In today’s article, we bring you a summary of the book Predictable Revenue, by Aaron Ross, more specifically about chapter 7. By the way, if you are a sales manager, sales director or CEO, if you haven’t read this book yet, you should know that you should. Ross’s experience brings important insights that can positively contribute to you developing your role properly.
predictable recipe book
Just for your information, the book study and academic environment mentioned is the book Predictable considered the “Silicon Valley Sales Bible”. And it couldn’t be any different, the American author is one of the most successful sales experts today. So much so that the methodology he created is considered revolutionary and is seen as a reference by marketing and sales professionals.
All of his knowledge was acquired
after having been the director of corporate hse preparatory year student and olympiad winner sales at Salesforce, which is now considered one of the world leaders in CRM solutions, mainly due to its platform, Sales Cloud.
Ross’s strategy was essential for the company
become recognized worldwide. And, luckily, he fax list decided to share it through his best seller. All the experience he gained helped him identify the 7 fatal mistakes that CEOs and sales directors make when carrying out their activities. Check out the summary of the book Predictable Revenue that we brought to you and learn what each of the mistakes identified by the author are:
Not Taking Responsibility for Generating Sales and Leads
The CEO should be seen as the main figure, with everything coming from him. However, many professionals believe that hiring someone to take care of lead generation and sales is enough. But that is not the case. The CEO is the one who needs to have a deep understanding of these important aspects.
Director with arms crossed
With this understanding, you can guide your employees in devising the best strategy to achieve the expected results. In fact, Aaron himself admits to having made this mistake. He says he failed by creating arbitrary goals and not understanding why the results did not meet expectations. This type of misunderstanding about lead generation and the sales flow itself makes it difficult to have a realistic view of what needs to be changed in order to achieve the expected goals.
The solution, therefore, is for the CEO to take full the book Predictable responsibility for learning and developing skills in sales and lead generation.
Fatal Error #2: Assuming Account Executives Should Prospect for New Accounts
According to Ross, another mistake made by CEOs and sales directors is to delegate prospecting for new accounts to executives. This is wrong because, according to him, what generates revenue is closing accounts, not prospecting. The author argues that account executives should spend 80% of their time calling customers or closing deals and only 20% prospecting for strategic accounts.
The actual prospecting of new accounts
must be done by a professional dedicated solely to this, as is the case of the Sales Development Representative (SDR), a pre-sales professional responsible for the initial contact with prospects.
To ensure that this mistake is no longer made, the solution is to specialize sales functions, making each person responsible for their demand.
Assuming that channels will do the selling for you
The channels and tools available should be seen as complements, not as substitutes for salespeople. And, precisely for this reason, believing that channels alone will be able to make. The sale is a common mistake made by CEOs or sales managers.
Before actually using other means, you need to achieve the expected results and prove your own success. First directly, and then benefit from the available channels.
Therefore, the solution to this problem is to take. Control of your sales and negotiations, find ways to make. Them successful and then. Only after that, invest fully in other means that can facilitate this process.
Fatal Mistake
Messing Up Hiring. Training, the book Predictable and Incentivizing Talent
When CEOs or sales directors. Do not invest in an effective people management process. It becomes more difficult to succeed with the sales team.
How many times have you seen new members of your team having to “manage” their tasks on their own? This is not a good example, quite the opposite. It is one of the points that can harm the company’s commercial success. Since employees need to be properly trained and able to deal with the company’s processes.