Author: Jay Mitchell

BARRY WITONSKY WANTS YOU TO FOCUS ON THE FUTURE TO MAXIMIZE GROWTH

August 29, 2024

Jay Mitchell

Revenue operations (RevOps) is becoming more recognized in organizations, but what does RevOps entail? What does 2025 bring for RevOps leaders?

We at Mereo sat down with RevOps expert and Mereo principal Barry Witonsky to learn more about RevOps’ outlook and what leaders can do to spearhead growth for their organization. Take a peek into Barry’s 10 years of experience with RevOps clients and see what he has to say below.

RevOps is a growing discipline within many B2B organizations that seems not to have one clear definition. How do you define RevOps?

RevOps includes several aspects, including marketing and sales performance, such as tools, data flows, sales data, territory design and more. It’s important to understand the scope of this role and prioritize tasks. Additionally, day-to-day reporting is crucial for leaders to monitor business performance. So, RevOps leaders have much to do.

It’s thinking through where to focus, where are the opportunities for more strategy, more planning — so leaders are not stuck handling the day-to-day stuff, but they can think about the future and help build towards a future. It’s about achieving goals.

RevOps leaders are always looking for ways to grow the organization, but this is typically easier said than done. What advice do you have for RevOps leaders looking to transform their revenue growth plans for 2025 and beyond? What innovative ways can they achieve this goal?

Barry: As they have a revenue plan, it is important to understand the metrics that lead up to their current revenue, such as the size of the market, the best source(s) for generating a lead and conversion rates.

Various firms will have different ways of measuring, but understanding those metrics is what is important. If they have that as a good starting point, they can then project out how to meet their goals, whether it’s for the given year, future years or both. From there, they can use a roadmap to gauge their performance against those things. And going forward, they continually look for ways to improve.

Mereo always encourages our audience to pursue sustainable revenue performance to thrive in good times and stay afloat during tough times. How is having an incremental revenue plan important to a B2B organization’s journey in achieving sustainable revenue performance?

Creating a forecast is more of a bottom-up approach that ties to those goals. By measuring how they’re performing to maintain the growth they need, they will at least have to maintain those current performance metrics. There are naturally going to be ups and downs. Not everything will grow in a straight line, but if they’re tracking well against that plan, they can understand when they’re off and what to do about getting better.

They can take corrective measures and changes by being aware of where they are against that plan if it’s related to growth, such as new training, refined messaging, adapting the techniques of the salespeople, adding salespeople, adding CDRs etc., to continually monitor where they are and how to correct it better.

Whether RevOps leaders plan one or five years ahead depends on their organization’s situation. But if RevOps leaders are not preparing for the future, what do they risk for their organization’s long-term success?

They’re risking the long-term success. The reality of the role is that you could certainly get caught up in the day-to-day fire drills and not spend as much time on the future as you should, so that is something to be aware of so that leaders can be thinking about what is in the future.

For example, if there are new products, salespeople, or geographies, all of those take time, and it takes time to realize the benefits. So, they have to backtrack and think about what they need to accomplish today so that in six months to a year they will reach those goals. It’s rising above the day-to-day issues and daily reports or board meetings or issues that come up, as well as short-term things that can take up a lot of time.

But you have to be mindful of spending time thinking about and planning for the future and then working on those things today that may not benefit you for some time to come.

Another important aspect of revenue growth plans is staying on track. How would you recommend RevOps leaders track their progress as they try to achieve their revenue growth plans? What metrics and KPIs are they monitoring?

RevOps leaders are typically given a number for growth over a set period. They have to break that into where the revenues and growth will come from. Normally, this is done through four to six routes, such as new logos and existing customers. From there, they think about the funnel. Once they determine what results they need from the funnel, they can think about how many opportunities that translates to based on the win rate. From opportunities, how many leads does that translate? How many contacts do they need to talk to get all that to happen?

This is based on the classic waterfall approach. Depending on the specific business, though, product-led growth may be the right strategy that changes what should be measured in a drastic way. If that is the case, different metrics than a waterfall-based approach is needed.

Once those questions are answered, they have a complete picture of where the revenue will come from and what it will take to get there. Then, they can start measuring and figuring out what needs to be done to meet their goals.

Amid market uncertainties and internal disruptions, it can be difficult for RevOps leaders to predict accurately how their growth plan will pan out. What potential challenges should these experts know as they work on their plan? Do you foresee any challenges or threats for 2025 specifically?

We typically start working with a company when they’ve been successful — but now they’re not growing. Or they are growing but are being asked to grow even faster, and they’re not quite sure how to do that.

Typical things to look out for would be stalling, not keeping up with competitors and the market economics. Project the trends and see if they have an issue and whether they can execute new products. This typically happens when best-in-class processes, GTM strategies, etc. are not in place. If this is the case, it can seem overwhelming to figure out where to start, but there is a way through this we can help with at Mereo.

I think there’s general optimism about 2025. Interest rates are currently higher, but there is a belief that they may start to come down, which could benefit organizations and help them better move forward. Also, there is pent up need for growth so companies are becoming smarter and more efficient.

Preparation is one of the many keys to a successful operation, but there is a difference between planning and taking action. So, what is the difference between creating a growth plan and developing actionable steps to achieving said plan? How do you help your clients with this question?

