Lauren Crawford

We collected the 58 highest performing email templates used by Brex, Salesforce, Gong and others including Salestools to drive outbound sales. If you like a copy simply: 👍 Like this Post 😎 Comment your favourite Steak Cut or Fish 🔗 Add me as a connection and I will return the file

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5 years ago I hired 2 SDRs 🧑‍🤝‍🧑 SDR 1 - uni grad, well spoken, private school educated. SDR 2 - ex-builder, strong accent, barely passed exams. --- SDR 1 - fitted in straight away and made lots of friends. SDR 2 - got bullied by other reps for their accent and lack of education. --- SDR 1 - got off to a great start, hit ramp quota early. SDR 2 - bad start, missed ramp quota, got probation extended but effort was faultless. --- SDR 1 - took foot off the gas, became inconsistent, missed quota. SDR 2 - ignored everyone and carried on working hard, started hitting quota 5 months in. --- I promoted SDR 2 after 15 months. SDR 1 never quite made it to AE. If you want to be a successful leader - judge someone by the size of their heart not their resume ❤️ Free playbook for SDR Leaders here on hiring: https://lnkd.in/eAwDPS8F ♻️ Repost if you enjoyed this. PS. Buzzing to have crossed 1000 customers. Thankyou for the support, my friends 👯

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One thing I see evolving in outbound right now. Right now, most comps are using Clay to 1. personalise outreach and 2. increase volume. I don't think that's where Clay shines. It's not about what the outreach is but to WHO and WHEN. That's where a tool like Clay has a massive ROI. WHO → Ideal Customer Profile WHEN → Ideal Customer Situation That's where Clay becomes a superpower. PS. You can and should still personalise the outreach

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I made 2500 cold calls to Aussie SMB owners, so you don't have to. Book meetings and start conversations with my three value 🪝 framework, script, and process ⬇ 🤠 If you want the templates, give me a shout below, and I'll send them to you! 👉🏻 This script and flow delivered the first 20 B2B customers for a new SaaS company using this process and leaning into... ◾ Understanding deeply the irresistible pains to solve for the prospect ◾ Building authority with industry language ◾ Opening yourself up to objections ◾ The simple SPIN call framework ◾ Using a 1,2,3 call pattern What's often overlooked or misunderstood for first-time callers is that the goal of the call is to have a conversation, start a relationship and qualify a prospect. You are trying to work out if you can work with the person on the other end of the call or if they are not the right fit, right now or ever. In the startup world the disqualifying is about... ◾ Identifying your ICP's as fast possible ◾Investing in the best fit prospect for your product right now ◾ Keeping the non ICP's who you know you can't deliver value to warm ◾ Playing the longer game by fostering these early relationships and bringing people on the journey. If you are going to make claims you best be ready to explain at a business and functional level. This process worked because it... ◾ Brought forward objections with folks intrigued/challenged the 3 value 🪝's ◾ Focused on getting past the intro section to hold them on the call ◾ Lined up the hurdle ready for you to jump over ◾ Makes sure you can talk at a 'business level' ◾ Makes sure you can talk at a 'product level' And you know the difference between these 👆 Remember that the objection is merely a hurdle in the shape of a question or statement to be understood, empathised with, stripped back, and moved forward with in a direction. I wanted to share this from a highlight period of my dialling career where I was hitting a 5% conversion rate from call to booked and knew exactly how to run my week to hit quota! Do cold calls fit your market? If this is helpful, please let me know, and I hope it saves you 2500 calls to work out how to build your script and process! --- I am Sean the Founder of Sell Anything We have worked with 300+ Founders alongside some of the best Incubators, Accelerators, VCs and Scale-Ups in Australia. We help SaaS/Tech businesses build $0 to $5m ARR and beyond.. and we bloody love it! Reach out if you need help in sales and revenue growth you'll be working with people who have grown companies from $0 to 8 figures in revenue 🤝 #sales #coldcall

