Jessica Garrett, MBA

Tired of losing hard-earned deals? Solve for Revenue Leak. In Clari’s 2024 Revenue Leak Report, RevOps leaders said leak happens at every stage of the funnel. - Creating: Poor and slow upsell pipeline tracking - Converting: Unsure where pipeline is dropping off - Closing: Slipped deals Don’t let Revenue Leak drag down another quarter – or another year. Download the Revenue Leak Report for more: https://lnkd.in/g9gnGrdz  

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Kyle Poyar Great insights! This shift is certainly a seismic change, and you're spot on about the practical challenges Salesforce will face. At SAASTEPS, we’ve been helping businesses navigate complex transitions like this for years, particularly when it comes to Revenue Lifecycle Management. As Salesforce shifts from per-seat pricing to consumption-based models, there are a few key things that resonate deeply with our own journey: - Post-Contract Automation: The hard work definitely begins after the deal is signed. That's why we built SAASTEPS to automate the entire revenue lifecycle, from subscription management to billing, renewals, and revenue recognition. The more friction you remove from these processes, the better you can handle the daily revenue (or churn) events that come with consumption-based pricing. - Sales Comp Models: Changing compensation is always tricky, especially when moving to a usage-based model. A lot of the risk gets transferred to sales reps and CS teams. With SAASTEPS, we've seen how automating renewals and creating transparency across teams can smooth out this transition, making it easier to align compensation with actual consumption while avoiding over-commitment and churn. - Predicting Revenue: I couldn’t agree more—forecasting usage-based revenue is a whole different ballgame. This is where automating and standardizing revenue data across the board becomes crucial. Having a unified, single-data model like the one we’ve developed at SAASTEPS allows for better tracking of product adoption, usage trends, and seasonality—helping businesses stay one step ahead in predicting actual consumption and future ARR. It’s clear Salesforce is positioning itself for the AI-driven future, and it will be fascinating to see how they execute. For companies dealing with similar complexities, having a partner to standardize and automate the entire revenue lifecycle will make all the difference in navigating this new pricing paradigm. Things are about to get very interesting, indeed! 🍿

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How to close enterprise deals:  • Salman Mohiuddin: My biggest blunder came at Salesforce on a $400,000 upsell → https://buff.ly/4a4OTNW • Jordan Novak: 2 of the scariest words in enterprise sales → https://buff.ly/3Kexnf5 • Mike Fiascone: Breaking into enterprise accounts is hard → https://buff.ly/3wOQLfv • Brandon Fluharty 🐝: Winning nine 7-figure deals in 19 months taught me this → https://buff.ly/4bvQg9f • Gavin Kowalski: The 5 commission killing mistakes we make trying to sell to the C-Suite → https://buff.ly/3KeORIg • Shivam Sandilya: Enterprise Selling is a Team Sport  → https://buff.ly/3QZ9tYF • Cassy Olson: Success isn't about winning every deal → https://buff.ly/4bHeHk0 • Kevin Meyer: Balancing strategy and daily tasks in enterprise sales → https://buff.ly/3KiEeE4 • Dom Urniezius interviews Nikita Balanov: Unlocking Enterprise sales success → https://buff.ly/3Kg2RkQ • Simon Tort: Find your champion → https://buff.ly/3wUze5x • Christi Civalier: 3 Keys to Becoming a Top Enterprise Account Executive → https://buff.ly/3UWbXbs • Jamal Reimer: 4-step process for working with SDRs as an enterprise seller → https://buff.ly/3UUpvnT • Debasish Mishra: Dear enterprise sales people… → https://buff.ly/3US2OAO • Roy Itzhaki: how we're booking meetings with top-tier firms → https://buff.ly/3URGlUj • Nate Nasralla: Here's the 1 exercise I give new enterprise AE’s. → https://buff.ly/4bqSOp6 • Ian Koniak: When it comes to Enterprise sales, less is more. → https://buff.ly/4bunVAg • Vugar Nadzhafov: What really makes a good enterprise seller? → https://buff.ly/3USgX0P • Raja Singh: Enterprise salespeople are spending too much time selling internally → https://buff.ly/3QWqRNG • Jacob Karp: I’ve never closed a strategic deal that didn’t include multi-threading → https://buff.ly/4bwUjCg • Jen Allen-Knuth: COI is agnostic of our product/solution. → https://buff.ly/3SQcUB6 • Zeb Couch 🤜🤛: Walkthrough of an example we used last year to win a $160,000 deal → https://buff.ly/3KdL8e4 • Patrick Sheehan: they are like kids in a candy store… → https://buff.ly/3QSMEpK • Damian Tommasino: You don’t sell to one person in the enterprise…ever. → https://buff.ly/3QYmX78 • James Thompson: Toughest challenge in Enterprise Sales? → https://buff.ly/3yvMJtb • Dan (Daniil) Gridin: My new step-by-step framework for engaging tier-1 accounts → https://buff.ly/3URZp54 • Mark Phinick: Pick up the phone. → https://buff.ly/3UNxGSW • Bob S. Key strategies to keep your reps focused & deals moving forward. → https://buff.ly/3Kcy48v • David Ooley: Two “big deal” realities you can leverage → https://buff.ly/3UPnAB7 ********************************************** Get daily sales tips with my newsletter: https://buff.ly/3SgnwJo  **********************************************