It’s one thing to have workshop sessions or to run a spreadsheet to create the plan. You can run the numbers all day, but then there is the, “Now we have to go out and execute it.”

When companies are converting from the board-level-approved plan to how to break that down, that is where we help them. They have to understand and determine their current metrics and KPIs tied to how that plan can be achieved.

We then look at whether the company has those four to six routes I mentioned earlier and which accounts will give them the growth they are aiming for with those routes. Then we help them figure out which teams they should be talking with more, where to reallocate resources, whether the market size is big enough and whether their teams are aligned. As a whole, we help companies align with these aspects to achieve their goals.

AI is becoming more common inside and outside the workplace, and many organizations are using it to gather data more efficiently. Are you seeing many leaders using AI to target key client accounts for growth? How are they using AI to do this?

We specifically have developed and are employing an AI tool that can analyze over 500 data points. That helps establish a better profile of good accounts. In the same way, it leverages that ability to look at that information to determine the best prospects that meet that profile. So that’s how we’re leveraging it, and not only is it better quality, but it’s quicker to arrive at that analysis from it.

With the right tools, RevOps leaders can leverage AI to know how their frontline teams are talking to customers and identify areas for improvement. Furthermore, when teams keep their CRM data up to date, they can use tools to help them better predict when a deal can close, what the team can do to keep it moving and offer recommendations for coaching.

The right AI tools can also boost productivity among teams. There should be a culture or environment where people can try new things, share them if they work, and be okay if they don’t. They should be encouraged to keep trying and pushing because so many capabilities are emerging, and everyone should be thinking about how they can leverage them to improve their jobs.

Make RevOps Easier by Closing More Deals

Deals are only a small part of RevOps, but they still significantly impact your organization’s operations. To confidently enter your deals and increase win rates, download a copy of the Derailing the Deal eBook.

Close More Deals

New Discovery Call Insights Stack Up Against Sales Decks

August 15, 2024

Jay Mitchell

Let’s eavesdrop on a recent phone call between a sales manager and her prized sales professional.

Sales manager: “We have a new qualified lead that I am assigning to you. Go meet with them and do an overview for them about how we can help them.”
Sales professional: “Great. Thank you. Excited to run through the overview with them.”
Sales manager: “Love it. The meeting is this Thursday, and you can use the refreshed slide deck with new solution details.”

Fast forward to the 30-minute meeting with the buyer. After brief introductions, the sales professional opens up the laptop and shares 42 slides with the buyer over the next 27 minutes, including how differentiated the solution is from other offerings in the marketplace and a detailed monologue on the solution features.

Sadly, the sales professional did exactly what the sales manager advised them to do. Meanwhile, the buyer tuned out after about four to five minutes and day-dreamed about the joys of peace and tranquility on a deserted island. Okay, a little hyperbole there, but if we are honest with ourselves and one another, that scenario is truer than we care to admit.

While our solution may be the perfect fit for the buyer and their use case, our task in the sales cycle is to help them understand their needs, pains and desires more clearly. In doing so, we position ourselves in a more favorable station where the buyer is more keenly aware of their problem (and, more importantly, implications of not addressing that problem and doing so especially right now), while we are able to contextually articulate the unique value proposition of our solution for the buyer.

YOUR SALES DECKS ARE DISENGAGING BUYERS

Sales decks have become the norm in engaging prospects on these first calls, but industry research and insights from the last few years are giving your salespeople’s decks a thumbs-down — no matter how well-designed or well-delivered.

Let me break down the insights.

Gong Labs, a data research team from the revenue intelligence platform provider Gong, noticed a correlation between using slides on discovery calls and a decreased success rate in sales cycles.

Their data showed that:

Seller questions dropped by 21%
Seller monologue went 25% longer
Sellers talked 15% more than the prospects

The thing is, slide decks can become a crutch for your salespeople — a rote pitch that salespeople should resist. Slides looming large on the screen can take over conversation, transforming the first call into a presentation your buyer is likely not ready for – a monologue if you will versus the dialogue the best salespeople covet.

DO NOT THROW OUT YOUR SALES DECKS — ADJUST THEM TO SEEK TO SERVE™

Slide decks can be the bane of your sales pursuits, or you can re-package them to spark a deeper conversation with your buyer(s). The reality is your buyer wants to hear about you some, too. In fact, their willingness to take the meeting was predicated on you providing a solution overview for them: “I would be willing to meet with your sales professional if they can share an overview of how your solution could help us, including a ‘ballpark price’ for the solution.”

That is not an unusual request. So, answer that question in your initial introduction and remarks with a simple Power Pitch that includes:

A generic pain (or tailored as best you can based on what has been uncovered during qualification discussions)
A high-level summary of your solution (think 8-10 words max)
The gain your solution provides (especially highlighting likely outcomes in scenarios similar to your buyer’s)
Relevant proof (again, ideally the value a peer has garnered from your solution)

If done well, you can articulate that information in a minute or so max, using picture-heavy slides to visually portray what you are verbalizing. And in the midst of that “solution snapshot,” weave in a discovery question or two that prompts the buyer to share their situation — to get them talking about their current state, what is working and what is not, as well as their ideal future state. Be inquisitive and let that curiosity energize the conversation as you genuinely demonstrate to the buyer that they matter and to serve them you need to learn more about them.

