Sasank Raavi

It’s easy to get lost in sales activity. Calls made. Emails sent. Notes logged. But none of that matters if you’re not moving the deal forward. Real sales progress? ✅ Booked meetings ✅ Clear next steps ✅ Specific pain points uncovered ✅ Stakeholders identified ✅ Commercial intent confirmed Everything else = motion, not momentum. Don’t confuse noise with traction. 👉 Every touchpoint should teach you something. Every time you speak to someone at the company … you should walk away with new insight that moves the deal forward. And if that’s not happening? It might be time to pause and ask: If I want different results, what am I actually doing differently? 1️⃣ What was the last meeting I booked and why did they say yes? 2️⃣ Did I ask a powerful question or handle a tough objection well (or poorly)? 3️⃣ What can I refine, adapt, or test today? Reflection is the edge. It’s what separates an average rep from a consistent top performer. Because outbound is not just a numbers game …it’s a thinking game too. How I keep my activity outcome-focused 1️⃣ End every call with a calendar date 2️⃣ Send a post-call recap with one clear CTA 3️⃣ Use call notes to inform my next touch 4️⃣ Log outcomes, not just touchpoints 5️⃣ Always aim to learn something new in every interaction What’s your biggest sales ick? Mine = “follow-up to follow-up to follow-up” with no new info 💀 Drop yours below 👇

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126 (na) Komento

How to sell multi-year contracts courtesy of Sunny Huang - Director of Strategy at Gong 👇 Most reps use multi-year contracts as a discount lever. This leads to them landing single year deals. Instead, you need to tie them to multi-year initiatives. This is how high performing reps repeatedly outsell their peers on multi-year contracts. Here’s six additional ways to position them m successfully: 1) Link to customer KPIs. If your tool drives revenue efficiency, show them a 3-year ROI model tied directly to their own growth targets. 2) Frame it as a long-term commitment to their growth, not a lock-in trap. 3) Anchor the first offer as multi-year. Don’t start with annual and then “upgrade - present 3-year as the default and let 1-year be the exception they must justify. 4) Make the upgrade path explicit. Outline how a 1-year → 3-year transition looks worse financially than starting 3-year now. Use hard numbers. 5) Use future-proof clauses. Add commitments like “access to all enterprise features released in term”. This reassures buyers they won’t miss out. 6) Sell stability. Emphasise multi-year contracts = predictable costs, predictable partnership, predictable success. CFOs LOVE predictability. Curious to hear how others are selling multi-year contracts? Add your recommendations to the comments below for others to learn and benefit from 🙏

