Vladimir Blagojević’s Post

SDR KPIs in the ABM program. Most companies create misalignment with wrong KPIs and doom great programs from the start. Here are the most common mistakes - and the KPIs to use to drive the right behaviours. 𝐂𝐨𝐦𝐦𝐨𝐧 𝐦𝐢𝐬𝐭𝐚𝐤𝐞𝐬 - Activity-based KPIs (dials, emails..). 'nough said. - Meetings booked. It's easy to book meetings. It's hard to book meetings that create high ACV opportunities that convert and stay with you for a long time. - SQLs - or AE-accepted leads. It doesn't account for the win-rate or ACV. This is especially problematic with opportunity-hungry AEs that will accept any potential deal. - Total sales revenue (as in, shared revenue targets for the whole sales team). Good performers get penalised. Another common mistake is not having any leading indicators. I've seen orgs that go all in to close as many deals in Q4, only to go hungry in Q1 next year. Here is how to create KPIs and leading indicators in ABM programs. 𝟏. 𝐀𝐜𝐜𝐨𝐮𝐧𝐭 𝐭𝐡𝐫𝐨𝐮𝐠𝐡𝐩𝐮𝐭 𝐚𝐧𝐝 𝐯𝐞𝐥𝐨𝐜𝐢𝐭𝐲 This is about: - How many ICP accounts (that pass qualification criteria and a define engagement and intent threshold) are you able to source, properly engage and connect to (without skipping the key steps) each week? - How many high-odds accounts (high product-need evidence, vendor awareness, and good relationship) are you able to properly research, reach out to and book discovery calls? - What is the total opportunity value of those accounts per month (velocity)? These are the actions that you can control. What this doesn't measure is, how effective are these activities. 𝟐. 𝐅𝐮𝐭𝐮𝐫𝐞 𝐩𝐢𝐩𝐞𝐥𝐢𝐧𝐞 Today's pipeline is the result of previous quarters' efforts. That's why you always need to work on future pipeline. This means: - Identifying vendor aware, engaged accounts - where the product need unknown, and we have limited relationship with - Working to validate the account challenges and product need, and to connect to and warm-up the buying committee The KPIs here are account-to-convo ratio, and account penetration (how many buying center members did we engage and started a conversation with). 𝟑. 𝐀𝐜𝐭𝐢𝐯𝐞 𝐟𝐨𝐜𝐮𝐬 This is about - Identifying accounts with high odds of becoming an opportunity this quarter. They are vendor aware, and product need evidence is strong, and you have built a relationship with some of the key stakeholders. - The goal here is to generate demos/discovery calls and sales opportunities. The KPIs are account-to-pipeline ratio and sales velocity (total amount of revenue generated from these accounts per quarter and per year). --- The biggest mistakes in SDR land are - Proposing a marriage on the first date (=not matching the action to the level of buying intent) - Ignoring the future pipeline - No collaboration with marketing And the most common root-case is lack of alignment and proper KPIs. Wrong KPIs always lead to the wrong outcomes.

