82.7% of all statistics are made up on the spot. Including that one. But you can see how being that specific lends weight and credence to the sentence. Statistics can go a long way toward making your point to prospects, but using them is a double-edged sword – they can come back to bite you if not thoroughly researched and vetted. Caution must be used when framing a sales message in this way. For those firms under state or Federal compliance regulation by SEC or FINRA or banking statutes, this type of statement has to be vetted thoroughly, attributed correctly, and noted in disclosure as to its origin and scope before being used. For the rest of the world, such statements should be used sparingly and only when directly on point and when used to influence the buyers on a comparative basis so there is some context, if you want them to be effective. In internal communications, statistics can be used to paint a picture of progress, show ground gained, or soften the blow of a regression in advancement. It all depends . . . A good CMO will use statistics to tell a story. A fractional CMO will tell the story more quickly for less money. Hiring a Fractional CMO allows you to access top talent, senior people who have seen it all, for a small percentage of the typical cost, with no loss of productivity or results. Now that’s smart saving. For more on Fractional CMO benefits, and how to hire me to tell a story with your numbers, message me and we can get started on your growth plan.
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Go-to Web Design & Content Marketing Agency for Passionate Founders & Brands | Founder @ Brand Good Time | Showit Design Partner | Feat. In Medium & Motherly
I believe everything in business should be planned at least 90 days in advance. Marketing. Sales. Finance. Operations. When Brand Good Time started hiring employees, you bet the whole finance thing was something I wanted to prioritize. Being planned 90 days in advance allows us to make strategic maneuvers around our "slow" seasons and plan our campaigns well in advance. It's no "secret" - but it's definitely not talked about enough among us "small but mighty" agencies and teams. Thank you, BlogHer for the feature - and Dreamers & Doers® for presenting the opportunity! (Full article linked in the comments). & thank you to all of the professionals I've leaned on over the years who make this whole planning thing SO much easier - specifically: Sales/Biz Dev: Melissa Lohrer Finance: Profit Priority (LoriAnn Kuntz)
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The High Costs (& truths?) of Chief Revenue Officer Turnover - How is your C-Suite coping? In essence this article is anchored around whether you should hire your next CRO internally or externally. More of that in a moment, however, imho it doesn't focus enough on the buy-in, commitment and integration with the existing / incumbent CEO & C-Suite. The secret to over coming this conundrum is for the CRO to quickly build and publish - sponsored by the CEO - 'the draft GTM framework and implementation plan' They can then use this document / process to engage regularly with each C-Suite function leader to customise and optimise the plan. Without such an open, structured and ongoing dialogue CRO's can easily become isolated. On the internal v external question, there is a case to be made for hiring internal candidates when organisations are looking to maintain their current market position & revenues/margins. When organisations are looking to drive more significant change e.g. deploying new offerings (products, services solutions), entering new markets (segments, verticals geographies) experience shows, that it's important for organisations to look for an external CRO candidates who have worked in a variety of commercial contexts who demonstrate an enthusiasm and passion for learning and adapting their approach. I see too many non-savvy organisations hiring "Playbook or MEDDIC Junkies' who are one-trick ponies who rarely succeed. And while it's the easy answer, it's fatally flawed and lazy - in short, a cop-out. Instead, they need to be hiring a CRO and leader who excels in contextual understanding with experience of delivering 'built-for-purpose' GTM models and customer facing cultures.
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The High Costs (& truths?) of Chief Revenue Officer Turnover - How is your C-Suite coping? In essence this article is anchored around whether you should hire your next CRO internally or externally. More of that in a moment, however, imho it doesn't focus enough on the buy-in, commitment and integration with the existing / incumbent CEO & C-Suite. The secret to over coming this conundrum is for the CRO to quickly build and publish - sponsored by the CEO - 'the draft GTM framework and implementation plan' They can then use this document / process to engage regularly with each C-Suite function leader to customise and optimise the plan. Without such an open, structured and ongoing dialogue CRO's can easily become isolated. On the internal v external question, there is a case to be made for hiring internal candidates when organisations are looking to maintain their current market position & revenues/margins. When organisations are looking to drive more significant change e.g. deploying new offerings (products, services solutions), entering new markets (segments, verticals geographies) experience shows, that it's important for organisations to look for an external CRO candidates who have worked in a variety of commercial contexts who demonstrate an enthusiasm and passion for learning and adapting their approach. I see too many non-savvy organisations hiring "Playbook or MEDDIC Junkies' who are one-trick ponies who rarely succeed. And while it's the easy answer, it's fatally flawed and lazy - in short, a cop-out. Instead, they need to be hiring a CRO and leader who excels in contextual understanding with experience of delivering 'built-for-purpose' GTM models and customer facing cultures.
