Joseph Payne

2.8k SFCC stores do $1m+/yr. 1.4k do $5m+/yr 1k do $10m+/yr 704 do $50m+/yr 281 do $100m+/yr There are huge brands on Salesforce Commerce Cloud. Definitely a higher concentration of public brands than on Shopify. But the Shopify market is so much larger in the $1m - $100m segment. It’s still the greatest opportunity in eCom. #Shopify

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Average Contract Value by segment: Strat - $278K ENT - $180K MM - $57K Direct correlation with your expected payouts? Yes. Average OTE by segment: Strat AE - $280K See more: https://lnkd.in/gEqj9YQz ENT AE - $255K See more: https://lnkd.in/gb7GeWzW MM AE - $165k See more: https://lnkd.in/gDkDDg5w The larger the deals you're selling, the more earning potential. The more earnings potential, the higher the expectations. All open SaaS roles here: https://lnkd.in/ggz4efaD Any of these surprise you? 🦙

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Churn doesn’t start with CS. It starts with Sales... stay with me. Sales teams have this “mantra”: sell to anyone who’s ready to buy. It’s a win moment when a prospect signs that deal. And sales reps think they’re a step closer to hit that monthly quota. And they’re right. Quota is achieved. But when you push deals that don’t fit your ICP, you’re setting up Customer Success to fail. And ultimately drive more churn. So here’s one way to fix this: tie sales commission to retention. If a customer churns in the first few months, it affects commission. Negatively. Sales reps will think twice before getting a deal signed with a non-deal ICP. Simple mantra: quality > quantity - but you’ve got to put it to practicality before implementing it. Ask yourself this: Would you walk away from a deal if you knew the customer was a churn risk? Or is short-term thinking still running the show?

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As an AE is a high win rate good? Not always. In Q1 my win rate from demo at Nooks was 55%, But my win rate was hurting me Let me explain... -Running too many deals -Discounting and lowering my ACV -Letting large deals slip through the cracks because i was spending too much time on smaller ones Since Q I've cut my win rate in half, but 3x's my ACV What do you think is a healthy win rate? Let me know in the comments

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This is a good reminder for buyers and sellers alike. In this line of work it's imperative to understand the psychology of a buyer that is ghosting a sales rep (often times after productive interactions). In my career I've come to a few conclussion: Human beings inharently dislike telling people no. Give them a very compelling reason to re-engage while allowing them an easy out to politely decline without awkwardness. Give them space (not too much) after the first couple follow up attempts. Often buyers have a lot on their plate. Give it a week or two. Perfect your breakup message. I have found that often times buyers will finally respond to a breakup message. ALWAYS defer to the phone as your primary method of contact in sales unless specifically told not to by the client. Always ask for feedback so you can learn from that engagement and continue to evolve your salesmanship ability. Know when to let go and make it a priority as a sales professional to learn how to forget and move on.

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it's so important to know your numbers as an AE Here's what I used to do to make sure I was working backwards from my rev number 👇 (using example data) Rev target is $150k a Quarter Opp source: BDR 15 (take their target and use historical attainment, flip rate to derisk) Marketing 5 = 20 qualified per Q With a 25% close rate, you can expect 5 of those to close. On an ACV of $25,000 that gets you to $125,000. This leaves you $25k short of coverage and on a 25% close rate, means you need to generate 4 of your own opps at the start of the Q to hit goal. 24 opps in total 12 weeks in a Q 2 qualified opps per week By tracking this each week and the pacing across sources, you can figure out how much time you need to spend on prospecting 🔥

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What stories are you interested in telling with your sales compensation data? A few of the ones we find most interesting (and actionable to your compensation strategy) include: 💰 Deal Earnings vs. Deal Value: Identify outlier deals with higher-than-expected payouts and analyze their reasons. 🗓 Attainment Over Time: Track seller consistency and pinpoint any fluctuations in performance. 📊 Earnings vs. Attainment: See who’s consistently hitting targets and earning the most commissions. 📈 Top Commission Rates Per Deal: Gain transparency into the effective commission rate when multiple commissions are paid on a single deal. Explore these reports below ⤵ #salescompensation #financialplanning #revops #compensationdata

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Big disconnect right now between frontline sellers and Exec teams I posted yesterday about a few things that have come up recently with a few leaders that have reached out to me. From that post, I got a slew of front line sellers reach out to me and tell me they feel like their companies just dont understand what its like being on the frontline. This is a fundamental breakdown of communication between the frontline, middle and senior leadership teams. The good news though, this can be fixed pretty quickly. The responsibility sits with Director and VP level leaders. Understanding and communicating about the real challenges the sellers are facing on the frontline is essential. Taking that feedback and championing it with senior leadership cross functional is an essential role function of the Director and VP. Too often, the Director or VP are too focused on trying to execute what the business expects that they do not take the time and effort necessary to solve these challenges. If you struggle with this, you are not alone. Help is out there and coaching is available for those of you that want it. Its our responsibility to ensure our frontline folks are heard and supported! Lets all do better.

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🗣️Pipeline Development is one of the biggest revenue growth challenges for most companies today 🙂‍↕️ Though only a minority include pipeline generation as part of the sales incentive compensation plan. Every AE can relate … when you’re sitting in the bench because you have little pipe, it’s absolutely miserable … Usually when you’re working on a ton of deals at once, it’s so hard to make and stick to the time to prospect… As a AE, I would have loved pipe gen to be part of my comp plan… Hear me out … keeping your reps motivated is EVERYTHING … so why not motivate them even more by rewarding quality pipeline build…. It’s not rocket science 🧬 You then have reps that are not only motivated to close deals… But also super motivated to build their own pipeline too … How would that work at your business?

