Amy Taubman

You pay your Account Executives, Account Managers, SDRs, Customer Success, Marketing, and RevOps colleagues top dollar to optimise and maximise how they go to market. But they spend 72% of their time (on average), on tasks that are exactly the OPPOSITE of going to market. Sound familiar? Sales Intelligence used to be: 1) A vendor for contact data 2) A vendor for company data 3) A vendor for intent data 4) A vendor for spotting churn/renewal risk 5) A vendor for website tracking 6) A vendor for conversation intelligence Impact: 1) 72% of their time wasted in chasing after 90% of your TAM, that aren't currently even in market. 2) Finding out after notice has been given that your best customers have been shopping elsewhere. 3) 7 different vendors who don't talk to each other, operating in independent silos of inactionable data. Digital phonebooks & manually data mining across multiple vendors means that GTM specialists spend more time researching...not selling. It doesn't have to be that way... Imagine a world where: 1) Every seller can see what they need to personalise their outreach 2) Every seller can truly personalise at scale 3) Every seller can rely on AI to give them the pointers they need to be relevant AND personable 4) Every Account Manager can spot months & weeks in advance that their best customers are looking at other providers 5) Every RevOps person can standardise their data and insights into a consolidated view We're not in the 2021 economic boom, it has never been harder to convert conversations to dollars, especially in a time efficient way. You might be asking, is an alternative possible? Yes - #ZoomInfoCopilot. Launched to the world today after months of value creation & validation with our customers. The future is now, ready?

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As B2B buyers and buying groups continually evolve in line with the shifting market and tech landscape, so must an organisation’s lead generation and lead qualification process. Generating qualified leads requires carefully orchestrated marketing and sales strategies implemented across a diverse channel mix in line with buyer priorities and needs. This article explores a variety of processes and B2B demand generation initiatives to support high-quality lead generation and a steady pipeline of sales opportunities to empower your growth. https://lnkd.in/dCTc5Fx2

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🚀 Sales Confidence 2.0: Get SDRs Who Hit the Ground Running! 🚀 Tired of spending weeks onboarding new SDRs, only to realise they aren’t a fit for your fast-paced team? I know the challenges of hiring SDRs—getting the right person who’s not just great on paper but ready to sell from day one can be tough. Let’s face it, traditional CVs don’t tell you if someone has the grit to go out there to the market and have conversations. We provide pre-trained and pre-screened SDR candidates, ensuring your next hire can deliver results immediately, without the lengthy training process. Our Sales Confidence 2.0 ranking system highlights the most proactive, self-taught talent, so you can skip the guesswork and bring on SDRs who are proven to thrive in sales. 🌟 Meet Our Top Talent of today🌟 Jalil- an experienced B2C sales professional with entrepreneurial passion, showcased resilience and bravery in handling tough objections during his role play. Enrike -A charismatic listener who builds trust with strong questions, creating powerful, results-driven conversations. Zuhair- An adaptable professional with retail experience, skilled at handling tough conversations and solving problems creatively. Ali - An aspiring sales professional who thrives on the thrill of winning deals, bringing energy and enthusiasm to every prospecting challenge. Jiya - A versatile professional with a strong background in events, her energy and bubbly character from the role play can allow her to use humour to establish trust. Avishai- A future leader with a background in music, is a well-spoken and articulate professional who excels at getting to the point and handling objections with ease. If you are hiring reach out, remember 50% reduction fee.

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Sales Lessons from Gareth Southgate and England at Euro 2024 ⚽   Anyone in sales or sales enablement knows the feeling. One minute you're celebrating a smashed quota, feeling like you're unstoppable 💪 The next, you're staring at a spreadsheet of missed targets, questioning every sales tactic you ever learned. It's a rollercoaster and sometimes it feels like the freefalls are never ending. 😭   This emotional pendulum swing reminds me a lot of Gareth Southgate and the England team so far at Euro 2024. Remember the heat he took after some shaky performances? The pundits were calling for his head, questioning every decision. Tactics? ❌ Lineup? ❌❌.   Then, Southgate did something bold yesterday. He subbed out his captain, Harry Kane, for a player, Ollie Watkins, that played ZERO minutes in the entire tournament. 😱 😱 A gamble some might say, but a gamble that paid off in spectacular fashion – Watkins bagged the winning goal against the Netherlands!   The lesson here? Even when the pressure's on, and the critics are circling, stay true to your strategy. Just because someone hasn't had their big moment yet doesn't mean they can't be your game-changer. So, the next time you're feeling like you're at the bottom of the sales well, take a deep breath, dust yourself off, and remember: 💠 Believe in your process. You got this far for a reason. Keep refining your approach, and the results will follow. 💠 Don't be afraid to make bold moves. Sometimes, shaking things up can lead to breakthroughs. 💠 There's always an "Ollie Watkins" out there. New ideas and approaches can come from unexpected places. Stay the course, and never lose sight of your self-belief. Let's go!!

