Yotam H.

❄️ January Sales Checklist for Success: ✔️ Review and refine your 2025 sales goals. ✔️ Identify key industries for growth. ✔️ Partner with Lease A Sales Rep to fill your pipeline with quality leads. ✨ Let us help you achieve your goals at LeaseASalesRep.com. #SalesChecklist #LeaseASalesRep #SalesSuccess #B2BSalesExperts #GuaranteedResults #SalesPipeline

I did an informal poll on CSM vs Sales commission splits. I was pleasantly shocked to see that over 95% of companies do not have Sales take a commission on renewals unless it’s a particularly challenging one; the AE is there to help with it as a “bounty renewal”. in this case, the AE gets a % but is not taken from the CSM. Other interesting data points: "Commission on upsells and renewal made up 30% of the total compensation package. However, the exact commission % was determined by dividing the 30% by $$$ into the total ARR managed by the CSM." What metrics should this be based on? Most followed this model to Typically, companies that are earlier in their CS maturity will base this off a few leading indicators (adoption milestones, EBRs, etc.), and then move to comping on lagging indicators (retention, expansion, NRR, etc.) once their leading indicator activities have been proven. The following are examples of metrics you can use, not an exhaustive list: Leading: QBRs and/or EBRs (attained vs scheduled) Product adoption milestones (product dependent) Lagging: Net Revenue Retention (NRR) - this is likely the most common Retention Expansion Advocacy (hard to make this scale across large teams and mixed portfolios - this is better as a SPIFF or annual metric to Bonus on) From there, you can determine the weight of each metric on the bonus. I'll give an example using a bonus that is achieved by a renewal retention goal and an NRR goal. Criteria for 100% Bonus Attainment: 90% Renewal Retention (50% weight) 125% Net Revenue Retention (50% weight) "This keeps it pretty simple with two priorities. Retain and Expand Revenue. The Retention goal being assessed separately ensures CSMs don't have significant churn masked by massive upsells. In this example, if a CSM had 85% Retention and 115% NRR, they'd end up at 93.22% to goal for their overall commission/variable comp."

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🚀Transforming Enterprise Sales with Vieu🚀 As an AE, you're no stranger to the chaos of manually drawing org charts, and trying to identify the elusive buying committee. Hours wasted, frustration mounting, and still no clear path to the decision-makers. But the game has changed. Enter Vieu – your ultimate Enterprise Sales ally. Vieu provides precise stakeholder maps, cutting through the noise and guiding you straight to the key members of the buying committee. No more wasted time, no more guesswork. The result? More closed deals, less frustration. Because in Enterprise Sales, it’s all about precision and efficiency. Ready to revolutionize your sales approach? Embrace Vieu and turn chaos into clarity. #enterprisesales #salesintelligence #vieu #AE #accountexecutive #didyouknow

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I did an informal poll on CSM vs Sales commission splits. I was pleasantly shocked to see that over 95% of companies do not have Sales take a commission on renewals unless it’s a particularly challenging one; the AE is there to help with it as a “bounty renewal”. in this case, the AE gets a % but is not taken from the CSM. Other interesting data points: "Commission on upsells and renewal made up 30% of the total compensation package. However, the exact commission % was determined by dividing the 30% by $$$ into the total ARR managed by the CSM." What metrics should this be based on? Most followed this model to Typically, companies that are earlier in their CS maturity will base this off a few leading indicators (adoption milestones, EBRs, etc.), and then move to comping on lagging indicators (retention, expansion, NRR, etc.) once their leading indicator activities have been proven. The following are examples of metrics you can use, not an exhaustive list: Leading: QBRs and/or EBRs (attained vs scheduled) Product adoption milestones (product dependent) Lagging: Net Revenue Retention (NRR) - this is likely the most common Retention Expansion Advocacy (hard to make this scale across large teams and mixed portfolios - this is better as a SPIFF or annual metric to Bonus on) From there, you can determine the weight of each metric on the bonus. I'll give an example using a bonus that is achieved by a renewal retention goal and an NRR goal. Criteria for 100% Bonus Attainment: 90% Renewal Retention (50% weight) 125% Net Revenue Retention (50% weight) "This keeps it pretty simple with two priorities. Retain and Expand Revenue. The Retention goal being assessed separately ensures CSMs don't have significant churn masked by massive upsells. In this example, if a CSM had 85% Retention and 115% NRR, they'd end up at 93.22% to goal for their overall commission/variable comp."