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Worryingly, selling for many sales teams is tougher this year than it was last year. Five must ask questions to coach your sales team on asking their prospects this quarter, when every deal will be getting scrutinised: 1. When you take this to your CFO, what will you tell them is the key reason this is a product you need to invest in? Listen to your prospect's own rationale and 'pitch' for when they take this to the CFO. How compelling does it sound? If it doesn't clearly transmit that its going to reduce costs, create more revenue, or reduce risk - then its a sales pitch you are going to have to re-shape for them. 2. What key business metric can you see changing as a result of using our product? Uncover whether your prospect is thinking of you as a 'surface level pain' solution (e.g. 'make things a bit less manual') or whether they are thinking of you as a solution to a big massive business problem. People WON'T buy surface level pain solutions in this climate. 3. If your boss reacts negatively to this, would that be the end of the conversation? Understand truly how much influence/power your prospect's boss has AND whether your champion will fight for the deal if it gets initial pushback. How much is your champion REALLY a champion? 4. I'm pretty sure every new investment will likely be getting scrutinised right now. What is it about this one that you think will get buy in from the business? Call out the elephant in the room. We're in a tough selling climate. You don't need to pretend that it isn't. Ask your prospect to confirm why the business will care about solving the problem you solve 5. Whats happening in the company that would make this a high priority for you? Prospects have lots of problems. But the problems that are going to get solved are the ones that have ripple effects through the company. That are being felt on multiple levels. If you aren't on that top three priority list, its a deal you should likely not be spending time on. Incorporate these questions into your team's sales conversations, and if nothing else - you'll get more clarity on your forecast.

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99% of SDRs I talk to are having issues with outbound. - Reply rates under 3% - Missed targets month after month - Overworked, burnt out, or about to be The main reasons? - Their messaging sucks - They prospect whenever they feel like it - They don't have a simple, habit-based system to follow If this feels like you, then don't miss my guide to personalizing your outreach. Write "Outreach" in the comments and I'll send it over.

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SDRs who deserve to be AEs... ✅ Help coach other SDRs ❌ Are in it for themselves ✅ Hit quota every month ❌ Sometimes smash it ✅ Build amazing internal relationships ❌ Moan about their AE and Manager ✅ Prioritise the team winning ❌ Think they're an individual contributor ✅ Train every single day ❌ Believe they know it all ✅ Compete against themselves ❌ Compete against others in the team ✅ Are genuinely happy when others win ❌ Get bitter when others are successful 99% of success is in WHO you are. And HOW you do things. Embrace being different. Embrace being better. What am I missing? ---- PS. My SDR to AE bootcamp closes tomorrow. 5 seats left; https://lnkd.in/ejFQERRF

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𝗣𝗿𝗼𝘀𝗽𝗲𝗰𝘁𝗶𝗻𝗴 𝘁𝗶𝗽: 🚨 Stop asking people to have a call with you on the very first engagement 🚨 Remove your calendar link from the bottom of cold outreach emails I can pretty much guarantee no one gets calls booked from this link at the bottom of the first cold email right? (happy to be proven wrong) "Got time for a 15-minute chat to see how we can help?" Use something softer Less committal and ALWAYS educate first "Let me know if that resonates at all" "Open to exploring?" "Against learning more?" Give me some examples of your very first outreach email ↓ #sales #outreach #ae

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5 years ago I hired 2 SDRs 🧑‍🤝‍🧑 SDR 1 - uni grad, well spoken, private school educated. SDR 2 - ex-builder, strong accent, barely passed exams. --- SDR 1 - fitted in straight away and made lots of friends. SDR 2 - got bullied by other reps for their accent and lack of education. --- SDR 1 - got off to a great start, hit ramp quota early. SDR 2 - bad start, missed ramp quota, got probation extended but effort was faultless. --- SDR 1 - took foot off the gas, became inconsistent, missed quota. SDR 2 - ignored everyone and carried on working hard, started hitting quota 5 months in. --- I promoted SDR 2 after 15 months. SDR 1 never quite made it to AE. If you want to be a successful leader - judge someone by the size of their heart not their resume ❤️ 3 free resources for SDR Leaders here on hiring, coaching & developing SDRs: https://lnkd.in/eAwDPS8F https://lnkd.in/eQAt7dYn https://lnkd.in/eeu4SKRP ♻️ Repost if you enjoyed this. PS. Buzzing for the next SDR Leader Bootcamp. Thankyou for the support on this, my friends 👯

