Grant Horvath的动态

Hey CEOs, the sales reps are your first customers. Solve their pains first. Your inability to solve pains of the B2B sales reps is directly proportional to customer complaints In other words, if your sales reps are unhappy with the back-office support system, be rest assured, the same is the situation with your customers. If you are arming your sales reps with just product related sales content and sales tools, be rest assured, the prospects have no reason to believe why your company is the first choice. The #1 pain point of sales reps is daily fire-fighting with your sales operations team and asking for better sales content. The gap? Sales Promises made are not in sync with the actual delivery on the ground nor promised in brand's messaging.. The general perception is sales rep is good for nothing, and the back-office team and marketing team can do no wrong. I hate to convey that neither the salespeople nor the operations people, nor the marketing are to blame. It is the leadership team’s lack of vision on how to manage the customer facing teams (CFTs), is the main reason for salespeople’s pains. A common process governing all the CFTs brings harmonious relationship that aligns perfectly with what is communicated and delivered to the customer along the entire buying cycle. A common sales process breaks down silo working and improves empathy for the end-customers. A robust but flexible sales process based on visual checklist consisting of customer outcomes aligned to every lead, enhances organisational sales productivity. This is directly visible in customer experience and win rate. How to check if customer experience is good? Do you get customer complaints post closure of sales order? Yes? Then you have silo working. The blame is not on the sales reps. I help CEOs of small and medium enterprises to develop an efficient and high productivity sales readiness system. Need help? DM me OR Write to me at [email protected] FOR A FREE 30-MINUTE CALL. Turnaround your sales performance in less than 30 days.

Think sales is just about sales? It’s not. Wild, right? Sales begin with the whole GTM team—Sales, Marketing, Customer Success, Account Management, Sales Enablement, and RevOps—all working together. Think about fire: fuel, heat, and oxygen—remove one, and it won’t burn. Just like that. ? Marketing is your insights engine. They’re not just there to generate leads for Sales to complain about. Want insights into buyer behavior, market shifts, and customer pain points? It starts with Marketing. They understand the customer journey, enabling you to respond to market needs and focus on those actually willing to pay—not just those who “like” your product. ? Account Management and Customer Success are GTM enablers. They’re much more than post-sale support (or even revenue). They’re crucial in shaping a GTM strategy that connects every stage of the customer journey. Getting them involved early doesn’t just smooth the transition from customer to “supercustomer”—it builds a framework where clients feel valued and supported from day one. It’s not just about avoiding churn; it’s about enhancing overall customer lifecycle value. ? RevOps is the backbone of your strategic alignment. Think of them as the glue that binds everything into a cohesive, high-functioning unit. They provide a holistic view of the customer journey, enable data-driven decisions (for real), and close operational gaps. This streamlines your GTM process like nothing else. ? Sales Enablement is the big forgotten one. Dropping your team into the deep end with just a few days of training? Really? Continuous training and tools should be a given—so why do so many companies still get this wrong? ? Product and Operations are your quiet drivers. Product creates what Sales and Marketing take to market, and Operations ensures delivery flows seamlessly. Think of them as the band’s rhythm section—they’re not flashy, but without them, it’s all noise. Can you imagine Paul without John, George, and Ringo? Sure, they could still “burn”, but it wasn’t the same. Was it?

Hey CEOs /Founders, the sales reps are your first customers. Solve their pains first. Your inability to solve pains of the B2B sales reps is directly proportional to – 1) sales win rate and 2) ratio of customer retention. In other words, if your sales reps are unhappy with the back-office support system, be rest assured, the same is the situation with your customers. If you are arming your sales reps with just product related sales content and sales tools, be rest assured, the prospects have no reason to believe why your company is to be chosen. The #1 pain point of sales reps is daily fire-fighting with your sales operations team and asking for better sales content. The gap? Sales Promises made are not in sync with the actual delivery on the ground. The general perception is sales rep is good for nothing, and the back-office team and marketing team can do no wrong. I hate to convey that neither the salespeople nor the operations people, nor the marketing are to blame. It is the leadership team’s lack of vision on how to manage the customer facing teams (CFTs), is the main reason for salespeople’s pains. A common process governing all the CFTs brings harmonious relationship that aligns perfectly with what is communicated and delivered to the customer along the entire buying cycle. A common sales process breaks down silo working and improves empathy for the end-customers. A robust but flexible sales process based on visual checklist consisting of customer outcomes aligned to every lead, enhances organisational sales productivity. This is directly visible in customer experience and win rate. How to check if customer experience is good? Do you get customer complaints post closure of sales order? Yes? Then you have silo working. The blame is not on the sales reps. I help CEOs of small and medium enterprises to develop an efficient and high productivity sales readiness system. Need help?? DM me OR Write to me at [email protected] FOR A FREE 30-MINUTE CALL. Turnaround your sales performance in less than 30 days.