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Tactical things AEs can do to increase their Win Rates & Average Deal Size. ➡ Slow Down: Particularly in the early stages of the sales process. Go deep in discovery to identify and implicate pain. The bigger the business problem you attach to, the larger the deal. ➡ Deal Qualification: Again, particularly crucial at early stages. Don't invest your time or cross functional resources in opportunities you a) can't win or b) are tied to surface level customer pain. Qualify out early and often. ➡ Sales Process Rigor: Don't skip stages. Meeting the exit criteria between stages, particularly if they're customer verifiable, will help you develop solid opportunities and not end up with a bunch of stalled S2-4 deals in the pipeline. ➡ Multi-Threading: Identify a Champion, build a Champion, and earn the right to engage the broader buying committee, including the EB. ➡ Exec Alignment: Facilitate Exec to Exec relationships and do it early. Many AEs leave it too late or don't do it at all.   ➡ Cross Functional Partnership: e.g., Services, Solutions Consulting, Value Advisory, Customer Success. Bring them in early. They will help you identify and implicate business pain, communicate business impact and increase the buyer's confidence in your ability to deliver value post sale. It will also help you multi-thread. ➡ Creative Commercials: Particularly key in the midst of increased budget scrutiny and tool consolidation. Creative commercials e.g., multi product bundling, multi year step ups, etc can help increase your size of a pie that isn't necessarily expanding. #sales #salesenablement #salesleadership

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Too many SDRs transition to AE roles prematurely. Ambition is great, but being a successful AE requires mastering a broader and deeper skill set. To be a top performer, SDRs need to: • Master prospecting and early-stage qualification • Grasp AE fundamentals before they make the leap This is where sales management and enablement play a key role in structuring a clear learning path for SDRs transitioning into AE roles. A well-designed competency framework can help: • Shape clear progression paths • Focus on the right areas of development • Make role transitions more objective and meritocratic --- I’ve built comprehensive SDR and AE competency frameworks that breaks down the essential knowledge & skills which you can adapt to your company context. Want to check it out? Comment “SDR & AE competencies” below, and I’ll send it your way. ✌️ #sales #salesenablement #salescompetencies #ae #sdr  

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Want to level up your go-to-market strategy? 🚀 Join G2 and the GTM Leaders Community for an exclusive fireside chat with G2's CRO Eric Gilpin! You'll discover how to: 🎯 Adapt your revenue org to modern buyer behaviour 💡 Break the mould with disruptive sales strategies 📊 Build a pipeline-generating machine 💪 Navigate leadership challenges like a pro Plus, get Eric's personal GTM playbook to transform your own strategy! 🔥 Don't miss out - join us on 6 November at 2PM GMT / 9AM ET! ⬇ Register using the link in the comments ⬇ #GTM #Revenue #Leadership #SalesStrategy

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Learnt as an SDR 🤝 Used in RevOps When working to improve or create a process for the internal teams at Metrikus I ask the same questions I used to ask prospects in my previous SDR role. - What are the pain points of each stakeholder?  - What's the costs if nothing changes? - What are the blockers?  - What resources do we have available? These few questions get me to the starting line and then it’s all systems go 🏁 #RevOps #Sales  

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Here's the stark facts in sales today. - 31% of reps are making quota - Nearly half (44%) of deals slip - Sales cycles are double digits longer, win rates are double digits down - Inbound leads are down - Salesforce recognised the need to increase pipeline coverage to by 50% (from x2 to x3) Most of those we speak to recognise all these challenges. But they are stuck. "Do more with less" is the message. They have cut teams and fought for those remaining. Their organisations are stuck with blind hope and knives sharpening. The only solution they know is to fire and replace. Because the real problems aren't acknowledged. The market has changed and it's harder. But are teams are not more skilled. The same teams, that could achieve in the old world are failing in this one. And the last message anyone wants, is we need to spend some money to solve that. "That's your job isn't it?" cries the leadership to time-starved managers and leaders. Anyone want to guess what's going to happen to sales manager average tenure (already at an all-time low of 18 months)????