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So, we have an engaged prospect - They’re in the ICP - They have buying intent - It’s the right timing for them - But they’re the wrong Buyer Persona! What do we do here? 𝗗𝗼𝗻'𝘁 𝗚𝗼 𝗔𝗿𝗼𝘂𝗻𝗱 𝗧𝗵𝗲𝗺 (𝗬𝗲𝘁) In my experience this is a fantastic way to piss of your prospect (AND their boss) while coming across as salesly and losing all credibility. 𝗗𝗼𝗻’𝘁 𝗦𝗲𝗹𝗹 𝗧𝗵𝗲 𝗣𝗿𝗼𝗱𝘂𝗰𝘁 if we try to sell to the wrong persona, more often than not we lose the deal, and any time we’ve invested, if we don’t get to power. This is a fantastic way to work really hard and miss quota. 𝗦𝗲𝗹𝗹 𝗮 𝗣𝗮𝗿𝘁𝗻𝗲𝗿𝘀𝗵𝗶𝗽 𝗜𝗻𝘀𝘁𝗲𝗮𝗱 Instead of selling the product, we sell them on partnering with us to run an evaluation together. Let me walk through how I’ve done this. 𝗛𝗮𝘃𝗲 𝗧𝗵𝗲𝗺 𝗦𝗲𝗹𝗹 𝗧𝗵𝗲𝗶𝗿 𝗪𝗵𝘆 Find out why this is important to them and the impact on them personally of getting this right, of getting it wrong, and of it not happening at all. We need a good reason to ask them to stick their neck out to introduce us to their leadership team. 𝗛𝗮𝘃𝗲 𝗧𝗵𝗲𝗶𝗿 𝗕𝗮𝗰𝗸 There’s often risk for our champion. If this goes south, they may be blamed for it, or even fired. I’ve seen it many times and I can share specific stories of how this goes down and how it could all be avoided by engaging leadership in the right way. 𝗦𝘁𝗮𝘆 𝗜𝗻 𝗧𝗵𝗲 𝗣𝗼𝗰𝗸𝗲𝘁 It’s critical not to skip key steps. To earn trust, we have to add value. They want to see an introductory demo, understand pricing, etc etc. These things are fair. But we can’t go too far without looping in the right people and we need to stay in the pocket until we can. 𝗠𝗮𝗸𝗲 𝗮 𝗣𝗹𝗮𝗻 𝗧𝗼𝗴𝗲𝘁𝗵𝗲𝗿 Once we’ve earned their trust, we can and should ask to build a plan together. This involves bringing the right people, from both sides, in for the right steps. If we build this plan together we stand a better chance they’ll follow through with it. 𝗪𝗮𝗹𝗸 𝗔𝘄𝗮𝘆, 𝗡𝘂𝗿𝘁𝘂𝗿𝗲 𝗮𝗻𝗱 𝗠𝘂𝗹𝘁𝗶-𝗧𝗵𝗿𝗲𝗮𝗱 If we cannot get them on board with this we need to walk away and nurture them until that’s changed. We can share relevant marketing content, events, etc with them to do this. We can also start to share that with others on the team. I’m a big fan of role specific marketing content for this reason. It’s a lot easier to invite a CEO to a CEO dinner than it is to just go around our champion with a cold email pitching a sales meeting. RevOps can really shine here by helping to map this process out and align sales and marketing to do this. What would you add here? 🤔 More on nurturing tomorrow in 📰 𝗧𝗵𝗲 𝗥𝗲𝘃𝗢𝗽𝘀 𝗪𝗲𝗲𝗸𝗹𝘆 📰 Sign up here to get it: https://bit.ly/3xgqF55 ✌️