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Multi-threading is no longer optional. It's essential. Yet, most AE's rely too heavily on a single champion. The Risk? - They go dark, and your deal goes with them. - Your internal champion leaves the company. - Your one person struggles to gain consensus. What happens next? Your deal stalls, leaving you chasing for updates. What you should 𝗡𝗢𝗧 do: Don’t wait until you lose momentum. → Start connecting with multiple stakeholders. If you’re relying on one point of contact, you’re making your deal fragile. What you 𝗦𝗛𝗢𝗨𝗟𝗗 do: From the beginning, make an effort to multi-thread. → Engage with people across typical departments. Build a network of advocates. 𝗠𝘂𝗹𝘁𝗶-𝘁𝗵𝗿𝗲𝗮𝗱𝗶𝗻𝗴: ↳Strengthens your deal ↳Mitigates risk ↳Gives you a full view of the customer’s needs. Don’t leave your deal in the hands of just one person. Make sure you’re connected to the entire buying group. - -------------------------------------- 🔔 Follow me James Bissell for more on sales ♻ Repost & share to help reps that don't get training

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The hidden costs of traditional SDR hiring 👀 Bringing SDRs on board using traditional methods can feel like a costly gamble. Understanding the financial and operational risks is crucial in an industry where every dollar counts. 1️⃣ Direct costs: The journey starts with recruitment expenses. Job ads, agency fees, background checks—these quickly pile up. SHRM reports the average cost-per-hire in tech is around $4,000. For startups on tight budgets, this is no small change. Once hired, onboarding and training further strain resources, with Glassdoor highlighting an average spend of $1,200 per employee on training alone. 2️⃣ Indirect costs: The real expense often lies in missed opportunities. A new SDR isn't immediately productive, leading to potential sales targets slipping away. The absence of active sales efforts during onboarding can delay customer engagement and market penetration. Aberdeen Group found that effective onboarding programs can boost revenue and profit margins significantly, but ineffective ones do the opposite. 3️⃣ High turnover risks: The tech industry faces a high turnover rate, with SDR roles particularly at risk. Bridge Group notes an SDR's average tenure is just 1.5 years. This turnover means repeating the costly hiring cycle sooner than planned, destabilizing the sales team and disrupting growth. The pressure on startups is immense. The financial burden and the risk of poor hires can destabilize growth trajectories. It’s time to rethink the approach and explore more efficient solutions that mitigate these risks. #saassales #startupsales #outsourcedsdr

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Here is another easy fix to get better alignment with pre-Sales and CS Contrary to what many sales teams think, there will be no more valuable conversation in presales for the prospect than when you bring in your post-sale team. A non-commissioned resource that works with other customers in mapping the needs of the prospect to the value that the product delivers. The best way to bring them in? When you are at 75% of the deal, schedule a follow-up call and let the prospect know that part of the agenda will be having the post-sale team present the onboarding process. This makes the deal feel more "real" for the prospect. - Have 3 slides that show some faces, a sample timeline, and some logos. - Ask amazing questions -Schedule a follow up to go over any common things that can make the implementation go sour (who loads data, integrations, authentication) - Ask for some sample data That's it! The prospect will love this interaction. They will see that the onboarding team has real people. That has a process. That has been there before. If you inspire confidence in them, they will return it with their trust.

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AI SDRs like Piper aren’t a one size fits all solution–every team has unique motions that require different strategies for support. Demandbase is a great example of where Piper makes sense to help augment your human SDR team and provide support they desperately need in order to focus on discovery calls without missing pipeline on the website. They’d already seen success with Qualified, so they decided to double-down and implement Piper the AI SDR across their site, offloading a significant amount of front line work from their human rep’s plates. Piper was able to: ✅ Proactively engage target accounts on the website ✅ Eliminate wait times for buyers to get answers to FAQs ✅ Hand off VIP accounts to human reps for more nuanced conversations The results? In the first 2 months of implementing Piper:  ✨ 2x increase in pipeline ✨ 3X conversion to meetings compared to human SDRs ✨ 37% increase in meetings with Tier 1 target accounts  ✨ 100 hours saved per month of SDR time ✨ $80,000 cost savings in headcount These stories are why we’re so excited about Piper the AI SDR. The future of inbound pipeline generation is automated and results like this demonstrate the power of quick, efficient, and conversational buyer engagement around the clock. 