A leading practice for prompting this is to include some insights or statistics slides in your deck that convey industry benchmarks about performance. These set up natural questions like: “So how do you stack up against your peers?”

Lastly, include client value stories at the end of your deck, examples of your clients (peers of your buyer are the best) who have gone on the journey with you already and who are willing to share their testimony. These client value stories serve to both calm your buyer (“Someone else like me has done it”) as well as create a sense of jealousy (“We are going to lag our peers if we do not move on this now”). Between the questions and the client value stories, you are making a compelling case for why status quo is not even an option for your buyer.

ENABLE YOUR SALESPEOPLE TO SUCCEED

All in, you are looking at two to three slides in your deck, or maybe six to eight tops if you have more client value stories. Remember, the purpose of the meeting is not to “pitch” your wares but rather to ask questions that prompt your buyer on a self-reflective journey, while you guide and shape that journey based on your personal experiences with peer clients. Help your salespeople resist the itch to pitch with a Revenue Accelerator enablement guide. Download the how-to today.

RESIST THE ITCH TO PITCH

5 Role-Play Activities to Incorporate into Your Revenue Kickoff

August 9, 2024

Jay Mitchell

Studies have shown that 75% of people learn by doing, so it is only natural that your kickoff event includes exercises that support this learning style. Hands-on exercises and role-play activities can greatly increase your teams’ retention rates and make your kickoff efforts stick. Now I would like to share five of the strongest skill-building activities to consider weaving into your revenue kickoff (RKO). After all, the objective of your program is to enhance the behaviors of your team — not just “check-the-box” training. When you do this right, you help set forth better buyer-seller interactions that Seek to Serve™ for the long-run.

1) Simulated Buyer Conversation

By running a simulated version of a buyer conversation, your teams will feel more comfortable when it is time for a real conversation.

The exercise: Split your teams into groups of two. One person will act as the salesperson and the other will act as the buyer. Set a scenario for them and have the pair act it out. The person who is acting as the buyer should put themselves in the buyer’s position. What problems would they be facing? What qualities would they be looking for in a solution? The person acting as the seller has an easier task of immersing themselves in the role of the salesperson. They should remember your organization’s value proposition and think about solutions that would serve this hypothetical buyer.

The benefits: You and your managers can see where your salespeople shine and where they may need some extra support. You can even take it a step further and have one person come to the front and act out the same scenario with you, and as a group you can analyze what they did well and what needs work. Just remember to foster a safe space for your salespeople to learn, which includes making mistakes.

Bonus! Consider having a manager play the role of buyer in one of your scenarios. This often amps-up the attention of all parties involved, including the manager.

2) Solution Demo

Holding a demo of a solution allows your teams to build confidence and knowledge in what they are selling.

The exercise: Choose a solution from your portfolio — ideally one that is a priority for your kickoff. Give the audience some guidelines (length of the demo, what aspects should be highlighted, etc.). For a clearer example, any demo should be pithy and highlight the value of the solution so consider setting a time limit of one to two minutes. Choose a few people (or ask for volunteers) to come up and demo it for the audience.

The benefits: Running this exercise gives you insight into how versed your teams are in a solution and the buyer use case(s) being addressed. You also can ask your teams if they have questions about the solution itself or what to include in a demo. Much like the buyer interaction exercise, this is an opportunity to correct and reward aspects of the demo.

Bonus! If you introduced a new product / solution in your kickoff, use it for this exercise.

3) Follow-Up Call

Practicing a follow-up call is a great way to prepare your salespeople and relieve any anxieties they may be feeling about a vital sales activity.

The exercise: Give your teams a scenario where three days ago a buyer purchased one of your solutions. Have a few people simulate a follow-up call — either with predetermined buyer answers or having another person act as the buyer (like a sales manager or product manager).

The benefits: You get to see how your salespeople (or client success / client experience teams) are interacting with buyers. You also can analyze if the questions your teams are asking are valuable and if they are leaving room for buyers to choose your organization again when they run into a problem.

Bonus! This exercise is more customizable, so it can be as detailed or as general as you would like.

4) Client’s FAQs

Before your kickoff, send a form to your buyers asking them to send you any questions they have about your solutions, organization or anything really. By having your salespeople familiarize themselves with these questions, they will be ready to answer anything and solve your buyers’ pains faster.

The exercise: This can be done in medium-sized groups or as a larger gathering. Choose a few questions your buyers are asking frequently and have your teams answer them.

The benefits: Your teams should be able to respond to these questions with little to no trouble. If you find they are struggling, consider spending extra time on areas where they may not have answers.

Bonus! With this exercise you can add in more fun! Consider treating this activity like a game show and offer a prize to the team that answered the most questions correctly — especially if this ties into your kickoff theme.

5) Ideal Buyer Profile

Your teams should know their ideal client profile (ICP) like the back of their hand. Use this activity to put that to the test.

The exercise: Like the FAQ exercise, this one will be similar to a quiz. You can start by listing a generic quality or two of an ICP and slowly reveal more distinct qualities as the activity progresses.

The benefits: This activity gives you some insight into how familiar your teams are with your organization’s ICPs. As always, if you notice some struggle, take time to go over your ICPs, why you chose them and how your salespeople should use these details to improve / inform their selling approach.