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As Santosh Sharan shares in this post, many SaaS companies are under a lot of pressure from customers' CFOs to prove value and utilization. It's not just Supply Chain, Visibility, or Risk standalone platforms, it's across the board. There are many reasons for low utilization from poor initial change management plans to a lack of ability or talent in optimizing the software to integration issues. ROI is king again as we mature in our SaaS technology space from nice to have versus must have but as completion swells pricing structures may have to be adjusted. #supplychain #technology #SaaS #Globallogistics #customersuccess

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I think I’ve identified 4 keys why most ABM programs aren't delivering ROI HANDS down the biggest key is ICP First off, NAICS code/industry + revenue/employee size is crap and will destroy you if you try to run a serious account based motion here. Why? Because 10 companies in a similar industry + size band can have an ENORMOUSLY different culture, team, tech stack, and approach to your solution. Check out Jonathan Spier content on this area for more on "exegraphics" but here's the TLDR Close rates go up 2-5x when target accounts are in target account profile vs not. Sell outside of your ideal account profile and your close rate could drop 80%. Any pipeline outside of your ideal account profile should be discounted a minimum of 50% I’ve seen orgs where 80% of the MQLs were outside of the ideal account profile Good luck! Doesn't need to be crazy: UserGems 💎 literally just looks for the presence of an outbound sales org. But you have to have SOMETHING Second problem: content ABM marketers seem to look content as as afterthought My point of view is that ABM + demand generation works when you deliver educational sales messaging through marketing mediums. Otherwise your "ad spend" is just overpriced intent data Hard to get a real ROI here. Hot take: without persuasive sales messaging above… and GREAT retargeting campaigns Your ABM is delivering mild brand awareness lift, and your SDRs are doing the real work Which leads to the 3rd key: GREAT SDR team Absent PERFECT retargeting campaigns or some form of full cycle + executive outreach… you need SDRs to convert the last mile. Without a well orchestrated, well enabled SDR team with problem focused messaging your ABM will likely flop Hire an experienced BD leader. Don’t mess around. It’s become a skillset with equivalent value to a director of sales. And no, your AEs can't do this, especially without enablement. Have seen 0 orgs where full cycle AEs are working. Get SDRs right or your ABM programs won’t work. 4th and final trend: intent data is not enough. Yes, knowing what someone at a company is Googling is cool, but that's hard to build real outreach, and worse it might be a signal that your competitors have started a deal cycle (where you are in last place) Look at multiple signals not just intent Hiring, job posts, news articles, website visits, social engagement, product use, champions, etc You don't never everything: look at your won deals, and find 1-3 signals that make logical sense. Understand the overall business initiatives in your target account, not just a product purchase. Source the signals, segment accounts based on in market signals, align SDR, AE, marketing execution. Done. Summarizing Get a deeper ideal account profile that covers ideal tech + team Write thoughtful persuasive content to drive prospects to, not just “intent” content Build a functional SDR motion Use multiple signals, not just one Would love your thoughts, and DM if you want help