The High Costs (& truths?) of Chief Revenue Officer Turnover - How is your C-Suite coping? In essence this article is anchored around whether you should hire your next CRO internally or externally. More of that in a moment, however, imho it doesn't focus enough on the buy-in, commitment and integration with the existing / incumbent CEO & C-Suite. The secret to over coming this conundrum is for the CRO to quickly build and publish - sponsored by the CEO - 'the draft GTM framework and implementation plan' They can then use this document / process to engage regularly with each C-Suite function leader to customise and optimise the plan. Without such an open, structured and ongoing dialogue CRO's can easily become isolated. On the internal v external question, there is a case to be made for hiring internal candidates when organisations are looking to maintain their current market position & revenues/margins. When organisations are looking to drive more significant change e.g. deploying new offerings (products, services solutions), entering new markets (segments, verticals geographies) experience shows, that it's important for organisations to look for an external CRO candidates who have worked in a variety of commercial contexts who demonstrate an enthusiasm and passion for learning and adapting their approach. I see too many non-savvy organisations hiring "Playbook or MEDDIC Junkies' who are one-trick ponies who rarely succeed. And while it's the easy answer, it's fatally flawed and lazy - in short, a cop-out. Instead, they need to be hiring a CRO and leader who excels in contextual understanding with experience of delivering 'built-for-purpose' GTM models and customer facing cultures.
The High Costs of Chief Revenue Officer Turnover
hbr.org
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There’s a terrific quote from Rory Sutherland about a bias that sums up much of our industry: “In B2B decision making, you don’t make the decision that will lead to the best outcome. You make the decision that’s easiest to defend or least likely to come under attack.” Risk aversion doesn’t just happen at the buying level, it happens in all B2B decision making. It’s one of the reasons that people pay big firms like McKinsey and BCG, and why Gartner and Forrester are healthy businesses - because you tend not to get fired for safe decision making. In fact, often it’s better to do something that is unlikely to work because it’s defensible decision making than to try something unconventional that is likely to work. In SaaS, a lot of the safe marketing decision making is failing now. Brand got neglected, bottom of funnel marketing got overfunded, and measurable marketing dominated all. But because everyone else is seeing declining results too, it’s easier to deflect blame than to advocate for a new marketing approach (ironically it isn’t new at all.) The catch, however, is that it won’t be safe if it keeps declining. And if the SaaS marketing voices are all still advocating for it, leaders may start hiring outside ones. People like Mark Stouse are hearing this happening already - B2C marketers being brought in where B2B ones have lost trust. Conventional wisdom is not always wisdom, and much of the SaaS wisdom doesn’t work outside of deep VC funding and quick exit ability. We have to go back to the marketing fundamentals, because the safe plays are increasingly less so.
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Did you know that consultants act like business doctors, diagnosing challenges and prescribing tailored solutions? Here are some benefits of hiring a strategy consultant: 🌐 Expertise: Consultants bring broad industry knowledge and expert skills, disseminating innovation in various business areas. 💰 Cost Savings: Pay only for needed services, saving substantially compared to hiring a full-time employee with similar expertise. ⌛ Time Savings: Consultant experience means quick identification of inefficiencies, avoiding the need to reinvent the wheel. 🎯 Objectivity: Consultants provide a valuable distance, addressing challenges objectively, crucial for emotional dynamics in family-run businesses. 🔧 Customization: Tailoring advice to your specific business challenges ensures more effective and personalized solutions.