Bonus! If you have not already, create a Power Profile™ your teams can reference easily. It is also important to note that every organization sets their ICPs up differently, so customize this exercise to best fit your organization’s needs.

Plan the Perfect Kickoff Program for Your Organization

A strong start often results in a strong finish. Make the most of your RKO planning time with Mereo’s RKO planning playbook.

Access the Playbook

5 Types of Essential Selling Content to Serve Today’s B2B Buyer

August 8, 2024

Jay Mitchell

In a marketplace where no one wants to be sold to, content must serve buyers’ needs in the vein of help and servitude rather than pushing and selling. Even more importantly, content must serve buyers at the right time in their journey.

To actually achieve this, B2B marketing professionals must expertly understand buyer needs and answer them across the different stages. And sales professionals must be enabled to not only best modify and use this content — but to engage it at key moments in the buyer’s journey.

With these following five key types of content, guide your marketing and sales professionals to Seek to Serve, Not to Sell^®.

MAKE CONTENT THAT SERVES EVERY TARGET BUYER NEED

(1) Forward-Thinking Content That Challenges the Status Quo

When target buyers are unaware they even have a need to solve, your organization can position itself as a forward-thinking advisor. Early-stage content should challenge the status quo, keep a pulse on industry opportunities and threats, and present new ideas and data. Spark their future plans and needs — and position your organization as the innovative and expert solution provider that can see these ideas through.

According to a McKinsey Global Innovation Survey, 84% of executives agree that innovation is important to growth strategy. And in a Sales Mastery study, buyers indicated that they would speak to sellers sooner about new insights and ways to gain competitive advantage.

(2) Differentiating Content That Sets You Apart

Market oversaturation continues to cause struggles for B2B organizations trying to stand out in the eyes of their target buyers. And if you are not setting yourself apart, you might actually be making a business case that sells for your competition.

Content that highlights your differentiated value proposition is paramount in helping a buyer distinguish what makes your solution different (and better) than your competition’s. Do not mistake “features” for “differentiators” either. Four key attributes that help you distinguish your business and its solutions include (1) its uniqueness, (2) its specific value, (3) its proof and (4) its memorability.

(3) Buyer-Committee Serving Content

Today’s buying committees involve upwards of six to 10 decision-makers. And according to a Gartner study, 75% of B2B buyers consider their last purchase difficult or complex. Help your contact internally sell your solution by equipping them with essential content and tools to address every committee member’s concerns and needs, such as FAQs, solution one-pagers and client value stories. If you do this, you will ease an increasingly complicated buying journey and keep any deals from being stalled or disregarded by the greater whole.

(4) Shows, Not Tell Content

Forrester discovered that, unsurprisingly, 71% of B2B buyers found use cases and client success stories to be the most credible selling content. Yet 78% of buyers complained that salespeople fail to share relevant client examples.

Testimonials and client quotes, case studies, solution reviews and more offer a real-world peek at your solution in action. This proof helps alleviate concerns and objections, while helping buyers visualize how the solution can apply to their business — and what outcomes they might achieve.

(5) Cross-Solving Content

One of the most-effective paths to sustainable revenue performance is account expansion. Once you have landed a buyer, your organization must not forget to create content for this buyer segment. In the vein of a trusted advisor, share ways to help sharpen your buyer’s competitive advantage. Provide insight and education around your complementary solutions and the even greater value your organization can share. If you do so in a Seek to Serve, Not to Sell^® spirit, you will find all the more success in growing your existing accounts.

LAY A VITAL FOUNDATION OF VALUE WITH YOUR SELLING CONTENT

When you manage to connect to prospective buyers with content that helps them through their specific stage in the buying journey, you are not tossed aside as another sales-focused organization. You prove your deep understanding of the buyer and their situation at key moments of need. You lay the groundwork for building a relationship based on value and trust.

As your content leads buyers along their journey, be aware of these five common issues that threaten to derail your deal — and how to overcome them — with our expert eBook.

KEEP YOUR DEALS ON TRACK

Are You Going to Let AI Replace Our Future Selling Workforce?

July 25, 2024

Jay Mitchell

Most selling careers follow a similar trajectory. Even for me, years ago as I finished my education at Baylor University, I joined the workforce in an entry-level position — ready to learn all I could and prove my worth. I gained on-the-job training that helped me grow and excel, while providing my mentors and other top-performing professionals extra support by taking on lower-level tasks so they could focus on providing higher value to the organization. It is a no-brainer for training recent graduates, for supporting your seasoned professionals and for managing resources effectively for the long-term within an organization.

But today, artificial intelligence (AI) is threatening these entry-level tasks in part — and sometimes in entirety. From research and data entry to other basic needs of a selling organization, AI excels. In fact, in a recent report by Intelligent.com, 69% of hiring managers surveyed flat-out said AI can do the work of recent college graduates. And 78% of hiring managers also said they planned to lay off recent graduates and turn to AI instead.

These insights alarm me. They should alarm you too, whether you are a selling leader or sales professional or an up-and-coming salesperson. Because while replacing entry-level positions with AI might reduce an organization’s costs in the short-term, it will leave the entire industry low on a seasoned talent pool in the future.While I cannot argue against the value of AI when used strategically, I see a compromise for selling leaders to explore as an avenue of true progress — where people and technology are not competing but working together for the greater good of your buyers and your organization. I see a way to Seek to Serve™ people, not to blindly lean on technology.