SDR KPIs in the ABM program. Most companies create misalignment with wrong KPIs and doom great programs from the start. Here are the most common mistakes - and the KPIs to use to drive the right behaviours. 𝐂𝐨𝐦𝐦𝐨𝐧 𝐦𝐢𝐬𝐭𝐚𝐤𝐞𝐬 - Activity-based KPIs (dials, emails..). 'nough said. - Meetings booked. It's easy to book meetings. It's hard to book meetings that create high ACV opportunities that convert and stay with you for a long time. - SQLs - or AE-accepted leads. It doesn't account for the win-rate or ACV. This is especially problematic with opportunity-hungry AEs that will accept any potential deal. - Total sales revenue (as in, shared revenue targets for the whole sales team). Good performers get penalised. Another common mistake is not having any leading indicators. I've seen orgs that go all in to close as many deals in Q4, only to go hungry in Q1 next year. Here is how to create KPIs and leading indicators in ABM programs. 𝟏. 𝐀𝐜𝐜𝐨𝐮𝐧𝐭 𝐭𝐡𝐫𝐨𝐮𝐠𝐡𝐩𝐮𝐭 𝐚𝐧𝐝 𝐯𝐞𝐥𝐨𝐜𝐢𝐭𝐲 This is about: - How many ICP accounts (that pass qualification criteria and a define engagement and intent threshold) are you able to source, properly engage and connect to (without skipping the key steps) each week? - How many high-odds accounts (high product-need evidence, vendor awareness, and good relationship) are you able to properly research, reach out to and book discovery calls? - What is the total opportunity value of those accounts per month (velocity)? These are the actions that you can control. What this doesn't measure is, how effective are these activities. 𝟐. 𝐅𝐮𝐭𝐮𝐫𝐞 𝐩𝐢𝐩𝐞𝐥𝐢𝐧𝐞 Today's pipeline is the result of previous quarters' efforts. That's why you always need to work on future pipeline. This means: - Identifying vendor aware, engaged accounts - where the product need unknown, and we have limited relationship with - Working to validate the account challenges and product need, and to connect to and warm-up the buying committee The KPIs here are account-to-convo ratio, and account penetration (how many buying center members did we engage and started a conversation with). 𝟑. 𝐀𝐜𝐭𝐢𝐯𝐞 𝐟𝐨𝐜𝐮𝐬 This is about - Identifying accounts with high odds of becoming an opportunity this quarter. They are vendor aware, and product need evidence is strong, and you have built a relationship with some of the key stakeholders. - The goal here is to generate demos/discovery calls and sales opportunities. The KPIs are account-to-pipeline ratio and sales velocity (total amount of revenue generated from these accounts per quarter and per year). --- The biggest mistakes in SDR land are - Proposing a marriage on the first date (=not matching the action to the level of buying intent) - Ignoring the future pipeline - No collaboration with marketing And the most common root-case is lack of alignment and proper KPIs. Wrong KPIs always lead to the wrong outcomes.

Marketing and sales MISALIGNMENT starts from using different languages to define leads, reports, follow-ups and pipeline stages. Here is an example of how to solve it. 1/ Set up a team meeting involving marketing, sales, client success, RevOps. 2/ Work on definitions, pipeline stages and joint activities. Here are a few examples: a) LEADS. Definition – Lead (or sales qualified lead) - account that fits your ICP (ideal customer profile) and requested a discovery call through the website, email or social channels. Buying intent – Declared. List - Sales Pipeline. Pipeline stage – Discovery call scheduled. Account ownership - Account Executive based on territory or Tier. Marketing activities: Sales enablement content hub relevant to the account's vertical or cluster Cluster retargeting Sales activities: - Discovery - Business case creation - Connecting and engaging with the rest of the buying committee - Mutual actions plan Goal: Closed Won b) MQLs (Marketing-qualified leads). Definition – MQLs are contacts or accounts that fit your Ideal Customer Profile and show some form of engagement (e.g. signing up for a webinar) WITHOUT a buying intent. Buying intent – No. List: Future Pipeline (ICP-fit, vendor aware, unknown challenge). Pipeline stage - not adding to pipeline. Account ownership - SDR based on territory or Tier. Marketing activities: - Cluster or vertical demand gen - Featuring in content Sales activities: - Progressive profiling - Connecting and engaging with buying committee - Intent and buying signals engagement - Inviting to the webinar/events Goal: Validate / discover account challenges 3/ Apply the same process to: - Ideal customer profile - Account segmentation - Metrics and reports - Pipeline stage definitions - Stack ownership - Account intelligence and insights - Lead routing/handover, etc. --- The first step to marketing and sales alignment is having a clear agreement on definitions, statuses, metrics and reports. Nail down this, and then focus on ABM and joint programs. #b2bmarketing #abm

Many organisations do not even have this documented to this level of detail. I would add to this the specific fields that need to be adequately completed to “qualify” as a SQL or MQL. Yes , we need to go micro for an agreed alignment.

