How_to_Stress_Test_Your_Sales_Strategy_in_90_Minutes

 

This post is for Sales Leaders feeling the weight of increased responsibilities. Many of you are being asked to do more with less each year. Grow 20%, but only increase incremental spend by 5%. Increase goals per sales head to get more from each quota-carrying rep.

 

But what about your role? Has it expanded? Many of you started by managing Sales Managers. You owned the revenue number. Your organization was simple.

 

A Sign of the Times

Now, many of you own things like customer success, churn, account management and customer satisfaction. Some of you even own Marketing. You’ve gone from VP of Sales to Chief Revenue Officer. The CRO owns all of the revenue, whether it’s coming in or going out.

 

A new year is approaching. You want to ensure you have your bases covered. How should you incorporate all of this into your plan for next year?

 

Going Broad vs. Deep

 

You can’t be omnipresent. Those who try end up failing. They lose focus. They can’t spend enough time on initiatives to make them successful. But, if you only focus on 1-2 things, you ignore the rest. They suffer as a result.

 

Maybe you’ve had this feeling this year. When you take your eye off the ball in one area, do things slip?

 

A Quick Diagnostic

 

A few reasons to help you diagnose what’s happening:

 

  • You didn’t plan accordingly this year. You overspent on failed initiatives. Or, you underspent on the right ones, causing them to fail.
  • Your team lacks processes to execute your plan. They could be outdated, incorrect or non-existent.
  • You have the right people doing the wrong things. Or, you have the wrong people doing the wrong things. The mismatch is causing chaos.
  • Managers doing what they’ve always done. Nobody taught them to manage. They’re doing what they think is right vs. what’s best. They aren’t executing your vision.
  • You don’t know what the issue is. Your reporting is poor and doesn’t tell you what you need to know.
  • All of the above.

 

Typically, it’s a combination of 2 or more of the above items that complicates matters for Sales Leaders. It’s a sign you lack a true sales strategy. You’re trying too many things. You’re doing them all at once or out of sequence. Or, you’re doing the wrong things.

 

Solving for Next Year

As your responsibility increases, your effectiveness must as well. This means spending time in the right areas. Any misses here, and you lose too much ground for the year.

 

If you haven’t signed up for SBI’s Annual Workshop, now is the time. The workshop is intended to help you determine:

 

  • If you will make your number in 2015. If yes, why? If no, what you can do about it?
  • How to keep your job. Best-in-class Sales Leaders keep their jobs for 5 years vs. average Sales Leaders who keep their jobs for 1.5 years.
  • How to make more money. Top Sales Leaders make $153,126 more than average Sales Leaders.

 

Stress Testing Your Plan

In addition, the workshop is intended to help you prioritize your sales investments. SBI will provide you with an objective view on where you should focus. If you can’t do it all, what are the top 3-5 things you can do?

 

The time to finalize your annual plan is now. In 90 minutes, one of our experts will help you stress test your plan for next year. John Gleason, EVP of Sales and Marketing for Ryder Systems provided this feedback:

 

“I have had SBI to HQ to review their annual research 5 years straight. Each year is better than the last. It is well worth the 90 minute time investment.”

 

If you’re up for the workshop, you can sign up here.

ABOUT THE AUTHOR

Ryan Tognazzini

Works closely with B2B companies to solve strategic business problems so that they will make their number.
Learn more about Ryan Tognazzini >

Ryan joined SBI in 2010 as a Senior Consultant. Since then, he has worked extensively with emerging growth technology companies, including SaaS, enterprise software, systems integrators and OEMs. Additionally, Ryan works alongside numerous private equity investors, performing both sales and marketing due diligence and organic growth initiatives inside their portfolio companies.

 

Among a long list of accomplishments, he developed and implemented a sales and marketing strategy that resulted in the turnaround of a $1B IT integration clients. He executed organic growth initiatives to help a $100M software company achieve 40%+ year-over-year growth in preparation for an IPO. And he worked with a $1B enterprise software client to transform their sales and marketing go-to-market strategy for their cloud and SaaS offerings. Not surprisingly, in 2014 he was voted SBI Employee of the Year by his peers.

 

Read full bio >