Podcast episode
How to Carve Your Team's Territories to Incentivise the Right Behavior (Anthony Cessario, Tropic)
30 Minutes to President's Club8 Feb 202434 min
Description
FOUR ACTIONABLE LEADERSHIP TAKEAWAYS Cut books by ICP and ARR opportunity — don’t force GEO territories if your ICP is clustered within a few major regions. Pre-carve books for reps to-be-hired and let your current reps squat in the territories until they’re on board. A nickname for a holdover opportunity is a slipped opportunity. Have a policy limiting the holdovers and allow for exceptions based on what’s best for the customer. Your team will remember how you treated them in the magic moments: promotions, 1st and last days, maternity leave, a loss in the family. PATH TO PRESIDENT’S CLUB SVP, Revenue Strategy & Operations @ Tropic VP, Revenue @ Clari VP, GTM Solutions @ Clari VP, Revenue - Enterprise @ Clari RESOURCES DISCUSSED Join our weekly newsletter Things you can steal 30MPC Training: 30mpc.com/training
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helps my prospects get their internal team moving. We built a guide on how to help you drive six and seven figure deals with our friends at Outreach. Get it free in the show notes. The worst discovery advice is just be curious and ask lots of questions. Look, our prospects are not showing up to sales calls to answer our questions. “They're showing up to get their questions answered and to figure out how we can solve” their problem. And this is what Pipedrive does. If you want to get clear, complete sales visibility, you can use Pipedrive's easy to use and customizable CRM that is designed to be simple from day one and stay easy to use as your team grows. We actually put together an entire resource hub with Pipedrive to help you get to President's Club and you can get them for free in the 30 MPC Pipedrive closers hub.
we're spending the very limited resources we have as a team on the motions that the go-to-market strategy that we built dictates are most important. So that starts with taking a very data-driven approach to building out your ICP primary, ICP secondary, ICP tertiary, focusing on what are the “accounts we want people spending time in. And then two, you need to build equitable territories” across those books, across those dimensions. And so we're making sure that every territory we have has an equal chance to go deliver as much revenue as possible. That's also a key factor. Number one, by the way, if you want to lead talent, especially sales talent, if Mark has a great book and Armand
would make a book equitable? So one of those was industry for sure. Nowadays, there's so much intense signal and things like that, that you can get way more data driven for how you want to decide what an equitable book would look like, right? So that could be intense signals, that “could be technographic data, things like that.” that's usually one part of the matrix. The other one that we used at Clary was we built a concept of addressable ARR. or at the account level. So we were able to say, you know, based off of the types of users that we would be selling to, we use LinkedIn Sales Insights data
that's usually one part of the matrix. The other one that we used at Clary was we built a concept of addressable ARR. or at the account level. So we were able to say, you know, based off of the types of users that we would be selling to, “we use LinkedIn Sales Insights data” to model an addressable ARR by account using a standard DUPY and the number of users that we think are in that account. And then we would build applicable books on that. So how many million dollar plus ARR accounts, 500K plus ARR accounts, all of that goes into the build. So we would say everyone has the equal number
so size of prize, like I think you called it, what did you call it? Addressable ARR. Addressable ARR. So this concept basically is you add up the number of seats or usage looks or you know, you estimate basically how much if you did a complete sell of the account, “how much that account will be worth, right?” You add up all the total size of prizes in your account that gives you how much revenue that that territory should generate. And for size of prize equality, you're looking for all of your reps to be within 10 or 15% of each other in terms of size of prize. That takes care of one thing. But this other one that you said is super interesting,
team and my charter was we wanted to go further up market and we wanted to increase ASPs. So we could cut down cap payback and all that fun stuff. And so when the charter was ASPs going higher, then that made it really easy for me to say, “okay, we're going to segment this by addressable ARR and we're going to focus the capacity” of the team on doing deals in higher ARR bands, right? That was just part of our strategy that year. When I was building industries at Clary, it was completely different. We were going in industries that we had never sold to successfully in the past. So it was a very different charter at that point.
buy us? And so we were looking at technographic data, right? Like what was the tech stack in these industries that they already own for customers that we had? And you saw things like, oh, they purchased a Martech, you know, like Marchetto or something, and maybe they purchased Seismic or Highspot or something. “And so all of a sudden the technographic data became a really important driver in that go” to market strategy because we wanted to make sure we weren't wasting sales cycles in companies that weren't actually going to buy us at the end of them. And so I don't think there's an easy answer. I think you have to design your go to market strategy and then figure out what are we trying to focus the capacity of the team to do and then how do we segment territories based on that? I got a question for you, Anthony.
and maybe they purchased Seismic or Highspot or something. And so all of a sudden the technographic data became a really important driver in that go to market strategy because we wanted to make sure we weren't wasting sales cycles in companies that weren't actually going to buy us at the end of them. And so I don't think there's an easy answer. I think you have to design your go to market strategy and then figure out what are we trying “to focus the capacity of the team to do and then how do we segment territories based on” that? I got a question for you, Anthony. There were times at Outreach where we got really cute and we spent a lot of time getting these books and trying to make everybody happy. And then there were times where we're just kind of like, we don't got time for this. Let's like get this thing out easy peasy. Quick question.