Can You Call the Deal?

Sales teams spend hours deliberating over whether each deal in their pipeline has a chance to close. Even for salespeople who don’t own a forecast, predicting the fate of a deal is a fact of life. Accurate foresight into whether a deal will close or fail is hugely valuable. But making that call is no easy task. Most companies don’t have full visibility into their sales pipeline, meaning these predictions get made based on incomplete information. You rely on instinct to fill in the gaps in their CRM data.

When your instinct tells you a deal is going to close, do you trust it? To see how well you’ve honed your senses, take Datahug’s latest quiz, Can You Call the Deal?


5 Things Every Sales Ops Manager Wishes Their CEO Knew

Sales ops is a critical, often overlooked role in most companies. The Sales Ops Manager is responsible for maintaining the work environment of the sales team and ensuring that the organization can sell as effectively as possible. They’re also in charge of reporting on the past, present and future work of the sales team, making them one of the most knowledgeable individuals in the organization. CEOs looking to improve the performance of their companies could benefit greatly from a conversation with their Sales Ops Manager.
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What Kind of Sales Coach Are You?

Coaching is what separates good sales teams from great sales teams. According to recent research, 87% of on-the-job training and onboarding is lost within thirty days without coaching or reinforcement activity. But companies that spend at least three hours per month coaching each rep show 11 percent greater revenue growth than those that spend fewer than three hours per month.
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Don’t Make These Common Revenue Mistakes

Calculating Annual Recurring Revenue (ARR) and applying it to strategic business decisions can get ridiculously complicated when a sales organization is juggling hundreds of customers and thousands of prospects. Proper discipline and awareness of the following pitfalls can make a sales operations manager the beacon of reason in the otherwise messy process of calculating subscription revenue.
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Tipping the Scales of B2B Startup Growth

Scalability is one of the primary considerations every startup founder makes when conceptualizing their business. There are countless ways to get from the garage to the NYSE, and countless books written on each. Some companies have the luxury of waiting to “monetize” until they’ve already reached astronomical size. But for those of us at B2B companies, it’s impossible to grow without selling something.

Sales is a tricky world for startup founders, especially engineer founders. Life would be so much easier if the old adage “If you build it, they will come” still held up. Unfortunately, it’s not that simple. But if we examine the methods of some of today’s fast-growing startups, we can see a few ways to tip the scales in our favor and make growth easier.
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How to Perfect Inside Sales Handoffs

Inside sales handoffs between reps are critical in an Inside Sales team. When the baton is dropped at the handoff, deals slip before they close and customers have poor experiences, leading to churn and missed opportunity. But creating an airtight flow from marketing to business development to account executives to customer success results in happy, satisfied customers and fast sales cycles. Creating this quick-flowing sales process is the goal of every sales leader, but actually achieving it is a huge challenge to most teams, especially when they experience serious growth. It’s common to see otherwise successful sales organizations fall into the trap of turning their managers into drill sergeants. Here’s how to avoid letting it happen to you.
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