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Want to get acquired? Know the "try before you buy" M&A strategy. This is what Salesforce (and other big acquirers) do to validate potential M&A deals. Salesforce has backed 300+ companies and acquired 25. 28% of Salesforce’s acquisitions had a prior investment from Salesforce Ventures. On average, the time it took from first investment to M&A was a bit over 3 years. And 36% were built natively on Salesforce or were available on its AppExchange. What does this mean for founders? If you want to get acquired, position a product into your potential acquirer's ecosystem. Build native integrations and capture a relevant amount of their existing users. Develop scalable strategies that provide added value to their users. Remember: Great companies are bought, not sold. i5growth - international growth / i5invest: Investment Fund, global tech M&A arm, team of 100+, offices in San Francisco, Vienna, Madrid, Berlin, Frankfurt; 200+ exits & strategic partnerships with tech leaders such as Google, Microsoft, Salesforce, Qualcomm, Samsung, Nvidia, Naspers, NBC, … #strategy #startups #investing #venturecapital #technology #i5growth #i5invest Source: CB Insights

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4 tips for running better discovery calls +1 bonus tip +1 one give-away [last line] Discovery isn’t just a stage in the sales process. We've all heard this. Yet, too many reps walk away without truly understanding the pain or the cost of doing nothing. Here’s how to fix that: 1. Start with curiosity. Don’t dive in with generic questions. Instead, open with something thoughtful: → “What made you take this call?” → “When did this challenge first show up for you?” Simple, yet effective. 2. Go deeper. Surface problems aren’t enough. Your job is to dig into the why. → “What’s causing this issue?” → “Who else is impacted?” → “What happens if it doesn’t get fixed?” Get them talking about the ripple effects. 3. Tie pain to metrics. No impacted metrics = no urgency. Find out what matters most to their business: → “Is this impacting win rates, pipeline coverage, or forecast accuracy?” → “What’s the cost of missing those targets?” You’re not just finding pain. You’re quantifying it. 4. Call out the cost of inaction. Paint the picture of staying as is. → “If this isn’t fixed in 6 months, what does that mean for your team?” → “How does this impact hitting revenue goals for the year?” They need to feel the pain now. Bonus tip... 5. Know when to walk away. Not every problem is urgent. If the impact isn’t big enough, qualify out. Save your time. And theirs. Great discovery isn’t about pitching. It’s about listening, digging, and connecting the dots. Get it right, and you’ll build urgency without ever needing to offer a discount. Which number could you be doing more of? ------------------------------------------------------- 🔔 Follow me for more on sales James Bissell ♻️ Repost and I'll send you a Discovery Call talk track.

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To all Sales and RevOps Leaders... What are you most stressed out about right now? Chances are it's one or all of these 3 things: ⏰ Territory, Quota, Comp Plans for 2025 ⏰ Forecasting Accuracy that is below par (90%) ⏰ 2025 Capacity Planning If any of these resonate - let me know in the comments. Or reach out as maybe I can help take these off the table for you. #fractional #revops #planning

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Salestech leaders are both a blessing and a curse. - A blessing because they set the bar quite low, - A curse because they can, unfortunately, have an influential voice. Business cases aren't the end of the buying process—not even close. 🤯 Given the post's CTA, let's hope it's just a provocative stance to get some reach. Let's hope.... Because telling our mid-market and enterprise sales reps... ... who have been dealing with legal or security reviews longer than it took them to present a business case ... that the buying process is finished when the business case is signed off, will only get you laughed at. The buying cycle is the business case. Your "business case" document only supports a small portion of it.

