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14 results for “sales productivity”
Concept5 mentions across episodes
productivity
The first one is dollar normalized outcomes, whether that's pipeline generated or progressed. The Second one's adoption. Third one's activity. The system needs to return all three. If not, you can fire rocks. But what is it, number one? Number one is
35:59 / 37:01
from transcript35:59 – 37:01
...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
...They cannot work independently. And there is a revenue hit, like and that's why you wanna explain. The sales organization needs to explain to the product organization. If you don't deliver the things that I need, I have a forecast out there that's ba
23:50 / 25:23
from transcript23:50 – 25:23
It was just an unlucky week or a particularly tough account. And sometimes, you know, people hit a hot streak and they'll get four or five. But two to two to 2.5, that's kind of the sweet spot of, like, really good PG with the process that I just tol
34:29 / 35:37
from transcript34:29 – 35:37
...Productivity is how I measure the health of my business. It's my output per rep. Comp is simply a function of cash flow and compensation.
35:03 / 36:16
from transcript35:03 – 36:16
...productivity per rep? And they'll say, well, my quota per rep. And I'm like, dude, different. Okay? Like, totally different. One, productivity should be used to establish quota for sure, but quota is simply a measure of compensation and cash flow. So
35:58 / 37:06
from transcript35:58 – 37:06
...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, productivity is how we measure everything. As sort of a rule of thumb, my reps should be able to generate three t
25:23 / 27:00
from transcript25:23 – 27:00
And what I mean by that is, like, if we're doing, like, I don't know, PLG PLG but with expansion, but it's like small ACVs coming in five to 20 k ACVs versus big 100 k ACVs. Does that differ our expectations on stages and what should qualify? Yes. We
34:29 / 35:35
from transcript34:29 – 35:35
...will sales teams be dramatically smaller in the future? Yes. Dramatically smaller. Just like engineering. Just like any other function in any business. It could be 10% to 20% of current kind of org sizes. And it's just a harsh kind of reality. But th
41:57 / 43:00
from transcript41:57 – 43:00
...sales organization and you have 10 reps and the productivity is $600, you better not be hiring. You need to you need to get that productivity. And until such time as either you get that productivity up or at least can look at the data and see that it
23:35 / 25:12
from transcript23:35 – 25:12
...end sales process for large enterprises from research prep to deal risk, outreach, and opportunity management. So sellers spend more time with customers and less time in tools. This isn't another productivity app. Christ, we've all had enough of thos
1:11:45 / 1:13:17
from transcript1:11:45 – 1:13:17
When you think about that, for you, obviously, yours is a much higher Very different. Volume game. Yeah. How does yours differ? So in Chris' context, there will be so much pre call research and post call work and coordination and quarterbacking. Like
25:30 / 26:30
from transcript25:30 – 26:30
...sales force. What's your ramp time on net on new ace new AEs? So we've interestingly extended this recently. Why? We wanted AEs to start in the role, better trained. We used to put people on the phones on day five, and now it's, like, day 11 or 12 be
39:45 / 40:50
from transcript39:45 – 40:50
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