Steal the new model for the anti-bloated, recession-proof sales team

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1. 2:54

   we got here, folks. Bucket number one, when we think about the anti-bloated, recession-proof sales team, bucket number one, setting goals. Oftentimes, signing up for the wrong goal is where this all begins. That's number one. Number two, once you have a goal, how do you actually back out your hiring plan? “How much pipeline you need to hit that goal?” How many reps you should have? What those reps should be attaining? That's bucket number two. If number one is setting the goal, number two is the plan to hit the goal. Number three is once you are in motion, you are actively producing revenue, your reps are doing well, or maybe they're not doing well, how do you know when it's time to scale

   In Outbound pipeline targets

2. 8:34

   And then reps turn activated interest into revenue. But reps are the most expensive way or a very expensive way. It depends on your go-to-market motion, but they're a very expensive way to generate revenue. So how do we think about figuring out what our target is? The main thing we need to do is we need to think about a pipeline generation model that “works backwards from your existing customer acquisition cost, figures out where you want” to go from a revenue target, and then implies how much you're going to spend, right? And that spend might be in the form of hiring reps, but the first thing you need to understand is our first order of business when we're building a revenue target is to build pipeline, is to get meetings. And we're looking for the cheapest, most productive, most scalable way to get as many meetings as possible.

   In Outbound ROI and payback

3. 9:50

   new business and you spent $4 million in sales and marketing, and your boss says, last year you generated $3 million in new business. This year we want you to generate $6 million in new business. You need to understand that there's a cost associated with that, and it's likely going to be proportional to what you historically have spent. So again, takeaway number two is do not just build a headcount capacity model. “Build a waterfall pipeline generation model to understand how you're going to get to your” revenue target and whether that target makes sense given how much you're going to spend. In just a second, but I was always told never engage with people in the comments But you've taken this to another level where you decided to engage someone from the comments and bring them on

   In Activity-to-pipeline math

4. 22:09

   I think the question I would hit back to you is probably depends on the go-to-market motion, the deal size, but what do you think about frequency of commission payments? Because there's some people that say, like, let's pay every month. If you don't design it right, so maybe it's like annual accelerators but monthly quota, “you obviously have these moments where, like, you have a great month, you start hiding deals” for one specific month, you get into the accelerators, and then the next month you get a zero, but it blends out to, like, a much higher quota payout rate. What do you think about sort of, like, the frequency and the timing of accelerators? I'll go ahead, Armand. I was actually going to ask, before we jump into the comp side, Sam, you mentioned one thing. Do you mind if I dig in on it a little bit?

   In Quota accelerators and decelerators

5. 39:36

   For a long time, Outreach could partner with Gong, and then everybody's roadmap ended up in the same place, and it became hard to partner. Like Clary, Gong, and Outreach, they can't really partner anymore because they're all kind of doing some variation of the same thing. But if you can find people that you're not directly competing with, there's a lot of opportunities using some kind of platform like Crossbeam or Reveal or whatever it may “be to figure out where is the overlap, and then how do we tackle these accounts together.” And then the last thing I would say is, again, some kind of community play, which is really – you know, Latney would call it the CMO – I think she's CRO now because she's a badass – of Sixth Sense, she would call it the dark web. Like figure out where are your customers talking about products that are not manifestly visible on G2.

   In Joint account planning

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