Pam Didner’s Post

The most important thing to learn in enterprise sales: Companies buy on their timeline, not yours. Your job as a rep: deeply understand each company’s timeline, process, and make sure you don’t divert from that path. Your job as an exec…CRO, CFO, CEO: give the strategy, targeting, tools, and time to build a deep pipeline of deals with complementary timelines ⏱️ The quicker you accept this, the more predictable your pipeline becomes…and the less brain damage you incur 🧐

 Sell solutions, not products. Imagine a sales career where you unlock real potential, solve pain points, and empower others.   Join Awesome Sales Jobs and discover the transformative power of value-driven selling. Go beyond features; learn to identify and articulate the true benefits that resonate with your target audience. Visit www.awesomesalesjobs.com now! #valueselling #customersuccess #sales #selling #buildtrust

Want to know something that’s very difficult about hiring sales people (and marketers)? If they outperformed quotas and revenue targets, that’s obviously a very positive signal. But what happens if they were at an organization that was experiencing explosive growth because of either a fabulous product or macro economic factors? How do you know if they outperformed because of their actual performance or if it was a “right place, right time” situation?” I typically try to address this by asking how they performed in relation to their peers, and also very specific questions about their top deals or top campaigns, and have them walk me through the lead to close journey. What are some other ideas folks have to figure this out?

Ever hear this from your Sales and Marketing departments? Sales: The leads I get from marketing are terrible. Marketing: How would you know? You never call them. Sales: Because they’re terrible! Sales and Marketing departments don't agree on much. Here’s 8 steps to start fixing it: 1. Create a Sales & Marketing alignment team. This weekly meeting has representatives from the two departments. 2. Mutually create a set of KPIs defining what success looks like. Then, in the meeting… 3. The sales team brings field-level intel. Basically, what brings sales and what doesn’t. 4. The marketing team takes that intel and creates messaging and brand awareness which addresses that intel. 5. Marketing passes the new message to sales for review, feedback and buy-in. 6. Keep going until both sides agree to at least give it a limited try. 7. Each week review the KPIs. 8. Tweak and adjust. Agree up front that if something is not working, based on the data, to put egos aside and adjust. Let the data decide. How do you handle the sales and marketing alignment problem? ♻️Repost this and pay it forward to help other sales and marketing teams. 📌I post about a healthy balance for Founders and Salespeople:    Skills. Attitude. Resilience. Please Follow if these resonate with you.

This 🙌 Someone had to say this as boy CT Falk delivered. And look I get it. I get the dopamine from explaining sales hack for top of the funnel, to be liked from those learning top of the funnel. But outside of the Tech SaaS bubble, the skills are far more than just pushing someone to a meeting to get your $500. The Predictable Revenue modelling, served a purpose for which was useful at the time for companies who could measure themselves that way and continue to get more and more financial backing. But let’s look at the facts. Sales Led Growth and that very modelling of hypothetical conversion of contact details from No Intent Lead Gen magnets that were never going to buy… has taken us so far off centre it’s not even funny. 1. If you ask most organisations what’s marketings role; they say “Get us leads man” No, it’s to create demand and take prospects further into the funnel to become clients. So it’s actually caused the misalignment and misunderstanding of job function between Sales, Marketing and Customer Success we see today. Hard pill to swallow for some. 2. It’s left companies who adopted and ran with this model, a commercialisation issue. Meaning - selling the meeting at all costs ; has created a generation of sellers that don’t understand the commercial aspects of a deal They don’t even know what’s required for company credit, how to negotiate legal clauses, what a communication plan handover loooks like. At a simple level, why does this deal look like economic success for ARR for us? And what’s the calculation. They don’t know the content of a winning RFQ,RFP, Tender or formal bid process… because you guessed it, they were only ever taught to “Sell the meeting” - not how to measure and execute is this a commercially viable deal for organisational success..and what’s the format. Don’t just take my word for this anymore. Now, many very large organisations with reach much bigger than mine, are talking about what I’ve been screaming on this topic for the past 5 years openly here. This excites me.. as we are now in real time, in public view, fast tracking back to the business basics I’ve been banging on about. Backwards to go forwards. #ClosedCircuitSelling #Marketing #Deals #sales #Revenue

Sales {meaningless text} Sales {text out of context} Let’s get down to the beans and bones. There is alot of good intel here on sales. It lacks context. For example, 80% of the sales advice is for, and from, sales people selling to sales orgs. That doesn’t help the rest of us. We aren’t selling to sales managers or directors. We don’t chase the CRO. We sell the real people, doing real work. Trying to grow their companies revenue and build a client base. The facts are, sales is direct. It is rarely static and almost never linear. It requires knowledge and expertise. It requires multi threading. Before you follow some blind advice on a new tip and trick I want you to focus on the source of advice; is this a sales tech selling to a sales org. If so. Then disregard it. It won’t work for you. Why? Because the sale is different for every play. This isn’t my opinion. This is the market. An HR manager is going to require a specific business case vs a reliability engineer or partnership director. Learn to sell to who your actual audience is and build uses cases for the actual users of the product or service. Dont follow blindly. It won’t get you anywhere. #1 sales skill needed by all reps is discernment. Use that daily. Especially on the information you are presented. It’s going to save you time and heart aches. Trust me. 📣 want no bullsh*t advice? Shoot me a DM and let’s chat. I’m not here for me. I’m here for the profession. #sales #businessdevelopment #outbound #gosell

Loving what you do and who you serve is great. Understanding what you do, why you do it, and measuring what you do, create a gift worth giving. #sales #salesenablement #ScanSource #scansourcesales #intelisys #intelisysnation #Enablement #coaching #metrics #serving

Having a true strategy is most important 💯

Use this strategy when hiring sales professionals. It will help you increase revenue the same month.

Enablement isn't a "nice to have." It's a must have. Why? Only 28% of sales reps consistently hit quota. Stop and think about that for a second. That means 3 / 4 reps will miss. Hint: The answer isn't more salespeople. The answer isn't different salespeople. The answer is often more enablement. Invest accordingly 🧡✌️