No shit Sherlock! In ABM, the disconnect between sales & marketing is more than just an internal challenge - it's a roadblock to success & growth. The hard truth. While sales / account teams are on the frontline engaging and learning directly from customers regularly. Marketing operates behind the scenes, crafting strategies, content & campaigns based on 1st, 2nd & 3rd party data - rarely speaking with prospects or customers in person. Their efforts often viewed as 'distanced' from the 'action' sales encounters daily. Viewed this way, it’s apparent how gaps in trust, understanding & alignment surface to manifest in disjointed, ill-informed, ineffective ABM activity. The bottom line. Marketing must ensure sales understands, buys-into, and is actively involved in ABM, especially strategic 1-2-1 ABM where insights (not just data!) are critical. So what's the fix? I'm guessing you've already seen these suggestions to help close gaps between sales & marketing, they include: ✔️ Unified goals & metrics: define share objectives that fit both teams while addressing primary objectives of the ABM e.g. shift perception, build relationships, etc. ✔️ Collaborative account selection: building 'objective' target lists based on combined sales/marketing insights/data crossing macro & micro factors ✔️ Consistent comms / feedback loops: regular meetings to review progress, exchange thinking & refine approaches based on feedback / learnings ✔️ Co-creation: developing assets & activities in collaboration, addressing pressing challenges & opportunities sales see on the frontline They're all valid but don't address a fundamental issue! 💡 Developing a shared understanding of the customer A hidden linchpin to sales & marketing alignment, driving trust, credibility & collaboration through these actions: ✅ Marketing stepping up its game to get up to scratch with the customer. This requires direct involvement with Voice of Customer, NPS & market research programmes. It means attending & talking with customers at trade & inter-company events - connecting & interacting with them here on LI - taking the time to watch & listen to interviews & podcasts. It means a curious mind & a wish to truly understand things from their perspective. ✅ Sales letting go of the idea that marketing is a support-function, a simple service-line for leads, last-minute tactical content & fluffy, pretty stuff that can be used at events. This requires marketing to educate on its strategic role in influencing buyer group decisions in today's self-serve world where people self-educate & self-select. It necessitates marketing proves it knows the customer by delivering well-structured, actionable value propositions, messaging & GTM planning. ✅ Sales & marketing conducting joint ICP, persona & VP workshops, analysing win/loss, VoC & NSP data together. Establishing cross team comms, notifications & post activity wash ups. Want to learn more, or share your thoughts. Hit the comments below! 👇

🧠🧠 How do you build a B2B sales and marketing team fit for 2024? This is a question I get asked a lot for those looking to scale. 💻 There is no 'one size fits all' answer of course, but for most the answer lies in forming it around a good CRM and Martech stack. Exactly 'how' to set that up and run it is a muuuch longer answer, but for now we can focus on resourcing. 3️⃣ The answer varies according to size of business of course and so I've split it broadly into three tiers: 1️⃣ Teams of 5-20 1. x SDR - to nurture and qualify leads and run ABM based campaign and activity. 1. x Marketer - most likely the founder at this stage but it is important to consistently deliver thought leadership consistent with the pain points of your ideal customers. 2️⃣ Teams of 21-50 1 x Sales Manager/Head of Sales/Business Development - the title may differ here but by this stage you should have someone responsible for the sales effort. 1 x SDR - as above 1 x marketer - By this point this should be a specialist role. 3️⃣ Teams of 50+ 1 x Commercial Director/CCO/Chief Revenue Officer - again the titles change here depending on scale but by this point you need a senior, experienced sales leader to LEAD sales and pitches etc as well as own KPIs and target delivery. 2x SDR+ - here you start growing the support team to ensure that the ramping of funnel volume is managed well. 1 x Head of Marketing/Marketing Director - the same again here - you need someone to lead and own marketing function and it's targets. 2 x Marketing Delivery+ - here you scale marketing output and grow delivery capability and capacity as the business grows. Within it you can also begin to specialise by area/channel. 🙋🏻♂️ For example: - Product marketing team - sales cycle acceleration - Demand Generation team - building the top of funnel and channel specific functions as well as content. - Revenue marketing - paid and other bottom of the funnel sales and marketing + customer expansion and retention. 🤔 How have you seen B2B teams work in the past best?

