Enterprise Sales. It always sounds great in theory, doesn't it? Fortune 500 Logos + Enterprise Reps + Six Figure Contracts = BOOM! But more often than not, the reality is quite the opposite:
Nice job Arnie. In add'n to your 5 recommendations, I would suggest 3 others: a) Focus on Quantifiable Customer Impact, b) explore existing channel relationships to accelerate enterprise penetration in lieu of hiring add'l enterprise sales people, c) set 'stop-loss' limits (ie: max 6 months) on these sales cycles. Unsuccessful enterprise sales cycles that extend month after month are more of a distraction and damaging vs good.
Thanks Dan. Good suggestions, especially the stop-loss limit. Knowing when to walk away from a deal is an integral part of managing your own time. A good rule of thumb is to set the limit at 2x the average sales cycle of your closed won deals.
Nice job Arnie. In add'n to your 5 recommendations, I would suggest 3 others: a) Focus on Quantifiable Customer Impact, b) explore existing channel relationships to accelerate enterprise penetration in lieu of hiring add'l enterprise sales people, c) set 'stop-loss' limits (ie: max 6 months) on these sales cycles. Unsuccessful enterprise sales cycles that extend month after month are more of a distraction and damaging vs good.
Thanks Dan. Good suggestions, especially the stop-loss limit. Knowing when to walk away from a deal is an integral part of managing your own time. A good rule of thumb is to set the limit at 2x the average sales cycle of your closed won deals.
Win Fast, Lose Faster.