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I was asked what is the fasted way to win new business for sales - get warm introductions in your target accounts. Here are 7 steps that I think will help you get radically more pipeline fast:🔥📈 Inboxes are overflowing, cold outreach is losing its punch. Warm introductions are the key to breaking through the noise and accelerating your sales pipeline. 1. Define Target Accounts 🎯 Zero in on accounts that align with your ideal customer profile. Know their challenges, and understand how your solution uniquely solves them. Focus on a subset you’re confident about – don’t let analysis paralysis slow you down. Key: Don’t get stuck on the first step; just go for it! 2. Identify Connectors in Your Network 🕸️ Expand your network (or automate this with platforms like https://lnkd.in/e-XsFVmR) to match up with contacts who have trusted relationships with key players in your target accounts. Look for people with deep industry and solution experience- they’ll help boost your credibility.  3. Engage with Value First 💬 When requesting an intro, lead with value. Show why the intro matters to their connection and how it benefits them. Remember, your Trusted Advisor isn’t your sales rep – they’re a facilitator of value for their network. Offer insights, unique perspectives, and collaborate in a knowledge exchange. This will set you apart as more than “just another sales rep.” 4. Personalize Your Outreach to the New Contact 🧑‍💼 After a warm into, skip the canned pitch. Reference your mutual connection, then tailor your message to your target accounts needs. Tap into your advisor’s inside knowledge on what truly matters, from active projects to key priorities. This approach makes you relevant, aware, and genuinely interesting. 5. Nurture the Relationship, Not Just the Opportunity 🤝 Warm intros open doors, but it’s the relationships that close deals. Focus on building trust, actively listening, and providing value. Even if there’s no immediate sale. 6. Don’t Forget Your Sales Process 🚀 Whether it’s Solution Selling, MEDDICC, or MEDDPICC, stick to your process to stay on track. Use your advisor’s insights to set you apart, but also to qualify out quickly – if it’s not a fit, pivot to protect your credibility and the trust of your connection. 7. Reward Your Trusted Advisor 🏆 Recognize your advisor’s role in your success! A thoughtful gesture, creative reward, or a few percentage points on the deal can make a significant impact. It shows appreciation, strengthens the partnership, and sets the stage for future collaboration. Warm introductions are your ticket to stronger connections, faster cycles, and higher close rates. Are you tapping into them? 🔑 And if you want to make this easy, check out https://lnkd.in/e-XsFVmR – the first platform designed to automate and scale your ability to find and leverage warm introductions into all of your target accounts. 🔗 #SalesTips #Sales #SDR #SalesPipeline #WarmIntroductions #ForceEquals

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Salesforce revised its pipeline coverage ratio to 3x, shedding light on the math keeping execs up at night. How can 1 ratio blow up your entire GTM model? It's not rocket science. It's just math. Particularly, pipeline generation math. Salesforce went from 2x to 3x. You might be going from 3x to 4x, or even 4x to 5x. What does this mean? Assumptions about pipeline coverage are falling like dominos and leaving GTM orgs with a massive hole in their forecasts. When this happens, the math gets really bad, really fast. Picture this: you're a best in class GTM org like Salesforce and you've just updated your pipe coverage ratio from 2x to 3x. Needing 50% more pipeline is painful enough. But the punishment doesn't stop there. Pipeline generated by your sellers is also down. Buyers are reluctant to champion products, and budgets are tight. This leads to longer sales cycles, more discounting, and plummeting deal sizes. Across the board, reps are producing less pipeline. Ranges vary by category, but let's assume pipeline creation is down 25% for illustrative purposes. (We're going to keep the math simple, because specifics will vary by company). On a $100M new business goal, you'd previously need $200M in pipeline. At $1M in pipeline per AE, you could bring it in with a team of 200. Now you need $300M of pipeline to close that same $100M in revenue. AEs are creating $750k instead of $1M, so that same team of 200 is bringing in $150M in pipeline, only half what you need for the year. Draw out the math and you suddenly need 200 additional (fully ramped!) sellers to deliver the same $100M in revenue. That's DOUBLE the headcount. Your CEO and CFO's heads are spinning, because this wreaks absolute havoc on a company's operating model. But that's a post for another time. You can tweak the assumptions if you'd like, but it's terrifying any way you look at it. No amount of passion, skill, or dedication can overcome math. You can't escape math. The bad news? This doesn't seem to be going away any time soon. The good news? Recent advances in AI can change some of the assumptions around the people, process, and technology equation required to generate new pipeline. In the old world, the only answer would be to double headcount. In the new world, there are ways to drive enormous leverage into the equation. Scaling with people doesn't have to be the answer, you can scale people with AI like no time in history. Which means the cavalry could be on the way...

