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The key to great swag? A great logo. The best logos are simple, versatile, timeless, appropriate, and memorable—and look great on everything from bags to business cards. Learn more about making the most of your logo: https://bit.ly/4dOUZ7E

A Logo is a Promise. Anything that has your logo on it should create a perception of superior quality. It should foster a conclusion in your customers mind. It should build trust through recognition.

yep and this can be built into your sales process so even the most inexperienced seller can make this happen

I love this video from Jen Allen-Knuth (former Challenger leader and current Founder of DemandJen) where she shares an example of how she used Cost of Inaction to take a new logo prospect from "we have a problem" to shit, we have a $90M problem." It's about aligning with where your target accounts want to go, their specific business problem and helping them come to realize where there gaps are and the impact. Too many #GTM teams focus on pain points which only makes you nice to have. We need to help teams uncover their business problems -- and see the impact it has on the company now and how it will impact their strategic initiatives. Jen, What are your thoughts about creating a personalized cost of inaction calculator for strategic accounts based on where the opportunity it -- and using it as part of an #ABM program? Also, all of the cost of inaction calculators I see on the market today are too general -- I think there's opportunity for those creating ROI calculator to add a personalized cost of inaction calculator to their solution stable.

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If you're a founder involved in sales, or managing a revenue pipeline, and are finding your projections are never accurate - let me explain the process we put in for a highly compex company we exited. Jen Allen-Knuth's video was about something else, and I'm using it to jump-off. "We found $90M in pipeline" without a sales conversation. We see this as more the norm, than the exception. Most pipelines are bullshit and wishes. No agreed-upon next step for the rep - 0% on the board. End of story. A deal happens when you've effectively structured sequential agreements. It's time most executives and boards switch to pipeline that has more "elastic" properties in nature to shore up their projections. It's time the word "agreements" makes it way into most folks' lexicons when they're discussing the acquisition of revenue. It would lead to a lot less fired, or derelict VPs. A lot less layoffs. A lot more served customers. Your reps says there's a $2M deal with XYZ co. in the pipe. If there's no scheduled, demonstrable next step with the prospect, you're cooked. Rubber band that right back to Prospect (0% and $0 value) until that call gets scheduled. Yes - let your revenue agents discover that there's such a thing as negative pipeline velocity instead of treating them like snowflakes. Incentive plans aren't the only psychological levers executives have access to, and while I'm not a fan of unethical applications of the dark arts - there's certainly a time and a place for those tools.

Here's an example of how I used Cost of Inaction (COI) to take a new logo prospect from "we have a problem" to "sh*t, we have a $90M problem".

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