Jasser Gharaibeh的动态

Struggling with urgent sales targets—how can you also prepare for future growth? Strike a balance by dedicating resources to hit current targets while allocating time to explore and set groundwork for expansion into new markets. DO set clear priorities between immediate sales goals and expansion initiatives. AVOID putting all resources into one area—balance focus and investment. DO designate a team or champion to explore expansion opportunities. AVOID letting urgent sales efforts distract from strategic growth initiatives. DO leverage data analytics to identify markets with high growth potential. AVOID making expansion decisions without thorough market research. DO schedule regular strategy meetings to evaluate progress on both fronts. AVOID postponing future-oriented planning sessions due to immediate pressures. DO consider short-term sales incentives to quickly boost numbers. AVOID relying on long-term strategies to meet immediate sales needs. DO utilize customer feedback from current sales to inform expansion areas. AVOID neglecting the insights gained from existing customer interactions. DO assign sales personnel focused on high-impact, near-term wins. AVOID placing expansion-focused roles on hold in favor of immediate sales. DO communicate dual goals to your team, emphasizing their role in growth. AVOID creating confusion with separate, conflicting objectives. DO invest in digital tools to manage both current and future sales efforts. AVOID manual, fragmented approaches that drain productivity. DO measure ROI on both immediate and strategic sales initiatives regularly. AVOID sticking to outdated KPIs without aligning them to new goals. DO celebrate small wins in current targets and milestones toward expansion. AVOID undervaluing short-term gains that contribute to long-term goals.

If I were leading a high velocity SMB sales team with an ACV of < $10,000 and a <30 day sales cycle, I would not implement the traditional sales methodologies. I’ve heard some people say to use BANT for SMB. A common BANT talk track: “are you the decision maker?” ? This is the worst question to ask, even in SMB.. At the very least, every SMB sales team should learn how to: 1. What are the problems? 2. What is the size of these problems? 3. Who’s being impacted by these issues? 4. How long have they experienced these issues? 5. What have they tried in the past to solve it? 6. Why now? 7. What other solutions are they evaluating? 8. Who else is evaluating the solutions with them? 9. How are they going to decide which solution is the best fit? 10. What will success look like after 30-60-90 days of implementation? This is a ‘current state’ approach to doing discovery. BONUS: You can still close a deal if the prospect does not have pain. Many buyers in SMB space are looking for a ‘transformation.’ Sellers need to know how to pivot and focus on prospect goals. This is a ‘future state’ approach to doing discovery. Takeaway: I would use elements of traditional sales methodologies, but customize it based our prospects and company.

How much would your sales increase with a 1% improvement in the win rate, a $1,000 increase in the average order size, and a 1 day reduction in the average sales cycle length? Check out the sales productivity calculator in the link below to find out. Feel free to enter your numbers to consider the impact of various initiatives or new solutions that could improve any or all of the inputs of the sales productivity formula. (Note: Any changes you make will not be seen by other users.) The default example has 20 Account Executives, and each AE works 15 opportunities at any given time. They have a 27% win rate, an average order value of $50,000, and an average sales cycle length of 100 days. The answer to the original question above? You’ll see just over $1,000,000 in incremental new ACV across those existing team members. I believe that a concentrated effort on creating Ideal Customer Profile opportunities can generate these types of improvements many times over. ICP deals close bigger, faster, and at a higher win rate. They also renew and expand more. So then why doesn’t everyone have a full pipeline of ICP opportunities? My experience is that it’s not easy to identify and quantify what makes up the ICP profiles in each segment of a business, and sales teams often end up with a combination of gut feelings, lead scores and a high level ICP industry or two that may have been assessed at the company level rather than in each segment. These are all elements of an ICP, but far from optimized. Helping software companies quantify their Ideal Customer Profiles by segment is one of my focus areas. If you would like to have a discussion on this topic, or if you have any feedback on the Sales Productivity Calculator, please let me know. https://lnkd.in/g7PJTBdB (saassalesadvisors . com/roi)

What is a sales strategy? A sales strategy is a set of decisions, actions, and goals that inform how your sales team positions the organization and its products to close new customers. It acts as a guide for sales reps to follow, with clear goals for sales processes, product positioning, and competitive analysis. Why is a sales strategy important? A clear sales strategy serves as a map for the growth of your business. Your sales strategy is key to future planning, problem-solving, goal-setting, and management. An effective sales strategy can helpyou - Give your team direction and focus. Strategic clarity can help your sales reps and managers understand which goals and activities to prioritize. This can lead to improved productivity and outcomes. - Ensure consistent messaging. Your sales strategy can help your team deliver a consistent message to prospects, partners, and customers. This can increase both trust and effectiveness. -Optimize opportunities. Strong sales strategies will help you target the right prospects and customize your approach. This can help your team make the most of every sales opportunity. - Improve resource allocation. Your sales strategy outlines your priorities and resources. In turn, this can help your sales team use their time, effort, and other resources more efficiently, boosting your team’s ability to focus on high-potential deals.

