The Sales Hacker Podcast
The Sales Hacker Podcast

Episode · 2 years ago

Friday Fundamentals: EP 34: How to Scale While Course Correcting

ABOUT THIS EPISODE

Get passed the finish line while course correcting at the same time. You may have to make some hard decisions along the way, but it'll be worth the ROI.

Hey everybody, it's Sam Jacobs. Welcome back to the salesacker podcast. You're listening to Friday fundamentals. Happy Friday. I hope it's sunny. If it's anywhere on the east coast, it's probably not sunny. It's probably raining. It's been raining almost every day in New York through June and it's been horrible. But anyway, that's not why we're here today. We're here today because we've got this week's guest, David's, where and head of field operations for trip actions, and he's going to talk about how to scale while making constant corrections and how to drive a team, a revenue team, for when you've got massive stretch targets, but still pushing it to that red line and not being afraid to fail. Now, before we get into Friday fundamentals, we want to thank our sponsor. That sponsor is outreach. Outreach triples the productivity of sales teams and empowers them to drive predictable and measurable revenue growth by prioritizing the right activities and scaling customer engagement with intelligent automation. Outreach makes customer facing teams more effective and improves visibility into what really drives results. I'm sure some...

...of you can say that with me after having listened to this for a few months now. David, welcome back to the show, welcome to Friday fundamentals. We put the question to you. What are your tactics? What are your strategies, what are your what are your ideas for how to scale a revenue organization with massive stretch targets while still having the comfort to make course corrections? Yeah, I think Sam for having me. Yeah, that's it's a great question. I mean, for us we've got three models that we're always taken into consideration. We've got our finance targets, we have our sales targets and then we also have our marketing targets. So those three models that we put together are incredibly important for us to obviously make sure that we're in lockstep, that were either at that red line or if we're actually behind, you know, what is it that we need to do to obviously kind of make those hard decisions and course correct when needed? And so often times, you know, I think in organizations like ours, where we're, you know,...

...still in this you know, startup mentality, we are really looking at our demand model very carefully, and so that is, you know, not only kind of like the number of opportunities that were building. So if we're actually not building enough of the pipeline based on kind of like our head counts. So we have really clear ratios of number of opportunities bias, D are You know, in terms of their quota. We also have the same thing with our reps terms of, you know, what's important for us. So on a weekly basis and our go to market, we are looking, you know, really really closely at some kind of key metrics in terms of rep productivity. So number of OPS, are win rates, are average selling price or ASPS? We're also look looking at, you know, kind of another part of our model, and that's our kind of our adoption rate. So when we sell a deal, you know, when is the time to launch and if we're starting to see any sort of changes, and usually some of those...

...indicators are we'll look at it on a monthly basis, but we also sometimes can look at it on a weekly basis, and the key thing for us is that we're are we are also starting to look at it by segments, and so our segments are kind of our core selling teams and we haven't actually really started going global yet, and so we are just starting that kind of that phase right now where, you know, we're starting to kind of push those limits in terms of like, you know, how to do the same repeatable motion as you expand into Europe and as you expand into kind of Apack. You know, what are those kind of best practices and what are the metrics that we would want our targets, that we would want to put in place that would show us that it's got kind of a healthy mark and that we can be successful and we can actually start expanding and really hitting the gas there. So hopefully that helps. I know that there's a lot more metrics that we look at, but you know, those are some of the key things that we start really looking at, those those early signals on, you know, when something may need to be kind of adjusted in terms of our...

...goals in our targets. I have I'm surprising you with one follow up question, you know, and I apologize. Ok, go for it and I have got prepared to you for this. We're halfway through the month. We're looking at our metrics. We're going to miss and if nothing changes, we're going to miss the month by I don't know, twenty percent and we got to hit this month. So what do you do to if you're midstream and you need to course correct upwards and you feel like you don't have the pipeline you need to get there? What do you do? Great question, because I feel like we actually do have the pipeline to get there. We actually look at every week we're actually looking at our deals there for their out and we look at deals that we think that we might want to pull in and we've certainly spend a lot of time being proactive around that with our reps and also with our our leaders that are out there. But we also don't panic. Well, we're also looking at sometimes, if there is a miss, we actually do put into place a program like a campaign, where we actually...

...from our strs, we may go back out and talk to folks that we had spoken to in the past and we try to restart those conversations and we can actually do that pretty quickly. Our business or really fortunate that we can actually get on a call with a prospect and when we call it one call close, so somebody can get on our platform right away and actually start spending. So there's really low friction for somebody to come on to our platform and and be a customer. So it's a simple platform in the sense that you know, from a setup perspective. So, SAM, after this call all you and I are going to kind of get back on the phone. We're going to talk about getting you and your team on trip actions. Right, awesome much. Well, I'm happy to do it. I'm happy to as long as yeah, I mean my Delta Miles. I can't. We Love Dlsa, we love your status and you'll be able to have a are you are you at? Do you have a car? A car company you've got status with? Oh No, well, hurts. How about a hotel? Like hurts gold. You know what? Not Really. I guess I've been...

...accumulating Marryatto on board. We could bring over your bondvoy and your SPG. You could bring it like all that kind of good stuff. Right. Yeah, I love it. Yeah, I'm most mostly focus on my airline status because I just I want to get on the plane first so I can put an oversize words guys in the overhead. But that, yeah, that is neither hit there nor yawn as my as my English teacher would say. David if folks want to reach out to remind us, you have a best emailed is gess. What is it? These a trip actionscom awesome and folks want to reach out to me, it's Linkedincom for the word in and then forks. Last time, ff Jacobs. Once again, thanks to our sponsor outreach, they put food on the table. Check out the book that Max mark and Manny wrote called sales engagement, and we'll talk to you soon. Thanks so much for listening.

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