![]() ![]() Many run from it, believe it or not, if they haven’t won in that environment. But vendor competition is part of SaaS 95% of the time. They came from companies with strong brands, where the real competition was budget - not another vendor. Most of our prior sales team had struggled with competition. ![]() But Pipeline as a metric to aspire to, died on Day 1. We discussed actual deals, that could close. Brendon ended endless charts and discussions of pipeline. But it doesn’t matter if you don’t close it. We just talked about growing MRR, each and every month. He ended pipeline as a metric - and any real credit for it.Instead, he focused on doubling and tripling the productivity of the best of what he had, and immediately bringing in talent that could sell at 2-3x the rate of our prior median. There was too much to do to try to do it himself as some sort of super rep. He didn’t even attempt to do it alone.Just by re-routing leads to closers from middlers (and getting rid of the middlers) … that alone had a huge impact. If you think about it, that was a huge waste, giving the subpar reps any precious leads. And he just plain stopped giving any leads to the reps that weren’t delivering. That probably tripled the productivity of those leads in process. In particular, he saw that our most junior SMB sales rep had incredible talent, and immediately promoted him. Brendon quickly sized up the pre-existing sales team we had when we started, and focused a ton of energy on the two with the best promise and results, respectively. He got the most out of the team he inherited, and quickly moved out the ones that weren’t working.Even without much of a deep knowledge of the domain. And so they closed any leads with a sales cycle of < 90 days at up to 3x the rate of most of the pre-Brendon reps. But they knew basic SaaS sales processes at our price points. ![]() So domain expertise had nothing to do with their success. Clearly, they didn’t know the product that well yet. ![]() Brendon immediately brought in 3 new reps, almost on Day 1, that knew how to close at our stage and our price point.
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