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12 results for “sales enablement”
...lot of sales enablement. I'm like, I read something the other day that was physicians stop listening after eighteen seconds, and that's not a knock on doctors. It's just, like, if you talk for more than eighteen seconds, people are likely tuning out.
30:29 / 31:49
from transcript30:29 – 31:49
...enablement. I'm like, I read something the other day that was physicians stop listening after eighteen seconds, and that's not a knock on doctors. It's just, like, if you talk for more than eighteen seconds, people are likely tuning out. So when you
29:33 / 31:03
from transcript29:33 – 31:03
...Our sales enablement manager, he actually runs all of onboarding for new reps. It doesn't really fall to the manager all that much. Okay. Because the managers are running a million miles a minute trying to hit the number every single month, and we're
15:44 / 16:46
from transcript15:44 – 16:46
...Sales rep peels off. The customer success is introduced during the implementation process. We catalog and log everything that needs to happen. The awareness process had somebody that said, I'd like to learn more about that. I do have a problem, and I
32:56 / 34:15
from transcript32:56 – 34:15
...process to be able to represent the organization for these larger, more marquee companies. But you wanna load balance that out across the leadership team. And speaking of kind of those big contracts, when you get them, I think the hardest thing is ac
32:08 / 33:23
from transcript32:08 – 33:23
...hire sales enablement early enough? And I'm intrigued. What do you think are the biggest mistakes you see founders make with enablement? So first of all, it should be the CRO's decision, not the founders. The CRO, if it's 10 reps, you can handle it.
25:16 / 26:32
from transcript25:16 – 26:32
...your enablement after you've closed, you know, 10 or 20 customers. And you're like, okay. Now I've closed, let's say, 20 customers, which means I've probably failed to close another 60 customers. So I've got 80 sales cycles of experience.
41:55 / 43:00
from transcript41:55 – 43:00
...SCs, Sales Engineers. They're all What's AMs? Account managers. So if you're a large account, you kind of have this relationship focus but strategic account manager. Which is CS, no? CS were traditionally designed as a function to onboard the custome
18:00 / 19:01
from transcript18:00 – 19:01
...the sales cycle is done and the sales rep And so now, in that kind of a scenario, you need such a huge investment in marketing and such a huge investment in SDRs just to meet that bar of the expectations of the sales reps. Whereas, if sales reps are
16:29 / 17:42
from transcript16:29 – 17:42
...enablement CS manager who you've never met before. They're gonna own this relationship now. Good luck. That's the second thing we changed. You have to bring the CS team into the selling process. Remember I talked to you about the what and the how? Th
23:49 / 26:07
from transcript23:49 – 26:07
...enablement CS manager who you've never met before. They're gonna own this relationship now. Good luck. That's the second thing we changed. You have to bring the CS team into the selling process. Remember I talked to you about the what and the how? Th
22:47 / 25:13
from transcript22:47 – 25:13
Because, you know, as you said, there's the SaaS revenue, which is great. Mhmm. But also transaction revenue is a meaningful, meaningful part of it for you. And so when you think about really ensuring customer success, what what have been your bigges
48:45 / 49:45
from transcript48:45 – 49:45
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