Driving Continuous Sales Transformation

Driving Continuous Sales Transformation

Great leaders create a culture of “continuous sales transformation” to their GTM function.

Reiterating to the team the existing GTM strategy as well as the current state and expected future state removes any confusion or finger pointing between product and sales.

Jeff Casale outlines the approach very well and provides three main questions to be asking to identify early signs of challenge and opportunity and create metrics to track those.

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Tech Sales Insights LIVE

Tech Sales Insights LIVE will be off next week, but stay tuned for more info on the next episode with our guest Stu Gold on 11/30!

"In down markets, nothing sells like a strong ROI, so I encourage people to revisit their value proposition, number one, around ROI. The second reason people buy is if you're going to help them drive revenue growth. And if you can have a value proposition that shows tangible evidence of it and you can back it up with quantifiable numbers, people will buy your technology."

Check out our previous episodes here:?Tech Sales Insights LIVE

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Top reps follow a process.

In fact, every successful profession follows a process:

Doctors, pilots, astronauts – you name it.

It’s the difference between consistently hitting your targets and praying your deal closes on the last day of the quarter.

After analyzing 10,332 deals, we compiled all 11 critical steps that will have you hitting quota every. single. time.

Grab this fill-in-the-blanks template to rock your 1:1s and QBRs.

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WHY DOES IT TAKE REPS FOREVER TO COMPLETE AN ORDER FORM?

30-minutes is the average time it takes for a rep to complete an order form. That sounds like FOREVER, a lot of cycles spent doing something that could (and should) take much less time. If your order forms look like the Dr. Bronner label then your organization needs to take a hard look in the mirror and get with the times.

Talk to our guy Steve. ?

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Randy's Tips to Sell More ?? Excerpts from Your Go-To Sales Advisor

Driving Continuous Sales Transformation

By Jeff Casale

What the Idea Is: Driving continuous sales transformation

Why It Is Valuable: A key characteristic of any high-performing sales organization is consistent execution—the ability to drive predictable results quarter after quarter. These organizations are maniacal about tracking metrics, creating playbooks, and following disciplined sales methodologies such as MEDDIC.

The challenge is that the same process that creates such predictable results can also produce a resistance to warning signs that the landscape is shifting. It can create blind spots as the customer priorities evolve and competitors gain traction with compelling but new-use cases.

Ultimately, sales teams begin missing their numbers, which results in stress and confusion mixed with finger pointing between product and sales teams. An inevitable “reset” happens as the strategy is evaluated and ultimately modified based on the new reality.

The alternative is to create a culture of “continuous sales transformation” as an additional characteristic of the GTM function. This can be easily implemented and will provide a mechanism to capture the “leading indicators” that there is a potential shift taking place. There are additional benefits as the process becomes a development opportunity, allowing key players to become part of the future GTM strategy.

How It Works: Start with a small working group made up of a cross section of your GTM team. This can work regardless of whether it’s a 100-person start-up or a multi-billion-dollar company. Ideally, you want to have a representative from both sales and presales and to the extent possible add other functions, such as customer success, consulting, alli- ances, etc.

Reiterate to the team the existing GTM strategy as well as the current state and expected future state. Keep it simple. If you can’t easily explain it with one slide, then ask for one from your CEO that was created for a board deck or other analyst/fundraising meeting. (If no one has one, then you may have your first leading indicator of an issue!) Share the slide with the team and then share the existing quarterly goals and metrics. Then ask three questions:

1. What are the challenges to achieving the future state?
2. What could we be doing differently to increase our ability to be successful?
3. What are we doing today that we should stop doing?

The questions are both simple and purposely broad. The intent for the first two questions is to identify early signs of challenge and opportunity and create metrics to track those. Think of this as a more agile versus a waterfall approach. They don’t have to be perfect, but they should be easily implemented and easily discarded after a few months if they are not useful.

The third question is intended to help you understand what part of your execution machine is already off track and pushing you in the wrong direction. It is equally important to understand where you don’t want to spend your time and energy.?