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17 Komento

I've interviewed 100+ sales leaders. These 9 questions show the Average vs Elite: 𝟏: 𝐂𝐮𝐥𝐭𝐮𝐫𝐞: 𝐃𝐨𝐞𝐬 𝐲𝐨𝐮𝐫 𝐫𝐨𝐨𝐦 𝐡𝐚𝐯𝐞 “𝐫𝐮𝐧 𝐭𝐡𝐫𝐨𝐮𝐠𝐡 𝐭𝐡𝐞 𝐰𝐚𝐥𝐥” 𝐞𝐧𝐞𝐫𝐠𝐲? Most leaders suck the life out of the room one Salesforce dashboard at a time. A top sales leader can fire up the room with an “us vs the world” mentality even in the ugliest selling environments. 𝟐: 𝐇𝐢𝐫𝐢𝐧𝐠: 𝐂𝐚𝐧 𝐲𝐨𝐮 𝐩𝐮𝐥𝐥 𝐚 #𝟏 𝐫𝐞𝐩? Everyone can hire a junior or average rep. Can you get the #1 rep to leave their seat and work for you? 𝟑: 𝐓𝐫𝐚𝐢𝐧𝐢𝐧𝐠: 𝐂𝐚𝐧 𝐲𝐨𝐮 𝐛𝐫𝐞𝐚𝐤 𝐚𝐧𝐝 𝐫𝐞𝐛𝐮𝐢𝐥𝐝 𝐩𝐫𝐨𝐜𝐞𝐬𝐬? Most leaders can coach a deal, but never notice the patterns. Top sales leaders build an internal sales methodology with those patterns. 𝟒: 𝐂𝐨𝐚𝐜𝐡: 𝐂𝐚𝐧 𝐲𝐨𝐮 𝐦𝐚𝐤𝐞 𝐌𝐢𝐜𝐡𝐚𝐞𝐥 𝐉𝐨𝐫𝐝𝐚𝐧 𝐛𝐞𝐭𝐭𝐞𝐫? I rarely see a top rep learning from their sales manager. Can you level up a rep who might even be better than you? 𝟓: 𝐃𝐞𝐚𝐥𝐬: 𝐃𝐨 𝐲𝐨𝐮 𝐡𝐚𝐯𝐞 𝐬𝐭𝐫𝐞𝐞𝐭 𝐜𝐫𝐞𝐝 𝐭𝐨 𝐬𝐚𝐯𝐞 𝐚 𝐝𝐞𝐚𝐥? I heard a rep say “I can’t trust my VP with a deal” the other day. If you’re a top leader, your reps are dying to pull you into their biggest deals because you’re the ace in the hole. 𝟔: 𝐅𝐨𝐫𝐞𝐜𝐚𝐬𝐭𝐢𝐧𝐠: 𝐇𝐨𝐰 𝐦𝐚𝐧𝐲 𝐥𝐚𝐲𝐞𝐫𝐬 𝐨𝐟 𝐁𝐒 𝐚𝐫𝐞 𝐲𝐨𝐮 𝐩𝐢𝐥𝐢𝐧𝐠 𝐮𝐩? Most leaders abide by the 17 layers of bullshit forecasting methodology where they hedge their rep’s forecast by 30% because they know it’s wrong. Top leaders fix the real problem: If you rep’s forecast every deal correctly, why do you need to hedge? 𝟕: 𝐌𝐞𝐭𝐫𝐢𝐜𝐬: 𝐀𝐫𝐞 𝐲𝐨𝐮 𝐬𝐮𝐫𝐞 𝐲𝐨𝐮’𝐫𝐞 𝐬𝐨𝐥𝐯𝐢𝐧𝐠 𝐭𝐡𝐞 𝐫𝐢𝐠𝐡𝐭 𝐩𝐫𝐨𝐛𝐥𝐞𝐦? Most sales leaders say “make more phone calls” when pipeline is down. But why would you make more phone calls if your team is batting 0 for 10? 𝟖: 𝐏𝐞𝐫𝐟𝐨𝐫𝐦𝐚𝐧𝐜𝐞 𝐌𝐠𝐦𝐭: 𝐃𝐨 𝐲𝐨𝐮𝐫 𝐥𝐨𝐰 𝐩𝐞𝐫𝐟𝐨𝐫𝐦𝐞𝐫𝐬 𝐤𝐧𝐨𝐰 𝐰𝐡𝐞𝐫𝐞 𝐭𝐡𝐞𝐲 𝐬𝐭𝐚𝐧𝐝? Mediocre sales managers give 2 compliments for every critique even when the rep sucks. Top sales leaders tell the rep how it is from a position of care so they can fix it. 𝟗: 𝐎𝐯𝐞𝐫𝐚𝐥𝐥: 𝐖𝐢𝐥𝐥 𝐲𝐨𝐮𝐫 𝐭𝐨𝐩 𝐩𝐞𝐫𝐟𝐨𝐫𝐦𝐞𝐫𝐬 𝐰𝐨𝐫𝐤 𝐟𝐨𝐫 𝐲𝐨𝐮 𝐚𝐠𝐚𝐢𝐧? Who cares if an average rep wants to work for you again. If your A Players won’t work for you again, that means they’ve seen enough. *** Two years ago, I asked Mark Kosoglow to be the co-host of the 30 Minutes to President's Club leadership show. In those 2 years, I’ve learned more from him than I have from any sales leader I could’ve imagined. (and he honestly would've saved me so many sleepless nights as a VP of Sales if I knew all this stuff before. Today I’m grateful to share those learnings with the world. Mark’s Sales Management Operating System Course is live today. Get your launch week discount before Friday: https://lnkd.in/gFuweESQ #sales

