuff. But to say, "Well, buying's changed...?maybe we should make some?big changes in our process, too." Christopher Bair at Idelic is that leader, through and through. I was smiling ear to ear listening to his story, thinking, "Man, next time Chris is hiring, I'm sending who I know his way." Here's the full 20 minute version: https://lnkd.in/ghAxGUJf