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How to know if you have a good comp plan? Ask your GTM team what type of revenue it's motivating them to close, and why. The revenue that earns a seller the highest commission rate should be the revenue that is best for the business. "I earn the highest commission rate on 3-year contracts in the pharmaceutical industry because we're trying to drive long-term relationships in pharma." If your marketer/BDR/AE/AM can't give you that sentence, your comp plan isn't driving their performance in real-time. And at that point, your comp plan isn't doing its job.

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Time kills deals. Prove me wrong. Every deal has an expiration date. Manage your champion’s expectations with a clear action plan to create urgency without being pushy. If your deals aren’t moving forward, you’ve already lost them to indecision.

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I'd be interested in hearing from someone who is managing a successful, fully remote BDR or SDR team. Tactical tips for how to do it. Is it possible to have a remote team of appointment setters who hit numbers consistently and have a good team culture? Most sales leaders I speak to that have a remote team say it's struggling. Most the SDR teams I hear about who bring the energy and meet goals are in person. My belief: it's possible but not easy and takes a LOT of intentional work by the manager. It would take a manager who is really energetic and detail oriented who can can create a fun culture remotely, but also hold people accountable effectively.

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EOY Sales Tip - How to create "urgency" in deals: 𝗥𝗲𝗮𝗹 𝘂𝗿𝗴𝗲𝗻𝗰𝘆 Tied to a compelling event that a buyer cares about. 𝗙𝗮𝗸𝗲 𝘂𝗿𝗴𝗲𝗻𝗰𝘆 Tied to a compelling event that a seller cares about. 1 works significantly better than the other.

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The best "cheat codes" every AE should know: 1. 1:1s with your boss. Approach them strategically. Proactively share format and content. Biggest deals you need support on. Challenges you need help with. Forecast for the month, quarter, etc. Wins. 2. Perception. Performance is your fire. How you're perceived internally (aka your brand) is the water or gas that gets dumped on your fire. Attitude, how you show up, handle change, communicate, matters. Hold yourself to a high bar. Two levels above where you're currently at. 3. Document everything. Take the time to write down your own sales playbook. Every strategy, process and template you have. Store it on your personal computer. The value of this over time is immeasurable. I can't state this enough. 4. Problems are a good thing. Anytime there's a problem that's an opportunity to solve it, improve it, and add value. Some of the biggest opportunities I've gotten in my career came because I dove head first into problems and helped move the business forward. Startups always have problems. Don't be the negative person. 5. Time management. Block Monday mornings every week. Don't go to meetings if they're not worth your time. Most things can be solved async. Make meetings 15 to 20 mins. Sometimes you need a whole week of no meetings to catch up, get organized and do deep work. Don't feel bad for saying no to people. They'll understand. 6. External coaching. Up level by listening to podcasts, taking courses and building an external network. Don't rely on your company for everything. Even if they're doing a great job get the perspectives and strategies of other people for a significant edge. What would you add to this list? - Mike G 👉 Join 5,000+ sellers getting my (free) sales newsletter here: https://lnkd.in/gwQVvVBK

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Many sales organizations spend days or weeks on account prioritization and territory planning exercises. There's got to be a better way... If you're heading to Gartner CSO next week, don't miss Ami Arad's presentation on May 21 at 2:05pm! He'll contrast the traditional ways sellers prioritize their accounts and the new way made possible through buyer intent and predictive models. Get the details here: https://okt.to/GhFXdQ

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When onboarding a new AE I focus their first 4 weeks entirely on understanding our clients and client success teams. This means shadowing our CS reps, watching onboarding calls, watching activation calls, sitting in on strategy sessions and planning calls, and handling CS calls in week 4. All of this before we ever begin to start talking about sales enablement or taking sales calls. Why? Because too many sales organizations are 100% seller centric. I am passionate, some may say maniacal about ensuring our sales force is the most customer centric team in the industry. This means our AE's need to understand our customers, their status quo, be able to deliver thought provoking insights, the problems we solve, why they work with us, and the results we get them deeply before they can sell that way. Sending someone into the deep end to "learn by experience" is a go to for many. But I will never be swayed that this is the best way. The best way to create "at bats" and build confidence without burning potential opportunities is to ensure your AE's are learning as much about your customers as possible. This coupled with strong sales enablement, process, and clear expectations will set them up for long term success. Sure they may not be making dials and having meetings 2 weeks in. But I can assure you they will be more successful a year from now then the rep in that situation the majority of the time. True sales leadership is about long-term results. I know this is an unpopular opinion but I believe it is one of the biggest advantages you can give your new hires to increase their chances of long-term success. At the end of the day, my responsibilities as a sales leader are to be fanatical about our customers ensuring our clients and potential clients receive a world class experience. Set our sellers up for success to deliver that, and create an environment where people grow, win, and are challenged on the regular. By doing this, revenue targets take care of themselves. If you're onboarding new AE's in Q3, I would challenge you to try this if you're not. Happy EOQ!

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What metrics do you track for your cold-calling efforts? Cold calling remains one of the most effective lead-generation tactics, but mastering it requires understanding the key metrics that indicate success. Many fractional SDRs miss out on key opportunities by not focusing on essential metrics. Learn how top-performing fractional SDRs use these metrics to refine their approach and maximize results: https://lnkd.in/dwxKtnUf #outboundsales #SDR #fractionalSDR #remotesalesjob #coldcalling #Glencoco

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ZoomInfo - 1st place in Sales Analytics. As companies this year try to perfect the quality of their data and their GTM sales/marketing processes, there is no better place to be. Over 350M contacts, 95% accuracy on verified data, and literally all the tools under the sun to make your GTM sales and marketing teams set up for success. Get in touch with us today to see how we can help take your business to the next level!

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