PUT AI IN A PARTNERSHIP WITH YOUR RECENT GRADUATES

No matter how proficient AI is at performing entry-level tasks, this technology still requires a handler — and, I would argue, the human touch. When we put too much trust in automation or AI tools, we sacrifice critical thinking humans do best. We have seen firsthand how AI can be misused, such as in replacing the voice of the customer (VOC), and lead an organization astray. And questions remain to the accuracy and applications for this novel tool, and an overall lack of personalization that limits the authentic value selling organizations should be aiming for.

Instead of going all-in AI, organizations instead can look to partner recent graduates with AI tools, to still get the stepping stones they need to quickly advance in their career path while tapping into AI to the best of its usefulness. In that same Intelligence.com study, 95% of hiring managers said they were more likely to hire graduates with background or proficiency in using AI.

Even if a promising recent graduate has little to no AI experience, gauge their openness and curiosity. Younger generations bring a high level of technologic literacy. It is likely some will have experience with AI tools and how to use them to your organization’s benefit.

For selling leaders and organizations, new employee growth from mentorship and guidance should still play a key role in entry-level jobs. But explore new ways how you can get the most out of recent graduates, including by partnering them with AI. Give them opportunities to prove themselves to move up the stepping stones to higher-level positions.

As a recent graduate in the selling arena (or arguably any industry today), bring your A-game and prove that you are agile and quick to grow. Tenacity and flexibility have always been important in a career in sales, and it is becoming even more-so as technology rises and the competition gets tougher.

SEEK TO SERVE™ OUR NEXT GENERATION OF SELLING LEADERS

By supporting selling interns and recent graduates, you are doing more than fortifying our future workforce. When you become a mentor and guide to selling graduates, you can achieve a level of return money cannot compete with. You get to be courtside as you watch a young person’s life grow and evolve, and you can win with every professional win they achieve. You, a human, can support another human on this planet — and is that not what part of life is truly about?

Do not let AI become foe to the next generation of selling professionals. Instead, hold fast to the meaningful responsibility of serving the future of your organization by serving our recent graduates.

To apply the Seek to Serve, Not to Sell® philosophy throughout your entire organization, check out our eBook and stand out with your buyers.

PRACTICE A SUPERIOR KIND OF SELLING

The Seller Trust Fall

July 18, 2024

Jay Mitchell

The lie starts as a way to avoid causing disappointment, not as an act of malice.

“Why did you not attend school today?” the Blue Fairy asks a small wooden boy.

He makes up a silly story — harmless but clearly false. Then in a blur, the boy jerks his head backwards as his nose extends like a dowel, his eyes crossing in shock.

“A lie keeps growing and growing until it’s as plain as the nose on your face,” the Blue Fairy warns.

This statement rings as true for salespeople today as it has for children since Disney released the motion picture Pinocchio in 1940.

Much like with a cartoon puppet’s nose, each fib a salesperson utters widens the gap between buyer and seller. In fact, even if your salespeople lead with honesty, those few salespeople who do not have instilled doubt and suspicion in buyers all-around.

Sellers must establish and reinforce trust in every conversation of every sales cycle. This does not have to be a desperate approach to conversations, and nor should your salespeople force relationships with buyers — but rather you must lead a shift in your sales teams from self-focused selling to buyer-centric service.

A TRUST GAP

In 2021, LinkedIn surveyed 800 B2B buyers and sellers and uncovered the state of trust. 58% of buyers ranked “trustworthy” as one of the most important traits a salesperson could possess. Second was “transparency,” at 37%. 89% of buyers described the sellers they ultimately choose to do business with as “trusted advisors.”

Sellers believe they are trustworthy too. In that same survey, 65% said they always put their buyer first. And in a TrustRadius survey, 85% of B2B sellers say they are open and honest about their solution during the sales process.

Yet, no matter how honest some sellers are — those who are not have corrupted the pool for everyone and, thus, buyers put up their guards. B2B sellers say “We are putting you first,” but only 23% of buyers believe it. B2B sellers swear “We are telling our solution as it is,” yet only 36% of buyers believe it.

Buyer-seller relationships start and grow from trust, and trust comes down a relationship grounded in honesty. Yet even if your salespeople are honest, as we have established, your buyers might be apprehensive to trust them, be that from a past experience where they have been burned or from a stereotype they hold about salespeople. How can your salespeople get your buyer to believe them then?

THE GAME-CHANGING APPROACH OF TRUSTED ADVISORS

Gaining buyer trust takes extra value selling considerations and a, what we call at Mereo, Seek to Serve, Not to Sell^® approach.

Leave behind the marketing speak. Authenticity, clarity and value resonate with buyers much more than clever, over-branded turns of phrase. Enable your salespeople with the right tools and skills to have meaningful value-oriented conversations with buyers. A good place to start is by crafting a powerful value proposition worksheet.

Put your solution in your buyer’s hands. Buyers do not want to just hear about all the value your solution will bring — they want to experience it directly to see how it will fit their specific needs. Explore how demonstrations and trial runs can fit into your sales process as a way to prove you understand their situation (their challenges and pain) and have a solution (a “pain killer”) as a remedy.