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A common theme we see with founders is that they aren’t budget managing correctly and they’re being reactionary instead of strategic. And this has a massive impact on their GTM. This means that they're often hiring to meet need rather than strategically hiring or strategically adopting technology to get ahead and support their business strategy. Two lessons we can share: 1) You cannot hire people to solve problems. You get ahead of the problems by hiring the right people. 2) Don't waver on the strategy because you lose a deal or two or something slightly derails you. When it comes to tech, something as simple as optimising how you use your CRM is a gamechanger. For example, shifting from a contact to account view means that you are starting to gain insights across the entire sales cycle, making your sales team more efficient and allowing them to close deals faster. By not spending and by not planning, you're causing yourself more problems. Take a step back; often you’re too close to everything that you can’t see the woods for the trees. What other tips do you have for your fellow founders?
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🌟 Market Update: Demand for Wealth Management Professionals 🌟 Our WEALTH MANAGEMENT and FAMILY OFFICE practice is experiencing high activity, mirroring the intense national demand for skilled professionals. The recruitment landscape is complex amidst evolving political and monetary shifts. As AI's wealth management role expands, clients seek continuous, seamless access to their financial data. Industry Response: The industry is responding with increased hiring, notably for relationship managers, which is crucial in nurturing client connections during uncertain times. This surge in hiring, despite technological advancements and market volatility, is a positive sign for the industry. Surprisingly, AI has not replaced jobs; instead, it has created new opportunities, reflecting the need for the human touch and the resilience of the wealth management sector. 🔍 Seeking Talent? We are well-equipped to support your recruitment needs. Reach out for customized assistance in finding the right professionals for your success. Warm regards, Kevin E. Conley President & CEO Conley Search Group Boston, MA 📞 857-241-3735 🌐 www.conleysearch.com
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𝐃𝐎𝐍'𝐓 𝐆𝐄𝐓 𝐒𝐓𝐔𝐂𝐊 𝐖𝐈𝐓𝐇 𝐓𝐇𝐄 𝐖𝐑𝐎𝐍𝐆 𝐂𝐎𝐍𝐒𝐔𝐋𝐓𝐀𝐍𝐓! 𝐖𝐀𝐓𝐂𝐇 𝐎𝐔𝐓 𝐅𝐎𝐑 𝐓𝐇𝐄𝐒𝐄 𝐑𝐄𝐃 𝐅𝐋𝐀𝐆𝐒!🛑 Hiring a consultant should be a game-changer for your business, not a headache! 💼 Here's what to avoid: 1. Goal-Blind Consultants: They don't ask about YOUR goals! 🎯 2. One-Trick Ponies: They only push one marketing channel. 🐎 3. Bad Reviews Beware: Check their online reputation! 📉 4. Pressure Signers: They rush you into a contract. 📝 Ready to find the perfect consultant for YOUR business? DM us "Find Your Growth Partner" to learn more! ➡️
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KR Ensights is #openforbusiness Reach out to us for any query... info@krensights.com #marketresearch #onlineresearch #marketplace #markettrends #qualitativeresearch
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Founder @ The Revenue Enabler | 2x VP Sales | Sales Training That Get's Results [Read Recommendations Below]
Tired of hearing?... "We're not looking into this." or "This isn't a problem we're facing." Most reps think they are being very targetted with their ICP But the reality is that only 3% of the market is in a buying process. This is why we need to look for signals! The signals will help us filter the list of ICP accounts down to the ones that are showing the highest propensity to buy! 𝗔 𝗳𝗲𝘄 𝗲𝘅𝗮𝗺𝗽𝗹𝗲𝘀 𝗮𝗿𝗲: → Hiring X roles → X% of people in Y role → Visited our website 1. Companies don't just hire people. VP/C-Level people are expensive. 2. If orgs have a high % of Y roles, they are more likely to keep investing. 3. B2B websites are boring. You don't go to HubSpots website for fun! Find signals relevant to your context and filter accounts that are signalling they might be suffering. You'll book more meetings and win more deals, faster!
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