Sales Pipeline vs Sales Forecast: What’s the Difference? A sales pipeline is a visual representation of the stages of the sales process and the status of each potential sale. It’s a way for sales reps to track and manage their sales prospects and deals. The purpose of a sales pipeline is to help sales reps prioritize their efforts, forecast future sales, and identify areas for improvement in their sales process. A sales forecast is a prediction of future sales revenue based on historical data and current market conditions. It’s a tool used by sales reps and managers to plan ahead and allocate resources more effectively. A sales forecast takes into account the current status of deals in the sales pipeline, as well as the expected close date and expected revenue for each deal. While a sales pipeline and a sales forecast are related, they’re not the same thing. A sales pipeline focuses on the current status of deals and the steps needed to close them, while a sales forecast focuses on predicting future sales revenue. Both are important tools for sales teams, but they serve different purposes and provide different types of information.

What is the Sales forecasting opportunity stage? Definition: It refers to the specific phase or step in the sales process that a potential deal or opportunity has reached. This contributes to an overall improved sales performance. Used for: It refers to the specific phase or step in the sales process that a potential deal or opportunity has reached. It serves as a valuable tool for businesses to anticipate demand, set realistic goals, allocate resources efficiently, and make informed decisions to drive overall success. Sales Forecasting: Pipeline Based on where the prospect is in your pipeline, you calculate the chances of the deal closing. Discovery - prospect identified ? Pre-Qualification - initial contact mode ? Qualification - opportunity assessed ? Proposal - solution defined ? Evaluation - presented to decision maker ? Negotiation - pricing proposal presented Metrics to Measure Opportunity Stage: Conversion Rates: The percentage of opportunities that move from one stage to the next. Average Time in Stage: The average time a deal spends in each stage, helping to identify bottlenecks in the sales process. Win/Loss Ratios: The Win/Loss Ratios provides insights into the effectiveness of the sales strategy. Best Practices for Sales Forecasting: Regular Updates: Ensure opportunity stages are regularly updated to reflect the current status of each deal. Clear Criteria: Define clear criteria for each stage to maintain consistency in classification. Collaboration: Collaboration between sales, marketing, & customer service teams enhance forecasting accuracy.

Sales challenges stem from several key factors that companies often overlook. Here’s a concise breakdown: 1-Neglect of Sales Strategy: Many companies focus on operations like manufacturing and product development, neglecting the importance of a well-defined sales strategy. This lack of attention can hinder revenue growth. 2-Inadequate Client Research: Companies often rely on limited market research, missing critical insights into customer needs. Without thorough understanding, they struggle to identify the right prospects, leading to missed opportunities. 3-Undertrained Sales Teams: Insufficient investment in sales training leaves teams unprepared for complex sales conversations, resulting in lost deals. Regular training is vital to build a skilled, adaptable sales force. 4-Impact of Economic Conditions: External factors like economic downturns and changing consumer behavior can disrupt sales. Companies need strategies to navigate these fluctuations and sustain performance. 5-Resistance to Change: Slow adaptation to market trends, customer needs, and technology can lead to missed opportunities. A culture of agility and innovation is essential for staying competitive. 6-Building Trust: New or lesser-known companies face challenges in establishing credibility and trust with clients. Consistent communication and relationship-building are crucial for long-term success. 7-Effective Communication: Poor articulation of product value hinders sales. Clear, compelling messaging is essential to engage potential clients and close deals effectively.

Sometimes, it's not about getting more leads... Obviously, getting a steady stream of leads through either outbound or inbound is something all companies should work on and optimise... ... but if your team's win rate is low, then you're leaving money on the table. One of the metrics I like to focus on is Sales Velocity. There are many elements there that you can optimise, which makes it a great metric. - Opportunities: we've established that through outbound/inbound you're getting enough leads - Contract value: this is where good discovery is key to unearth the "true" issues you want to solve for your prospect. It's where a 100k contract can turn into 500k because you're takling a bigger, more impactful issue. - Close rate: also impacted by good discovery and continuous communication. Before you hang up, you of course ask for next steps and your next meeting. - Sales cycle: if you're fully aware of your prospects timeline, what each milestone is and why, you have a much better chance to reduce your cycle. Invest in yous sales team. They're there, you hired them, invest in them, help them get to the next level! I help teams get to that next level. DM me.

In sales, accurate forecasting is essential. However, there may be times when you face pressure to pipe a deal just to show coverage or to leave something in your pipeline that you know is dead. Proceed with caution, understanding the relational dynamics and how forecasting accuracy affects everyone involved. You may be measured on how many deals are in each stage and how long they stay there. The bigger the deal size, the more eyes on it. Stay disciplined, prioritize accuracy, and focus on genuine opportunities. Wishing you all the best for your 2025 goals!

Mastering the Sales Process Life Cycle to Win Orders To consistently close deals and win orders, it's essential to follow a structured sales process. Here’s a quick breakdown of the key stages: Prospecting: Identify and research potential leads. Focus on high-quality prospects that match your Ideal Customer Profile. Initial Contact: Reach out to leads, build rapport, and understand their pain points. Needs Assessment: Dive deeper into their goals and challenges, positioning yourself as an advisor. Presentation/Demonstration: Tailor your solution to directly address their needs, showcasing the ROI. Handling Objections: Anticipate and respond to concerns, turning them into opportunities. Proposal & Negotiation: Present a compelling, win-win proposal and be flexible in negotiations. Closing the Deal: Seal the commitment by addressing any final doubts and setting clear next steps. Post-Sale Follow-Up: Ensure satisfaction, build long-term relationships, and encourage referrals. Best Practices: Research thoroughly Tailor solutions Build trust Use social proof Act with urgency By following this framework and focusing on relationship-building, solution-focused selling, and strategic negotiations, you’ll be on your way to consistently winning orders.