Connect your buyers with your current customers. Buyers want authentic insights. But no matter how hard your salespeople try to share these, sellers will always maintain a bit of skepticism. It is your solution, your organization after all. So do not just have your sellers talk to the prospective buyer. Build a network of current customers who are succeeding with your solution and advocating for embracing the need for change as well as the need for changing with your solution — and then connect them to your buyer for honest, insightful conversations.

Tell the whole story of your solution, not just the good stuff. Sellers tend to spout only the good of a solution. Here are all the benefits and outcomes you can expect. Here are all the super awesome mega amazing things we can sell you! Yet pothing is nerfict. (See what I did there?) And your buyer knows that. Do not have your sellers disparage your solution. Rather, provide an honest assessment of your solution’s limitations and constraints. Likely, if you do connect the buyer with any of your current customers, they will hear it anyway. And it will be all the more powerful if it came first from your sellers.

A WIN-WIN OUTCOME

Truth be told, buyers have a right to be skeptical: News stories abound of fraudulent businesses and solutions from “luxury” music festivals to “revolutionized” blood testing technology. On the outside these looked legitimate and real, until they are revealed as not.

When you salespeople engage buyers with authenticity and with the commitment of a trusted advisor to truly solve the buyer’s problem with the best solution, not just your solution, they can overcome this skepticism and start building the greatest business currency — trust. This trust will translate not only into deals for your organization but true value for the buyers you serve.

LEARN TO SERVE YOUR BUYERS

Lead your salespeople to Seek to Serve™ for sustainable revenue performance. Visit us on Mereo to get the complete organization guide to this approach.

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Conversation Intelligence: The Sales Performance Game Tape

June 27, 2024

Jay Mitchell

When a coach wants to see what worked and what did not in a past play, they turn to the game tape. The video captured reveals individual performances — and it also gives an oversight into the team’s performance together.

In B2B selling, key performance metrics such as engagement gaps, message relevancy, salesperson mis-steps and more can be exposed in buyer conversations. And conversation intelligence (CI) software has become the game tape to record and review your team’s winning (and losing) moments. This tool is even included as a built-in part of the best sales enablement platforms today.

While many selling organizations invest in CI technology, most still fail to fully adopt this tool or meaningfully apply its insights. The potential benefits of integrating CI insights into your sales enablement program are too good to ignore. Learn how to make the most of your CI investment.

HAVE AN EAGLE EYE (AND EAR) TO SALES PRODUCTIVITY

Today, in our uncertain and sluggish marketplace, leaders are embracing a transition from growth at all costs to efficient growth. And a key part of productivity is making the most of the resources you currently have.

You can look at this as an opportunity to better use your technology stack. If you are investing in conversation intelligence, why not use it for all it is worth (which is quite a bit)? You can also look at this from a workforce vantage point. How can you make the most of your salespeople and each of their buyer engagements?

CI can help you improve the efficiency and efficacy of your salespeople. As buyers continue to distance away from salespeople more and more, every direct interaction between buyers and sellers becomes all the more important.

CI tools use artificial intelligence (AI) to turn recordings into insights. Both qualitative insights — like recorded calls, meetings and emails to study — and quantitative data — like analytics, trends and dashboards — give your leadership eyes and ears into not only the competencies of your sales team, but, more importantly, actual buyer engagements (what is working and what is not working).

The real game-changer is how leadership uses this data and insights, though. Heads of sales can apply this tool in a number of ways to boost techniques and behaviors. And our friends at Mediafly have some tips.

LOOK TO BUYER CONVERSATIONS FOR DEEPER INSIGHTS

Mediafly is a leading provider of one of the most comprehensive sales enablement and revenue intelligence platforms, offering conversation intelligence and more. Their experts share more below about how your sales leaders can use CI to assess sales engagements with buyers:

Most sales performance gaps can be surfaced in buyer conversations. And with CI, sales leaders can actually extract these issues and address them — if they are using the tool to its full potential.

There are a number of vital sales performance metrics every organization should track against. With CI capturing data and delivering insights in real time, sales leaders can coach their team to adjust and improve.

Activity — how much is the rep actually doing?

Number of leads created
Number of calls made
Number of emails sent
Number of follow ups
Number of social media connections
Number of logged visits
Number of conversations
Number of discovery call summaries
Number of meetings scheduled
Discovery call to meeting rate
Number of demos or sales pitches
Number of proposals sent
Close ratio
Number of referral requests
Number of attempted upsells

Productivity — how are these activities moving the needle forward?

Sales cycle length
Open vs. closed opportunities
Pipeline value
Average deal size
Win rate

Success — how are these activities translating into revenue?

Successful Quota attainment
Pipeline lifetime value (LTV)
Annual / monthly recurring revenue (ARR / MRR)
Average revenue per user / account

Find out how to use CI insights to create sales coaching impact from Mediafly here.

ENGAGE YOUR CI INSIGHTS FOR SUSTAINABLE REVENUE PERFORMANCE

Conversation intelligence software can collect mass amounts of valuable data and insights as part of your overall sales enablement management — but your leadership must implement and apply this technology to realize true go-to-market and revenue outcomes.

The dashboard and trends offer sales, marketing and operational leadership a view into the conversations buyers and sellers are having, but if the selling organization does not take those insights and make adjustments, then the case can be made that the entire effort was all for naught.

For example, if the data indicated sellers are talking too much in buyer meetings, is that because they are pitching, are not asking enough / effective questions of the buyer, are answering the questions before the buyer responds — or something else altogether?