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If we build this feature I can guarantee we will close $5,000,000 😸 How many times have we heard this? The loudest voice in the sales team usually wins too. They influence the Product roadmap and Product goes off to build something to chase down that revenue promise. I've been pretty guilty of this myself. This week I got asked for a feature that could significantly alter our roadmap. I asked Adam Liska & Devang Agrawal can either of you validate how many people have asked for this? 🛑🛑🛑🛑🛑 We were falling into an all too familiar trap... Trusting instinct & false positives / negatives This is how companies have been running for years, ask someone a question, trust their opinion. But what does the data say? Yesterday, Glyphic released AI Search, an ability to uncover insights and find critical information across all of your customer conversations. Ever wanted to know these; 💡 How have we articulated our value proposition to enterprise-level clients? 💡 What challenges have buyers faced with our competitors? 💡 When was the new XYZ feature requested? 💡 What positive outcomes have clients reported after implementing our product? Now you can & more! So what did we do? We asked Glyphic. Nobody had ever asked for it and truthfully they were not true ICP. However glamorous the logo was. Guess who's having a tough conversation later 💔 Don't build product that 1% of your customer base is asking for unless you can validate the fact many others are experiencing this pain too. Let data tell you the true story. OR, just ask Glyphic 🤷‍♂️ P.S - If you're reading our feature roadmap, we're shipping #1 this quarter, #2 is this product & #3 is Q4. #4 we're still exploring but know reps love this feature ❤️

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‘We need an SDR who has at least 12 months SDR/BDR experience at a SaaS company’. This is a common hiring trend I see right now and whilst indeed, someone with that experience may work out for you and I understand the logic, there are a few potential flaws I wanted to share about that expectation/requirement that may be preventing you from hiring your next superstar... 1. A great SDR will generally be promoted after 12-18 months in the role. 2. More experience = more expensive. 3. Many of the best performing SDR’s we see are those with as little as 6-12 months sales experience from sectors such as customer service, retail & hospitality. 4. Motivation > Experience. A poorly motivated SDR with a high skill level rarely works out. Confident in your leadership, enablement and product? Hire someone on motivation and attitude. Use the interview process to qualify their basic skill set, appetite to put in the work required and aptitude for learning and developing over and above their current skill level as an SDR. Hiring someone with 12 months SDR experience may work for you and I’m not trying to communicate that they are bad candidates, but when you actually consider what makes an excellent SDR, this requirement may be holding you back from hiring your next pipeline building king or queen. Always curious to learn from SDR leaders. What are some of the experiences of the best SDR’s you’ve hired? David Wilkins curious on your thoughts along with the SDR Leaders of EMEA!

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Booking CROs, VPs & Sales Directors wasn’t hard….at all Here’s a cold call opener that never failed CRO: “Hello” *with a zoom meeting on in the background* Me: “Hey X it’s KP from Klue how’s it going?” CRO: “Errm who..from where?” Me: “KP from Klue out in Vancouver, been speaking with your colleagues this week about sales efficiency & win rates and that led me to call you. Mind if I share why?” CRO: “Hmm fine you got me. I’m presenting in 6mins so you better be quick!” Me: “Aha no worries I’m Jamaican I’ll be FAST” 🏃🏾‍♂️💨🇯🇲 ——————- This usually resulted in: 1. Mutual laughter and a more relaxed and open conversation. Buying me a couple extra minutes. 2. A story of how they last visited Jamaica, went on a cruise or just love Jamaican food, music or athletes 3. Questions about my mixed British Jamaican accent and how I ended up in 🇨🇦 Canada Cold calling is so much fun when you remember that the folks on the other end are just simple humans like us who like to love, laugh and play. Connect in your own authentic way and you’ll never lose.

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SWAT teams rather than armies. Hearing this phrase from lots of sales teams recently. And there is lots of logic - to a smaller highly trained (and coached ;-) elite team rather than a larger team, whether SDR’s or quota carriers. Here’s the drivers… - Sales Efficiency, the obvious one. Growth at all costs is gone, presumably forever. Cost of acquisition and sustainable growth are now key. - Raise The Bar, a smaller elite and well coached (couldn’t resist this time) team removes the weakest performers, the time and resources spent trying to pull them up and raises the bar for everyone on the team. - Bottom Up Economics, teams resourced based on on actual pipeline not multiplying quotas by team size. Quota carriers, even if good prospectors, can’t and arguably shouldn’t create all their own pipeline. If you don’t have the pipeline from SDR’s and inbounds, the team is bloated. - Elite is easier , With a smaller well chosen/recruited team, it’s more realistic with time and resource to help make them elite. And with an elite team, everything is easier. - Cheaper, it’s not just sales efficiency. It’s cost and budgets. They are smaller and what is possible or affordable has changed. What are you doing to create your SWAT teams?

