Rev

Just announced -- Personal ABM: An Account-Based GTM Firm is joining forces with Jeffrey Ha and GetRev.ai to educate GTM teams on how to develop an ICP that all #GTM teams can align with -- and the next that teams need to take to win with their ICP. Developing your #ICP to target with an #ABM program is only step 1. Sign up for this upcoming webinar to see what the next steps are.

Just announced -- Personal ABM: An Account-Based GTM Firm is joining forces with Jeffrey Ha and GetRev.ai to educate GTM teams on how to develop an ICP that all #GTM teams can align with -- and the next that teams need to take to win with their ICP. Developing your #ICP to target with an #ABM program is only step 1. Sign up for this upcoming webinar to see what the next steps are.

We are happy to share our next two partners with you! Today's additions are Information Security Media Group (ISMG) and Rev📢 We value our ongoing collaborations 🚀 Check out our partnerships page: https://lnkd.in/e4FjCf9J

In this week's episode, we’re breaking down the steps to build a precise ICP and TAL using firmographics, technographics, and exegraphics–and where intent signals, event triggers, and segmentation should play a role in the process. Sit down with Aaron Owens and Jeffrey Ha, Chief Go-to-Market Officer at Rev, for this all you need to know episode–available wherever you listen to podcasts 🎧 #ICP #TAL #B2Bmarketing #Targeting #Rev #GrowthDriver

Can you support 20%+ growth for 3-5 years? A PE backed business needs to grow 20%+ for 3-5 years. This sets up a battle of focusing on meeting this year’s number vs setting up for long term growth. But its not a battle at all. Nearly everyone focuses on this year’s numbers. ⛔ But soon companies have gotten everything they can out the current GTM system, and they hit a wall, growth flattens, and the consultants or new talent gets called in. ✔ We estimate that if just 5% of resources and effort are put towards improving your GTM approach for the long term, your chances of hitting growth numbers for years increase by 35%. Here are a few suggestions to improve your GTM system to enable long-term growth. 💠 Market expansion: Does your ICP market size need to grow 20% per year too? Your ICP should represent the companies that can spend with you in a given year. To get a handle on this you need to know the # of accounts and contacts you need to engage with at some level to be able to make your # in year 1, 2 & 3 etc. To accurately assess your market there are tools that consider over 500 data points and can give you a snapshot in weeks. We partnered with Rev for this. 💠 Product Roadmap: How will your customer mix change over 3 years? What new features do they need and how does this expand your market and give you the right for bigger deals? 💠 Geographic, partner or other ways to expand ICP: What are the opportunities to grow geographically? How can partners get you to end customers you cannot get to on your own? 💠 Sales & Marketing: How will the team reach and work the larger number of leads & opportunities? Are new approaches like ABM, outbound and/ or talent to work with larger companies needed? 💠 Processes: It is sobering to extrapolate the number of customers needed to get from where you are to growing 20%+ for 3 years let alone 5. Same is true for # of opportunities, leads, implementation and ability to support customers and employees.  To get started think of your process as a factory that produces revenue. Use data to gauge each step and look for where factory throughput is slowed. 💠 Revenue Operations and leveraging data: As you grow you will need to get more insights from your business more quickly. Investing in these skills, know-how etc. needs to be done before growth slows. Be sure to guide the team to answer the right long term questions and listen to what they need to get the job done. 💠 External changes; how are competitors changing? How will customer behaviors and preferences change? If AI is not yet contributing to the bottom line, it is very likely the best in class companies will see gains from it over the next 3-5 years. How are you monitoring for that now? 💠 Talent: What kind of talent will you need 3-5 years from now? This is not just from a sales point of view but from a financial perspective, operations etc. What else should a business be doing today to enable 20%+ growth for the next 3 years?

Your CEO is your next best SDR. Here’s why a lack of leads isn’t a sales or marketing problem but an executive one: After all the fancy models and frameworks and analysis are done, the old math is still what drives business. Leads x Conversion Rate x Average Sales Price (ASP) = Sales In this economy, Conversion Rates (-18%) and ASP (-21%) are suffering. As GTM leaders, we probably can’t change that. So what can you change? Your inputs. AKA Leads. The problem is, companies look at this as a Sales or Marketing problem. They demand Sales “do more outbound”. They demand Marketing “get us more leads.” But that just causes us to drive more low quality leads into the funnel. So here’s an idea... What if this isn’t just a Sales or Marketing problem? What if this is the single biggest problem a company faces? That makes it an Executive Problem. In that case, it’s time for the CEO and exec team to put their own energy into it. It’s time to go on the road and meet customers, who will always want to talk to a senior exec more than an SDR (duh). It’s time to build bridges with other execs and companies, who will engage at a senior level with other execs and learn about solutions before being ready to start a sales cycle. It’s time for near-bound partnerships; which also work so much better when C-Level sponsors them and makes them truly strategic. It’s time for those of us in leadership positions who’ve stayed quiet on LinkedIn over the years to find our voices, so that the people who need to hear from us, will. In short, it just may be time for the Executive SDR (credit Anneke Seley for the name). Maybe your CEO really is your next best SDR.