Jedd Williams, Vice President of Global Sales Acceleration at Poly, discusses how he has adjusted the business model to fit market demands.

In the world of a sales enablement leader, the primary goal is to keep the sales team efficient and effective. How that goal gets accomplished occurs with consistent resegmenting of the customer base, cleansing the pipeline, and accurately forecasting changes and opportunities in the market. Market leaders know that these actions were important even prior to the last 30 days and are critical now.

 

Jedd Williams, Vice President of Global Sales Acceleration at Poly, was in the midst of a transformation when COVID-19 shifted the sales strategy and operating norms. Hear Jedd discuss:

 

  • Why resegmentation was the first step in adjusting go-to-market strategy
  • How the forecasting process has changed and its effect on product build schedules
  • Covering the install base by considering propensity to buy and propensity to upgrade

     

Click here for the podcast version of this interview.

 

Updating Business Operations Amid Market Disruption

 

  1. Resegmenting for the right coverage models. minute 5:33
  2. Resetting the number to accommodate the market conditions. minute 8:24
  3. Adjusting to the long-term effects of COVID-19. minute 11:30
  4. How the pipeline and forecasting have changed for Poly. minute 17:57

     

Skip to minute 14:58 to hear Jedd discuss how he manages the install base in shifting economic conditions:

 

“We’re an indirect go-to-market organization, so that ecosystem is the lifeblood of our business. I talk to dozens of partners every day because it is so critical to our business, and it’s really interesting. The partners of size and magnitude are starting to have conversations about accounts receivable and how can we as an industry, as an ecosystem, think about a shared balance sheet and shared responsibility, particularly where we’ve got shared customers and in industries that have been particularly hard hit by COVID, hospitality being one of them.”

 

 

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ABOUT THE AUTHOR

Matt Sharrers

Leads the firm's focus on the CEO’s role in accelerating revenue growth by embracing emerging best practices to grow revenue faster than the industry and competitors. 

Matt Sharrers is the CEO of SBI, a management consulting firm specialized in sales and marketing that is dedicated to helping you Make Your Number. Forbes recognizes SBI as one of The Best Management Consulting Firms in 2017.

 

Over the course of nearly a decade at SBI, Matt Sharrers was an instrumental early partner guiding SBI as the Senior Partner. Matt’s functional responsibilities included acting as the head of sales where he led SBI’s double-digit revenue growth, and was responsible for the hiring function to build SBI’s team of revenue generation experts.

 

Prior to joining SBI in 2009, Matt spent eleven years leading sales and marketing teams as a Vice President of Sales. Matt has “lived in the field.” As a result, he is the foremost expert in the art of separating fact from fiction as it relates to revenue growth best practices. CEOs and Private equity investors turn to Matt’s team at SBI when they need to unlock trapped growth inside of their companies.

 

 

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