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5 things I would do as a SaaS BDR/AE/AM/CSM with commercial targets for a successful quarter close: 🔎Identify the hotest leads + requalify as you go, for a delay-free closing process. 📊Make use of existing data: what has worked well for you and for your colleagues in previous quarters? 💥Prioritize high-impact activities and minimize distractions (like unnecessary meetings). 👔Aim to focus your outreach on those with decision-making authority. 💪Intensify your follow-ups, with a strategy that works for you: whether it is automated reminders or personalized communication. What else will you be doing to make the most of the two weeks left in the quarter?

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As B2B buyers and buying groups continually evolve in line with the shifting market and tech landscape, so must an organisation’s lead generation and lead qualification process. Generating qualified leads requires carefully orchestrated marketing and sales strategies implemented across a diverse channel mix in line with buyer priorities and needs. This article explores a variety of processes and B2B demand generation initiatives to support high-quality lead generation and a steady pipeline of sales opportunities to empower your growth. https://lnkd.in/e3Xq9grq

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Salespeople don’t only care about money! It’s a common misconception that all sales folk are money obsessed and that their OTE figure is the single most important aspect of the job search. I have spoken to countless AE's who don't have compensation as part of their top 3 motivators. And, by the way, I’m not even saying being predominantly driven by money is a bad thing. I actually think it’s a good thing, but more on that in another post. Anyway, here are some other driving factors of a candidate’s job search that you need to consider when hiring: - Culture - Hiring Process - Product Market Fit - The quality of leadership - The quality of communication - The learning and development opportunities - Detailed career progression & effective performance management - The overall achievability of the OTE figure and promotion opportunities OTE is an important aspect of course, but all A players I speak with don't give much importance to the OTE figure on its own.

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Sales Enablement is often about getting people to change. Change their actions, change their outputs, change their approach - so much change. We all know change is never a "one-and-done" situation. But once you've initiated the change you're looking for, how do you keep it going? ➡ Being consistent is so important. Reinforcing the change is needed in order to help build a habit and drive the outcomes you're looking for. 🎉 Always celebrate progress. Acknowledging each person's growth encourages everyone to keep going. 🗒 Adjust as needed. Something might not be working well, and maybe needs a different approach. It's key to identify this when it happens and then adjust what you're doing. #salesenablement #changemanagement

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If your AE feels recording the call will “spook” the customer, you take lead and say this: “Hey Prospect, is it ok if we record this call? It’s easier to listen to you and not take notes” 99 times out of 100, prospects say yes I’ve tested in US, EMEA, Middle East, Singapore, India and every other region / country. SDRs: Don’t let your AEs disqualify deals in the dark just so they don’t take accountability & ownership

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Sean’s Sales Tip 🚫 Focusing solely on increasing the pipeline to meet sales quotas is a misguided strategy. It is akin to saying I will risk $300 in the slot machine, instead of $200 to make a win. 🔔 Salesforce's recent decision to require 3x pipeline coverage, up from 2x, rang the alarm bells for me. 💸 Such an increase demands significant effort and resources, leading to a dramatic rise in customer acquisition costs (CAC) and other bid related costs without guaranteeing an equivalent increase in revenue. 🤔 Think about the optics of this announcement. You are saying to your sales teams it is OK to lose 66% of your deals now, instead of 50%. 🎯 The emphasis should shift from maximizing pipeline to optimizing win rates and accelerating deal velocity. Step 1 🏆 Improve Win Rates Improving win rates is a more efficient and cost-effective approach to achieving sales targets. For instance, a modest increase in win rates from 20% to 25% can yield substantial revenue gains with no extra pipeline required. Step 2 🚀 Accelerate deal velocity To enhance deal velocity (and also win rates), salespeople need to focus on creating pain, recruiting, and equipping champions within the client organization so that your deal gets done and becomes a priority. 💡 Prioritizing win rates and deal velocity over pipeline growth is a smarter and more sustainable strategy for achieving sales quotas. This means that Sales Leaders need to be trained in how to coach their teams effectively and for them to get out of the office more often.