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Salesforce Sales Cloud just released its 6th State of Sales report last week aggregating insights from 5500 sales professionals across 27 countries 🌎 Sales growth is back where 79% of sales leaders say revenue has increased over the last year 📈 Sikkkk! But the "how" looks different this time around... For example: Partner selling is contributing to growth in meaningful ways. Enablement is rightfully emerging as a top growth lever 🔑 Another surprising stat: 83% of teams that adopted AI saw an increase in revenue over the past year vs 66% of teams without AI. Causation or Correlation? 🤷‍♀️ Yet another stark reality is that 70% of a sellers time is spent on non selling tasks. 😫 Everything from researching accounts to manually entering things into the CRM to sitting in hours n hours of internal meetings... I dream of a world in the future where AI can help us with rethinking : 1️⃣ Smart list building 2️⃣ Automated pipeline management and 3️⃣ Real time enablement in the future!! Just imagine a world where you don't need to trainings or the same forecast call every week!! 🔥 Check out the report in the first comment for more sales insights!! #stateofsalesreport #salesforce #genai #salesorgs

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Salesloft is in the business of helping companies create durable revenue growth, which inevitably means helping companies scale. Far and away the most common misstep I see leaders make in the scale phase is a failure to scale process and planning alongside headcount and revenue projections. It’s an absolutely critical step for business longevity. Smaller companies have the benefit of agility, but as businesses grow, it becomes increasingly difficult to make adjustments on the fly. It’s like steering a big ship – it just turns slowly. Adjusting to this new timeline can be difficult, especially for companies that have scaled quickly and within a different market dynamic than what we face today. They need to take a page from the book of their publicly owned peers and set goals for 6 or more quarters out, then work backwards to identify what needs to happen today. Every choice you make must be framed around the question, “Is this the most important body of work for our customer base, our ability to scale, and our ability to differentiate and win?” This also extends to software investments and digital transformation planning. Companies that intend to scale need to evaluate the platforms they’re considering through the lens of 2-5 years. That means making sure the option you choose not only solves the problem you face right now but can grow and adapt as your business evolves. Platform investments need to drive speed of execution, mitigate risk, and provide innovation that increases the return on investment in the future years. If you don’t trust your vendor to outpace your growth with their own innovations – or help you anticipate the challenges that will come with growth and prepare for the methodical turn toward them – then it’s not the right choice. Keep that in mind as you optimize your growth and investment strategy. #salestech #revtech #B2Btech #revenueorchestration

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The first version of the SaaS GTM playbook was written twenty years ago. Salesforce championed it. Mark Roberge published The Sales Acceleration Formula about Hubspot’s journey. Over the next two decades, we analyzed, quantified, instrumented, & optimized many aspects of the SaaS GTM. Account executive to SDR ratios, sales cycle lengths, conversion rates, customer acquisition costs, customer lifetime values, net dollar retention. The new software GTM playbook has yet to be written. But the companies who figure it out will become the next wave of massive businesses. On Tuesday, Theory held an event with [Dave Morse] formerly at Hebbia & Scale AI, Flo Crivello from Lindy, Paul Yacoubian from Copy.AI, & Chris Changfrom Gradient to discuss how AI changes these practices. These were my take aways : - Selling AI is being discovered because the technology is new. Buyers don’t know how to use it or how to buy it. - Because the sales motions are new, we can’t apply the previous playbook to the new sales process. The CEO/founder should hire a sales leader that they fully trust who focuses on ultimate success. The sales process is a part of the product : using both the customer’s language & the ultimate use of the product through success efforts - Between PLG vs sales led, more companies were sales-led. If starting with PLG, the template sells the product. Fight the empty box problem with great concrete templates that demonstrate how to use AI. If selling top-down, most of the conversations today are at the C-suite rather than the mid-market predominantly because the buying process is new. - Figuring out how to consistently produce wow moments with non-deterministic software is essential. - The room was split on pricing model : seats, usage, or some hybrid. Ultimately, pricing captures 15-30% of the value the software/AI creates. Developing a strong case for this with buyers will be key because the ROI question from buyers is real especially as the broader software market feels pressure. - Only VCs care about the word agents / agentic : for most enterprises, agents mean a customer support agent. Many teams don’t care about the underlying technology, they seek a solution to their problem. Tomorrow, we’ll be publish the results of the 2024 GTM Survey which we’ll reveal at Saastr in which we dig into the use of AI on sales processes & the impact to efficiency. Thanks to the panelists & attendees for a great discussion.

