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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Why Modern Selling Needs More Rally, Less NASCAR

NASCAR is up there with apple pie and country music as one of the most uniquely American things around. In Europe, they don’t care quite as much as Americans do about NASCAR.

But they do love rally racing.

In NASCAR, cars are optimized to race in a circle as fast as possible, over and over. There is only one route to the finish. In rally, the route has twists and turns and may not be revealed to the competitors until the day of the race. NASCAR is highly predictable, and a huge amount of work goes into preparing and optimizing along a very narrow scope of possible situations. There is only one way to go: Left.

Rallying, on the other hand, requires both a driver and a navigator to think creatively and react to a huge variety of situations to make it to the finish line. Teams get very creative with how they get from point A to point B.

The sales world could learn a lot from the world of rally racing.
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Four Focus Areas to Win in H2

The first half of 2015 is complete, posing a challenge and an opportunity. For those of us in sales, this is a key time to evaluate our work and make adjustments that can take our operations to the next level. As businesses prepare for the second half of the year, here are four focus areas to set your sales organization up for a stellar H2.
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