The variation in answer to each of those questions can dictate an entirely different path forward where different parts of the organization are activated. Sometimes that may be a sales skills uplift, in another case it may be a new / repackaged sales tool. While in a different scenario the answer may be to shift to a new buying audience.

An inaccurate interpretation of the “map” CI data draws can send an entire team down the incorrect remediation path. But intelligent interpretation of the insights can lead to game-changing results that feed into sustainable revenue performance.

LEARN MORE ABOUT CI FROM AN EXPERT

CI can help you gather insights more easily and drive you to success. If you are interested in learning more about CI and what it can offer, please contact us.

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Your Summer Business Book Reading List

June 13, 2024

Jay Mitchell

As the lull of summer begins to (or already has) set in, do not let this idle time go to waste. Reading is a great way to expand your knowledge or hone in on an existing skill. I want to share three titles that have helped me stay ahead in the market and better understand what Mereo clients deal with in their respective fields. Without further ado, here are three books to add to your “to-be-read” list.

1. Selling the Cloud: A Playbook for Success in Cloud Software and Enterprise Sales by Paul Melchiorre and Mark Petruzzi

Paul Melchiorre and Mark Petruzzi share their 25 years of enterprise cloud software sales strategies in this title. The book provides practical lessons and key characteristics needed to succeed in future sales climates and includes insights from titans of software sales from significant companies. Selling the Cloud is a valuable resource for anyone involved in B2B sales.

This book is a practical guide to selling enterprise software in a marketplace now defined as “Software as a Service (SaaS).” While this book targets “software,” it is relevant for all subscription businesses. Having supported Paul Melchiorre on some of the transformations he has led as Chief Revenue Officer, I can speak firsthand that the lessons and leading practices are relevant and deliver the desired outcomes – recurring revenues, revenue growth, sales cycle velocity, win rates. In part, Paul and the team lay out the pillars of scalable, sustainable revenue performance in software sales, namely: passion, velocity, grit, empathy, authenticity, creativity, resilience, trust, strategic thinking and technology leverage.

Get your copy here.

2. The Boutique by Greg Alexander

Greg Alexander is the founder of Collective 54, a mastermind community for boutique professional service firms. He helps founders increase profits, simplify scaling, and achieve successful exits. Before this, Greg co-founded SBI, where he served as CEO for 11 years before successfully selling his interest in 2017.

This is a must-read book if you have founded or are leading a professional services firm. Greg Alexander starts with the fundamentals and helps put layer upon layer of practical lessons for how to start, scale and sell a professional services firm. No matter where your firm is in the lifecycle, this book is for you. Greg provides examples and “snackable” chapters with critical principles and strategies, plus a checklist of questions to wrap up each chapter, helping the reader benchmark progress and lay out the next steps to attack.

Check out this title here.

3. The Joy Model: A Step-by-Step Guide to Peace, Purpose, and Balance by Jeff Spadafora

Jeff Spadafora is a life coach who teaches readers how to find joy through faith. Many American Christians feel frustrated as they struggle to find joy in their faith. As a result, some seek meaning, purpose, and joy in other aspects of their lives, such as work, relationships, or possessions. In Jeff’s The Joy Model, you will learn that joy comes from balancing the practical and spiritual sides of our Christian lives.

With roots in Bob Buford’s Halftime, in his own book, Jeff Spadafora offers a plan for a more vibrant and real life – one filled with joy. At the heart of it, Jeff reveals a blueprint for readers to grow from “knowing about God” to actually “experiencing Him” by balancing the “Doing” and the “Being” of life.

Get the book here.

Serve Yourself by First Serving Your Buyers

As a bonus for this list, try reading our Seek to Serve™ eBook. Seeking to serve means putting your buyer’s needs at the heart of what you do and offering solutions that will truly ease their pains. In the eBook, learn more about the philosophy and how it can create a win-win situation for you and your buyers.

Get Your Copy Here

How a Leading SaaS Company Won Big by Focusing on Growing Existing Accounts

May 30, 2024

Jay Mitchell

In 2020, Resurgens Technology Partners, a prominent private equity firm, triggered the final piece of merging together three leading business continuity and resilience companies. With each of their company’s strengths combined, they could offer a powerful all-in-one platform for their customers that had never before been seen in this historically fractured industry. They charged ahead with high hopes.

Despite the promise of uniting under a new single brand, Castellan, and armed with a flagship solution that would change the game for their customers, their salespeople floundered to land deals. The global COVID pandemic played a role, but a disconnect in the go-to-market strategy uncovered by the CEO and CMO offered a compelling path forward.

There is nothing quite like an acquisition to open up a gaping opportunity to cross-sell and up-sell to current accounts. In fact, increasing the lifetime value of current buyers becomes even more critical when we find ourselves in a tight and uncertain market, such as where we are now. Your organization already has vested trust and value-exchange with current customers. How will you capitalize on sustainably growing that for win-win outcomes?

For Castellan, each of the original three companies had solid reputations with existing accounts. In order to sell these contented customers on the new and better solution, we refocused their team’s efforts on alignment and targeted value selling.

BRING YOUR ENTIRE ORGANIZATION IN ON THE EFFORT

A cross-functional team — your revenue operations, marketing, sales, customer experience professionals and even solution management teams — has a stake in the organization’s strategy and their ability to see it through. As such, everyone must be aligned not only around the same objectives but also singing the same value messaging song.

