John W. Ryan 📶’s Post

Are slow deals killing your momentum? We get it. We’ve all been there—endless follow-ups, delayed responses, and deals that just won’t close. It’s incredibly frustrating and can seriously impact your sales performance. Hyper-personalization is the game-changer you need. By tailoring every interaction to meet each prospect's unique needs, you can accelerate your sales process and close deals faster. Consider this: McKinsey & Company found that companies excelling in personalization generate 40% more revenue from their efforts compared to average players. Even giants like Lowe's Companies, Inc. saw a 6% increase in Q1 2023 website sales, despite a decline in traffic, thanks to strategic investments in personalization. Imagine a world where you no longer have to chase down every lead. Instead, your prospects are eager to close deals with you because they feel understood and valued. This not only saves you time but also boosts your overall sales efficiency and effectiveness. Excited about the possibilities of hyper-personalization? Share your thoughts or experiences in the comments below. Let’s start a conversation! #SalesTips #SalesStrategy #HyperPersonalization #CustomerEngagement

Here's the dividing line. You either believe that revenue is your goal and you need to hit the number at all costs. Or you believe that your job as a GTM leader is to build sustainable growth by acquiring the right customers. The reality today is that almost every business is set up based on the 'hit the number at al costs' model. Which one are you?

We’ve fallen into the trap of thinking our goal is revenue. And it’s leading us down the wrong path. When we ONLY focus on revenue bad things happen… - We will chase any deal we think we can get over the line - Price becomes a defining factor - We serve too many customer types and use cases - Churn kills us But today, too many go-to-market teams are fixated on a ‘revenue goal’ at the expense of all else. The outcome is that only 18% of our B2B pipeline matches our ICP. That means that 82% of the deals we’re chasing are a poor fit for our business. We need to think differently. Revenue isn't our GTM goal. It’s JUST one of our success metrics. Our GTM goal is to build a market-defining business. How do we make this happen? Instead of just chasing the number, we should centre our business on our market. And define four key cornerstones to build a market-defining business: - The market space that we aim to own - The ideal customer we will serve - The critical business job-to-be-done we make 10x better - The change narrative we evangelise When we put these four cornerstones in place, GTM magic happens… - We acquire similar customers with common needs - Who stay longer and buy more - We build a strong learning loop - Our customers sell for us It drives sustainable growth, helps us dominate our market space, and creates higher enterprise value for all. Are you ready to rethink your goals?

The traditional sales funnel is obsolete. Please hear me out... -The buyer’s journey is no longer linear; it's dynamic and interconnected. -Digital transformation and social media have drastically changed how decisions are made. -Personalized experiences and value-driven interactions are now expected at every touchpoint. This means senior sales leaders transitioning to tech entrepreneurship must: -Adapt to a more holistic approach in understanding customer behaviors. -Implement strategies that engage potential clients across multiple platforms seamlessly. -Focus on creating meaningful relationships rather than pushing prospects down a funnel. What’s your take on evolving beyond the traditional sales funnel in today's tech-driven market?

Equally as important as the Go-To-Market strategy itself is ALIGNMENT on the Go-To-Market strategy across sales, marketing, product development, and operations. Go-To-Market strategy can’t happen on one team alone. It requires full buy-in across the organization in order for each team to work towards a common goal of growth. Without alignment, you see sales reps go rogue. They decide where to outreach, or what the ideal customer profile is. They sell things that don't align with the company roadmap, or start overpromising to close a deal. And that leads to declining sales rates, rep burnout, chaos for the product team, and reduced customer retention. Having alignment keeps the company moving in the right direction. Your differentiation strengthens, increasing topline and margins. Sales reps increase ROI and onboard quicker, and culture improves. How would you rate alignment on Go-To-Market strategy at your company? #salesenablement #sales #b2b

Want to boost sales for your B2B offerings over time? A rock-solid go-to-market (GTM) plan is key. By deeply understanding your customers and their pain points, you can craft solutions that exceed expectations and provide extreme value. This strategic alignment between product and market sets you up for big revenue wins through: 🚀 Higher product-market fit ⭐️ Increased perceived value 💸 Healthy profit margins Bottom line - a GTM plan that puts your customer at the center drives the gradual (and profitable) escalation of sales, quarter over quarter. Are you looking to elevate your organization's revenue generation? Let's connect to explore how a tailored GTM strategy can unlock sustainable growth.

