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Author: Dave Elkington

The Lies Your Sales Team is Telling You About Their Sales Cadence

Every sales representative executes a ‘cadence’ when they reach out via email, phone, or using social media to initiate a conversation with a potential prospect. The art of a cadence is determined based on a myriad of factors, fueled primarily by sales reps’ intuition regarding the company and contact being pursued. But, there are a lot of questions that aren’t always clear when initiating a conversation and creating a successful cadence. How many times should I attempt contact? How long should I wait between attempts? What methods are most likely to result in a conversation? What messaging will resonate...

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Three steps to guiding enterprise sales organizations through acquisition

Growth by acquisition is a quick path to scale but one but fraught with pitfalls, especially among businesses with robust inside sales operations whose technologies, cultures and methods don’t match up. The list of corporate marriages that make strong synergistic sense in theory but flop in practice is long, and the difference between success and failure in this area is often simple leadership. One company that’s consistently managed to navigate the shoals of acquisition peril is Infor. Since its founding in 2002, Infor has made dozens of acquisitions and is known for doing so very effectively. As a B2B...

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Why Marco Rubio’s Bromance With Welders Should Terrify You

Republican presidential candidate Marco Rubio’s political posturing on the relative value of philosophers and welders to our society is actually pretty silly. During a presidential debate, he remarked, “Welders make more money than philosophers. We need more welders and less philosophers.” Really, Rubio? For starters, his judgment is based on bad data. Politifact dug into salary statistics and determined that philosophers earn more over their careers than welders. The average mid-career pay for philosophy majors hovers around $85,000 per year, while the median wage for welders is $37,420, Politifact reported. And the gap grows on the high end with...

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What Separates Elite B2B Companies From the Great Pretenders

In business, your culture defines you. It determines whether you live or die. But here’s the crazy thing about culture: what works wonders in B2C (business-to-consumer) doesn’t necessarily translate into runaway success in B2B (business-to-business). At least not in the beginning. When you’re building a B2B company, you must create — and aggressively nurture — a strong sales culture. Sales is not just king; it’s the whole royal family. Sales trumps everything because sales can fix everything. Sales supplies you with a lifeboat brimming with cash, which can buy you the time and resources you need to solve sticky...

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Behind the Scenes of a High-Growth SaaS Company

At our last board meeting, Josh James, my friend and mentor, brought up his famous “magic number,” which he uses to determine the opportunity strength of a SaaS company. Josh suggested that according to the InsideSales.com magic number, we were in a great position to accelerate growth by investing aggressively in sales and marketing. But instead of stepping on the gas as I thought I was doing, he argued I was tapping on the brakes, effectively stunting the company’s already-explosive growth. On the surface, that seemed counterintuitive because InsideSales.com continues to achieve aggressive sales goals. But it also raised a crucial question that every SaaS CEO must face: When should you bet big on growth? This is a tricky issue with a lot of moving targets. Here are three key factors that will help you determine whether you have put your company in position to scale: 1. Is the market ready? The first thing you want to do is clearly define your market: How big is it, and how mature is it? It’s foolish to dump money into marketing if you can’t quantify the opportunity. In his groundbreaking book “Crossing the Chasm,” Geoffrey Moore describes how you can evaluate the maturity of your market based on the categories of customers who are adopting your technology. Moore explains that disruptive products pass through the following phases of customer adoption: innovators,...

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