For Castellan, this meant an overhaul of disparate selling tools and processes to introduce and align global selling professionals around current buyer opportunities. We started with the ideal client profile. We helped guide salespeople to target and cross-sell to the newly acquired market segments that they were previously not successful or comfortable with engaging. And we equipped them with value selling tools that packaged the cross-sale offerings in effective plays. And we activated them through more than 15 revenue enablement sessions.

PRIORITIZE CUSTOMER LIFETIME SUCCESS FOR SUSTAINBLE REWARDS

Soon after Castellan salespeople entered the market with not just a new solution — but the focus, tools and skills to back it up — they began to win. They in fact became a leader in the resilience management arena. And just over a year later, the company was acquired by Riskonnect at a premium price.

Even if your organization’s goal is not acquisition, the Castellan story holds a lesson for all B2B organizations on the value of current customers. In a culture where we are always looking for more or the next big thing, it is worthwhile to rather consider how you can deepen what is and what more you can serve your current buyers with.

Read the entire Castellan client value story here, and reach out to our revenue experts to discuss your growth strategy.

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*Note, a version of this article first appeared in Top Sales Magazine.

Achieve Organizational Alignment: The Client Success Team

May 16, 2024

Jay Mitchell

Aligning your sales and marketing teams is just the beginning. Organizational alignment is a goal that is often sought after but less often achieved. However, in pursuing this goal, we often overlook a crucial member of the revenue organization: the client success team. This team, responsible for many buyer interactions, plays a pivotal role in aligning not just the organization but being a primary pillar of orchestrating the entire client lifecycle.

Recently, I have noticed many organizations shifting from “sales” to “revenue” (e.g., chief revenue officer versus chief sales officer, revenue operations versus sales operations, revenue enablement versus sales operations). And supporting the full client lifecycle is even more critical as this shift occurs. Organizational alignment, with the client success team at its core, allows your organization to work more efficiently together and serve your buyers better.

How Organizational Alignment (and RevOps) Affects the Organization

Organizational alignment is highly sought after, but why? What are the benefits of and the risks of not achieving it? What do revenue operations (RevOps) have to do with it? There are many reasons why you should strive for aligned teams and many things that are at stake if you do not. Here are a few:

Misaligned organizations suffer. When your organization is misaligned — or you have not aligned your teams with the client success team — your organization will suffer on multiple fronts. Misaligned organizations struggle to grow and increase profits. As teams do not talk or collaborate, different departments are following different guides — at the buyers’ expense. A study from Forrester showed that organizations that included RevOps grew their revenue around three times faster than organizations that did not include RevOps. Furthermore, their study also found that public organizations with RevOps had 71% higher stock performance.
Aligned organizations see improvements. To name a few, aligned organizations see improved team communication and efficiency, increased revenue performance and improved client experience. The conversations are richer as there are more touchpoints across the client lifecycle, and those touchpoints are more coordinated as well.
Value is elevated for the client. When client-facing teams are all working in unison, the client receives more value at a quicker pace. the client receives is larger and more rapidly gained. For example, marketing and sales teams share valuable insights with clients, leading to compelling value propositions that the client success team and your solution desire to offer.
The seamless flow of information with the client and across the entire organization manifests in more value for the client.

Highly aligned and successful organizations typically have two things in common: the presence of RevOps and the inclusion of client success teams. This is why it is important for you to include and align client success teams with your other teams. Achieving organizational alignment will help your organization flourish and help your buyers in an otherwise tumultuous journey.

Supporting the Full Client Lifecycle

If your goal is to Seek to Serve™, the client should be at the center of everything an organization does. Many organizations that have aligned their sales process with the buying journey have not actually done so. Instead, they have implemented a sales process that their sales teams want rather than one that is in sync with the buying journey and the buyer. If you aim to ease buyer pains, the client success team is vital to your organization’s success.

So, how can you align your sales, marketing and client success teams to serve your buyers best?

Communication amongst teams. Organizational alignment is all about communication. Ideally, all of your teams will work together and help each other. With the addition of the client success team, they must communicate with your sales and marketing team. In fact, the more the teams operate as one “voice to the customer” and “voice of the customer,” the more the business can scale.
Meeting with the client. One of the main functions of a client success team is to speak directly to clients. While many sales professionals believe a deal is done once they reach an agreement with the buyer, it is important for you to reach out to the buyer and ensure that they are receiving the value from your solution that you promised. Knowing who is involved in these meetings and cross-selling to buyers is essential. Examples of this could include quarterly business reviews (QBRs) and status calls.
Listening to your buyers. When your client success teams speak with your buyers, it is important to gain insights from their meetings. These insights should be included in your solution strategy, marketing efforts and road maps. Client-facing teams (marketing, sales, client success) who are not offering transparent feedback into the solution teams hamper the entire organization, as the pros and cons of the solution are not multiplied or addressed, respectively.

Organizational Alignment in Action

At Mereo, we are honored to assist many different organizations with their journeys to serve their buyers. If you are interested in learning more about what we do especially if you are interested in learning how we assisted a client who needed help with organizational alignment — please look at Nextworld’s client testimonial.

How Organizational Alignment Can Help