♠️ Sales Engagement in B2B Sales My research dives into tech space tools and services that enhance B2B go-to-market and growth strategies. Here’s a look at a few players in this space, who are transforming the way how we manage sales engagement and performance. 📸 What I’m investigating: • How are these tools driving sales enablement and content delivery? • Who are the key players across different pricing tiers? • What measurable business impact do these tools deliver? For Whom? • B2B marketers, ABM strategists, sales teams, and everyone involved throughout the sales funnel looking to enhance account engagement and conversion. Categories: • Sales Engagement Amplemarket Amplemarket streamlines sales prospecting and outreach using data-driven insights and AI automation for email sequences, lead enrichment, and real-time cross-channel engagement. Follow Madalena Rugeroni for insights on scaling and low-CAC growth strategies and Andrés Angulo for AE's chronicles. Snov.io Comprehensive sales and email automation platform with email finder and verification, and LinkedIn prospecting to enhance outreach strategies. Oleksii K. is the founder who bootstrapped from 0 to 10k daily users. Crono Multi-channel sales engagement automation with AI-driven prospecting insights. It uses a unique waterfall approach for contact enrichment, ensuring data accuracy by combining multiple data providers. Woodpecker.co Sales engagement platform is designed to automate cold email outreach, follow-ups, and lead nurturing campaigns. Yurii Veremchuk is a master of social selling, warm-up techniques, and memes about the sales rep's everyday routine and Margaret Sikora knows everything about emails. lemlist, lemwarm, lemcal Hyper-personalised email outreach. Cold email warm-up and deliverability. Meeting scheduling. Happy founder is Guillaume Moubeche. #sales #b2bmarketing #b2bsales

Making B2B Demand Deliver: A CEO’s Blueprint for Sales Activation. Unlocking the Value of B2B Marketing Know-How: The crux of the matter lies in shifting focus from traditional lead gen... to Strategic Sales Activation, crucial for navigating enterprise-level deals. #1 Understand the Real Issues: - Ineffective Lead Gen: present methods fail to deliver impactful outcomes. - C-Suite Engagement Challenges: Struggling to connect and communicate effectively with top executives. - Complex Sales Cycles: Navigating intricate enterprise deals demands skilled professionals. - Underutilized LinkedIn Potential: A gap exists between high-level lead gen and strategic Sales Activation. #2 Elevating Strategies: - From Visibility to Engagement: move beyond same old exposure. - To impactful engagement, #3 The Marketplace Gap: Synergy and Expertise: - The lack of synergy between lead gen agencies and deep sales expertise. #4 Integrated Approach for Major Deals: Strategic Overhaul: - Combining LinkedIn’s reach with refined Sales Activation strategies. Expertise Exchange: The New B2B Approach Impactful Strategies: Moving beyond traditional methods to strategic sales. The Takeaway: Traditional approaches are stopgaps, not solutions. And there you have it. A CEO's blueprint for transforming B2B marketing and sales, to strategic engagement and deal closures. P.S. - For a deeper dive feel free to connect: 👇 I propose a focus on what I term "Executive Engagement Capital." This isn't just about content. #1 Executive Brand Perception: How the C-suite sees you and your solutions. #2 Value Education: Not just educating any buyer, but educating the right senior decision-maker. #3 Strategic Sales Activation: The manner in which you conduct high-level sales dialogues. 🔹A shift from lead dependency to value-centric relationships. 🔹Alignment with Ideal Customer Profile (ICP) that resonates with executives. 🔹Prospects who recognize your value. If you're ready to pivot from a lead-centric model to becoming a trusted advisor for the C-suite, let's talk "Executive Engagement Capital." Your B2B company must: 👇 ▶ Craft content that addresses executive-level business challenges. ▶ Ensuring alignment with the persona of the C-suite decision-makers. ▶ Engage in conversations with a deep understanding of the current market landscape. ▶ Speaking directly to the executive's business pains and ambitions. ▶ Strategically discover & articulate how your solutions address top-tier business issues. ▶ Demonstrate your unique value in the executive's language. Let's redefine your approach to embody that of a partner, not just a provider. It's about offering tailored solutions and insights that resonate with their specific business challenges and goals. Start telling your story. PS ♻️ REPOST if you found this useful! #B2BSales #ExecutiveEngagement #StrategicSales #DealAcceleration #Ditchthepitch