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In the last 12 months, Rev has increased our close rates by 300% and shortened our average deal cycle from 100 days to 40. Here's the 3-step playbook we used to increase sales velocity (without adding headcount): BACKGROUND Since 2021, sales benchmarks in SaaS have trending down: - Win rates have dropped 18% - Deal sizes have shrunk 21% - Deal cycles are 16% longer We’re all working harder and longer in every deal for less money! Unfortunately, this environment is here to stay. So what’s a Sales Leader to do to generate velocity in this market? At Rev, we follow a process that I call “SLC” - for “Stalled, Lost, or Churned.” Here's how it works: 1. Convene a SWAT team of your GTM leaders (Head of Sales, RevOps, Marketing, etc). It all starts here. Without getting the right people in place who can impact change across the org, nothing matters. The team is going to meet daily at first to generate a new and valuable report (see #2); then they will divide and conquer to resolve the issues slowing down your GTM. 2. Generate your Stalled-Lost-Churned Report The key insight here is that a standard “closed-lost” report isn’t going to cut it. Instead, you’re going to create a new report of every deal that closed-lost, but also any customer that churned and any deal that “stalled” (i.e. where there hasn’t been a positive change of close-% within three weeks). 3. Map your sales cycle and attach to each step exactly HOW MANY and WHY deals stalled-lost-churned. The WHY is the hardest part — the simple answers in Salesforce will not be good enough. You need to scrub the heck out of the opportunity list to dig deep and figure out real “why” answers. For example:  “Customer went dark” is not a good enough reason. What was really happening in the deal when the customer stopped responding? Were they not impressed enough by the demo? Missing a key feature? Scared off by pricing? Did a key persona refuse to engage or fail to see value? Talk to your AEs and listen to more Gong calls. The answers are there. You just have to find them. 4. Assign each of the WHYs to a member of the GTM team and work through a meaningful improvement Are we missing a slide that speaks to a key persona? Mishandling a certain objection in the sales cycle? Is our order form sitting in procurement too long? Each SLC issue gets assigned to an owner and worked until it no longer slows deals down. Here’s an example: One “SLC issue” we found at my past company NetBase was that our order form was being sent to legal review by our customer 90% of the time. So we removed the legalese from the order form and referenced online terms and conditions with a URL. The result was our buyers only sent the form to legal 10% of the time! That was a savings of 2-3 weeks on 80% of deals! TAKEAWAY Want to improve sales velocity? Find out the real reason WHY deals aren't closing. Not just why you LOST deals. But why deals stalled and churned. Use SLC.