Something remarkable happened when we started bringing Customer Success leaders into our sales conversations. The traditional sales process transformed into a strategic partnership discussion that benefited everyone involved. After implementing this approach across hundreds of deals, we discovered benefits that went far beyond our initial expectations. Sales teams gained a deeper understanding of post-implementation challenges, which helped them qualify opportunities more effectively. Instead of focusing solely on closing deals, they began asking questions about operational readiness, internal champions, and resource allocation. Prospects received authentic insights into what successful implementation truly requires. Our CS leaders shared real examples of customers who thrived and openly discussed common obstacles they might face. This transparency built trust and helped prospects make informed decisions. Better aligned customer expectations from day one. When CS leaders joined these conversations, they highlighted potential roadblocks and success metrics based on similar customer profiles. This practical guidance helped prospects understand the work required to achieve their desired outcomes. This early involvement proved invaluable for our CS team. They gained visibility into the customer's vision before contracts were signed, allowing them to proactively plan resources and create tailored onboarding strategies. A surprising result was the reduction in "rescue" situations during implementation. We eliminated many issues that typically surfaced months into the relationship by addressing potential challenges during sales discussions. The data supported our approach. Deals that included CS leaders showed 40% higher implementation success rates and 25% faster time-to-value. More importantly, these customers renewed at significantly higher rates. For those considering this approach, start small. Choose strategic opportunities where CS insights could substantially impact the prospect's decision-making process. Document the outcomes and refine your strategy based on that feedback. Great customer relationships begin with the very first conversation.

?? Why Sales Reps Should Focus on Closing Deals?? In the fast-paced world of sales, it’s crucial for sales reps to prioritize closing deals over getting caught up in service-related issues. Here’s why: 1. Revenue Generation: Closing deals directly impacts the bottom line, driving growth for the company. 2. Time Efficiency: Focusing on closing allows reps to maximize productivity and achieve more in less time. 3. Specialization: Service-related issues are best handled by dedicated customer support teams. This allows sales reps to concentrate on what they do best—selling! 4. Sales Momentum: Each successful closing builds confidence and positive momentum, enhancing overall performance. 5. Skill Development: Focusing on closing helps reps refine their negotiation skills and better understand customer needs. 6. Setting Boundaries: By concentrating on closing, reps can engage clients effectively without getting bogged down in post-sale issues. 7. Targeting Opportunities: Prioritizing closing allows reps to identify and focus on the most promising leads—those ready to buy. 8. Valuable Insights: Closing deals provides insights into customer preferences, which can inform future strategies. 9. Long-Term Relationships: A successful close can pave the way for lasting relationships, with service teams ensuring ongoing satisfaction. 10. Performance Metrics: Sales reps are evaluated on their ability to close deals, so staying focused on this aspect is key to career advancement. While service is critical for customer satisfaction, a focused sales approach maximizes impact on revenue and allows for collaboration with support teams for ongoing client success. Let’s keep closing those deals! ?? #Sales #ClosingDeals #SalesStrategies #RevenueGrowth #CustomerSuccess

The Silo Impact on Sales: Beacon Worldwide has worked with dozens of organizations long term to assume often combined roles at the C suite level. This typically includes some combination of sales, marketing and operations. Titles like Chief Growth and Operations Officer. We often see one of the biggest inhibitors to sales is not the sales team, marketing or your competitors.?It can be the failure to establish a customer/patient facing strategy that cuts across every department. While your sales and marketing teams (particularly digital), capability is important, Beacon has seen the failure to properly integrate across an organization have a devastating impact on revenue. To break down the often-unintentional silos, there needs to be a Board level dedication to a customer or patient-based sales strategy. The customer/patient journey needs to be reviewed objectively from every possible touch point, even when you think they are unrelated. For example, companies can be flawless in the entire sales cycle and then billing inaccuracies and untimely invoicing turns a very satisfied customer into a very unsatisfied customer. In other cases, we have seen call centers, the hub of communications with poorly paid and undertrained staff to handle the incoming or outbound calling expectations.?Or, we have seen a host of locations that are disconnected due to the lack of SOPs based upon best practices. While good sales enablement, great marketing and solid operational efforts can all be helpful, if they are not fully integrated there may be revenue leakage points that are fully recoverable. Just something to think about but sales, marketing and operational audits ("SMO" audits) can be very helpful. Particularly if you are a small to mid-sized company under $500M. For more details, feel free to reach out. Carl Erickson President and CEO 603 745 8888