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I had an insightful conversation with Eyal Worthalter. This particular comment caught my attention: "Customers are always the best teachers, and what you learn from them will help you in every sales role, whether you're an SDR, an account manager, moving into managing a team, or advancing into leadership."

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8 headcount open- ENTERPRISE & COMMERCIAL AE - SaaS - Automation - $ALES & MARKETING account signals and insights SaaS tool 💸 Commercial Account Executive: $125k base 50/50 split - $1m quota 💸 Enterprise Account Executive: $150k base 50/50 split- $1.2m quota Actual inbound leads - $20k - $500k deal sizes - 6 months sales cycle You keep account in your book of business for upsells while CSMs are responsible for renewal #seriesbstartup, working under one of our longer term #vpofsales who JUST started - you must have experience - at an earlier stage org of less than 200 employees - selling a complex solution - ideal experience selling into #gtm #salesleaders or desire to Selling into other SaaS orgs! work with clients like GitLab Notion MongoDB and MORE - providing insights on how their #gtm can do more with less, and make more $$ In a world of tech, where everything is connected it is more possible than ever before to build connections between your current clients, and your ideal prospects This solution combines Sales, Marketing, Community and Operations and uses AI to enrich, score and analyze intent - $ignals are one of the most important aspects of monitoring what is working, and the best way to target, support and optimize every account. An ideal rep understands sales strategies including #productledgrowth and #productledsales MUST BE HUNGRY, LOVE BUILDING PROCESSES and have experience working in a startup get on my schedule! 206 747 9724 #accountexecutive #commercialaccountexecutive #enterpriseaccountexecutive #gtmsaas #gtmsales

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Sales360's automated custom pricing changes the game and shortens turnaround times. Simply... 1) Enter details and get a quote 2) Send to the customer for DocuSign 3) Instant automated enrollments + confirmations Book a free demo. ➡️ https://hubs.ly/Q02D_M0l0 #energysales '#fastercontracting

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Renewals are the lifeblood of every SaaS company. However, we don’t talk enough about what makes a great AM/CSM who handles renewals. Since there are so many lists on what makes a great AE, I thought I’d take a stab at what makes a great AM/CSM who handles renewals: 1/ They prioritize the renewals that move the needle Renewal rate comes down to simple math. What renewals are going to move the needle for them? Great AMs/CSMs spend their time where they’ll get the most bang for their buck. 2/ They prepare 6 months in advance Average AMs/CSMs prep 3 months in advance. Great ones plan 6 months in advance. This includes asking hard questions well ahead of time during a mid-year QBR, so they know where to spend their time. 3/ They can re-sell the product Stakeholders change. Priorities change. Competitors try to break in. Great AMs/CSMs can sell the product as well as their AEs and know how to position their value props and handle objections. 4/ They know how to negotiate I don’t know any procurement person in the post-ZIRP era who doesn’t try to negotiate their contracts. A great AM/CSM knows how to turn negotiations into win-wins. 5/ They know the difference between procurement and decision-makers Similar to point four, they know how to negotiate and with whom. Negotiating with procurement is much different than negotiating with a key stakeholder. Each party wants something different, and it’s important to recognize what that is. 6/ They know how to rope in their AEs or extended teams Just like the best AEs know how to “quarterback” deals, a great AM/CSM knows how to rally resources to help with renewals. AEs, Execs, SEs, and Professional Services can all be brought in to help show the customer extra love. 7/ They develop a renewal champion We always talk about champions in the presales process, but not enough about champions during renewals. A great AM/CSM knows how to develop champions to help push renewals through. An AM/CSM who knows how to do these things is worth their weight in gold. Keep them happy as long as you can!

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