Stop the cacophonous clash! Bring your sales and marketing teams in a  harmony. And yes, it’s the hidden goldmine for your Company. If they’re on the same team, Sales and Marketing can really catapult your numbers. Your organization is missing revenue opportunities due to the misalignment between your sales and marketing teams. Major Reasons for Misalignment: 1. Divergent Goals and Objectives 2. Inadequate Lead Handoff process 3. Insufficient Data Sharing Steps to realign: 1. Define Clear Roles and Goals 2. Integrated Content and Messaging Strategy 3. One truth Data and Decision Making Benefits of Re-alignment 1. Quality & Conversion Boost 2. Relevance and Personalization 3. Data-Driven Decision Making Over this week, I’m going to break down everything from the reasons of misalignment to its befits of realignment. So follow me and ring that bell to never miss updates. Here’s a question for you: Is your organization missing revenue opportunities due to misalignment between your sales and marketing teams? What signs have you picked up? Hi, I’m Prashant. I help B2B Enterprises Boost their Revenue by 300% and more with customized Customer Acquisition and GTM Strategies. Follow me for hyper growth strategies in 2025. #sales #marketing #growth #business #manufacturing #logistics #supplychain #3pl #distribution #technology #construction #healthcare #realestate #ai

🎯 Founders and early-stage revenue leaders - nail your ICP! 🎯 Identifying and defining your Ideal Customer Profile (ICP) aligns your GTM efforts. It’s about knowing who your product truly resonates with, which problems you’re solving, and tailoring your message to meet those specific needs. 🚀 Why does it matter? Once you start focusing on your ICP, you will benefit from higher win rates, higher ACVs, shorter sales cycles, lower churn + many and many other benefits. 💰 📊 I joined a business and we had a real churn problem. So we did some cohort analysis and the most significant driver to churn was that we were selling to the wrong customer - they were too small, they weren't getting value and this resulted in churn. So we changed our targeting and messaging strategy, changed our pricing and packaging to ensure that we recovered CAC, and explained to the customer that this might not be a great fit for them - the following 12-18 months saw significant improvements in our growth and economics. 📈💡 🔍 Your ICP should be based on data and be very specific. I joined a company, and the goal was “to be ubiquitous,” which is the antithetical of an ICP. If you think you can sell to everyone, you don't know who you should be selling to. Acid test: is your ICP painful? How will you know it is painful? It should create friction - it should drive change - your marcomms mix and channels should be adjusted, new processes should be built, and it should challenge your roadmap - in fact, the best acid test is sales asking if they can sell to this account because it’s not ICP? You can always adjust your ICP if you have cut too deep, but that friction is powerful. It drives focus, the right conversations and a deeper understanding of your business.

Balancing the company strategy and how you actually generate revenue is a superpower. Company: “We need to focus on Tier 1 and 2 accounts and increase investment in these segments.” Historically, the strategy has focused on Tier 1-3, but Tier 3 has more SMB accounts. Tiers 1 - 2 focus more on MM and the specific verticals that have proven to win. You create a strategy to educate and convert these accounts and move investment from the tier 3 accounts to focus on tier 1-2 to support the growth goals and company’s OKRs. Targeting and focus significantly decreased for Tier 3. Here’s the PROBLEM: The SMB segment is consistent and predictable and makes up 40% of new revenue. Targeting and focus significantly decreased for Tier 3. Reach and engagement decreased across all GTM motions. Three months later, this segment declined, and overall pipeline and revenue targets were missed by 7%. This was recognized, and investments were adjusted to a balanced approach. Company: “We want more Tier 1 and 2 accounts, but we don’t want to ignore Tier 3. Those are still important.” TAKEAWAYS: 1️⃣ Forecasting a gradual decerase from this segment in the plan is key. It is unlikely to significantly adjust investments and resource focus and maintain the sale volume and conversion. 2️⃣ This could have been flagged earlier in the funnel by looking at segment trends. 3️⃣ You can move investments around, but don’t pivot too hard and ignore a core segment that still drives revenue (even if it’s not a priority). Is revenue a priority? 4️⃣ Things never work out as you predicted, so adjusting quickly and documenting your learnings is the best way to move forward. #b2b #gtm

𝐈 𝐜𝐚𝐧 𝐬𝐭𝐢𝐥𝐥 𝐫𝐞𝐦𝐞𝐦𝐛𝐞𝐫… back when no one really understood what "buyer enablement" meant. Everyone (friends, family, investors, potential clients,...) was focused on "sales enablement" and kept asking: Why would buyers need their own enablement? But we knew and believed from the start that something bigger was coming. It wasn’t just about arming sales teams with a new tool. It was about empowering buyers, giving them control and transparency. And today? Happy to not only see "digital sales rooms" become a recognized category but also to have earned the leader badge in both "Sales Enablement" and "Digital Sales Rooms" on OMR reviews! 🙌 Looking back, we always knew we were helping shape a new path in B2B sales, but most didn’t believe it (and probably still don't) - fair enough. But what’s even cooler? We didn’t just help build this new category...we’ve also taken the lead in the one that started it all. Does this mean the shift we’ve been predicting is here or happening? I think so. And we keep on building! Thanks to our amazing team, customers, and partners for making this happen.🚀 #digitalsalesroom #buyerenablement #salesenablement