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At LinkedIn, we know the power of connections. Andrew Gray, Head of Revenue Enablement at Sanity, recently shared how one of his sellers used Relationship Map in Sales Navigator to identify missing key relationships and strategise effectively. This led to an introduction on LinkedIn that ultimately helped close the deal. This real-world success story highlights why Relationship Map is becoming a new standard for building and leveraging connections. Learn more about Relationship Map here: https://lnkd.in/RelationshipMap

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No one should be ashamed of working in sales You rank pretty high compared to others Did you know... Average UK SDR Salary: £35,412 → UK - Top 26% → Global - Top 12% Average UK SDR OTE: £45,309 → UK - Top 20% → Global - Top 10% Average UK AE Salary: £55,000 → UK - Top 15% → Global - Top 8% Average UK AE OTE: £75,000 → UK - Top 10% → Global - Top 5% Sources: UK Talent, Jobted, PayScale, UK Tax Calculators Is it comfortable on your high horse? 🐴 Let me know in the comments #sdr #ae

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Win rates 7X when 5 or more contacts are engaged in the opportunity vs 1. Here are 3 ways we’re engaging more contacts in every opportunity: ✅ Incentivising SDRs to bring in extra contacts into the meeting.   Spoken about this one a lot but we pay SDRs for every extra contact they bring into the opportunity. SDRs spend time with their AE mapping out the opportunity post-discovery and aligning on key stakeholders to bring in. ✅ Running weekly call afternoons with our AE team Every Thursday our AEs join our SDRs in their call block to compete for who can bring in the most net new conversations. This has been a fantastic way to get our sellers to pause in their week and focus on driving multithreading activities as well as giving SDRs some healthy competition ✅Utilising new tools such as trumpet 🎺 Recently Cognism has started using trumpet. It has been an absolute game-changer. It allows us to email gate ‘pods’ to collect viewer data helping identify new individuals in the decision process, engage directly with those new stakeholders in live chat, and auto-enrich new pod viewers into our CRM. If you haven’t seen trumpet 🎺 already link in the comments below 👇

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In my sales career, I have not made that many cold calls. At least not as many as some SDRs who dial 100 times a day But I have succeeded with 44% of those I connected with Here are my top 10 reasons why: 1️⃣ I only called countries I can speak the mother tongue: UK, DE, CH, AT and very little US 2️⃣ I called mostly mobile numbers I found on Lusha or Cognism 3️⃣ I learned the first 60 seconds of the call until I felt really comfortable 4️⃣ I only call people I can reasonably assume have the challenge we solved with other companies. 5️⃣ I do a little bit of research before I call (max. 5 min). I check their LinkedIn profile and whether they have something I can use on the company website 6️⃣ I always watch my voice: I talk really really slowly, really really clearly and make sure I frequently change the tone. If the other person did not understand my name on the first go, I did not succeed (in my head) 7️⃣ I always start with "Hi Thomas, this is Patrick at Taskbase, hi" and then wait until the other person says "hi" the second time. That can take up to 5s. Embrace the silence. This way, you are different to 90% of cold callers 8️⃣ I haven't changed my opener for years: "Do you give me 35 seconds so that I can explain to you why exactly I call you right now?" because I succeed almost 100% of the time - I never change what works 9️⃣ I never talk about the product in the first 60 seconds of the call. I always start with the challenge: "I am talking to a lot of sales leaders of other banks who tell me they have one main challenge: Their consultants spend a lot of time documenting their client calls in the CRM. Up to 30 minutes because they have to write manually. Are you familiar with that topic? That is how I immediately get into a conversation and people forget that this was a cold call after all - just happened yesterday again 1️⃣0️⃣ As soon as I sense that the topic is interesting, I ask one or two more questions and then go for the meeting: "Thomas, can I make a suggestion? I sense that we have a topic here that is worth talking about a bit deeper. Do you mind if we take 30 min in a video call and deepen the discussion? I think we both at least can learn something from it That's it No rocket sience

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