Salespeople Eat What They Kill RFPs, Closed Deals, Total Revenue
"We Live or Die By the Numbers"
Closing the deal is the only thing real.
Most marketing has autonomy from sales. Often, it doesn’t channel sales messages well. Frequently it pursues goals that don't prioritize revenue.
You can market like a media outlet that never mentions product, but people will never rely on you as the industry's magazine. Only pitching vs. pure information are extremes.
Create a unified overall brand narrative with messages and campaigns supporting all stages of the sales funnel from ideation to negotiation, so marketing reaches people in bulk while Sales does 1:1.
"Organizations succeed by producing a single brand narrative, carrying the same messages throughout the organization AND externally to the market. They fail when they don't produce an end-to-end experience."
The company is a salesperson. It exists to sell or it starves. You have every right & reason to expect: increased RFPs & bids, more closed deals, & higher total revenue.
You're always closing
or else you're just posing.
Life is easier and sweeter when we're all facing the same direction, bent on taking the same hill.
The strongest predictor of success is not the best product but the size and diversity of your network.
The pipeline is a straight line to the dotted line.
The salesperson always has the sales pipeline in mind, but the rest of the company doesn’t, so s/he's alone in taking on prospects.
That’s fine, unless you’re up against competitors with more budget & resources. But the best salespeople continually hone their game, and they can't do it alone.
A copilot extracts insights from the pipeline, brainstorms solutions to hurdles, and crafts messaging to help the pitch, so the lead salesperson can close the deal.
Call in a ringer. You're adding someone to your sales team with a solid grasp of business, selling, messaging, marketing, and bottom line goals. That mix amplifies the efforts of every member.
You can't hone
Success is Seeing the Needle Move!
And everything else is codswallop.
You can only improve
what you can prove.
Everyone can sell, just not very well.
The very survival of the organization requires revenue. You want to prioritize pitching, cut the dross, & bend every activity into supporting Sales.
Most people either think they can't sell or don't know how to support the organizational act of selling, without losing sight of their own crucial skills.
Let's identify how each team can further the company's mission on the inertia of each team member's intrinsic personal motivations.
You can't achieve your goals if revenue doesn't drive, but you also won't achieve them if people are anxious, demotivated, or don't understand how to help.
You know your organization best. MadPipe will start where you say. No bamboozlement or theater, no eight months of top to bottom fact-finding culminating in a PowerPoint before we can act. An action plan and the shortest path to a total sales organization is our shared goal.
Whatever you peddle, hustle, or trade,
your own crew must be first to be swayed.
Selling is being part of an ecosystem, and choosing to fill a need where one is expressed or implied.
RE: Supporting the Sale
Since you're still here . . .