Navigating Sales Challenges in 2024: Insights and Strategies As we approach 2024, the sales landscape continues to evolve, driven by technological advancements and shifting buyer expectations. Last year underscored the transformative impact of AI, marking a pivotal shift in sales dynamics. Recognizing these changes is crucial as we prepare for the challenges that lie ahead. To equip you with the insights needed to thrive, we've consulted with industry experts and delved into recent studies to pinpoint the top sales challenges you might face in 2024. Below, I’ve outlined these challenges along with expert recommendations on how to address them effectively. Top 10 Sales Challenges for 2024:   1.   Increasing Demand for Personalization: Personalization isn't just preferred; it's expected. Chris Moore from HubSpot highlights the importance of using technology to tailor your approach to meet individual buyer needs.   2.   Balancing AI Integration: While AI can enhance efficiency, it's crucial to use it wisely. Mike Kaput of Marketing AI Institute advises against overwhelming prospects with automated outreach, suggesting a more targeted use of AI to understand and engage customers better.   3.   Lengthening Sales Cycles: Economic uncertainties may prolong decision-making. Focus on nurturing leads most likely to convert and consider flexible pricing to accommodate budget constraints.   4.   Aligning Sales and Marketing: A robust CRM system can foster better alignment and efficiency, as 78% of sales professionals using CRM report improved collaboration.   5.   Product Alone Won’t Seal Deals: Jayme Manos from HubSpot warns against relying solely on product features, stressing the importance of a strong sales process and clear ROI to win deals.   6.   Adopting a Buyer-First Approach: Kwesi Graves of Scribe emphasizes the need for a shift towards understanding and addressing buyer preferences and challenges directly.   7.   Integrating Social Selling: With the growing influence of social media, developing skills to effectively use platforms like LinkedIn for sales is becoming essential.   8.   Engaging Buyer Groups: As purchasing becomes more collaborative, understanding and connecting with all decision-makers is key to closing deals.   9.   Differentiating from Competitors: Understanding your unique value proposition and communicating it clearly can help you stand out in a crowded market.   10. Maintaining Prospect Engagement: Effective communication throughout the sales process is vital to keeping prospects interested and moving towards a decision.   Takeaway   Success in 2024 will depend on your ability to adapt to these emerging challenges. By staying informed and proactive, you can ensure that your sales strategies are not only responsive but also ahead of the curve. #sales #marketing #selling #challenges #trends #AI #automation #leadgeneration #leads #socialmedia

TOP 5 Lead Gen and ABM Challenges for 2024 💡 In the evolving landscape of B2B marketing, driving revenue growth comes with new obstacles. Key challenges for 2024 include: - Surfacing in-market accounts amidst changing buyer behaviour, where combining intent data with engagement signals is crucial. - Dealing with siloed campaigns and channels which yield poor results, emphasizing the need for an integrated, holistic approach. - Addressing the issue of increased buying regret in B2B tech, focusing on driving consensus within buying groups. - Managing budget constraints by adopting full-funnel ABM playbooks to ensure investments pay off at each stage. - Demonstrating continuous business value by enabling seamless implementation and delivering excellent customer experience. To tackle these challenges, B2B marketers must identify the right accounts, execute integrated full-funnel campaigns, and showcase continuous business value in 2024. By addressing these areas, ABM programs can enhance effectiveness, efficiency, and predictability in driving revenue growth. Find out more: https://lnkd.in/diezitCD #B2BMarketing #LeadGeneration #ABMChallenges