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7 Komento

Here’s the fastest way to improve revenue: 𝗧𝗵𝗲 𝗚𝗧𝗠 𝗢𝗽𝘀 𝗗𝗲𝗰𝗶𝘀𝗶𝗼𝗻 𝗧𝗿𝗲𝗲 I speak with 5-10 CROs every week. They often share dozens of disparate issues:  - Forecasting is a mess  - Sales handoff is broken  - Inbound leads are neglected  - They can’t measure customer health  - Outbound isn’t booking enough meetings  - Expansion deals keep slipping into next qtr  - Etc. Does this make your head spin? It made my head spin for a LOOOOONG time. Until I figured out how to isolate issues. McKinsey has a method for this: MECE  - Mutually Exclusive, Collectively Exhaustive In layman's terms:  - Have separate buckets  - Make sure you have all the buckets So, we sat down to do this for GTM. First set of buckets:  - New Biz vs. NRR Second set:  - NB: Pipe Gen vs. Closing/Forecasting  - NRR: Renewals vs. Expansion Then we keep separating into different buckets. I start by asking one very simple question: “If you could improve one thing what would it be?” That’s it  No complex math No crazy 12 month plan Just one single thing to focus on Then we put it in the GTM Ops Roadmap And then we focus ALL our energy on it! If a CRO and VP of GTM Ops did NOTHING except work on improving new business closing, what are the chances they would succeed and improve Close Rates, ASP, and Sales Cycles? What do you think? 🤔 If you want the high-res image…. 𝗢𝗽𝘁𝗶𝗼𝗻 #𝟭: 𝗖𝗼𝗺𝗺𝗲𝗻𝘁 𝗯𝗲𝗹𝗼𝘄 1. Like and comment “Hi res” below 2. Send me a LI connection request 3. We’ll send it over to you asap! 𝗢𝗽𝘁𝗶𝗼𝗻 #𝟮: 𝗦𝘂𝗯𝘀𝗰𝗿𝗶𝗯𝗲 1. Subscribe to our newsletter 2. You’ll get it in your inbox tomorrow (Sat) (𝗢𝗿 𝗱𝗼 𝗯𝗼𝘁𝗵!) We’ll go deeper in tomorrow’s 📰 𝙍𝙚𝙫𝙊𝙥𝙨 𝙒𝙚𝙚𝙠𝙡𝙮 📰 We'll explain in detail how to use this framework. Subscribe to get it here: https://bit.ly/49RCm0h ✌️

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115 Komento

Founders: How NOT to role model for your SDRs 1. Don't research your customer's business model 2. Sarcastically respond to objections 3. When corrected, don't apologize / say thanks, just move on 😂

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1 Komento

Most sales playbooks are missing the most important part. And it's costing you deals. Here's what kills me: I review playbooks all the time. They're full of features, benefits, and process steps. But they skip the ONE thing that actually matters: **What problems do you solve?** Not benefits. PROBLEMS. I just wrapped a training on this, and y'all, the lightbulbs were going off. **THE BRUTAL TRUTH** Ask your rep: "What problems does your product solve?" They'll say: "We save time, increase revenue, improve security." Wrong. Those are benefits. If you save time, the PROBLEM you solve is wasting time. If you increase revenue, the PROBLEM is missing revenue targets. If you improve security, the PROBLEM is data breach risk. See the shift? **WHY THIS MATTERS** People can't picture the future. They can't see that 3X pipeline you're promising. But they can feel the pain of not having enough pipeline RIGHT NOW. Talk about problems they're experiencing today, not benefits they might get tomorrow. **THE PERSONA PROBLEM** Here's where it gets worse: The problems you solve for the VP are different than for the CFO. The pain points for ops are different than for sales. Yet most playbooks treat every buyer the same. My man Keenan . nailed this with his Problem Implication Chart in Gap Selling (still one of my favorites) Map it out: - Problem: No access to customer data in the field - Impact: Inaccurate quotes, wasted time, bad customer experience Problem → Impact → Solution. In that order. **"YOU GET DELEGATED TO WHO YOU SOUND LIKE"** This hit different when I heard it. Talk to the CRO about deliverability issues? You're getting sent to ops. Talk about increasing CAC because response rates are tanking? Now you've got their attention. Same problem. Different language. Different result. BONUS TIP - You have to describe the problem the same way THEY would. Classic Example I hear - 'Working in Silos' - when is the last time you heard a prospect say that vs 'no idea what the other side is doing' You have to describe the problem the same way they would, in THEIR language. **THE FIX** 1. List every benefit of your product 2. Flip it - what's the opposite? That's the problem 3. Map problems by persona 4. Create questions that uncover those specific problems 5. Practice talking problems, not features Your playbook should be a problem-mapping machine. Not a feature factory. Most playbooks start with product. No wonder they don't work. Do you REALLY know what problems you Save this one. Share this one. Put this stuff to work ya'll.

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61 Komento