The Silo Impact on Sales: Beacon Worldwide has worked with dozens of organizations long term to assume often combined roles at the C suite level. This typically includes some combination of sales, marketing and operations. Titles like Chief Growth and Operations Officer. We often see one of the biggest inhibitors to sales is not the sales team, marketing or your competitors.?It can be the failure to establish a customer/patient facing strategy that cuts across every department. While your sales and marketing teams (particularly digital), capability is important, Beacon has seen the failure to properly integrate across an organization have a devastating impact on revenue. To break down the often-unintentional silos, there needs to be a Board level dedication to a customer or patient-based sales strategy. The customer/patient journey needs to be reviewed objectively from every possible touch point, even when you think they are unrelated. For example, companies can be flawless in the entire sales cycle and then billing inaccuracies and untimely invoicing turns a very satisfied customer into a very unsatisfied customer. In other cases, we have seen call centers, the hub of communications with poorly paid and undertrained staff to handle the incoming or outbound calling expectations.?Or, we have seen a host of locations that are disconnected due to the lack of SOPs based upon best practices. While good sales enablement, great marketing and solid operational efforts can all be helpful, if they are not fully integrated there may be revenue leakage points that are fully recoverable. Just something to think about but sales, marketing and operational audits ("SMO" audits) can be very helpful. Particularly if you are a small to mid-sized company under $500M. For more details, feel free to reach out. Carl Erickson President and CEO 603 745 8888 ?

One of the things I have experienced in sales operations is understanding the disconnect that often exists between sales KPIs and the reality on the ground. Sales reps join with targets: close “X” deals, achieve “X” sales value within “X” months. But the reality is, when they sign up, they have no real insight into the quality of leads they will get, product feedback from users, or the level of support they can expect from the rest of the organisation. Here’s the kicker: the pressure to meet these KPIs doesn’t just impact performance—it impacts retention. Strong processes, clear metrics, and consistent results lead to happier sales teams and longer tenures. But we often forget that these are not just sales problems—they are organisational challenges. It’s easy to blame the sales rep for not hitting numbers, but the real question is: have we set them up for success? Have we refined the product to meet customer needs? Is marketing generating quality leads? Is customer feedback being looped back to improve our offerings? A simple, reliable product with even a handful of delighted customers can drive better results across marketing, sales, and customer success than a feature-packed, complex product with dissatisfied users. Sales success isn’t just about KPIs—it’s about aligning the entire organisation around creating real value for the customer. #SalesOperations #RevenueOperations #CustomerFeedback #KPIAlignment

Why is sales transformation essential if you want to improve sales performance: Sales transformation is not just about making incremental changes to improve processes. It's about fundamentally rethinking and reshaping how sales functions to align with the evolving needs of customers and markets. This kind of deep change is necessary for several reasons: Today's markets are more dynamic and unpredictable than ever before. By embracing transformation, sales teams can stay ahead of shifts in customer expectations, technological advancements and competitive pressures. This ensures that your sales strategies remain relevant and effective ! The subject of transformation also focuses on developing the skills and mindsets needed for sales success in a complex environment. It’s not just about learning new techniques but about adopting a values-based approach that resonates with clients, fostering deeper, trust-based relationships that lead to sustainable success. Less focus on competencies and skills, more on values. They are what motivates and dictates our behaviours after all !! Transformation will also enable sales teams to move beyond transactional selling to creating real value for clients. This shift can lead to stronger customer loyalty, higher satisfaction rates and ultimately, more consistent revenue growth. So what are the actionable steps you can take to transform your sales practice ? Assess your current sales practices and conduct a thorough analysis of your sales processes, identifying areas where outdated methods are hindering performance. It is important to engage your team in this assessment to gather diverse perspectives. Coincidentally , equip your sales team with the skills and knowledge needed to thrive in a transformed environment. Focus on training that encourages reflective practices, client-centricity and innovative problem-solving. Look at values-based training for example - there's not much out there in this field ! Finally ,ensure that your sales transformation aligns with broader business objectives. This alignment will help you drive cohesive efforts across your organisation, ensuring that sales initiatives are supported and sustainable. By embracing transformation, you are not just improving your sales processes. You are fundamentally enhancing your team's ability to meet and exceed customer expectations, securing long-term success. Join us in The Sales Transformation Forum where we discuss concepts like this in more detail. Link to join is in the comments below !!

As a Customer Sales Leader, I use Demandbase to build Sales Plays for my team. Yup, that’s right, I drink my own kool-aid, and Demandbase is not just a platform for Marketing or Net New Logo Sales. My specific use case was for Customer Account Prioritization. Answering the questions of: Which of our customers would be a good fit for A or B and C products? It helped us prioritize our “customer” target accounts for expansion opportunities by using Demandbase to uncover customer owned technologies that fit into our ICP for the specific expansion product(s) I was looking to grow. Layer that with our CRM data, Demandbase buyer intent data (discovering which accounts are most interested in your products or services) and we're working toward a play the best offensive coordinator would want to put in their playbook. In tandem, we built talk tracks to INITIATE conversations with our customers to help uncover their situation, challenges and pains to position a solution. Packaging the data points with Winning by Design SPICED framework, we have a wrapped up Sales Play for our Growth Sellers to activate. Success often comes down to reverse engineering the sale. You know what a sticky customer looks like, build that into the ICP for expansion plays. Use technology and data to support. Then, when you focus on aligning their needs with your solutions, the pieces naturally fall into place. It becomes a win-win: the customer realizes significant value it can bring, and you have a better chance to close the deal.