SalesVista’s Post

OTE... so much emphasis is placed on what a sales professional can make at Quota attainment. Yet, on average sales pros make about 60% of quota, not 100%. Have you considered this in your sales strategy? Do your sales comp plans account for this in your budget - both revenue and commission? Contact me directly to discuss the impact of OTE on your business. SalesVista

It's not too late to get your 2025 Sales Plans in place. But, it could be getting late to give your sales teams and their leadership visibility into their earning potential. Check out the SalesVista platform to see how your organization can provide insights to those on variable pay and keep them on target and motivated.

💡 Empowering Sales Teams to Exceed Expectations 💡 At Marketability, we know that sales teams are the backbone of driving results in retirement living. But how do you empower them to exceed expectations in an increasingly competitive landscape? Whether you’re looking to maximise lead conversion or create a seamless customer journey, we can help your sales team thrive. 📖 Read the blog by our Sales Director Alison Abel and discover how to set your sales team up for success: https://lnkd.in/dg57skZY Let’s build teams that don’t just meet expectations—they exceed them. 🚀 Want to learn more? Email alison@marketability.com.au #SalesExcellence #RetirementLiving #MarketingAndSales #Teamwork #Marketability

🎯 Aligning your Sales Compensation plan with your startup's strategic objectives is essential for sustainable growth. It’s not just about revenue—focus on goals like market segment expansion, ICP customer acquisition, and customer retention. Key Tips: 💪 Align with Strategic Objectives: Ensure that your plan incentivizes behaviors and outcomes that support the economics you need to build a strong business. 📈 Set Realistic Quotas: Establish achievable sales quotas that reward both new customer acquisition and existing customer expansion. 💸 Adapt to Market Changes: Implement flexible quotas and adaptive compensation to stay aligned with evolving market conditions. 🚦 Leverage Disincentives: Use strategic disincentives to steer your sales team towards high-quality leads and better customer retention. It’s about transforming your sales team into a unified force—all working toward the same objectives. 👉 Check out our latest blog for detailed insights—then download your FREE Sales Compensation Framework tool: https://lnkd.in/eFZvJiNy #StartupGrowth #SalesStrategy #CompensationPlanning #ScaleYourStartup #FounderLedSales #PlaybookLedSales 

Reflecting on the Theory of Constraints (TOC) within heart surgery practice reveals parallels between revenue generation in a business context and patient outcomes in healthcare. Just as companies may mistakenly view growth as a purely sales and marketing function, healthcare providers can sometimes focus exclusively on technical skills or procedure volume without examining the entire patient experience or system of care. In heart surgery, one can easily focus on refining surgical technique, acquiring advanced equipment, or marketing expertise, expecting that this alone will boost patient outcomes and program growth. However, if we apply TOC, we see that the true constraint may lie elsewhere: in patient prep, post-operative care, or even administrative workflows that influence continuity and patient satisfaction. Take, for example, the journey of a patient from initial consultation to post-op recovery. Optimizing patient care could involve recognizing and addressing “constraints” outside the operating room. The whole experience—right from booking a surgery, timely diagnostics, streamlined recovery plans, and post-discharge follow-up—determines the overall outcome, much like how the entire customer journey affects revenue growth in a business. Neglecting to optimize these elements, much like ignoring downstream operational issues in a business, can lead to a “leaky bucket” in patient satisfaction and program reputation. In heart surgery, seeing constraints as opportunities across the care continuum can enhance both patient outcomes and the sustainability of the surgical program. Adopting TOC can shift our focus from merely “doing more surgeries” to holistically improving the journey each patient takes with us, making growth organic and impactful rather than reactive.

100 Days 100 Sales Tips: Day 40 - Focus on the Value, Not the Price When prospects focus on cost, shift the conversation to the value your product or service delivers. Focus on: 1. Highlighting ROI – Explain how your solution saves money, increases efficiency, or drives revenue. 2. Using Real-Life Examples – Share success stories or metrics showing the value others have gained. 3. Reframing the Cost – Position it as an investment rather than an expense. Today’s action: Prepare a value-focused explanation for your product to use during price-related objections. #100Days100SalesTips #ValueOverPrice #SalesSuccess #CustomerEngagement #SalesStrategy #ROI #CloseTheDeal #Day40

Sales Challenges Keeping You Up at Night?" "Sales productivity and predictability are critical for early-stage growth, yet many founders find themselves grappling with common yet overwhelming challenges. Symptoms like low/flat per-person productivity, unpredictable sales outcomes, or even the absence of domain expertise can feel like constant obstacles in scaling effectively. Another frequent issue is the limited bandwidth founders have to manage sales, often leaving this essential function under-resourced and under-optimized. These challenges, when left unaddressed, affect not just immediate growth, can impact long-term business sustainability. Our experience suggests that, collaborating with domain experts like us at such times, is an effective solution, because not only do we assess the ‘sales situation’ with an unbiased, objective and 360 degree lens but also help founders to crystallize their ‘sales challenges’ and recommend solutions to overcome them. This gives the founders freedom to focus on their core priorities, without sacrificing on ‘sales effectiveness’ at an organisation level. If you are intrigued to know more on how exactly we do this, we’d be happy to connect. #SalesStrategy #EarlyStageBusiness #ProductivityBoost #firstmile

