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18 results for “sales management”
...as a sales manager, I should say to my team of reps, go away, look at the accounts that we have, look at pipe, and come back to me with targets? Make me a forecast every week. Basically, that's what I would say. Every Sunday night, I want you to put
27:45 / 28:48
from transcript27:45 – 28:48
...a frontline sales manager. Of course, the revenue drivers, they're the key to growing product acquisition, expansion, retention. And especially when you're rolling out a new product and or go to market strategy for whether it's product expansion, if
12:43 / 13:59
from transcript12:43 – 13:59
...sales manager by proxy of overseeing a team of seven, eight, nine, ten reps, they have acute pulse of the customer as well as the macroeconomic environment. I'll give you a quick example. In early twenty twenty two, this is when you started to on the
11:13 / 12:22
from transcript11:13 – 12:22
...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 presales process so the customer can feel comfortable with the customer journey and how you're gonna make them successful, and they've got the confidence in that. So they know what they're buying into early on, and then we build these production
22:47 / 25:13
from transcript22:47 – 25:13
...sales organization or an outside sales organization
22:29 / 23:34
from transcript22:29 – 23:34
...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
...of a salesperson, of an AM, to a hunter, and everybody had an interview for their role. And we opened it up to the outside, and and their job, when we took the renewal
22:19 / 23:31
from transcript22:19 – 23:31
...sales team is struggling because somebody got to onboarding and they had an issue and they were like, can't we just get a CS person? Yeah. Doesn't that sound nice to offload, but what are you offloading? What conversation could have happened in that
32:10 / 33:16
from transcript32:10 – 33:16
...Right? So let's just say you're happy with a 20 k deal in the inside sales. What number are you happy with in the outside sales? And and it's sort of a rough benchmark. You wanna be able to get a three x. So there's productivity numbers. Right? Like,
25:23 / 27:00
from transcript25:23 – 27:00
...sales? And and it's sort of a rough benchmark. You wanna be able to get three x. So there's productivity numbers. Right? Like, productivity is how we measure everything. As sort of a rule of thumb, my reps should be able to generate three times their
23:13 / 24:24
from transcript23:13 – 24:24
So for us, mid market looks like a mom and pop shop that has five or more staff members. And this is gonna be up to, say, ten, fifteen locations that are corporately owned. But a lot of these can be applied across different size verticals. So jumping
13:27 / 14:33
from transcript13:27 – 14:33
...sales reps truly involved in driving customer outcomes and creating customer value, I think is really healthy for the long term viability of a company. The days of the big sales rep with the fancy suit that comes in and does the big deal and then wal
48:45 / 49:46
from transcript48:45 – 49:46
...sales and CS? Because normally, it's put in one bucket for sure. It's either sales or CS. Yeah. And in my mind, and this is again kind of a minority viewpoint, but I just think that creates a lot of unnecessary conflict. Because as soon as you do tha
22:22 / 23:41
from transcript22:22 – 23:41
...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
...SQLs and the sales team would close it. If incentives drive behaviors, which I think we both agree they do, and you incentivize me, a CS rep with, you know, economics on upsell, g two, my dear customer, my dear customer, I think you could do with our
36:43 / 37:46
from transcript36:43 – 37:46
...is so hard in sales. It's so hard in sales. All budgets have centralized back to CFOs. People aren't spending like they used to, you know, Larry. They're not. They're like, yeah. That's true. We like that. That's bullshit. The latter. There isn't a c
43:15 / 44:41
from transcript43:15 – 44:41
...sales forecast? And, like, teach me. Ultimately, you have to balance risk with commitment. Pipeline is everything. So the more the more at bats you have, the more likely you're gonna get a hit. It's the same thing in sales. And forecasting accurately
42:43 / 43:51
from transcript42:43 – 43:51
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