Sameer Jain

Most sales reps are very comfortable BANTing and MEDDPICCing prospects. However they keep forgetting that these are strong qualification frameworks. Most sales reps confuse qualification and discovery. This is because we have more frameworks on qualification than discovery. Discovery has three important components : genuine curiosity, great second level questions and active listening. Qualification can be part of your discovery call but can’t be the star of the call. Once you know enough about the pain and needs of a prospect, you can qualify basis what you have discovered versus asking upfront : tell me your budget, who will sign off and when will you sign off.

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Sales is the spearhead of any business. Yet a lot of people have misconceptions about what sales actually is... It's definitely more than just persuading customers. What sales really is: Emotional Intelligence ↳ Top salespeople can read and understand their clients' emotions, building rapport and adjusting their approach accordingly. Active Listening ↳ Successful sales reps don't just talk, they truly listen to understand their clients' needs and concerns, ensuring this way to offer solutions that genuinely address those needs. Curiosity ↳ Great salespeople are naturally curious, asking insightful questions to uncover underlying needs and motivations. Charisma ↳ While not essential, charisma can help salespeople to stand out, build relationships, engage the customer and make a positive impression. Analytical Skills ↳ In order to make informed decisions, salespeople need to analyze data, identify trends and understand market dynamics. Psychology ↳ An understanding of human psychology helps salespeople to communicate effectively, influence decision-making and navigate objections. Ability to Guide ↳ Effective salespeople guide clients through the buying process, offering expert advice and addressing concerns as a trusted advisor. Closing Skills ↳ Ultimately, salespeople need to be able to overcome objections, securing commitment and finalizing the sale by closing the deal. It's the right blend of these skills what makes a great salesperson. ♻ Like and repost if you agree. 🔔 Follow me Claudio Meidler for more like this.

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GTM vs Demand Generation — Two Forces. One Growth Path. 🔹 Go-To-Market (GTM) Defines ICP, positioning & motion Aligns product, marketing & sales Sets the strategic compass for growth 🔹 Demand Generation Creates awareness & inbound pipeline Engages buyers with content & campaigns Fuels GTM strategy with real-time market signals GTM is the blueprint. Demand Gen is the engine. Together, they don’t just drive leads — they build markets. Which one do you see most companies underestimating?

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Product knowledge isn't optional in sales. It's your foundation for everything else. Here's why sales professionals who master their products consistently outperform those who don't: Authority Building ↳ When you know every feature, benefit, and use case, prospects feel confident in your expertise. No stammering, no "let me check on that." Objection Handling ↳   Deep product knowledge means you've already thought through common concerns. You're ready with solutions before problems arise. Trust Acceleration ↳ Clients buy from people who clearly understand what they're selling. Competence breeds confidence in your recommendations. Competitive Edge ↳ While others give surface-level pitches, you provide detailed insights that position you as the obvious choice. Problem Solving ↳ True product mastery lets you match specific features to unique client needs, creating customized solutions on the spot. The difference between good and great salespeople? Good salespeople sell products. Great salespeople solve problems with products they completely understand. Stop hoping enthusiasm will carry you through. Start studying your product like your commission depends on it. Because it does. How well do you really know your product? Scale of 1-10 in the comments. ✍️ Your insights can make a difference! ♻️ Share this post if it speaks to you, and follow me for more sales wisdom.

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Enablement could be the MOST strategic function in a sales org…if it lived up to it’s name. The definition of enablement is to “provide the MEANS for someone to do something.” In the context of sales enablement, it’d then be to “provide the means for sellers to do their jobs.” By “do their jobs” I mean perform to standard: E.g. accomplish outcomes and produce outputs. But there are many MEANS performance depends on (many more than just knowledge or skills): - clear, measurable expectations - feedback loops that inform performance - well designed and managed process - appropriate tools and data - useful resources and information - motivating incentives and consequences - knowledge and skills So imagine if enablement lived up to its name. It’d be laser focused on performance (status/trends of outcomes and outputs). When a performance discrepancy appears, they’d know, and find out why. They’d move from delivering one and done content to reps to consulting with cross functional teams and engineering environments that scale performance. It’s possible… But only if enablement lives up to its name.

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In enterprise sales, multi-stakeholder deals can feel like herding cats. 6 people. 6 different priorities. 6 different calendars. The traditional playbook says: Book 12 meetings. Convince each one individually. Try to maintain momentum. The problem is, By the time you’ve spoken to everyone, the energy is gone. Urgency disappears. The deal stalls. This is how I do it differently: I build one page (a digital deal room) that works for me 24/7. On that page, every stakeholder gets exactly what they need to move forward: • Their ROI spelled out in plain numbers • The risks they care about addressed head-on • Their next steps clearly assigned • The context to see how it all ties to the company’s big objectives When they can see their wins and their risks in one place, they don’t need another meeting to “align internally.” They already have everything they need. The result: deals keep progressing while I’m working on the next one.

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