Many sales professionals and business owners will jump at any viable solution that will help them triple whatever they are recording right now in month-on-month sales but I'm very certain that increasing the number of working hours from what it is now times three will never be an option. What I have discovered is this: Boosting sales and revenue doesn't have to mean increasing working hours or manpower. The key lies in optimizing and improving three crucial areas: 1. Sales Skills: Enhancing your sales techniques, understanding customer needs, and developing effective communication strategies. 2. Marketing Skills: Leveraging digital marketing, social media, and creative campaigns to reach a wider audience and build brand awareness. 3. Process Optimization: Streamlining and automating business processes, implementing efficient systems, and adopting scalable technologies to maximize productivity. By focusing on these three areas, you can: - Increase sales and revenue without overworking yourself or your team - Achieve sustainable growth and scalability - Enjoy a better work-life balance and reduced stress - Stay ahead of the competition with innovative marketing and sales strategies Remember, it's not about working longer hours, but working smarter and more efficiently! Follow and connect with me if we have not, I'm Omotola Dorcas - I delight in simplifying growth processes and helping organizations to develop high-impact custom solutions to help them achieve their business goal. #theomotoladorcas #salesboost #revenuecreation #africanbusinesses #startupfounders

When Growth Doesn’t Add Up: The Curious Case of Sales Team Inflation. Recently, I’ve been noticing an interesting—and potentially troubling—trend in some organizations. They announce record-breaking sales performance quarter after quarter, yet their Sales Development Representative (SDR) and Account Executive (AE) headcount grows significantly month after month. At first glance, it seems like a company scaling its success. But when you dig into the numbers, the story doesn’t always hold up: 📊 Revenue Per AE (RPEA): If the revenue per AE isn’t increasing proportionally with the headcount, it could signal inefficiencies or inflated metrics. For example, if a company hires 30% more salespeople but revenue only grows 10%, that’s a red flag. 📉 SDR Churn Rates: Some reports suggest SDR churn rates in tech sales are as high as 35% annually, significantly impacting productivity. Are companies over-hiring and losing talent just as quickly? 📈 Ramp-Up vs. Turnover: The average ramp-up time for an AE is around 6-9 months. If a company’s team keeps growing but the revenue spikes every quarter, it’s worth questioning how sustainable that growth really is. 📋 Pipeline Quality vs. Quantity: Doubling the size of the SDR team doesn’t always mean doubling pipeline quality. Are these teams being set up to succeed with proper training and clear ICPs, or are companies prioritizing volume over value? 💡 What it Signals to Investors: A bloated sales team with misaligned growth metrics may look appealing for short-term optics, but long-term inefficiencies will eventually come to light. The question we should ask is: Are these companies really scaling, or just inflating their growth story? It’s time we shift focus from vanity metrics to sustainable practices. True growth is about driving revenue efficiently, retaining top talent, and maintaining quality pipelines. What are your thoughts? Have you observed this pattern? What’s the best way to ensure growth metrics reflect reality and not just optics? #SalesLeadership #SalesGrowth #SalesStrategy #RevenueGrowth #SDR #AccountExecutives #SalesMetrics #SaaS #PipelineManagement #SustainableGrowth #SalesOptimization #BusinessInsights #SalesPerformance #GrowthStrategy #SalesChurn

I'm struggling to understanding why I see such a big focus on what needs to change in CS or whether that part of an org is even justified anymore, but I'm not hearing nearly as much conversation about what needs to change in Marketing & Sales. Is it just me? We need those teams to get customers in the door, yes. But right now, our prospects and customers are just as challenged with budgets as we are. The environment has changed and a few things are true that weren't 5 years ago: ➡ Customers are having to be much more careful about what they buy and therefore, are going to focus on the products and services that directly support their business priorities. ➡ A solution selling or feature selling approach is going to be tough when what prospects are looking for is to hear how your product is going to support their business priorities. ➡ We are not going to see the kind of pipeline volume or growth rates that we saw in the mid to late 2010s. Despite these fundamental shifts, instead of stepping back to change the lens they are using to evaluate problems and find solutions, I'm seeing too many leaders trying to use old frames to solve new challenges. If you have customers who are getting impact that support their business priorities, why would you cut the teams that help ensure they see this recurring impact? You're potentially putting 2 of your 3 revenue streams (retention & expansion) at risk alongside any challenges your acquisition revenue stream might have. (Use data to see what it does to your GTM revenue system before keeping - or cutting - those teams!) Meanwhile, we need Marketers and Sellers to look to lessons from the world of customer impact. What ARE the impacts that make customers stick around? How do we learn what a prospects priorities are and how we support them? What do the CS teams see and how can that be leveraged on the acquisition side? We need to watch acquisition costs, and pushing volume selling approaches based on features isn't going to work well while budgets are under such tight constraints (unless maybe your product has a really simple solution that doesn't need anyone to explain how it supports someone's business). There is no one size fits all answer to the challenges in the market right now, but I DO know that using data and letting go of outdated expectations around what the acquisition side of the business should look and perform like will be key to moving forward. Would love to hear other's thoughts on this! #revenuearchitecture #cs #sales #saas