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A poorly executed #customersuccess strategy will kill your #NRR for years to come. I've seen it first-hand too many times over the years. Here is how you deliver a well-executed CS strategy to drive great NRR and ultimately, business growth: 🛣️ 𝐔𝐬𝐞 𝐭𝐡𝐞 𝗗𝘆𝗻𝗮𝗺𝗶𝗰 𝐑𝐞𝐯𝐞𝐧𝐮𝐞 & 𝐂𝐮𝐬𝐭𝐨𝐦𝐞𝐫 𝐉𝐨𝐮𝐫𝐧𝐞𝐲 The first step in any customer success strategy is understanding the full & dynamic revenue & customer journey. This means not just knowing what your customers do, but why they do it. How and why did they buy your services? How do they move through their journey with you (rarely ina straight line!)? By understanding their motivations, you can better anticipate their needs and deliver solutions that truly add value. And don't forget, the old-school customer journey is not the standard anymore, you need to use the full, dynamic revenue & customer journey to get the full picture. This stretches from pre-sale to post-sale and allows for the customer to move in and out of journey phases/stages dynamically. 📈 𝐏𝐫𝐨𝐚𝐜𝐭𝐢𝐯𝐞 𝐄𝐧𝐠𝐚𝐠𝐞𝐦𝐞𝐧𝐭 Customer success is not a reactive function. It's about being proactive, anticipating customer needs, and addressing them before they become issues. You have to ensure that your strategy is aligned around, and fosters, a proactive CS culture and process that allows your team to execute effectively. This not only improves customer satisfaction, but also reduces churn, and creates more expansion opportunities. Both key factors in improving NRR. 📊 𝐃𝐚𝐭𝐚-𝐃𝐫𝐢𝐯𝐞𝐧 𝐃𝐞𝐜𝐢𝐬𝐢𝐨𝐧 𝐌𝐚𝐤𝐢𝐧𝐠 In the #SaaS & #CS world, we have access to a wealth of data. By leveraging this data, we can make informed decisions that drive customer success. This could be anything from identifying usage patterns to predict churn, to understanding which features drive the most value for customers and beyond. And it needs to go beyond telemetry, usage etc. Also capture, track and understand customer goals and other qualitative data points. One problem is that this data is often siloed or hard to access, so make sure you have systems (like RevSetter) that can bridge that gap and allows CSMs to effectively action the data & insights. 🤝 𝐁𝐮𝐢𝐥𝐝𝐢𝐧𝐠 𝐚 𝐂𝐮𝐬𝐭𝐨𝐦𝐞𝐫-𝐂𝐞𝐧𝐭𝐫𝐢𝐜 𝐂𝐮𝐥𝐭𝐮𝐫𝐞 Customer success should not be the responsibility of a single department. It should be ingrained in the company culture. When everyone in the organization understands the value of customer success, it becomes a strategic priority that drives business growth. This is why the dynamic revenue & customer journey, the engagement focus, and the proactive mindset are so important. When those are present - and a strategic & customer-centric approach is adopted by the CEO & leadership - the sky is the limit. Leverage these four building blocks and your CS strategy and execution will thank you for it ✅ *** 🛎️ If you enjoy my content, follow me for more ♻️ Repost to share with your network

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In 2023, 61% of companies did not achieve their revenue targets. Clari surveyed 400+ revenue teams & professionals to find out why: - Hidden breakdowns in your ability to create, convert, and close new deals - Lack of visibility in forecasting capabilities - Bad, missing, and stale data AKA Revenue Leak. The good news: Revenue Leak doesn’t have to stay hidden. Now we’ve got insights, tools, and resources for you to spot and eliminate. Download the report to find out where you’re losing dollars and how to fix it: https://lnkd.in/g9gnGrdz  

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Ways your RevOps team should be leveraging AI: ✅ 1) Finding similar clients This is a big challenge in many larger orgs. You're looking for a few companies to name-drop in cold outreach or to weave into your sales deck. You end up messaging half a dozen people to find companies of a similar size, industry, etc. RevOps can use AI to automatically populate 3 similar companies in a Salesforce account field. - Similar employee count - Similar department size (if applicable) - Similar industry - Similar product / use case etc. ✅ 2) Customer success stories We all want reps to use more stories in their outreach and during the sales process. But this is really hard if you weren't the rep who closed the deal. So enablement/ops ends up creating a spreadsheet for everyone to use. It gets messy. RevOps should use AI to automatically populate customer success stories to a Salesforce account field. - The problem - The approach - The result - Name + role + testimonial ✅ 3) Measuring adherence and behavior change Conversational intelligence tools are doing a decent amount of this with multi-threading in deals, etc. But the problem is that most sales leaders spend little time on those platforms. They spend more time on Salesforce reports. RevOps can use AI or a conversational intelligence tool to append adherence metrics to in-flight deals like: - # of active stakeholders (buyer and seller side) - Adherence to specific techniques or language - Follow up time of emails after calls - Use of customer stories etc The possibilities are endless with this one. Then run a report on everything you want to see. Kyle Norton talked about this quite a bit in his recent podcast episode with Mark Kosoglow. ✅ 4) Contact & Account data Reps spend hours hunting for emails, phone numbers, LinkedIn profiles, etc. Reps may need to see Crunchbase profiles, investor pages, etc as well. RevOps can use AI to automatically append most of this data to contacts and accounts in Salesforce. ~~~ This list is just the tip of the iceberg. Where do you see RevOps using AI to improve rep efficiency? Drop a comment below and let me know.

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