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Bad SDRs attribute their results to luck. Good SDRs attribute their results to skill. There is definitely an aspect of luck in the game... who picks up the phone, what mood are they in, what accounts happen to align with timing, etc... But if you're not making your own luck, it's going to be hard to succeed. The proof is SDRs that consistently achieve their goals. If it was attributed mostly to luck, you would imagine the distribution of success would be random and not consistent. Making your own luck means giving yourself more opportunities to have those "lucky" moments. Whether thats working on your volume, tone, messaging or prospecting. Make your own luck. Control what you can. Let go of what you can't. Happy Sunday, folks.

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"I want my AE's to source at least 20-40% of their own pipeline." A sales director told me last week. So, I asked him about his current strategy. "Most of them have automated cadences because they have only 1-2 hours per day for prospecting." I rephrased what he said, "So, are your AEs only into automation because time is a constraint and not because it's the best approach?" SD: Yea, I'd love them to have more manual touch points but it's just not feasible! Me: Have any idea how long it currently takes to do a manual touch point? SD: About 10-15 minutes (research + writing) Me: Can you share a LinkedIn profile of any prospect? (After sharing) I showed him how LeadLabs finishes all research in under 30 seconds + getting the first draft of the message in under 60 seconds. HIS JAW DROPPED!! I freaking loved it haha. What do you think happened next?

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Why does Amazon offer 1-click ordering? Because they understand that reducing friction when someone is motivated to buy will increase the odds dramatically that they'll follow through. So why is it that we think enterprise buyers are different? Enterprise buyers are human too. They watch TikTok on the toilet like everyone else. They also get distracted once something becomes hard and then lose interest. This is why the sellers who follow up on inbound inquiries build more pipeline, and why the first vendor to send a proposal usually wins it. So why do we add unnecessary hurdles, like sending separate contracts for signature, or GASP getting them to print, sign, fax/email signatures? In our State of Proposals Report, we found that proposals with e-signatures are have a 3.3x close rate versus proposals without e-signatures. Yes, you can bake a contract right into a proposal - there isn't technically a need to send a separate contract. This is like Amazon's 1-click order but for your proposal. Put a big shiny "accept & sign here" button and watch your close rate go up.

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Bad SDRs attribute their results to luck. Good SDRs attribute their results to skill. There is definitely an aspect of luck in the game... who picks up the phone, what mood are they in, what accounts happen to align with timing, etc... But if you're not making your own luck, it's going to be hard to succeed. The proof is SDRs that consistently achieve their goals. If it was attributed mostly to luck, you would imagine the distribution of success would be random and not consistent. Making your own luck means giving yourself more opportunities to have those "lucky" moments. Whether thats working on your volume, tone, messaging or prospecting. Make your own luck. Control what you can. Let go of what you can't. Happy Tuesday, folks.

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The number one question I'm asked when I'm doing outbound calls is "What's the difference between Cue and normal WhatsApp for Business?" For most people, WhatsApp API is something they've never heard of and so the conversation becomes a bit of an education piece. Most companies are already using WhatsApp to communicate with customers, however, very little are doing so effectively. The top 2 scenarios are: 1️⃣ The team are using their personal WhatsApp, giving no central overview of conversations which leads to missed messages and a whole bunch of other problems. 2️⃣ An “office Iphone” passed around 5-20 employees to ‘manage’ customer queries... As time goes on, WhatsApp is only going to become even more popular as a way for customers to engage with businesses... Why would you not want to use it's full capability? #WhatsAppforBusiness #Cue #WhatsApp

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